Stellar Newsletter #7- 20Dec

Issue #7
December, 2016
A Service Passion Newsletter

Content
EDUCATION
Service Language
Did You Know
What is Service Culture?
CULTURE
Service Interview
Medical Quiz Awards
Q3 Service Hero
2015 Hero of the Year
Service Culture Activities
Daycare
Gym
Service Wisdom
EXCELLENCE
Finance
SABIC’s Paperless Journey
SlimFast Workshop
HCV Program
DELIGHT
Last Edition’s Participants
Question to Stretch Your Brain

Editor’s letter
Dear Bupa Arabia Team,
As always we start with the end in mind (all that we do is in service of our vision…)
Longer, healthier, happier lives …
In this, Stellar’s seventh edition, you’ll find many great examples of why Bupa Arabia has
such a great customer-focused culture. The strong service culture that we have is a credit
to each and every one of you. There are a number of activities that we leverage to create
an environment to deliver real value to our customers. Lots of examples are seen in this
edition. Great customer service is about creating value for our customers. Ron Kaufman
captures it well:
“Service is not about what you do, the process you use, or how well you follow
procedures. Service is about the experience and the value you create for someone else.”
We have many examples of this in Bupa Arabia...
As an outcome of the service innovation workshop, a cross-functional team created ‘paperless
membership’, which has resulted in real value creation for our biggest customer
Sabic, and efficiency improvement for Bupa Arabia.
Another great example of creating value for our customers can be seen in the Hepatitis-C
work done by Clinical Governance (see the article). In summary, the team managed to
improve customer health outcomes by achieving a 96 percent success rate, an NPS of
91, while at the same time, avoiding costs of more than SR24 million in 2016 – an overall,
fantastic achievement.
Do spend the time to read through Stellar, and you’ll find stories and reminders of why
Bupa Arabia is such a great place to work. In this edition our CHRO Thamer shares his perspective
on unbelievable services and lean management. Also the stories of our service
heroes; we had many nominations which made it difficult to select only three.
Also see Dr. Khalid Zaidan the service hero of 2015 and a lot more.
Again, thank you all for your hard work and commitment to Bupa Arabia.
Looking forward to sharing your success and hearing your stories…
Arif Hunashi
COO

Levels of Service
“Service is not about what you do, the process you use, or how well you follow
procedures. Service is about the experience and the value you create for someone else.”
– Ron Kaufman
Whether you service external customers or internal colleagues, your service will fit into
one of the ‘Six Levels of Service’. Consider your level of service from the customer’s
point of view. Is your service:
Astonishing and fantastic. People
never forget this level of service; it
might be legendary.
Something special, like an unexpected
gift. Giving more than what is
expected by the customer.
What other people hope for and
prefer.
Nothing Special
Disappointing; It’s the bare minimum
Breaks a service promise; it violates
even minimum expectations.
STELLAR | 01

Did You Know
Are You Aware
that we serve our members from
more than 10 Bupa offices around
the Kingdom?
Main Office
Main Office
and 1 branch
Headquarters
and two
branches
Point-of-sales branches are there to serve those looking for the best healthcare and insurance available.
STELLAR | 02

What is Service Culture
Service is present in every aspect of our lives
from the moment we are born. We enter this
world completely dependent on other people
to serve us with food, clothing, shelter, medical
care, provide education, and affection. Longer
than any other species on earth, young people
are dependent on constant service from
parents, teachers, doctors, and community
leaders.
As we grow, we get jobs, earn money, build
our careers and become professionals in the
service of others. We live and work in a serviceoriented
world where we serve members and
colleagues.
The organization’s culture impacts our
customer service externally. It’s more than
just hiring the right people, and it’s more than
customer service trainings. It’s just setting
an example of customer service behaviour
at the top management, pushing it towards
employees and consequently toward the
customer.
We at Bupa Arabia have
applied the Up Your
Service Passion Program
to motivate BA Staff to be service-oriented
and serve our members with excellence.
In order to achieve that we have designed
different activities to engage employees with
the program and uplift the service level:
Communications:
Service Thought of The
Day and Sunday Food for
Thought: are inspirational
service oriented quotes sent
to BA staff encouraging them
to serve unbelievably.
Bupa Connection: is a set of
scheduled visits to a number of
providers throughout the year
across the Kingdom. A random
group of us is sent to capture the experience of
BA’s members with our providers, understand
the process they go through and point out
gaps for process improvement.
Live My Job: is an activity
designed for us to engage
and learn from each other.
Participants choose an area to
live the job they are usually not exposed to.
The employee assigned gets the chance to
train the participant to live his/her job.
Participants get the chance to choose either
to just observe and get coached during a one
hour session or to perform the tasks under the
supervision of the employee in a two hours
session.
Medical Quiz: is an activity
to keep the medical team
updated with the latest
recommendations, in order to
process requests accurately and
to encourage them to be part of our service
passion activities. Participating in this activity
keeps the participants updated with the new
medical recommendations, as well as refresh
their knowledge which will help in processing
requests more accurately.
Stellar: is a quarterly newsletter
of Up Your Service Passion
Program which includes some
service related updates of BA employee
activities, workshops, and news. Stellar is
shared internally and once issued; you can
access it through the intranet under the “Media
Room” tab.
We always welcome feedbacks, comments, participations on: UpYourService@bupa.com.sa
STELLAR | 03

