Business Plan

STATE LIFE INSURANCE CORPORATION OF PAKISTAN DONT EDIT
BUSINESS PLAN
Health & Accidental Insurance Division
The document presents the detailed business plan including future targets & goals, corporate
structure, Resource Allocation, Capital Projection, Scope of works and activities to be performed by
Health and Accidental Insurance Division of State Life Insurance Corporation.
EXECUTIVE SUMMARY
The Executive Summary is the last section written. It should be restricted to two to three pages in length.
In essence the Executive Summary is a very effective distillation of the overall business plan into a 'hard
hitting' summary of key performance initiatives and performance targets. Typically it would include the
following:
The Business Opportunity

The Product
The Market Strategy
The Management Team
Profit and Cash Projections
Investment Needs
Returns to Investors
State Life Insurance Corporation of Pakistan Page | 1

EXECUTIVE SUMMARY
The Executive Summary is the last section written. It should be restricted to two to three pages in length.
In essence the Executive Summary is a very effective distillation of the overall business plan into a 'hard
hitting' summary of key performance initiatives and performance targets. Typically it would include the
following:
The Business Opportunity

The Product
The Market Strategy
The Management Team
Profit and Cash Projections
Investment Needs
Returns to Investors

TABLE OF CONTENTS
Executive Summary
Section Page
1. Strategic Focus
2. The Business
3 Market Analysis
4 Products
5 Marketing
6 Research and Development
7 Production and Delivery
8 Supply Chains
9 Business Systems and Processes
10 Stakeholder Relationships and Alliances

11 Organisational and Management
12 Environmental and Social Impacts
13 Risk Factors and Regulatory Compliance
14 Corporate Governance
15 Financials
16 Application of Investment Funds
17 Strategic Action Plan
18 Plan Improvement
Appendices:
1.
2.
3.

INTRODUCTION
In 2012, State Life has separated Health Insurance Division from Group & Health Insurance Division and
formulated a dedicated division to effectively introduce, promulgate and propagate health insurance. The
initial focus of Health Division is

The Aim of this Plan
What do we wish to achieve with this plan?start, grow, consolidate, downsize or exit.
Our Mission
A Mission Statement clearly defines the primary purpose or reasons for our existence. It is
heavily focused on Customer Value. It is also vital to achieving organisational alignment
A mission statement typically provides clear and concise answers to the following questions:
What products and services do we deliver?

Where and when do we deliver our products and services?
Which customer groups are our primary groups?
Where are our primary customers
What tangible value do our products and services deliver to customers?
What is our competitive advantage?
What additional community and environmental benefits do we generate?
Answers to the above questions provide a start-point for preparing a statement that clearly
positions the company in the minds of key stakeholders and customers
Core Organisational Competencies
Which core organisational skills and competencies are vital to achieving our mission

Organisational Values
What core organisational values must be imbedded in our organisation to establish a culture
capable of achieving our Mission?

Highest Priority Goals
List up to six of your highest priority goals in order of priority. These goals are formulated at
Section 17. Section 17 shows how to use the SMAAART acronym to write clear, concise action-
oriented goal statements. SMAAART Goals - are Specific, Measurable, Action-oriented, Achievable,
Affordable, Time-bound. An example of a SMAAART Goal: By 30 June 2002 to construct and
commission a world-standard production and delivery facility capable of producing two 20 metre road
bridges per month for direct installation in to Australia's public road system.
In essence strategic goals progressively take the company to its next level of performance and keep
it there.
Goal One.
Goal Two
Goal Three
Goal Four
Performance Objectives
The performance objectives below, in combination, form a performance scorecard for easily
tracking the performance improvements generated by this plan. Section 17 provides the inputs for
this scorecard. The planning team determines the composition of the performance scorecard.
Performance Performance Target Time Frame

Area Measures
Financial
Performance
Customer and
Market
Performance
Internal Efficiency
and Effectiveness
Long Term
Development and
Innovation
SECTION TWO
THE BUSINESS
Provide a concise overview of the business. Areas for consideration when preparing this section to
include:
Owners/Directors/Shareholders/Shareholdings
A brief history of the business
Corporate and business cultures
Nature of the business and it main activities

Location
Current stage in its life cycle
Past performance and key achievements
Key business advisors - Solicitor, Banker, Accountant, and Consultants
Relationships with key stakeholders
Competitive strengths and weaknesses

SECTION THREE
MARKET ANALYSIS
Conduct a detailed analysis across each of the following areas to identify and quantify key market
opportunities/gaps, barriers to market entry, threats, compliance requirements, risks, performance
multipliers, critical success factors etc that must be considered when developing high priority
product development, marketing and business strategies. All budgetary and financial constraints
must be factored in to this planning.
Global/National Trends, Developments, Cycles and Changes of Relevance

Macro-environment (eg, political, economic, legal, social/cultural, demographics, technology)
Industry
Markets, Customers and Suppliers
Competitors and their Products
Questions typically asked during the analysis would include:
- What are the industry's economics, critical success factors, key risks, competitiveness,
compliance and standards requirements, emerging trends and key technologies?
- Who are the key customers and major competitors in each target markets?
- What are the sizes of the target markets? Are they growing? If yes, at what rate?
- What market share does each major competitor hold in your primary markets

- What are the strengths and weaknesses of major competitors and their products?
- What are the competitive price points for products in each market?
- What competitive advantages must your products have to successfully enter and compete in
target markets? How will you differentiate your products and add more-customer-value than
competitors?
- Key questions about your primary customers:
* Specifically what need or problem does your product target?
* Who will make the decision to purchase your products?
* What are their decision criteria?
* Where are the products bought?
* How are the products bought?
* When are the products bought?
* Why are the products bought?
- How well do you know your primary customers and key competitors?
- How strong are your relationships with key customers and key stakeholders. How do you involve
them in product development? What factors will be critical to building strong and enduring brands
with them?
- What levels of demand for your products are realistic across your primary markets?
- In order of priority what are your primary markets? Why?
- How will your primary competitors react when you enter their markets, now and over the next
two years? What are you going to do about their responses?
- What are the major barriers to market entry?
- What are the critical success factors for each market?
- What key product distribution, product support and customer service issues must be considered?
- Which companies and products are likely to become competitors in the future?
- What new or emerging technologies and substitute products are likely to become threats in the
future?
SECTION FOUR

PRODUCTS
Based on the findings of Section Three identify your product's key strengths and weaknesses as
they relate to key market opportunities and threats. Then develop strategies to address each issue
(eg, build on strengths and correct weaknesses) for each product in your product portfolio. When
preparing this section consider the following framework for clustering key issues and related
strategies. All budgetary and financial constraints must be factored in to this planning.
Describe your current and near-future products?

