1.

1 Background
In November 2012, the Social Security and National Insurance Trust (SSNIT) awarded contract
to Messrs. Perfect Business Systems (Ghana) / Silverlake (Malaysia) Consortium for the
development and implementation of a new software solution known as the Operational Business
Suite (OBS) as an outsourced project at a contract sum of US$34,011,914.21. The project was to
automate all the core processes in the administration of pension. The contract duration was for a
period of eighteen (18) months and it covered the head office, area and branch offices which
summed up to fifty five (55) sites. The complete solutions included various components such as
supply, installation and commissioning of the hardware, application software, data conversion,
data migration and system integration of all the components.

1.2 Challenges with the Existing System Prior to OBS Implementation

1.2.1 Application Program and Database
The following outlined the challenges with the application system and database that was in used
necessitating the implementation of the OBS:
a. SSNIT was using decentralized systems at the branches known as the EBOS which was
used for initiation of registration, processing and payment of social security contribution
and compliance enforcement.
b. The EBOS had FoxPro as both its application development tool and database
management system.
c. The version of FoxPro that was used for the development of the EBOS was not licensed
therefore the applications running at each branch was not the executable versions.
d. The lack of the executable versions at the branches allowed programmers and others to
have access to the programs at any point in time.
e. The lack of the executable versions of the programs allowed programmers to edit or
modify the programs for whatever reason.
f. Additionally, any programmer or any person who had knowledge of the FoxPro was able
to remove, modify or insert records into the database without going through any approval
process.
g. For example, an employer record could be modified to show that the employer had paid
the contribution even though such employer had not actually paid.
h. The systems were not integrated (linked) to each other. For example, data that sits at a
branch was not available to another branch.
i. There was no centralized database in place leading to data inconsistencies and affecting
data integrity
j. The system made fraud thrive.

1.2.2 Challenges with Processes Prior to Implementation of OBS

The challenges of the existing system prior to the implementation of the OBS have been
summarized below:
 a. Duplication of functions at both the Branch and the Records Department. For example
captured data is quality assured at the Branch and quality assured again at the Record
Department for the purpose of social security number generation.
b. Process for determination of multiple enrolment is weak (changes in the parameters for
validation results in undesired outcome) and therefore allowed an applicant to have
another number even though registered already.
c. Lack of alternative channels for the submission of social security contribution data (the
process then in place required an employer to trek to a SSNIT office to submit data)
d. Lack of alternative channels for the payment of social security contribution (the process
then in place required an employer to trek to a SSNIT office to pay for social security
deductions)
e. Transactions processed at a particular branch is not immediately available to other offices
f. Lack of systems to effectively monitor transactions especially exceptions (reversals)
g. Inadequate systems to detect invalid contributions (e.g. Pensioners)
h. Inconsistencies in data between the branch and Head Office
i. Inability to declare accurate indebtedness acceptable both employer and SSNIT
j. Inadequate feedback on transactions processing to employers
k. Payments made by employers in other offices do not reflect in employers accounts
l. SSNIT officials have control in resetting employer balances resulting in errors and data
inconsistencies
m. Weak control systems allowing SSNIT officials to reverse transactions without effective
audit trails.
n. Negotiated Arrears processes are not automated therefore affecting employer account
information
o. Prosecution processes are not automated leading to ineffective tracking and monitoring of
the prosecution activities.
p. The identification / verification of a member prior to benefits processing was manual and
centralized at the Records Department. This was affecting the prompt processing of
benefits leading to delays.
q. The benefits process was only automated partially at the Head Office and was
characterized by over dependency on paper documents
r. Inadequate integration of systems
s. Weak security and control systems which could be manipulated
t. Process required that the paper folders of the member is received at the head office prior
to benefits processing
u. Payment multiple benefits to the same person on different social security numbers
resulting from multiple registrations