Service Interview
Thamer Al Harthi
Chief Human Resources Officer
Q1
When do you consider a service,
‘Outstanding’?
Q2
What ‘Outstanding Service’
story can you share with us that
isn’t related to Bupa Arabia?
How did it touch you?
When you provide the unexpected. If I was
in a queue in a hospital waiting for my turn,
and one of Bupa Arabia’s representatives
came to me and said, “I’ve noticed that
you’ve been waiting for half an hour
already: may I refer you to another doctor
who is actually available now?”. That’s
outstanding!
I bought a new car and discovered there
was something wrong with it. I contacted
the company and they offered me a
replacement car of my choice to use until
my car was repaired. They even offered to
deliver the car to my office once fixed and
take the loaner. I didn’t expect this kind
of service. What I expected to hear was:
“Drop off your car in the morning, and we
will call you to collect it when it’s done.”
STELLAR | 04

Service Interview
Q3
Since joining Bupa Arabia, do
you see any difference in the
level of services we provide
internally or externally? Are
there examples you can share?
How does HR play a major role in
affecting the level of services we
Q4 provide?
There are a couple of initiatives that
immediately came to my mind. One of
which is the Tebtom program, which
takes a proactive approach to healthcare.
For example, when you call a mother to
see if she is following her newborn child
vaccination schedule, or offer to send the
lab tests to the member’s office or home -
these are unexpected services.
I also love the Point of Care service we
introduced in hospitals. Having a team
looking after you, making sure you‘re ok,
and arranging for your next appointment
minimizes the inevitable hassle we all go
through when we go to hospitals.
What I like the most about those services
is the proactive attitude.
“
When I feel
looked after in
the workplace
and the company is
really investing in a
daycare and gym,
I feel that I need to
look after my
customers and
provide them with
top quality
service.
”
We mainly focus on four pillars:
1. Recruiting employees who are service
oriented: that’s why last year we introduced
the “Job Fit Assessment” which profiles
the candidates to fit best.
When we hire people in service oriented
roles we can have a match between the
employee’s profile and the requirement of
the role.
2. Mandatory half day induction for
new hires: The objective is to get them
understand more about Bupa, Nazer
Group, Bupa Arabia, the insurance industry,
and the employee guide among other
important policies interventions.
3. Everyday Hero Program for all
employees: whether they work in service
roles or not. They are taught that as a Bupa
Arabia team member, they must always
strive to be a hero in everything they do
by going an extra mile. They’re also taught
about interacting with customers.
When any member of Bupa Arabia team
happens to see a colleague in trouble and
offer him assistance regardless of their
position this is how we embed the concept
of “Everyday Hero”.
For instance, IT colleagues are well aware
that they should address immediately
whatever technical issues confronting
any department that is in direct contact
with the customers to avoid any customer
service disruptions.
STELLAR | 05