What gives your products a clear competitive advantage?
What are the benefits and value provided to customer as opposed to 'features'?
What are the environmental and social impacts and implications?
What regulations, standards and codes must be complied with?
At what stage is each product in its life-cycle? For example:
- Research completed
- Prototype completed
- In-house testing
- Customer testing
- Market ready
- First up-grade completed
Also consider conducting the product analysis and planning for this section across the following
stages:
Current Situation
Key Product and Market Issues
Key Strategies

Performance Measures and Targets
SECTION FIVE
MARKETING
Based on discussions at previous sections develop a concise set of highly focussed marketing
strategies for your most attractive and highest priority markets. These strategies will guide your
market entry, market development, and brand building activities. Establish budgets for these
activities. Set realistic and measurable performance targets and time lines for each market
entry/development strategy. These targets are critical to designing and building business and
production capacities aligned with expected market demands on entry, and in to the future.
In essence marketing strategies in combination create the well differentiated, high value and
compelling proposition to customers that persuades them to purchase from you rather then a
competitor. These strategies should build on the competitive strengths of the company while
exploiting the weaknesses of key competitors. A highly competitive, high-value proposition to
customers is typically created around the following drivers of competitive advantage:

Product benefits highly valued by the customer
Product distribution eg, simple, speedy and easy customer-access to the product
Product promotion
Customer communication, interaction and feedback
Product support for the life of the product
Customer service
Product pricing and purchasing
Product presentation and packaging
Product compliance with all relevant legislation

SECTION SIX
RESEARCH AND DEVELOPMENT
Provide a background to current activities. Then identify key issues (strength, weakness, gaps,
threats and opportunities) and develop related strategies for addressing each key issues. Link the
R&D effort to your market research, product development and marketing activities discussed in
previous sections. All budgetary and financial constraints must be factored in to this planning.
Areas to be analysed to include:
Sources of R&D
- Current and planned
- Strategic alliances for R&D
Intellectual Property Protection

- Patents held plus the corporate entity that holds the patents
- Shared intellectual property and its protection
- Intellectual property being used, but not owned
- Intellectual property protection currently being sort for new developments
Current and planned R&D activities
Processes employed for the development and commercialisation of new products and
technologies

SECTION SEVEN
PRODUCTION AND DELIVERY

Provide a background to current activities. Then identify key issues - strengths, weaknesses, and
gaps in production capacities and capabilities - as they relate to meeting the marketing
requirements and targets, and R&D requirements developed in earlier sections. Then develop
linked strategies with clear targets, time lines and budgets to develop and progressively expand
production capabilities and capacities. All budgetary and financial constraints are factored in to
this planning.
Key issues are typically identified following an evaluation of key production and delivery
performance-drivers. Typical areas to be addressed during this evaluation include:
- Plant design, location, size and site requirements
- Access to key manufacturing technologies
- Production capacity and capability requirements
- Criteria for selecting contractors and suppliers
- In-house versus out-sourcing of manufacturing requirements
- The manufacturing and production standards, codes, regulations and OH&S requirements that
must be complied with
- Equipment needs
- Inventory management
- Manufacturing processes - configurations and technologies
- Product and production costings
- Purchasing systems
- Quality control systems
- Manufacturing resources planning
- Material requirements planning
- Warehousing
- Scheduling and dispatch

- Material supplies and inventory
- Critical/key inputs to all manufacturing and production processes
- Risk management
- Key staffing and skills requirements
- Clear linkages to, and feedback loops with the company's marketing, product development, and
R&D functions
- Work systems and teams for staff
- Designing, testing and improving all production and delivery systems to meet market demands
and expected growth
- Key performance measures and targets for controlling and improving all production and delivery
systems to increase production efficiencies and effectiveness.
- Benchmarking and best-practice
SECTION EIGHT
SUPPLY CHAINS
Provide a background to current activities and list all key suppliers. Then identify key issues -
strengths, weaknesses, and gaps in supply chain capacities and capabilities - as they relate to
meeting the production and delivery requirements and targets developed at Section Seven. Then
develop linked strategies with clear targets, time lines and budgets to develop and progressively
improve supply chain capabilities and capacities. All budgetary and financial constraints must be
factored in to this planning. Supply chains assessments to include out-sourcing. For example any
R&D that is out-sourced should be included in this assessment.

Conduct the analysis and planning for this section across the following stages:
Current Situation
Key Supply Chain Issues
Key Strategies

SECTION NINE
BUSINESS SYSTEMS AND PROCESSES
Based on the plans/strategies developed and performance targets established in sections One to
Eight identify key issues - strengths, weaknesses and gaps - within the business systems and
processes that drive business performance. Then develop strategies to address these issues.
Performance reviews to improve internal business systems and processes typically include an
assessment of the following performance areas:
Quality Management (eg, ISO 9001 - Quality Standard, AS 4269 - Complaints Handling
Standard)
Risk Management (eg, AS/NZS, Risk Management Standard)
Regulatory Compliance (eg, AS 3806, Compliance Program Standard)
Information Management and Security (eg, Security Standard AS/NZS ISO/IEC
17799:2000)
Financial management
Managing the environmental and social impacts of business operations
Performance improvement across the business, to include performance indicators and

targets
Future planning and ongoing innovation (eg, new product development & process
innovation)
Employee performance and morale
Stakeholder relationships
Board and management performance
SECTION 10

STAKEHOLDER RELATIONSHIPS AND ALLIANCES
Describe the current situation and list those key stakeholders that currently contribute to business
performance. Identify key issues - strengths, weaknesses and gaps - that relate to improving
stakeholder relationships and alliances. Then develop strategies to address each key issue.
Stakeholder groups typically include customers, suppliers of good and services, employees,
regulators, the environment, community, government departments and investors. Questions asked
during the stakeholder analysis include:
Are all of our key stakeholders clearly identified?
Who will become key stakeholders in the near future?
Are their expectations and requirements clearly understood?
Are they regularly consulted?
Are they kept updated, and involved in those business decisions that will affect them?

SECTION 11
ORGANISATIONAL AND MANAGEMENT
Section Seven provides clear production and delivery projections and targets for the company.
Current organisational structures and human resource capabilities will most likely require
improvement to meet these increasing business demands.

