•Developed joint service network and system with 18 types of local government welfare services and 16 specialized agencies by collaborating (singing MOUs and organizing consultative groups) with relevant organizations in respective fields (finance, healthcare, leisure, interpersonal relationships) of retirement preparation including local governments and specialized agencies. •Introduce relevant services provided by organizations and provide information by identifying welfare services that citizens need or want in the process of consultations on preparing for retirement.

While National Pension enrolment rate for regular workers in Korea was 82 percent*, the rate for non-regular workers was a mere 38 percent, showing their vulnerable retirement planning. There was a call to strengthen social safety net to realize ‘pension per person’ by reducing the risk of non-regular workers falling through the cracks of the social insurance system amid a gradual rise in the number of non-regular workers like daily and part-time workers due to labor market flexibility.

In the digital era, the Social Security Office (SSO), as a major public organization in Thailand, needed to reform its service delivery in response to people’s higher expectations. Nowadays, Insured persons, employers, and partnered service providers require not only face-to-face and call services but also electronic services tailored to individual needs with minimum time and money spent.

The vision of BPJS Kesehatan is to achieve universal coverage within 5 years (2014-2019). Because of this, BPJS Kesehatan needs to prepare itself in minimizing all risks that delay the achievement of the target; which of course comes in many forms. Risk Management in BPJS Kesehatan is based on the BPJS Kesehatan Director’s Regulation Number 46 of 2017 regarding BPJS Kesehatan Integrated Risk Management Guidelines in order to fulfill the international risk management standard ISO 31000.

Since transformation of PT Askes (Persero) to BPJS Kesehatan in 2014, the interest of the people participate in JKN KIS (National Health Social Security) has grown.The excellent service in Branch Offices is far from perfect due to the long queues and a lack of uniformity of the service counters in the Branch Offices. In June 2016, BPJS Kesehatan made a new innovation in the form of the CSTI (Customer Service Time Index) Application as a service and wait time measure and the SUPEL (Customer Voice) application as a measurement for excellent service performance of frontliner.

Since the start of BPJS Kesehatan in January 1 2014, till May 1 2018 the coverage of participants are 197 million, there were highnumber of visits to the Branch Offices. During the participants registration process, there were an average of 70.000-100.000 visits every day all Branch Offices in Indonesia wide (average per Banch Office is 700-1000 visits), meaning that there was no certainty regarding the queues and service times for the participants.

This good practice allows employer, contributor, & the General Organization for Social Insurance to save effort & cost by completing the inspection's cycle electronically in a timely manner. In fact, we understand the importance role of inspection in enlightening the employers in applying the system, and regulations correctly in their entities. A new system RASED was integrated with the General Organization for Social Insurance "GOSI" main system to fetch all inspection data.

One of the most important strategic objective in the General Organization for Social Insurance “GOSI’s” strategy is to improve customer satisfaction. We realized that if we aim to improve our customers satisfaction, then we have to measure it. In this context, GOSI identified the need to understand its customers and their interaction with the provided benefit and services in addition to outlining specific actions required to enhance the overall customer experience.

The Public Authority for Social Insurance (PASI) began its journey into strategic planning in 2008. Since then, the PASI has been searching for a systematic methodology to integrate strategic planning with performance management to align all operations into this vision so that all employees would work in the right direction, focused on the intended strategic results. To achieve this goal, the PASI has implemented the balanced scorecard (BSC) methodology as a tool for the integration of strategic planning with performance management.

This practice has provided variety health alarms to the public before the epidemic spreads out. 2 3 It combines different data from diverse sources such as national health information from National Health Insurance Service (NHIS), social data from Twitter, climate information from National Meteorological Office (NMO), air pollution information from Environmental Science Institute (ESI) and number of food poisoning confirmed from Ministry of Food and Drug Safety (MFDS). Five infectious disease : cold, eye disease, food poisoning, dermatitis and asthma are continuously monitored.