4. Reward in the Up Your Service Passion
Program: we have the “Quarterly Heroes”,
and aside from a token of appreciation of
a SR 1000 voucher, the heroes would be
treated to a lunch with the Chief Executive
Team (CET).
It’s an opportunity for the CET to hear more
about their stories. The purpose is that we
want to know those heroes up close. Also,
we would want them to tell us how we can
further improve in providing continuous
excellent service.
When Hero of the Year is selected, he/
she gets the chance of visiting London
for a couple of days and meet Bupa CEO;
all expenses are paid by the company.
The hero gets the chance of sharing his/
her inspirational story as a testament that
Bupa organization pays so much premium
on providing members with the highest
level of service at all times.
5. Work environment: the environment
at Bupa Arabia is unlike any other. For
example we invest heavily in the daycare
for new mothers that are members of
our team. For the mothers to know that
their kids are being looked after in a top
quality nursery with professionally trained
teachers and staff, in the same building
they are in, provides peace of mind.
There are also the gyms, one for male
employees and another for females, to
provide a unique and convenient, workconducive
environment, where our
employees, in return, provide excellent
customer service to our members.
Q5
Since we are in the process of
launching the ‘Lean Program’
towards the end of the year,
do you think that applying
Lean principles and practices
internally will further help
improve the service?
The core idea of “Lean” is to maximize
customer value while minimizing waste.
Simply, being “Lean” means creating
more value for customers with more
streamlined resources. A Lean organization
understands customer value and focuses
its key processes to continuously increase
it.
I personally look at Lean from three
different perspectives:
1. Lean from a Customer Perspective
We are a heavily process oriented
company and these processes impact
our customers. We have employees who
provide services, who needlessly go
through a lot of processes and approvals
to serve customers. When we do Lean, we
streamline these processes and eliminate
the possible waste where employees
have more time to serve customers, listen
attentively to them, and address their
needs.
Our aim is to look at these processes from
a customer’s point of view. We don’t want
to have a process because it’s convenient
for us, we want to have it because it’s more
convenient for our customers.
Profiling the right candidate Induction Everyday Hero Training Reward System Work environment
STELLAR | 06

Service Interview
2. Lean from Employee’s Engagement
Perspective
When our employees work in long process
roles, their disengagement increases
overtime. Our role is to make employees
more engaged and have more time to focus
on customers. The more engaged you are
the more creative you will become.
The Lean Program will allow us to respond
to the changing customer desires with high
variety, high quality, low cost, and make
information management much simpler
and more accurate. Furthermore, Lean will
make Bupa Arabia an agile and market
responsive company. It will allow us to be
real quick in addressing customer needs
with highly engaged employees.
3. Lean from a Cost Optimization
Perspective
Where possible, eliminating waste in our
processes, create processes that need: less
human effort, less space, less time, and less
costs with much fewer issues compared
with current conventional ones.
STELLAR | 07

Medical Quiz Awards
The Medical Quiz objective is to highlight medical incidents identified during TQM’s
medical audit in the form of scenarios and enhance BA Medical Team’s clinical knowledge,
by creating a fair, competitive environment. At the end of every quarter, Arif, our COO,
and Dr. Ayman, the Clinical Governance Director, honor the medical team by awarding the
top winners and highest participants.
The goal is to help the medical team benefit the most, as Dr. Ayman said: “Let us learn
together.”
WINNERS
Dr. Alaa Awad
Specialist, Medical
Pre-Authorization
Luisa Polintan
Sr. Officer, Medical
Pre-Authorization
Mariya Hermogino
Sr. Officer, Medical
Pre-Authorization
Richmond Tamayo
Sr. Officer, Medical
Pre-Authorization
The Top 10 Highest Participants
Claims Department:
Dr. Mahmoud Hussein
Medical Audit Department:
Dr. Abdullah Mansour
Pre-Authorization Department:
Dr. Ahmed Saad
Carlo Salvacion
Hazel Rodriquez
Joann Duno Malaluan
Lawrence Guico
Mari Magbanua
Ossamah Ahmed
Rogelio Dayrit
STELLAR | 08

Service Hero
Congratulations to the Heroes of Q3!
A man was about to jump from the hospital bridge committing suicide.
Dr. Mohamed immediately talked to him and calmed him down using
his medical skills. He also called the police seeking support.
Nominated by:
Dr. Mohamed Berair - Specialist
Medical Pre-Authorization (POC)
Dr. Mohamed Mansour
Manager, Pre-Auth Process (SABIC Support)
Dr. Amin supported a non-Bupa member who came to Saudi Arabia for
work till he became fit and left back to his country. He worked on his
hospital admission which had some issues related to policy, then transferred
him from ICU to patient room. He also noticed that the patient
was always alone and has no friends or family in Saudi Arabia and supported
him emotionally as well.
Dr. Amin Abuelgasim
Manager, Clinical Excellence (POC)
Nominated by:
Dr. Mahmoud Metwally
Manager, Clinical Excellence (POC)
A member called to check the availability of some medication (6 ampoules
needed) that was not available in most of the hospitals. Tariq
checked all providers inside and outside the network but couldn’t find
it except in Jeddah and Makkah. He went himself all the way from Yanbu
to Makkah and Jeddah to collect only 3 ampoules and went back to
Yanbu. He also used his connections to know the medication availability
from the pharmaceutical company which imports the medicine and
found that they have stopped importing it. He didn’t stop here but also
Tariq Aloush
managed to bring 3 ampoules from outside the kingdom.
Sr. Officer,
Hospital Delegate Service
(SABIC Support)
Nominated by:
Best Practice
Mohammed A Mohammed
Sr. Officer. Hospital Delegates Services
(SABIC Support)
Hero stories are of great initiative, but for the non-medical staff supporting members in
emergency situation/medication it is necessary to coordinate with the medical Bupa staff.
- For medication related issues, you need to coordinate with the Pharmaceutical Care
Management Unit (PCMU) at the Clinical Governance Department on: PCMU@bupa.com.sa
- Medications accessibility and dispensing should happen in a legal way for that, any
communication with a pharmaceutical company must ONLY be through the PCMU.
STELLAR | 09