Conduct an analysis of the current situation and growth projections for the company to identify the
key organisational and human resource issues that must be addressed if these growth projections
are to be realised. Then develop strategies with key performance measures and targets to address
these key issues.
Areas to be addressed typically include:
Organisational Chart - show current structures and future structures
The Management team with brief resumes - show the situation now and in to the future
Staffing requirements - now and in to the future
Job descriptions and work design for management and staff - now and in to the future
Human performance standards, measurement and feedback - now and into the future
Management and staff training and development - now and in to the future
Recruitment and induction - now and in to the future
Encouraging innovation across the company
Providing leadership and building morale
Training needs analysis - now and in to the future
Occupational health and safety
Industrial relations
Wages and on-costs
Other relevant human resource issues

SECTION 12
ENVIRONMENTAL AND SOCIAL IMPACTS
Conduct the analysis and planning for this section across the following stages:
Current Situation
Key Environmental and Social Issues
Key Strategies

SECTION 13

RISK FACTORS AND REGULATORY COMPLIANCE
Risk Management
Establish key risks to the overall business and its performance by identifying high priority risks
within each performance area represented by the sections of this plan. Quantify these risks by
assessing the gravity of their impacts on the business should they be realised, and determining the
probability that they will be realised.
Following quantification of the risks establish an order of priority for their control. Then develop
risk management strategies - with performance measures, targets and time lines - that address the
highest priority risks.
The Australian Risk Management Standard AS/NZS 4360 provides a good framework for
conducting risk management activities within this sub-section
Regulatory Compliance
Conduct an audit of regulatory compliance requirements across each area of the business as
represented by the sections of this plan. Develop strategies to address regulatory gaps and
weaknesses. Australian Compliance Programs Standard AS 3806 provides a good framework for
developing an effective compliance management system.
A regulatory compliance audit would typically embrace:
Corporate governance
Taxation
Superannuation
Employing staff
Health and safety
Trade Practices

Intellectual Property Rights
Environmental Issues
The Privacy Act
SECTION 14
CORPORATE GOVERNANCE
Areas to be addressed by this section typically would include:
Corporate Structures
Company Constitution
Board of Directors - Size and Composition

Duties and Responsibilities of the Board
Board Performance
Advisors to the Board
Shareholder Agreements

SECTION 15
FINANCIALS
Based on the strategies and plans formulated, costings calculated, and sales projected develop a set
of financials for the duration of the plan. These financials should include cash flows, profit and loss,
balance sheets, investment requirements, and key financial performance indicators and related
performance targets.

SECTION 16
APPLICATION OF INVESTMENT FUNDS
This section should be linked to all prior planning and at minimum address the following:
What will be the total investment requirement across the duration of this plan - when
and how much?
Which investors will be involved; how much will they provide and when will they
provide it?
How will the funds be used at each round of investment?
What will the capital structure and ownership be after each round of investment?

SECTION 17
STRATEGIC ACTION PLAN
Primary Goals, Objectives and Strategies
The Aim of this section is to integrate all strategies developed across previous sections into a
cohesive and balanced plan of highly focussed action that will achieve the overarching purpose of
this Strategic Business Plan.
Firstly..High-priority, clear, action-orientated, time-bound and practicably achievable goals are

formulated around clusters of 'like' strategies developed across the previous sections. Goals mark a
clear and well-marked pathway for achieving the aim of this plan. To ensure the plan has a sharp
focus the number of key goals should be restricted to six or less when ever possible. A clear time
frame and performance target should be integrated in to each goal statement. An example of a goal
statement: By 30 June 2002 to construct and commission a world-standard production and delivery
facility capable of producing two 20 metre road bridges per month for direct installation in to
Australia's public road system.
After each goal has been clearly formulated develop a set of supporting objectives and strategies.
Objectives define the best pathway for achieving each goal. Strategies define the pathway for
achieving each objective. Objectives and strategies are also written using the SMAAART acronym -
Specific, Measurable, Action-orientated, Affordable, Achievable, and Time-bound. The final step in
developing an interacting hierarchy/network of focussed action is the Task plan. This plan
allocates people and resources to completing those tasks required for achieving each strategy. Vital
budget and resource considerations are integrated in to the overall planning process to ensure all
planned actions are affordable.
The interacting hierarchy/network of action for achieving the aim of the plan is illustrated below.
The hierarchy/network of focussed action is not a rigid structure and, where possible, should be
adapted to the each situation to ensure it provides fast, effective and relatively simple action
pathways for delivering results of significance.
Key Strategic Goal

Objectives to achieve the strategic goal
Strategies to achieve each objective
Task Plans to achieve each strategy

Plan Implementation
Typically management in consultation with staff and key stakeholders implements each Goal and its
supporting objectives, strategies and action/task plans. Balanced teams can be effectively
employed to implement strategies and supporting action/task plans.

SECTION 18
PLAN IMPROVEMENT
Performance Measurement
The plan's performance should be assessed against its effectiveness in achieving its high priority
goals and performance targets.
Plan Review and Up Date
To ensure the plan continues to provide a sharp focus and remain responsive to change it should be
formally reviewed and updated every six months, at the achievement of a Strategic Goal and at any
other time deemed necessary. Implementation of this plan is to be a fixed agenda item at meetings
of the Board of Directors.
In 2014, KP Government has the taken initiative to launch Social Health Protection (SHP)
scheme and invited RFPs from insurance companies. State Life had already taken active part in
development, implementation and management of BISP Waseela-e-Sehet program submitted
its RFP for SHP Initiative. Being an experienced and administratively capable player State Life
has entered into an agreement with Government of Khyber Pakhtunkhwa to provide and
promote micro health insurance scheme, initially, to the four designated districts namely Kohat,
Mardan, Malakand and Chitral.
The scheme will target the most deprived segment of society and provide them access to the
health facilities in a wide range of public and private hospitals. The proposed target market will
tend to expand to include a wide range of society. The scheme aims to encourage:
Utilization of health care facilities

Provision of quality health services

Provision of cashless services to beneficiaries
Awareness regarding financial risk due to health related perils
Under the scheme, the member will be covered for hospitalization, day care surgeries and
maternity benefits, albeit under a prescribed limit. Along with the provision of these facilities,
the quality of services will also be monitored for improvement. Features such as transportation
cash grant on maternity will encourage the female population to utilize the health provider
facilities and will ultimately results in improving the female and child survival rate.
Initially, about 22% population of these districts which counts to approximately 100,000
families is required to be covered for which the premium will be paid by Government of KP.
State Life will perform all the ground works such as identification of beneficiaries,
authentication of members, enrollment of members under the scheme, health card distribution,
awareness about benefits and ongoing communication. Meanwhile, State Life is also working
on hospitals empanelment, establishment of dedicated IT framework and extension of human
resource and infrastructure to launch the scheme in these districts.
State Life has also been assigned with the task of covering at least 28% of the population of
each of designated district by utilizing its marketing capabilities. In this regard, State Life is
working on designing a communication strategy, developing new health insurance plans and
initiation of awareness campaign.

