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POLICY ADMIN MONTHLY REPORT DECEMBER, 2010

Jessie Chou (Chị Vân)

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Agenda

PART 1:

REVIEW 2010

PART 2:

PROJECTS

2011

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Policy admin function chain

UW

Premium

POSCustomer Service

Claim

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Incomplete Ratio

CFS Return Speed Ratio

ME Ratio

Main Project 2011

Underwriting Dept

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New business in 2010

Working month 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th 13th

New cases received 1009 463 645 706 821 878 902 989 1132 1037 1224 1510 1396

Issued ratio (%) 92.8 92.0 94.9 95.9 94.0 96.2 95.9 94.6 93.8 95.4 96.3 96.4 94.8

1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th 13th0

200

400

600

800

1000

1200

1400

1600

1009

463645 706

821 878 902 9891132 1037

1224

1510 1396

New cases received

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Incomplete ratio

1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th0%

3%

6%

9%

12%

15%

18%

6.2% 6.0% 5.3%2.8% 1.3% 2.1%

4.2%6.5% 5.6%

4.1% 3.8% 2.8%

11.6%

9.3%8.1% 7.6%

4.1%5.7% 5.9%

9.5%

15.5%

10.5%

8.9%7.7%

Non UW factor Incomplete Total

Working monthNon UW incomplete %,2010

1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th Ave.

Ho Chi Minh 2.4 3.9 4.3 2.3 0.5 0.9 2.7 3.3 1.6 2.6 0.7 3.2 2.4 Hanoi 9.6 7.0 6.2 3.5 0.6 3.7 7.8 11.7 8.9 7.7 7.6 4.3 6.6

Da Nang 1.9 0.0 1.5 0.0 0.0 0.0 4.3 9.4 11.3 0.0 6.7 0.0 2.9 Can Tho 2.2 0.0 6.1 3.5 2.7 2.0 0.0 0.5 1.1 0.6 0.0 0.5 1.6 Dong Nai         4.1 0.0 0.0 2.0 1.9 0.0 0.0 1.8 0.8

Hai Phong                     0.9 1.0 0.2 Company 6.2 6.0 5.3 2.8 1.3 2.1 4.2 6.5 5.6 4.1 3.8 2.8 4.2

Target 2010

10%

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Solutions used to control incomplete ratio on target

Step 1 Step 2 Step 3 Step 4

Cooperate with Training to improve Agent’s professional.

Organize exam for SM/BDO filling the app form.

SC’ s performance evaluation based on incomplete ratio.

Incomplete case be strictly rejected.

20114.5%

20104.2%

Actual Target

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Ratio of CFS return within 14 days

Working month 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th Ave.

Ho Chi Minh 91.9 78.1 96.1 93.9 90.4 92.9 97.8 97.0 95.0 95.5 94.7 97.4 93.4

Hanoi 95.7 88.3 98.2 97.1 99.1 98.6 93.4 93.6 94.1 88.4 90.6 94.4 94.3

Da Nang 100 86.8 100 96.5 89.1 100 100 96.0 90.5 95.1 97.7 89.6 95.1

Can Tho 93.3 91.4 98.6 94.2 96.0 96.8 98.1 95.4 85.9 94.6 99.4 99.0 95.2

Dong Nai         88.8 99.2 99.1 95.9 100 94.1 89.8 95.7 95.3

Hai Phong                     83.8 92.1 88.0

Company 95.0 87.0 98.1 95.4 94.6 97.0 96.2 95.1 93.3 92.0 92.2 95.5 94.3

1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th80%

85%

90%

95%

100%95.0%

87.0%

98.1%95.4%

94.6%

97.0%

96.2%

95.1%

93.3%

92.0%

92.2%

95.5%

CFS within 14 days

Target 2010

94%

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Solutions used to control CFS return speed on target

Step 1 Step 2 Step 3

Cooperate with Training to enhance agent’s service quality.

SC performance evaluation base on CFS return speed.

Implement CFS regulation, CFS over 21 days will be deducted commission.

201195%

2010

94.3%

Actual Target

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Decline base on ME Ratio

1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th0%

5%

10%

15%

20%

25%

30%

35%

7.5%5.4%

8.5% 8.9% 7.4% 6.2% 7.1% 7.7% 7.9%5.7% 6.1% 6.8%

9.2%

29.2%

14.6%

11.1%13.1%

5.6%

11.0% 9.2%13.5%

5.1%

10.6% 11.7%

ME ratio Decline/ME case

2011ME 13%

Decline 18%

2010ME 7.0%

Decline 12%

Actual Target

Target 2010

7%

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Revise new ME regulation for better risk control.