2015 Hero of the Year
Dr. Khalid Zaidan,
the hero of 2015 had
visited Bupa House
last October. He met
Mr. Wayne Close, Finance
and Commercial Director, and
Mr. David Fletcher, Managing Director of
International Development Markets.
He got the chance to discuss a lot of issues
regarding the medical insurance industry
in UK, Saudi Arabia, Egypt and India. In
addition, Fletcher was interested to know
how and when Dr. Zaidan joined Bupa. He
applied at first in 2011 and was rejected.
He didn’t stop there; he worked hard in
developing his skills and got a Diplomate
of Life and Health Institute from Life Office
Management Association (LOMA), as well
as a Certification in General Insurance.
In 2014 he applied again and joined Bupa.
With his knowledge and background
he was able to pass all the assessments
required for the job. Fletcher was amazed
of Dr. Khalid Zaidan’s commitment toward
his career.
They also discussed how Bupa House
operates. It is focused more on management
rather than operations which are handled
by Bupa UK.
According to Dr. Khalid “It was a fruitful
visit, where I have gained a lot of ideas and
advices from Mr. Fletcher.”
Dr. Khalid had also visited, The London
Eye, Big Ben, London Bridge, and many
other places.
He also thanked Bupa and Up Your
Service Passion team for this opportunity
and wanted to advise everyone: “Excel
in demonstrating Bupa’s service culture
outside your role, be a hero, and get the
chance of visiting Bupa house in London”
STELLAR | 10

Service Culture Activities
With the support of every one of you we have achieved 22 Bupa Connection
visits with 147 participants from different departments to a selected list
of providers in: Jeddah, Riyadh, and Khobar since the beginning of 2016.
We have also collected both member’s and provider’s feedback and was
given immediate actions. Some of the taken actions were as follows:
Safety & hygiene were considered at
“New Jeddah Clinic Hospitals” and some
corrective actions were done concerning
(mosquitoes, elevators ventilation, moving
infected bags using same hospital visitor’s
elevator). In addition, insurance office had
started informing members about their
approvals instead of keeping them waiting.
With the support of marketing we have
installed branding material of “Tebtom” and
our application on the reception of “The
First Clinic”; we have also highlighted the
issue of doctors providing more detailed
requests to insure less Pre-Authorization
rejections; while making sure they transmit
the correct message to our members when
a rejection occurs.
IMC Hospital
The First Clinic
Abdul Latif Jameel Hospital
New Jeddah Clinic Hospital
United Doctors Hospital
GNP Hospital
STELLAR | 11

Couple of live my job sessions happened during this quarter, all HR
Live My Job Seniors had participated in this activity and gave an amazing positive
feedback as they got the chance to interact with Sr. Officers in different
departments and understood how business is going in each area. Same goes with the
Marketing Director, CEO, and TQM team.
Khadijah Al Johani with
Aalya Bokhari, Officer,
Lead Generation
Mazen Albessy with
Dana Abdulhadi, Sr. Officer,
SME Relationship (Tele)
Ahab Qunibi with
Moayad AlGhanmi, Sr. Officer,
IT Support
Ahmed Khan with
Khalid Alsaflan, Sr. Officer,
Enrolment (New Accounts)
Joseph Abraham with
Hussam Bawajeeh, Sr. Officer,
Customer Service
Tal Nazer with
Mashael Wahbi,Sr. Officer,
SME Telesales (NBD)
Abdullah Abdulhameed with
Kholoud Alharthy, Sr. Officer,
SME, Telesales (NBD)
Lina Al Ghamri with
Bashaer Alsaiedi Sr. Officer,
Premium Care
Nouf Doubi with
Ahel Zamzami, Officer,
Lead Generation,
Sales Operation
Samah Othman with
Farah Alqunfthi Sr. Officer,
Commercial Quality
Elaf Krimly with
Wafaa Shargawi, Sr. Officer,
Lead Analysis
Nouf Altuwaijri with
Rothana Gamlo, Sr. Officer,
SME Telesales (NBD)
STELLAR | 12