COVERAGE
At the initial stage, the coverage of scheme is limited to four districts of KP namely Kohat,
Chitral, Mardan & Malakand. As per agreement, the government of Khyber Pakhtunkhwa will
pay the premium for approximately 22% of the population which counts to approximately
100,000 households. The following map shows the coverage area while the table depicts the
expected population of each district.
Name of Estimated Estimated Est. No. of

the population Population of Households
Districts beneficiaries beneficiary
Chitral 407,798 67,099 8,746
Malakand 578,344 115,638 16,698
Mardan 1,941,933 376,226 53,943
Kohat 731,437 141,038 20,613
Total 3,659,512 700,000 100,000
Meanwhile, State Life has to expand the health insurance coverage to 50% of the population
through employing several mediums including robust community communication, effective
mobilization, development of suitable health products etc.

SCHEME FEATURES & SE RVICES
SHP SCHEME
SHP is a micro health insurance scheme which covers the cost of hospitalization for medical &
surgical procedures including day care surgeries and maternity benefits to the enrolled families
up to Rs. 25,000 per person per annum. Pre and post hospitalization care/treatment of up to
one day prior to hospitalization and up to five days from the date of discharge will be provided
under the scheme. The household for the purpose of benefits is restricted to seven members
where the selection of head of household, spouse, children and parent follows BISP criteria.
Under the scheme, there is no age limit and exclusion of pre-existing condition (except
Standard Exclusions). The scheme will cover hospital services normally provided at the
secondary level (up to DHQ hospital) but such services can be provided even at tertiary care
hospitals.
Maternity and New Born coverage includes treatment taken in empanelled hospital/nursing
homes arising from child birth including normal delivery / caesarean section and / or
miscarriage or abortion induced by accident or other medical emergency subject to exclusion.
New Born child will also be considered as part of household and covered under the scheme. For
maternity cases, transportation charges of Rs.1,000/- per hospitalization will also be provided.
WIDER ENROLLMENT
State Life envisages utilizing the team of qualified experts to assess the specific needs of
different segments of population to introduce different health insurance plans. In this regard,
the experience of managing SHP will play a pivotal role in assessment the benefits and cost for
the different health plans.
In addition to traditional/base product, the proposed plans will provide a blend of basic health
insurance along with accidental coverage at a minimal cost. Meanwhile, the limits for specific
dread diseases will also be reviewed and may be enhanced for future products. With the
development of sound coordination with health service providers and streamlined IT system,
OPD facility may also be included in the form of riders.

ESTABLISHMENT OF PRO JECT OFFICE
State Life has established project office at Peshawar for better coordination with the
government. The project office comprises of six officers at present and will administer the four
district offices. Under the patient admission model, the project office is linked to all district
offices via HMIS Software. The project office will have the access to all the activities performed
by District Supervisor on day to day basis. Further, it will take active part in authorizing
admission of beneficiaries in the hospitals and their complaint redressal. The project office will
also be responsible for monitoring and evaluation of the scheme in each district.
HIRING OF CONSULTANTS
As part of capacity building State Life is also in the process of hiring health insurance
specialists. In this regard a proposal has been forwarded to Ministry of Commerce for approval.
INVOICE
As per clause 5 (a) of the agreement, State Life has raised the invoice for first installment of
premium.

ANALYSIS OF BENEFICIARIES INFORMATION
The data of beneficiaries (less than 16.17 PMT) has been provided by the government to State
Life. The data is analyzed by State Life and summarized as follows:
Table1. Geographical Distribution of Beneficiaries
Districts Households Members

Chitral 11,186 99,951
Kohat 26,362 210,091
Malakan 21,355 172,255
Mardan 68,989 560,430
Grand Total 127,892 1,042,727
From the data it is observed that about 50% of the total population lives at Mardan District.
The data regarding district-wise number of beneficiaries to be enrolled will be provided by
DoH, KP to trigger the process of identification and health card distribution.
Table 1.2 Gender Wise Distributions

Gender Heads %age Number %age
Male 103,177 80.62% 527,625 50.6%
Female 24,795 19.38% 513,834 49.3%
It is observed that there are 24,795 households having females as their head. For these cases,
we have suggested that the some adult male member within the household may be declared as
head. This will facilitate the card distribution and the awareness campaign by overcoming
cultural barriers. For these cases we have analyzed that 14,262 females have husbands while
23,210 have male children greater than 18 year which could be declared as head of household.

Data Validation
Expected
Correct Cases
85%
Expected
Anomalies
15%
While analyzing the data we have observed discrepancies which affect approximately 15-20% of
the provided data. The anomalies are found in different fields such as CNIC, Age, Addresses,
Gender and Relations with beneficiaries etc. which needs to be addressed on priority basis. In
the presence of such anomalies the whole process of identification of beneficiaries, enrollment,
admission and facilitation may not yield the perceived results.

DESIGNING OF HEALTH CARDS
State Life is responsible for enrolment and identification of the Programme Fund paid
beneficiaries under the scheme which is to be carried out in the form of health insurance cards.
In this regard, State Life has provided the sample health cards to DoH, KP for approval.
The health card will contain the detailed information of the members of household which are
covered under SHP scheme. Each household will be educated about the features and benefits of
SHP scheme and a unique, 10-digit, mapped card number will be issued to these households.

