Proactive registeration of non-Saudis
General Organization for Social Insurance

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
GOSI’s law mandates registration ofall non-Saudis employees working in the private sector in its program for occupational hazards protection. The number of non-Saudi workers exceeds (7,800,000) with more than (256,000) are being registered every month. Those workers are being registered in GOSI by their employers. In the past, this required more than (396,000) employers to submit the registration documents to the nearest GOSI field office which are distributed all over the Kingdom of Saudi Arabia. However, the registration process requires significant time , tiring and error prone for the employers Later, GOSI implemented an online system for registration through its website, but this solution did not solve all problems in some other ways: • Some employers would delay in registering their employees in GOSI system. • Employers were required to enter all information for each employee, which would be a burden on them in addition to the possibility of incorrect data being entered. This situation had led to a negative impact on both employers, and non-Saudi employees.

B. Strategic Approach

 2. What was the solution?
GOSI’s strategy aims on continual improvement of the eServices offering and provide services proactively whenever possible. The objective of the initiative is to ensure all non-Saudi workers are covered by the Occupational Hazard Protection and always assure timely and accurate data for the non-Saudi contributors. The initiative has solved the problems incurred by having the employers registered their employees through GOSI website through the following strategies: Registering, as well as removing, non-Saudi employees has been made as a proactive service, by linking with Ministry of Labor and National Information Center, without any involvement of the employer. First: Registering a non-Saudi: Registration of a non-Saudi with an establishment is done automatically the moment he lands in the country, or when he is transferred from one employer to another, depending on the situation. Second: Removing a non-Saudi from an establishment: When the employee leaves the country without return, or when he is deceased, he is removed from the establishment with that date. When he is transferred from one employer to another, he is removed from the first employer's establishment and registered with the second employer's on the date of the transfer.

 3. How did the initiative solve the problem and improve people’s lives?
What makes the initiative unique is that it requires no effort or action on the part of the target audience, we proactively can get the latest information and update their status and all that it entails. This is a major leap from merely automating a process. Specific points in which it is innovative include: 1) Linking with Ministry of Labor to know the sponsorship status of a non-Saudi. 2) Linking with Passport Authority to know the entry and exit of a non-Saudi. 3) Linking with National Information Center to get all the required details of an employee. 4) Having a notification page in the establishment supervisor's account to remind them of the non-Saudi employees that are under them. 5) If a non-Saudi happens to unfortunately die, he is automatically removed from the establishment. 6) If it is established that the non-Saudi has left the Kingdom and is not coming back, he or she is automatically removed from the establishment.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
- The concept and process outline were agreed upon by all stakeholders. - The system design and architecture of the solution were detailed to ensure o The Best ways to link to the various systems needed (Passport Authority, National Information Center and Ministry of Labor) were discussed and agreed upon. o Deliver robust and reliable service by considering the different issues address by the solution. - Coding the backend, and connecting to the aforementioned entities was established. - Testing the solution from different aspects including functional and non-functional requirement. - A screen to notify employers that one of their employees has been proactively registered was designed. User testing was done internally, followed by beta testing by launching the service before it was advertised, so that only a small number of users would initially use it, providing valuable usage behavior data to us.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
- Ministry of Labor. - Passport Authority. - National Information Center. - Business Analysts to study the impact of the service. - Quality Assurance: to test the service and design its notification screen. - Application development: to code the process. - Information security department: to make sure users' privacy is protected. - Media department: to design manual, video tutorials, and help screens as well to advertise the new feature.
 6. How was the strategy implemented and what resources were mobilized?
Human resources from business domain, quality assurance, development, media, subject matter experts and help desk were mobilized for the requirement detailing, design, implementation, testing and maintenance of the initiative. In total there were 10 people as part of the project team, with another 8 people as support. Technical and financial costs include upgrading our backend servers to handle the added demand. Funding was through our IT budget.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
1) 100% registration coverage. 2) Making sure employees are covered and protected from risks from the moment they set foot in the Kingdom. 3) Employers don't have the burden of entering a lot of information, as most of it is culled from Ministry of Labor and Passport Authority. 4) Significantly decreasing wrong data entry. 5) Making sure contribution is obtained from all those who should be registered, which in turn is used to cover expenses such as occupational hazard insurance. Also, making sure contribution is not obtained from those who have left their establishment and thus should not be registered with that establishment anymore.

 8. What were the most successful outputs and why was the initiative effective?
We use various systems to monitor the implementation of the strategy, such as business intelligence to monitor the usage and usage patterns of the service, analytics to monitor visit to the related pages on our website, surveys and tickets from our help desk department to determine what issues, if any, people are having with the service. We also used figures pertaining to the number of foreign workers to calculate the coverage percentage of our occupational hazards protection.

 9. What were the main obstacles encountered and how were they overcome?
1. Requirements were not clear to developers. This was overcome by designing business cases and doing a feasibility study, and then selecting a project manager who would build a team that would plan and analyze the project and come up with detailed requirements. This culminated in a system analysis and design document that would be submitted to the development team. 2. A lot of pressure on developers to finish the project as soon as possible, since the number of non-Saudis is large, and it's imperative to correct their statues. This was overcome by having a reward system, to encourage them to increase their effort. 3. The many possible scenarios that need to be identified and addressed. This was also addressed by the solution to point #1. 4. Connecting GOSI's system with that of Ministry of Interior and National Information Center to be able to retrieve employee information directly. This was prepared for by coordinating with MoL and NIC from the very beginning of the project. 5. Raising awareness for this service among the private sector. This was achieved by having a highly visible marketing campaign, including newspapers and billboards, as well as social networks. In addition e-mails, letters and SMSs were sent to establishments and establishment supervisors informing them of the service and explaining it to them. Finally a user guide and an instructional video were made available.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
-The non-Saudi registration is done automatically from the first day the worker join his work. -The data quality is guaranteed and employers are protected against mistakes incurred by manual entry of the data. -The employers save money and time by eliminating the need for resources to enter and track the registration of the non-Saudi employees.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
The service is transferable to any service that can be proactively performed, by gathering and analyzing data with the cooperation with other entities. We already offer other proactive services, such as not requiring a marriage certificate or a death certificate as proof of marriage or death, as we can get this information by linking with the respective authorities and change the status as needed without any action by the affected party. It is also very sustainable, as it offers a more balanced data flow to our servers compared to non-proactive registration, since whenever the status of an employee changes, it is reflected immediately on our side, rather than waiting having the employer change it manually once a month. It is also in alignment with the government's strategy of offering proactive services to the general public.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
Lessons learned: - Proactive services are a new category of services and thus bring with them new challenges and opportunities, such as less data spikes. Recommendations for the future include the following: The next step would be to proactively offer even more services, such as proactive establishment registration, so that when an establishment has been set up, and is eligible for, and required by law to be established with GOSI's system, it is automatically established, without the employer having to carry the burden.

Contact Information

Institution Name:   General Organization for Social Insurance
Institution Type:   Government Agency  
Contact Person:   Issam Alshahwan
Title:   Performance Manager  
Telephone/ Fax:   8087173
Institution's / Project's Website:  
E-mail:   ialshahwan@gosi.gov.sa  
Address:  
Postal Code:   11461
City:   Riyadh
State/Province:   Riyadh
Country:  

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