Daycare
The daycare provides excellent services to employees by focusing on three pillars:
1
Childcare and Development
Children are the center of our daycare
operations, which includes:
• 2 hours of Montessori lesson on Practical
Life, Sensorial, Math, Science, and Language
to help them develop order, concentration,
coordination, and independence.
• Daily routine that includes arts, circle
time, motor activities, and story time.
• Tailored activities to the child’s individual
need, based on the following:
a. Progress assessment report
b. Teachers Observation notes
c. Parents input on child progress at home
2
Parent’s Education and Support
Daycare recognizes the role of the
parents in the child’s learning and social
development. To help them engage with
their child’s development newline, daycare
provides:
• Consultation and coaching support from
the daycare consultants
• Education through daycare newsletter
that covers the following:
a. Parenting tips and techniques on child
learning, nutrition, health, and safety
b. Easy to do and nutritious recipes for
our children’s age
c. Practical Montessori activities for home
• Sponsoring engagement seminars like
“Nutrition for Our Infants and Toddlers”
with the Nutritionist from Young Chef’s
Academy.
• Access to child’s daily activities and
progress at the daycare. Keeping the
parents connected like they have never
missed a single moment of their child’s life.
• Extended support through the availability
of the following:
a. Use of breastfeeding room
b. Alternative daycares
c. Drop-ins for special cases
3
Kinder Tales
It is a powerful system
app that keeps the parent
up to date to their child’s daily
activities and milestones.
Parents are at peace knowing and
seeing what keeps their child
busy in daycare without the
hassle of going to the
daycare.
Safety and Hygiene
One of the indicators of high quality care
is the availability of safe environment and
good hygiene which will reduce the risk of
infection in our daycare.
STELLAR | 13

Areej Bashammakh
Back Office
Nadia Abdulaal
Projects & Others
“For me as a mom it’s a good benefit to be
near my child, this makes me comfortable
and over productive. The environment in
the daycare is very healthy, they improved
my child’s skills by reading stories,
colouring and the Montessori education
make him ready for the school outside.”
“All three of my children attended the
Bupa daycare throughout my career here;
making Bupa a second home for me and
them. Having them near me at such a young
age is a blessing as I get the chance to visit
them when I can. The caregivers are very
loving and professional and the facility is
amazing”
Amani Daffa
SME-RM
Ranin Joudah
Commercial Finance
“Bupa’s Daycare is the best day care ever.
The staff are attentive, nurturing and
highly skilled. While my son is there, I never
worry because I know he is in safe hands.
The staff are very attuned to each child’s
individual needs and habits. I love how they
update me daily about the things that he
is experiencing and learning. I appreciate
that the teachers are actually teaching and
not just “watching” him. Thank you for the
awesome environment. My Son has thrived
in this environment & I am so grateful that
he started his first stage with you.”
“Having my little angel, Sofia, in Bupa’s
daycare gave me the peace of mind that
I seek to perform my work perfectly. I am
able to concentrate on my tasks because
I know my daughter is in good hands and
being taken care of. Not only that, but
also; I know that she is spending quality
time learning new things. My Daughter is
considered to be ahead learning among
other children and that’s because of the
material given in Bupa’s nursery.”
STELLAR | 14