ENROLLMENT OF BENEFI CIARIES
SELECTION OF NGOS
State Life has invited Proposals for Hiring the Services of reputed and experienced Non-
Governmental Organizations (NGOs) to undertake Health Card Distribution and Community
Mobilization in designated District namely Kohat, Mardan, Malakand & Chitral. The NGOs
will be selected through bidding process.
The selection of NGOs will take into account their working experience in Community
Mobilization & Capacity Building. Each NGO will delineate the various activities to be
undertaken to complete the assignment. For each activity, the methodology to be adopted, the
phasing, the time schedule, verification process and deployment plan for personnel should be
indicated as per the table below
Activity Methodology Phasing and Time Means of Verification

Schedule
SCOPE OF WORK
The primary task of the NGOs would be the distribution of the health cards along with printed
material and spreading awareness among the card holders regarding acquisition of healthcare
facilities while admitted in hospital.
The NGO will be provided a pre-determined number of health cards to initiate the distribution
process simultaneously in each district. The associated NGO shall perform the role of an active
expert partner to the SLIC for Community Development needs and shall perform the following
tasks:
Undertaking on rolling basic campaigns in villages to increase awareness of the Micro

Health Insurance Scheme and its key features
Mobilising households in participating districts for enrolment in the scheme and

facilitating their enrolment and subsequent re-enrolment as the case may be.
Providing advice to the beneficiary households wishing to avail the benefits covered
under the scheme and facilitating their access to such services as needed.

Verification of beneficiary demographic and contact data.
Providing any other service as may be mutually agreed between the State Life and the
NGO.
PERFORMANCE ASSESMENT
In order to effectively carrying out the process, the remuneration will consider the amount of
efforts put in by NGOs in designated district. State Life will also assess the performance of
distribution process and may penalize the NGOs in case of any of the following inattention:
Quality of deliverable is not up to the mark (till the quality is improved to the required
extent)
Delays in deliverables
Not assigning adequate resources in time
Not engaging resources on a dedicated basis, even when required
Assigning resources that do not meet the clients requirements
Inadequate interaction with the client department.
The work is either not complete or not completed satisfactorily as per the approved
time schedule or the quality of deliverable

MONITORING & EVALUATION
The NGO has to provide the detail of the number of cards (along with material) distributed on
daily basis to SLIC in the format prescribed by the SLIC clearly specifying the Serial No, Card
Number, Name of Beneficiary, Cell Number and Signature/Thumb impression.
Daily Progress Report

S Date Card Name Address Sig/Thumb Remarks Delivered Reason
No. No. of (if Impression Yes/No for Non
Family different Delivery
Head than the
listed
one)
Indicative list of activities and the amount of expenditure

District- Mardan/Malakand/Kohat/Chitral
S Name of Activity Unit Indicators/ Time Month Cost
# Outcomes Frame
W1 W2 W3 W4
Startup Activities
Awareness Campaign in
functional area
Awareness Sessions to
beneficiaries
Distribution of health
cards to the beneficiaries
Monitoring
Reporting

HOSPITAL EMPANELMENT
To ensure the provision of easy accessibility and quality healthcare services State Life has
initiated the process of hospital empanelment. The role of State Life regarding empanelment &
evaluation process includes the following:
i. Identify the hospitals within the reach of the beneficiaries

ii. Inspect the hospital facility; review against empanelment criteria
iii. Recommend changes, if there are shortfalls
iv. Service provider contracting
v. Discuss the scope of benefits provided to the programme beneficiaries
vi. Establishment of software access point
vii. Continuous monitoring of quality of health care facilities by district offices
viii. Spot Changes periodically
IDENTIFICATION OF HOSPITALS
State Life has conducted an initial survey to identify & inspect the hospitals at Mardan district.
Under the survey, a total of ten hospitals were visited by the officials of State Life.
List of Surveyed Hospitals
S. No Name of Hospital S. No Name of Hospital
MARDAN MEDICAL
1 ADAN MEDICAL CENTRE MARDAN 6 COMPLEX(PUBLIC)
DISTRICT HEADQUATER NEW ALSHIFA MEDICAL CENTRE

2 HOSPITAL MARDAN 7 MARDAN
QAZI MEDICAL AND METERNITY

3 KHYBER HOSPITAL MRADAN 8 HOME
LAIBA MEDICAL CENTRE

4 MARDAN 9 SMI HOSPITAL MARDAN
MARDAN MEDICAL CENTRE TEHSIL HEAD QUATER HOSPITAL

5 S.TOWN 10 TAKHT BHAI
The survey results of the services provided by these hospitals are provided to DoH, KP as per
their evaluation criteria. The hospitals of remaining districts will be surveyed after completion
of evaluation process of Mardan District.

EMPANELMENT CRITERIA
State Life has received detailed criteria for assessment/grading of Hospitals or Health Care
Providers for SHP scheme. In this regard, the designated staff of State Life has surveyed the
wide range of hospitals of Mardan District. As per assessment form, the representative of State
Life has presented the objectives of proposed SHP scheme and in return received a positive
response from different health care providers. Different mediums such as personal observation,
staff interview and patient interviews etc. was used to assess the level and quality of facilities
available at each hospital. The general standards/services which were rated by SLIC
representatives, contain:
Sample Assessment Results
9 MATERNITY SERVICES Assessment
CRITICAL
i. Health facility infrastructure/ 9.1
The maternity department is managed by a suitably qualified, registered and experienced nurse,
doctor or senior midwife for normal delivery.
4
services 9.2
The maternity department has 24 hour on-site cover from qualified medical doctor, obstetrician &
gynecologist and an anesthesiologist
3
ii. Wards 9.3 Written procedures and guidelines are used consistent with the hospital policies and functions for: 0
iii. Management a
b
Ante natal care and booking/registration
Perinatal care
2
2
iv. Infection control, hygiene & c

d
Identifying high risk pregnancy
Admission to labor room/ward
3
2
waste management e
f
Planning, treatment and mode of delivery
Plan for managed pain during labor and delivery
1
2
v. Human resources g
h
Delivery monitoring process
Referral
2
3
vi. Clinical practices

i Discharge including discharge summary 3
j Birth record and certificate 4
9.4 A trained midwife/nurse is present at every birth 4
vii. Operating theatre department 9.5
A guideline on summoning medical assistance at anytime during labor is used by nurses and
0
midwives.
viii.Casualty department For C Section an anesthetist and obstetrician with relevant qualifications and experience available for
9.6 mothers with epidural C Section, emergency breech and instrumental deliveries or C-sections, 0
ix. Intensive care unit emergency resuscitation and women with eclampsia.
The delivery room is equipped with functioning, safe and well maintained equipment specific for
9.7 2
x. Maternity services deliveries including but not restricted to the following:
xi. Auxiliary services

a. Laboratory services
b. Radiology
c. Pharmacy services
The results of the assessment of Mardan District would be forwarded to DoH, KP for review.
Once the methodology, criteria and results of assessment in Mardan District is finalized the
same process and procedures will be replicated to other districts.