1.3 OBS Project Objectives

The objectives of the OBS Project could be summarized as:
a. Provide superior services to our customer through the implementation of multiple service
delivery channels.
 b. Implement an integrated operational suite to increase flexibility and improve information
management.
c. Reduce the member enrolment cycle through the implementation of e-Forms and
Workflow processes.
d. Minimize multiple member registration through a highly secured Biometric System
e. Plug out identified processes that are susceptible to abuse and fraud
f. Achieve real-time processing of Contribution Report and Billing. Contribution Report
submissions will be enhanced through the provision of multiple access channels such
SSNIT Portal and Self Service points.
g. Reduce member transaction processing time by Issuing smartcards with features that will
allow online and offline verification of members.
h. Reduce benefits processing time by providing regular feedback to members on their
personal and financial update information.
i. Provide an effective reporting solution to support decision-making
j. Enable effective collaboration between SSNIT and Business Partners such as NPRA,
BANKS, NIA, NHIA, SLTF etc.
k. Ensure operational transparency across the Departments by providing real time
information about the status and results of various operations, processes, and transactions.

1.4 OBS Project Scope

The project scope covered the following areas;
Employer and Member Registration
Employer and Member Re-enrollment
Employer and Member Record Update
Contribution and Receipts Management
Compliance Enforcement
Benefits Administration
Identity Management - Smartcard & Biometric system
Web Portal System
Reporting & Analysis tools (Business Intelligent)
Document Imaging System (Workflow & Form capture)
Self Service Information Kiosk
Contact Centre
Interface to Internal Systems (Financial, HR, Fund transfer, etc.)
Interface to External Entities (e.g. NHIA, Banks, NIA, etc.)

1.5 Tendering Process

The OBS project was advertised as an International Competitive Tender in selected national
newspapers and other international magazine using the guidelines and procedures as outlined in
the Public Procurement Act (Act 663).
The following table provides the information on the tender advert:

No. Newspaper / Magazine Date Advertised Remarks

1 Ghanaian Times August 1, 2011 Main OBS Tender Advert
2 Daily Graphic August 3, 2011 Main OBS Tender Advert
3 Daily Graphic August 16, 2011 Main OBS Tender Advert
4 Daily Graphic August 19, 2011 Main OBS Tender Advert
5 The Economist August 13, 2011 Main OBS Tender Advert
6 The Economist August 27, 2011 Main OBS Tender Advert
7 Ghanaian Times October 3, 2011 Addendum to OBS Tender
Advert
8 Ghanaian Times October 5, 2011 Addendum to OBS Tender
Advert
9 Daily Graphic October 10, 2011 Addendum to OBS Tender
Advert

The following companies and joint venture responded to the tender as per the submission
deadline of 10:00am October 19, 2011.
No. Tenderer Tender Price
1 BSystems / Face Technologies /Systech USD31,908,441.59
2 Cedar Information System USD23,873,930.00
3 Computer Information System USD36,509,543.78
4 KPMG USD32,168,621.35
5 KRANE International USD27,897,298.89
6 Perfect Business Systems & Silverlake Consortium USD27,610,791.00
7 Persol Systems GHC17,401,846.00
8 Provision Consultants USD20,648,678.86
9 Sambus Company Limited USD9,891,732.69
10 Superlock Technologies Limited USD35,990,850.00

On March 5, 2012 SSNIT through the General Services Manager, informing Perfect Business
Systems and Silverlake Consortium of arithmetic errors that have been identified in the Perfect
Business Systems and Silverlake consortium. This resulted in an evaluated tender price of
USD34, 011,914.21 including 15% VAT. Arithmetic correction is an approved practice in tender
evaluation as per the guidelines of the Public Procurement Authority. Thereafter, undertook a
reference site visit in Ghana and Malaysia as part of their due diligence.