Gym
“Good service comes naturally from the satisfied employees who embraced the
company culture.” Tony Hsieh
Looking into how the organization is serving us as employees is amazing. Offering to have
a free gym facility in the building for males and females is a great initiative to keep us fit
and in good health. We had the chance to meet few of the frequent visitors to the facilities
and asked them about their opinion on having a gym at the work place.
Dr. Seema Syed
Healthcare Operations
“Having a Gym facility right at the workplace ensures that our people
are able to invest in their own well-being while serving our customers.
There is no bigger testament to our organization’s commitment to
ensure our people are at the core of our purpose! The Gym facilities are
state of the art with considerable equipment and regular maintenance
provided. We have even had the luxury of a dedicated female personal
trainer! It can surely not get any better than this!”
“The culture and values of an organization are not just slogans posted
on the walls but are practical actions taken by the organization to
reflect the keenness and sincerity to make the employees live this
culture and believe in those values, and this is exactly what Bupa has
done by providing the gym facility that enables any employee to live
a longer, healthier and happier life; which will indirectly be reflected
on the quality of service we provide to members”
Dr. Waleed Alazhary
Clinical Excellence
“One of the many benefits of regular exercise is increased and
sustained energy throughout the day; The energy I get after exercising
let me stay focused on the tasks I am handling, bringing the best of
me to each task I do to serve our members; I would not have done this
without having the gym a few steps away”
Hagar Hamed
Healthcare Operations
“Having a Corporate Office Gym has a huge advantage for the
company and employees. Bupa Arabia realized that and made it
easy for us. The convenience to exercise during working hours has
helped me personally improve my health and well-being, which have
significantly increased my productivity. Fit employees are more
energetic and less stressed. Thanks Bupa”
Hassan Nouh
Commercial Business Development
STELLAR | 15

Service Wisdom
Grofers wowed its customers by exceeding their expectations
Some stories don’t need
to be elaborated. The
service act in itself is so
powerful that all other
marketing tricks fail. It is
acts like these that have a
tendency to go viral and
spread goodwill for the company.
An amazing customer experience story
from Grofers; which is an application based
delivery service that connects consumers
with local stores.
One fine day, a customer wishfully tweeted
to Albinder Dhindsa, the co-founder of
Grofers, requesting to start a delivery
where Starbucks coffee could be ordered
through the Grofers’ application.
And, keeping up the promise, here was
Grofers’ tweet the next day! The company
launched the service within 24 hours
of the request! How’s that for some
amazingly shocking customer experience?
Not surprisingly, he was not the only coffee
freak around. He got some support from a
lot of others.
What was even better was Albinder
Dhindsa’s response to these tweets. Here
it is:
An amazed and delighted customer
ordered his coffee and admitted that
Grofers won a customer for life!
Lesson learnt: It is definitely worth going
the extra mile for the customer. Requests
may seem weird and wishful, but then,
aren’t these requests the opportunities for
delighting a customer and creating a fan
for life!?
STELLAR | 16

Finance
Finance Operations & Reporting Team
(FOR) is made up of 75+ employees and
is a key contributor to Bupa Arabia’s
success. The FOR function has many
other sub-functions, from Collection and
Credit Control to Financial Reporting
and Cost Controls, which work together
towards achieving a common objective by
supporting the growth and sustainability
of the entire operations of Bupa Arabia.
The Collection team works closely with the
Sales team for an objective to collect over
SR7.5B+ of cash which assists in maintaining
the liquidity of the company. They also
ensure that Bad Debts Provision [BDP] is
managed efficiently whilst minimizing their
impact on the solvency targets. Moreover,
they work hard to maintain the long term
liquidity of Bupa, by placing investments,
which ultimately increases the company’s
profitability.
Collection Team:
• Increases company profit
• Enable future growth
• Enhance CS via direct interaction with
the customer
Credit Control & Reporting:
• Protect the company from credit risk
• Control collection accounts
• Prompt invoicing and payment
allocation
Purchasing & Cost Management:
• Key contribution for meeting profit via
Budget settings and controls
• Maximize value to BA via applying
best practices in the purchasing
discipline
Accounts Payable & Payroll:
• Maximize discounts by paying our
providers on time
• Reflect an image of quality to our
providers and suppliers
• Make our employees happier by paying
them on time
Accounting & Financial Reporting:
• Apply proper financial controls and
bookkeeping
• Issue financial statements according to
IFRS standards and Regulators
• Communicate company results to
TADAWUL, BUPA and other stakeholders
STELLAR | 17