CONTRACTUAL RELATIONSHIP
State Life has finalized the draft of the contract to be entered into with health services
providers. The contracts has been vetted and reviewed by its Legal Affairs Division to elucidate
terms and conditions including:
Definition of services to be covered

Package Rates
Procedures for applying treatment protocols
Methods used by health care provider to verify beneficiaries entitlement to benefits
Priority to beneficiaries
Discharge planning
Process of Claim Payments
Confidentiality
Monitoring & Evaluation
Complain Redressal & Delisting etc.
And overall responsibilities of both parties
State Life is also looking forward for amendments in the legal framework of public sector
hospitals to be enacted by Government of KP enabling it to use the facilities of these entities for
SHP scheme. Once the regulations are streamlined State Life would be able to execute the
contracts with these hospitals also.
SCOPE OF BENEFITS
While contracting with the health care providers it would be assured that following services
are being provided to the beneficiaries of State Life:
I. Hospitalization benefits for medical or surgical procedures including maternity benefits

and day-care surgeries up to the limit of Rs. 25,000 per member per annum.
II. Pre & Post hospitalization care/treatment of up to one day prior to hospitalization and
up to 5 days from the date of discharge from the hospitals
III. Reimbursement of transportation charges of Rs. 1,000 per hospitalization in case of

maternity treatment.

SOFTWARE ACCESS POINT
Each hospital/health care provider is to be equipped with user-friendly software access point
which will be used for identification of beneficiaries, verification, patient admission/discharge,
billing information and claim management. The web based software will be used to link all the
health care providers to district offices and project offices.
MONITORING & EVALUATION
State Life will continuously monitor the quality of services, claim validity etc. in the contracted
health care providers. The information submitted through HMIS will be analyzed on
continuous basis. Meanwhile, the district supervisors will assess the service quality, facilities,
patient satisfaction, patient record maintenance and cleanliness etc. of each of the empanelled
hospital.

HMIS SOFTWARE & IT DEVE LOPMENTS
State Life is designing a Health Management Information System (HMIS) to facilitate the
administration of SHP scheme. The system will be deployed on new dedicated IT Servers to
significantly improve the data handling capacity. Further, we are incorporating additional
capabilities such as ICD-10 coding, detailed reporting, user dashboards for plan level, daily task
level management and seamless electronic complaint management. As this is an in house
developed system, State Life has expertise and capacity to upgrade the software on real time
basis.
Several modules of software are being prepared keeping in view the requirements of different
users and a robust system of data security, user privileges & rights, user-friendly dashboard,
real time data handling is being employed for SHP scheme.
Figure 1: Users & Modules of HMIS
ESTABLISHMENT OF WEBSITE
State Life is also in the process of designing a website for Social Health Protection Initiative.
The website will depict detailed features of the product and key statistics regarding the SHP
scheme.

Figure: Information of Households
Figure: Summary of Case Admitted at Empaneled Hospitals

PROPOSED MODEL
State Life has gained vast experience in its previous project of BISP Waseela-e-Sehet. We have
evaluated the shortcoming in our previous models and devised revised model for patient
admission, administration, authentication & prevention of unnecessary admission.
PATIENT ADMISSION MODEL

INBOUNDING & CASE MANAGEMENT
The beneficiaries are encouraged, but not bounded, to visit nearest basic health units to screen
out the OPD cases. The patient who visits the empanelled hospital will be admitted via
emergency ward. As soon the patient is advised for admission, the help desk will perform the
following tasks:
Identification of the patient via CNIC and health card

Eligibility screening (admittable diagnosis and balance available)
Getting Authorization from Project Office
After getting authorization the patient is admitted to the entitled ward and will be visited by
the district supervisor on regular basis. The DS will visit the admitted beneficiary on daily
basis in order to ensure the best timely care. The DS will be mindful to:
Treatment given
Intravenous line General cleanliness of the patient
Plan for surgery Bedding hygiene,
Daily dressing Oxygen supply, cardiac monitors
Routine investigations Nebulization
Paramedical / MO / consultant visits Physiotherapy
Daily mouth wash Diet plan
Suction of the patient Overall wellbeing of the patients stay
Monitoring of BP, pulse/temperature
chart
In/Output chart
Condition of the urinary catheter

DISCHARGE PLANNING
The District Supervisor will coordinate with each empanelled hospital for proper discharge
planning and follow-up contact. Discharge planning includes:
The patient is informed whom to contact for help on a daily basis and in case of
emergency
The patient is explained clearly in simple terms
o About their condition:
o What activities are allowed and disallowed after being discharged
o Any diet restrictions or recommendations
The District supervisor will also ensure the disbursement of transportation charges for
maternity cases and post hospitalization medication for five days. The DS will assess the
quality of services provided, case history, patient satisfaction and fulfill established protocols.
The DS will visit on follow up date and perform a follow-up review which includes:
Assess health status of patient
Escalate patient to clinical resources as needed
Review and clarify discharge instructions
Facilitate and schedule necessary follow-up care
Gather feedback on their hospital experience

PREVENTION OF UNNECESSARY ADMISSION
State Life will utilize Project Officers & District Supervisor to act as gate keepers and oversight
of the patient care at the hospitals. The health desk at each office will be given a software
access which will be used for identification of patient and verification of outstanding limits. The
information regarding patient admission will be submitted by health desk in the prescribed user
friendly interface to the HMIS. The project officer will review the information provided by
health desk and authorize the patient admission after verifying established standards.
The District Supervisor will then visit each of the empanelled hospital to ensure the following
aspects:
Adequate provision of health services to the members
Claims made by the hospitals and settlement thereof by State Life
Monitor efficiency and effectiveness of the hospital
Screening of the patient
Case management (inbounding, daily visit, discharge plan, follow up)
CLAIM PROCESSING
State Life has a disciplined industry

standard claims adjudication process.
Project Office
When a patient comes to seek service,

the Project and District officers will
act as a gatekeeper to allow only
eligible claims to be admitted. The
point of service software has controls
only to allow submission of claim
payment for the hospital specific
contracted rate. State Life will be notified that a claim has been accrued (via the system) and the
settlement process is initiated.