ME target on 2011 is going 13%.

Base on Claim/POS’s data to do Agent ranking.

To Cooperation with IT set up and record data for agent’s evaluation.

Agent’s quality and Agent service become better

Revise new Occ. Class to suit with the market.

Pushing sale, competitive, and risk control.

Agent ranking

ME Table

Occupation class

Main Projects 2011

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Premium Dept

Premium Efficiency• Collector Team• Agency Force

Receipt Checking

• Reduce premium appropriation

Develop Premium Collection Channel

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TIA Checking

1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11st2010

92%93%94%95%96%97%98%99%

93.0%

97.8%97.8%97.1%

94.1%

98.4% 97.9%97.3%96.8%97.1%

94.1%

97.2%

93.3%

Target 201096%

Year 2010 TIA checking %Ave. Unit/wkm

1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th 13th

HCM 100

96.0 97.3 94.3 92.5 96.9 97.1 97.8 96.3 94.7 96.5 94.5 94.8 96.1

Ha Noi

98.0 98.5 96.7 98.1 92.4 99.2 99.0 98.5 96.9 99.4 88.9 - 88.7 96.2

Da Nang

99.2 100 99.7 98.0 98.6 100 94.4 86.7 98.2 95.0 95.8 100 88.9 96.5

Can Tho

94.9 97.7 100 100 93.2 100 100 100 96.6 100 99.2 100 100 98.6

Dong Nai - - - - 97.8 97.2 98.1 99.4 97.2 94.8 96.2 95.6 98.6 97.2

Hai Phong - - - - - - - - - - 100 100 99.2 99.7

Company

93.0 97.8 97.8 97.1 94.1 98.4 97.9 97.3 96.8 97.1 94.1 97.2 93.3 96.3

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TIA Checking

step1

• SC remind agent to do TIA checking each WKM

Step 2

• SC performance evaluation base on TIA checking %

Step3

• 1 TIA lost, 100,000 vnd penalty

• AG resign deduct BM fund

201196.5%

201096.3 %

Actual

Target

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Premium Collection Efficiency

Year 60 days verification %, 2010Unit/wkm Jan Feb Mar Apr May Jun Jul Aug Sep Oct Ave.

HCM 83.7 77.3 80.1 81.9 85.2 82.4 83.3 86.9 83.9 88.1 84.2

Ha Noi 73.9 78.3 74.9 73.2 74.0 60.1 63.5 64.3 63.4 61.8 68.2

Da Nang 74.1 71.8 82.6 69.2 84.6 82.4 78.4 80.1 71.7 77.6 80.0

Can Tho 84.0 74.8 79.8 64.9 71.0 73.7 64.3 64.0 75.1 72.8 71.7

Dong Nai - - - - - 68.3 54.4 71.6 81.0 50.9 66.0

Company 78.7 77.4 77.7 76.0 79.2 70.5 72.6 73.3 71.6 72.3 75.3

Target 201080%

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec2010

20%

30%

40%

50%

60%

70%

80%

90%78.7% 77.4% 77.7% 76.0% 79.2%

70.5% 72.6% 73.3% 71.6% 72.3%

35.6%29.6%

42.9%38.2% 36.1% 34.8% 32.0% 29.5% 27.8% 31.4% 35.2%

29.2%

60day verified comprehensive %

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Premium collection efficiency

step1

• Stronger collector team in HN.

Step 2

• Incentive /penalty for RD/BM fund base on Prem. efficiency.

• Cooperate with MKT, ranking BM/RD/CRD base on Prem %, occupy 30%

Step3

• Develop more bank collection channel

201176% / 35%

201075 % / 33%

Actual

Target

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• Target 2011 5%

step1

Prem. Collection – Bank channel (SacomBank)

Actual 2010 3.5%

Target 2011 5%

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POS –Policy Owner ServiceNot-Taken Ratio

Year Not Taken % , 2010

Unit/month 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th Ave

HCM 2.5% 4.1% 1.4% 4.5% 1.9% 3.7% 2.2% 2.7% 1.8% 2.8% 2.8% 2.9% 2.8%Dong Nai - - - 0.0% 1.8% 1.9% 1.1% 6.4% 1.9% 3.2% 1.5% 4.1% 3.1%