Collection Team Success Stories
Story
1
Several years ago, a
colleague visited a client
to collect an old bad debt
of 2011. The member who
was effectively a Bupa
member in 2009 and 2010
claimed not signing any contract in 2011.
He refused to pay and blocked all Bupa’s
contact numbers and emails and was
really upset from Bupa because of this
fake contract that he did not sign. When
the case reached us; we investigated and
found out that effectively no contract was
signed by the member in 2011 and there
was no right to claim any amount from
him. Therefore, we requested to clear
the outstanding amount, and then we
contacted the member and tried to recover
him, gain his trust again and encourage
him to re-sign with Bupa. The member felt
that Bupa valued and respected him; and
we gained the member back.
Story
2
A Company wanted to
break the contractwith
Bupa after having messed
up accounts from 2007 till
2014 because of improper
accounts management from
Bupa’s side. In order to maintain this loyal
contract, a team member volunteered
to reconcile and organize the accounts
one by one since 2007, where she had to
review their SOA (Statement of Account)
and reconcile Bupa’s record to theirs. By
building a good relation with their finance
manager, she was offered to access their
portal to review the status of invoices
and paid amounts which facilitated and
speeded up the reconciliation process. In
that way she, used her good relationship
to serve both BUPA and the Company; and
gained the company back.
Story
3
A Company which was one of the big loyal clients of Bupa for 10 years
had an employee, who had been diagnosed with Cancer, and went to
Germany to receive his treatment. Due to his critical situation, the patient
failed to have his reimbursement documents complete, and the Group
Secretary couldn’t contact him in order to pick up the documents. Bupa
rejected this patient’s claim because of incomplete documents. As a result,
the company got disappointed from Bupa’s rejection to this claim and broke its contract
with Bupa for a year. When the case reached us; we escalated it to Commercial Finance
where we got their approval to cover the backdated case and reimburse the member. The
company was very happy because of this outstanding service and the collection team
succeeded again to regain the company’s trust.
STELLAR | 18

SABIC’s Paperless Journey
Understanding our Voice of Customer can
lead us on our journey to delivering the
best customer experience. This year, we
went through a wonderful experience with
SABIC, one of Bupa Arabia’s largest key
clients.
Our starting point was to listen to the
voice of SABIC, and that is exactly what
we did. We came together to understand
why SABIC members call our Customer
Service, and what questions they have for
us. We then asked ourselves, how can we
be proactive in answering some of their
questions and requests?
During this analysis, it was clear that a lot
was being done internally to insure the
best service for our top clients, however
we found that our employees are still
driven to offer more. So, we went deep on
the analysis and noticed a trend; SABIC
interactions with Customer Service reached
a peak during the months of June and July.
took. We understood that members don’t
depend on the guides and material offered
at the renewal time, which leads them to
call to seek information that already exists
in the material.
This inspired cross-functional collaboration,
and to come up with a solution that is
convenient for our customers; the simple
innovative solution was to drive those
customers from the call center to the
mobile app, which is already equipped to
answer many inquiries. The existing mobile
application was customized specifically for
SABIC, and it was presented as a practical
alternative.
2014 2015 2016
Bupa Arabia stopped producing the same
amount of paper material as the years
before, and instead took SABIC’s needs
into consideration, and gave a digital
solution through understanding the nature
of SABIC’s sophisticated employees.
Looking at that peak drove our teams to
look for root causes, and they found out
that the sudden increase of calls was
related to the renewal of SABIC’s contract,
which happens in early July.
The teams looked at the history of the
renewal experience for SABIC, and studied
the difference in the approach Bupa Arabia
This initiative helped in reducing the number
of calls by SABIC members regarding
product and membership inquiries, and
reduced the amount of unread paper
material wasted during the previous
renewal periods. Most importantly, this
collaboration between teams ensured this
success. SABIC management conveyed
their satisfaction to our leadership, and we
continue to win.
STELLAR | 19

SlimFast Workshop
In 2017 the Business will be relying on all of us to think out of the box and find new ways to
reduce waste, improve efficiency and manage costs effectively, with this in mind SlimFast
workshop was held 2nd of November with a lot of focus on generating cost savings ideas
funnel for 2017.
Before the workshop, saving project ideas were collected from different areas in Operations,
the ideas were then consolidated by the Capabilities team to eliminate duplicate ideas
and estimate an initial saving impact of each project idea.
During the workshop attendees were distributed over 8 discussion groups to study ideas
collected. Each group had a thorough discussion about projects assigned to their group
to validate feasibility, risks, and generate action plan for each project. The groups then
started a second round of brainstorming to come up with more saving project ideas in
different areas of business.
Ideas discussed were related to control spend on medication, effective contracting with
providers, divert volume into providers with effective cost structure, move more towards
better benefit management, etc.
At the final stage of the workshop all projects were consolidated, impacts were then
calculated, and a risk factor was assigned to each project. Saving projects are shared with
Regional & Contracting PR teams to initiate the projects with different areas of business in
order to deliver savings by optimizing prices while maintaining the delivery of best quality
services which are affordable by all Bupa Arabia’s stakeholders.
STELLAR | 20