The claim is formally submitted by the hospital regularly for processing. The documentation
required for EACH patient:
Copy of the health card

Copy of CNIC of family head
Copy of CNIC / form B of the patient
Discharge slip in original or Copy of progress notes
Patient feedback proforma in original
The claim submission in total is reviewed by a claim examiner for any discrepancies. A claim
committee scrutinizes and approves the valid claims the hospital will submit to Project Office.
Project Office will scrutinize the bill with respect to required documentation and forward the
same to concerned claim settlement office. Cheque will be prepared for approved and audited
amount. Cheque will be delivered directly to the hospital through courier service under
intimation to the District office.

AWARENESS/COMMUNITY COMMUNICATION
We believe that the Communication Strategy provides a framework that aligns communication
with the goals and vision of the Social Health protection. The success of social health insurance
scheme depends largely on reaching out to the poorest communities and beneficiaries through
dedicated awareness and sensitization campaigns. The services and facilities being offered
under the social health insurance scheme need to be embedded in innovative communication
tools and platforms that is understood and assimilated by communities. The planning for a
community awareness campaign is based on:
Knowhow of the literacy rate of the populace.

A review of common profession in the area, undertaken by the insured population.
A review of the influence of local religious personalities, including imam masjid, priest
or other religious leaders.
Consideration of local cultural and traditional norms.
The following principles will reinforce the planning, implementation and monitoring of the
Communication Strategy being developed by State Life:-.
1) Results oriented
The effectiveness of a communication effort would ultimately be determined by the
health outcomes. Increased knowledge, approval and adoption of healthy behavior will
be verified by extensive research.
2) Evidence based
Communication planning would utilize accurate data and theory to inform and guide
the activities.
3) Client centered
Audiences will be involved with a view to determine what their health needs are and
participate in the process of shaping messages to address those needs.
4) Participation
Client involvement will be ensured throughout the communication process including
programme design, implementation and evaluation.
5) Benefit oriented
The client must perceive the benefit of adopting the targeted behavior.
6) Service linked
The health promotion efforts will be directed towards promotion of specific services to
ensure self-efficacy of the target and the community enhancing empowerment.

7) Multi-channeled
Multiple channels that are complimentary will be used with a view to enhance
effectiveness of communication and reach the target audiences.
8) Technical quality
The communication and related processes aims to be effective through high quality
messaging and products.
9) Advocacy related
Strategic communication will be advocacy-related, targeting the individual and policy
level to influence behavior change.
10) Programmatically sustainable

Effective communication programmes at all levels would be aspired to be sustainable.
11) Cost effective

Communication resources should be focused towards the most effective channels
formation.
The SHI has been considered as the major financing mechanism to improve the access to health
services as well as to provide financial risk protection. Committed on improving its health
indicators and reducing the out of pocket expenses for health care coverage, the government of
KP has embarked on the mission of initiating health coverage with clear vision of ensuring
universality of health cover.
HEALTH SECTOR IN KHYBER PAKHTUNKHWA
Population: Pakistan is the sixth most populous country in the world with a population of over
170 million. Official estimates place the population of Khyber Pakhtunkhwa at 22.2 million in
2009, up from 17.7 million in 1998. The population is young with 72% of the population under
30 years of age and 47% under the age of 15. Just over 3% of the population is 65 years or older.
The average household size at close to eight people is the highest household size in Pakistan.
Poverty Profile: A large body of evidence establishes a strong link between poverty and lower
health status. 31% of the Khyber Pakhtunkhwa population lives below the poverty line. In these
areas, small landholding has resulted in limited agriculture, self-employment or share-cropping
leading to limited job opportunities. The dependency ratio in Khyber Pakhtunkhwa is around

100, i.e. for every independent person there is one dependent person. The national average is
88.3.
Gender Inequality: While there has been an increase in the number of girls attending school
in Khyber Pakhtunkhwa, the rate remains significantly lower than for boys. Employment rates
for women are low and representation in government and senior decision-making positions is
limited. Most women are economically dependent and carry out most of the household work.
The traditional roles of women have changed little in the last few decades and there are serious
concerns about violence against women.
Illiteracy: The demand for higher quality healthcare increases with education. While literacy
has increased in Khyber Pakhtunkhwa, from 37% in 1998 to 47% in 2006, it is still below the
national average.
Water Borne Diseases: Diseases borne in water are a huge problem for the population of
Khyber Pakhtunkhwa; only 47% of households with tap water and 61% with safe sanitation.
Road Transport: The road transport network is important for access to health facilities,
especially for emergencies. 44% of the provincial roads and 78% of district roads are in poor or
bad condition.
PRIORITY AREAS FOR SHI INTERVENTION
State life health communication strategy will primarily be focused on the following areas:
Maternal health
Communicable diseases
Out-of-pocket spending
Audience Issues and Communication Methodologies

Evidence
Women of Promote utilization of hospital services during delivery Health education
reproductive age The levels of maternal and neonatal mortality remain behavior change
high and yet 58% of all deliveries are done in the communication
absence of skilled health care workers.

Maternal mortality ratio declines with increase in the
proportion of deliveries with a skilled attendant.
Youth and Increase awareness of the importance of seeking prompt Health education
Adolescents. health care for complications of delivery (emergency behavior change
Men obstetric care services) and unsafe communication
Families abortion
Populations Majority of the maternal and peri-natal deaths can be
in difficult prevented if women received timely and appropriatecare
circumstances from hospital.
Women Promote awareness of Social Health Insurance schemes Community
Men benefits and how to utilize its services equitability. communication,
Pre adolescents individual
Adolescents and Youth Promote awareness to different segment of society to communication,
Elderly Enroll themselves in prepayment health net and safe electronic and digital
Caregivers themselves to catastrophic health communication
Community
Civil society/ services
providers
Mass media Parents
and guardians
Policy makers
Opinion leaders
State Life will utilize a combination of different tools and communication mediums to
effectively carrying out awareness campaign.
MONITORING & EVALUAT ION METHOD
A system of monitoring and evaluation is being established by the State Life for SHP scheme

which includes a number of established protocols, standard of practices, analysis report and
HMIS reports. This key component for the enhancement of program will include:
Actuarial analysis
Program medical management protocols modifications
Analysis of Beneficiaries enrolment
Premium changes
Benefit package modifications
Experience based negotiations in hospital package rates
Fine tuning of the hospital network on the basis of un-even trends
Feedback for fine tuning awareness campaigns (underutilized services)
High level review of hospitals and physician practice patterns
Data mining for fraud / leakage
Review enforcement and effectiveness of case management protocols
Review and enhance complaint/feedback handling mechanism
Review staffing news (increase, decrease, replace)