HN 1.7% 3.2% 0.8% 2.4% 4.5% 4.0% 3.7% 1.3% 2.4% 4.1% 5.9% 5.8% 3.8%DN 6.5% 25.9% 13.3% 9.9% 2.2% 2.4% 0.0% 0.0% 1.2% 0.0% 1.8% 10.5% 6.4%

CT 1.3% 3.7% 7.2% 6.3% 5.5% 2.0% 3.2% 3.6% 3.1% 3.5% 2.3% 1.2% 3.3%

HP - - - - - - - - - 0.0% 0.0% 7.5% 4.2%

Company 2.2% 6.0% 3.4% 4.4% 3.6% 3.5% 2.8% 2.5% 2.3% 3.5% 3.8% 4.7% 3.6%

Target 2010

4%

1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th 2010

0%1%2%3%4%5%6%7%

2.2%

6.0%

3.4%

4.4%3.6% 3.5%

2.8% 2.5% 2.3%3.5% 3.8%

4.7%

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• Notice BM for their advice before processing

Step 1

• Deduct contract set printing fee

• Deduct ME fee

Step2

• Analyze and feedback abnormal to RD/CRD

Step 3

POS –Policy Owner ServiceNot-Taken Ratio

Actual 2010

Target 20113.6%

3.5

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Claimclaim active of 2010

claim payment of 2010

Type

2009 2010

Accept AcceptDecline/ Rescind

Case Pay-ment Case Pay-

ment Case Claim amount

Death/

TPD4 202 2 194 36

Hospital 8 10 36 6 0

Total 12 212 35 230 19 36

• Show information of insurance benefit to promote company image.

• Punish bad agent of fraud case

Agency side

• Strength investigator team.• Maintain good relationship with

HP& policy officer.

Investigation force

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33

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POS Surrender % ,2010

(million)

Division

Issue case(1~11/2009)

Surrender case(1~11/2010)

Ratio(%)

Stop surrender(base on sur.)

Cases Annualize. Premium Cases Annualize.

Premiumcase %

Ho Chi Minh 2,659

14,429 314

1,866 12.4% 23 7.3%

Ha Noi 6,271

25,841 1804

7,071 28.1% 26 1.4%

Da Nang 949

4,196 116

544 12.6% 4 3.4%

Can Tho 273

1,125 34

135 12.2% 0 0%

Staff 46

250 5

17 8.9% 0 0%

Total 10,198

45,840

2,273

9,633 21.7% 53 1.9%

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Action for surrender issue

Step1• Improve SC

persuading skill

• POS double check

Step2

• Feedback BM/SM with high surr.% to

RD/CRD

Step 3• Consider to

set up ‘Persuading Counter ‘in HN service

center.

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CUSTOMER SERVICETarget 2010

92%

Year Successful % of CFS call out, 2010

Unit Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Ave.

HCM 98.4

98.8 100 97.0 100 98.2 97.7 100 100 100 100 99.5 99.1

Ha Noi 94.4

93.4 90.0 91.0 95.0 94.0 92.1 100 99.6 99.6 98.9 99.0 95.6

Da Nang 95.3

98.4 97.8 100 95.0 97.6 97.2 100 100 100 100 95.7 98.1

Can Tho 93.5

89.1 87.2 89 100 97.5 90.5 100 100 100 100 97.8 95.4

Dong Nai - - - 92 97 97.2 98.9 100 100 100 100 95.8 97.9

Hai Phong - - - - - - - - - 100 100 100 100

Company 95.1

91.1 92.3 93.1 97.1 96.4 97.3 100 99.8 99.9 99.6

98.4 96.7

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecIn 2010

86%

91%

96%

101%

95.1%

91.1% 92.3% 93.1%

97.1% 96.4% 97.3%100.0% 99.8% 99.9% 99.6% 98.4%

Call Out successful %, 2010

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Project for customer service

Call in and complain handling

Settle complaint call-in in 1~3 day.

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Innovation Customer Service 2011

SMS Birthday Greeting&

lottery

VIP free ME Service

Reinstatement competition

• Unique customer service

• Interaction with customer

• Distinguish VIP customer

• Dr. team support

• Motivate service agent/collector to reinstate policy

• Increasing persistency%

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Better Service & full supportAim company sales target

Dept.

SCPAAgency Force

Supplier

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Thanks For Your Attention