HCV Program
On 2013:
The U.S. Food and Drug Administration
(FDA) approved the first new Hepatitis C
Virus (HCV) medication and our medical
staff was updated accordingly.
On 2014:
“Our 220 members
who were
enrolled in the
HCV treatment
program had
more than 93%
success rate.”
- Dr. Ayman AlSulaimani
We had received few request for
reimbursement of the new medication
where some patients had the treatment
outside KSA.
On 2015 – 2016 (YTD):
• Clinical Governance started handling these
medications and having individualized
treatment plans at cost (SR 250,000 – SR
500,000) per patient, depending on the
treatment duration.
•Due to the complexity of the HCV
treatment, Clinical Governance had
initiated “Pharmaceutical Care Program”
for Hepatitis C medications. Numerous
solutions were established to reduce the
cost of these medications and make it
accessible to patients at the private sector
as well.
“This program
saved SR 23
Million in 2016
(YTD)”
- Arif Hunaishi
•A complete process was designed to
follow up with patients from the time
they request the medication, all the
way through validating the indication,
debating the recommendation with the
treating physician if needed; and in some
cases refereeing patients to an expert in
Hepatology for a second opinion.
•Coordinating with Provider Relations
team for receiving the medication through
special providers since those medications
are not easily and widely available in the
private sector
•Following up with patients on regular
basis to ensure their compliance with the
treatment and the required lab tests.
“According to a
survey conducted
by TQM HCV
members NPS is
91 v/s Satisfaction
score 98%.”
- Dr. Fadia AlMahdi
STELLAR | 21

•This program wouldn’t be this much successful without the great team work of different
internal stakeholders like: Provider Relations, International Health Care Operations, Preauthorization,
Hospital delegates, SABIC support, Commercial Operations, Sales, and
Finance had led to the success of the program.
•Through PCU we were able to provide patients with the treatment at a lower cost and
with higher member satisfaction.
This is a one of the fruitful achievements of the Pharmaceutical Care Unit and more is yet
to come.
STELLAR | 22

Delight
Delight Solution of Last Edition
Internal
Strengths
• A strong global brand which attracts key
consumer groups. It promises the same quality
and range worldwide
• Its vision – ‘to create a better everyday life
for many people’
• A strong concept – based on offering a wide
range of well designed, functional products at
low prices
• A ‘democratic design’ – reaching an ideal
balance between function, quality, design and
price. IKEA’s ‘Cost Consciousness’ means that
low prices are taken into account when each
product is designed from the outset.
Weaknesses
• The size and scale of its global business. This
could make it hard to control standards and quality.
• The need for low cost products. This needs to be
balanced against producing good quality. IKEA also
needs to differentiate itself and its products from
competitors.
• IKEA needs to keep good communication with
its consumers and other stakeholders about
its environmental activities. IKEA produces
publications in print and online and carries out major
TV and radio campaigns to enable the business to
communicate with different target audiences.
External
Opportunities
• A growing demand for greener products
• A growing demand for low priced products.
Trends in the current financial climate may
result in consumers trading down from more
expensive stores
• Demand for reduced water usage and lower
carbon footprints.
Threats
• Social trends – such as the slowdown in first time
buyers entering the housing market. This is a core
market segment for IKEA products
• Market forces – more competitors entering the
low price household and furnishings markets. IKEA
needs to reinforce its unique qualities to compete
with these
• Economic factors –the recession slows down
consumer spending and disposable income reduces.
Participants of Last Edition Delight (SWOT)
Abdulrahman Baroom
Finance Operations
Razan Rahimi
Recruitment
Ali Massod
Strategy
Hatem Suleiman
Finance Operations
Aya Salem
TQM
Mohammed Alayesh
SME RM
Dan Alsulami
TQM
STELLAR | 23

Delight
5 Brainteasers to Stretch Your Brain
1. A man stands on one side of a river,
his dog on the other. The man calls
his dog, which immediately crosses
the river without getting wet and
without using a bridge or a boat.
How did the dog do it?
2. What is unusual about
the following words: revive,
banana, grammar, voodoo,
assess, potato, dresser,
uneven?
3. What makes this number unique —
8,549,176,320?
4. A man takes his car to a hotel. Upon
reaching the hotel, he is immediately
declared bankrupt. Why?
5. You’re standing in a hallway with three
light switches on the wall, each of which
turns on a different lamp inside a closed
room. You can’t see inside the room, and
you can’t open the door except to enter the
room. You can enter the room only once,
and when you do, all the lamps must be
turned off. How can you tell which switch
turns on which lamp?
Share your answers with upyourservice@bupa.com.sa or print this page and bring it to TQM on the 2nd
floor. You will be featured in the next edition of Stellar.
STELLAR | 24