WORKPLAN
TIMELINE FOR IMPLEMENTATION OF SOCIAL HEALTH PROTECTION INITIATIVE OF KP

2015
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ACTIVITY JAN FEB MAR APRIL MAY JUNE JUL AUG SEP OCT NOV DEC
Notification of Coordination Committee

Establishment of project office at
peshawar
Submitted of costed plan
Payment of OD fund to SLIC
Submission of inception report to DoH
Payment of 10% premium to SLIC
Devlopment of Web-site
Empanelment of hospitals in targeted
districts
Submission of Communication Strategy
Cotract with NGOn for registration of
beneficiaries
Notification by FD for retention of funds
Development of MIS system

Completion of registration process and
issuance of health cards to the
beneficiaries

ACTIVITY CHART
STATE LIFE INSURANCE CORPORATION OF PAKISTAN
MICRO HEALTH INSURANCE SCHEME OF DEPARTMENT OF HEALTH KHYBER PAKHTUNKHWA
2015
Procurement of the contract
Signing of Agreement

ACTIVITY JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Establishment of project/Dist. Offices
Establishment of Project office
Submission of Costed Plan
Submission of Inception Report
Submission of Communication Strategy
Establishment of District Offices
Data Analysis
Data Analysis
Rectification of Discrepancies in Data
ACTIVITY JAN FEB MAR APRIL MAY JUN JUL AUG SEP OCT NOV DEC
Procurement of Material
Designing of Plastic Cards & Promotional Material
In-principal approval of competent authority
Preparation of Tenders & Advertisement in press/PPRA
Receipt, Opening & Scrutiny of Bids
Approval of competent authority for printing & Placement of
order
Any other activity (To be specified)

ACTIVITY JAN FEB MAR APRIL MAY JUN JUL AUG SEP OCT NOV DEC
Contracting of partner NGOs
Preparation & Approval of TOR
Advertisement in the Press
Receipt & scruitny of bids
Selection of NGOs & Approval from the competent Authority
Issuance of offer letter
Agreement with NGOs
Delivery ofcards/Pro. Material for Oprs.
Card Distribution & Registration Process
Any other activity (To be specified)

Empanelment of Hospitals
Preparation & Approval of TOR
Survey of Hospitals
Shortist according to Empanelment Criteria
Approval from DoH, KPK
Signing of MoU's
Training of Empanelled Hosp. Staff & display of scheme
ACTIVITY CHART
Development of IT System
Designing of HMIS Software
Testing & Debugging
Remote Access
Installation at Respective Offices
Development of Website
Development of Website

ACTIVITY CHART
Hiring of additional staff
Advertisement in the press
Receipt & Scrutiny of application
Issuance of call letters
Test/interviews/selection
Approval & issuance of appointment letter
Joining
Training
ACTIVITY CHART

Procurements of Office Equipment & Furniture
Preparation of list of goods & its specifications
In-principal approval of competent authority
Preparation of Tenders & Advertisement in press/PPRA
Receipt, Opening & Scrutiny of Bids
Approval of competent authority for Placement of order
Pre-delivery inspections & delivery of equipments
Installation & Operation

ACTIVITY CHART

Human Resource Training
Preparation of Training material
Training Sessions
Placement of Manpower
:
FORM TECH-5 WORK SCHEDULE

Procurement of contract
Data Analysis & Rectification
Hiring of NGO
Empanelment of Hospitals
Hiring of Staff
Procurement of Office Equipment & Furniture
Human Resource Training
Establishment of District offices
Procurement of promotional material
Development of Software
Delivery of Cards to NGO and Distribution


Business Plan

Hochgeladen von

Dokumentinformationen

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Business Plan

Hochgeladen von

Copyright:

Verfügbare Formate

STATE LIFE INSURANCE CORPORATION OF PAKISTAN DONT EDIT

The Business Opportunity

State Life Insurance Corporation of Pakistan Page | 1

The Business Opportunity

State Life Insurance Corporation of Pakistan Page | 2

6 Research and Development

7 Production and Delivery

9 Business Systems and Processes

10 Stakeholder Relationships and Alliances

13 Risk Factors and Regulatory Compliance

16 Application of Investment Funds

17 Strategic Action Plan

State Life Insurance Corporation of Pakistan Page | 3

State Life Insurance Corporation of Pakistan Page | 4

What products and services do we deliver?

Core Organisational Competencies

State Life Insurance Corporation of Pakistan Page | 5

State Life Insurance Corporation of Pakistan Page | 6

Performance Performance Target Time Frame

State Life Insurance Corporation of Pakistan Page | 7

A brief history of the business

Corporate and business cultures

Nature of the business and it main activities

State Life Insurance Corporation of Pakistan Page | 8

Current stage in its life cycle

Past performance and key achievements

Key business advisors - Solicitor, Banker, Accountant, and Consultants

Relationships with key stakeholders

Competitive strengths and weaknesses

State Life Insurance Corporation of Pakistan Page | 9

Global/National Trends, Developments, Cycles and Changes of Relevance

Questions typically asked during the analysis would include:

State Life Insurance Corporation of Pakistan Page | 10

- Key questions about your primary customers:

* Specifically what need or problem does your product target?

* Who will make the decision to purchase your products?

* What are their decision criteria?

* Where are the products bought?

* How are the products bought?

* When are the products bought?

* Why are the products bought?

- In order of priority what are your primary markets? Why?

- What are the major barriers to market entry?

- What are the critical success factors for each market?

State Life Insurance Corporation of Pakistan Page | 11

Describe your current and near-future products?

- First up-grade completed

Key Product and Market Issues

State Life Insurance Corporation of Pakistan Page | 12

State Life Insurance Corporation of Pakistan Page | 13

State Life Insurance Corporation of Pakistan Page | 14

RESEARCH AND DEVELOPMENT

Areas to be analysed to include:

- Strategic alliances for R&D

Intellectual Property Protection

- Shared intellectual property and its protection

- Intellectual property being used, but not owned

- Intellectual property protection currently being sort for new developments

Current and planned R&D activities

State Life Insurance Corporation of Pakistan Page | 15

PRODUCTION AND DELIVERY

- Plant design, location, size and site requirements

- Access to key manufacturing technologies

- Production capacity and capability requirements