1.6 Contract Award

On October 1, 2012, Perfect Business Systems and Silverlake Consortium received a notification
letter from SSNIT (signed by the then Procurement Manager) informing the team of the contract
award. Perfect Business Systems and Silverlake Consortium responded to this letter on October
2, 2012 informing SSNIT of the teams acceptance of the contract award. The acceptance of the
contract award led to a contract negotiation meeting between SSNIT and Perfect Business
Systems and Silverlake consortium. Several meetings were held between SSNIT and Perfect
Business Systems and Silverlake consortium on the contract negotiation of which the final
meeting was held on November 8, 2012 of which SSNIT (minutes of the meeting has been
attached as appendix 1).

The formal contract for the OBS project was signed on November 15, 2012 between SSNIT and
Perfect Business Systems and Silverlake consortium (the signature page of the contract has been
attached as appendix 2).

2.0 Project Structures

2.1 Project Phases

The project as advertised was one complete project to be implemented in one phase. Based upon
SSNIT request, the project was re-structured into two phases. This was realised as a potential
risk as there was going to be information overload and will intend affect the project
implementation. Therefore, it was agreed with the vendors to structure the project into phases in
order to mitigate the risk and guarantee its success. The two phases of the project have been
outlined below:

2.1.1 Phase One

Employer and member registration
Employer and member re-enrolment
Employer and member update
Biometric system and smartcards production
Contact Centre implementation
Document management

2.1.2 Phase Two

Contribution and Receipts Management
Compliance Enforcement
Benefits Administration
 Identity Management - Smartcard & Biometric system
Web Portal System
Reporting & Analysis tools (Business Intelligent)
Document Imaging System (Workflow & Form capture)
Self Service Information Kiosk
Interface to Internal Systems (Financial, HR, Fund transfer, etc.)
Interface to External Entities (e.g. NHIA, Banks, NIA, etc.)

2.2 Project Governance

A project governance structure was put in place to manage the overall project. The governance
structure included the Project Sponsor, Project Steering Committee, Project Manager and Project
Implementation Team. This structure was followed throughout the entire project.

2.3 Project Implementation Team

The overall project implementation was structured into teams based on the broader functionality
of the system and main activities to be performed. The leaders of the various teams from both
SSNIT and Perfect Business Systems & Silverlake consortium constituted the Project
Implementation Team. The SSNIT team was selected from various business units and the
technical team. The composition of the Project Implementation team has been outlined below:
Areas PBS-SILVERLAKE SSNIT
Registration and Biometrics Ahmad Zaed / Zurainah / Philip Senyah
Mat Resat
Contribution Ahmad Zaed Joseph Appiah Mensah
Benefits and Claims Tham Yew Cheng Beatrice Osafo
RCM / Kiosk / Contact Elvin Chan / Subramaniam Erasmus Akyeampong-
Center Mensah / Ruby Ofori-Som
(Mrs) / Rachael Joel Pappoe
Enforcement Koay Bee Luon Emmanuel Kofi Sackey
Card Management System Zurainah Ahmad Stella Addai-Nimoh (Mrs)
BI and DW Loong Siew Kuan Mark Akudugu
Portal Selamat Ahmed Erasmus Akyeampong-
Mensah
Document Imaging System, Haithem Bakr John Hagan Mensah / Martin
Form Processing, Work Benjamin Addy
Flow
Data Conversion and David Lim Harold Brookman-Amissah /
Migration Joseph Appiah Mensah / Osei
Kwadwo
Infrastructure Team JS Choo / Subramaniam / John Hagan Mensah / Salawu
 Haithem Bakr / Loong Kabiru / Erasmus
Siew Kuan Akeampong- Mensah
Communication Team Rosemary Sackey (Mrs.)
User Acceptance Testing Theophilus Afenya
Team

3.0 PROJECT APPROACH AND METHODOLOGY

The project adopted the under-listed approach and methodology:

3.1 Planning Stage

The preliminary activities that were performed by the Project team included:
Initiated the project management structure and process,
Planned and conducted a project kick-off meeting, and prepared the project team
facilities (e.g. working space, phones, internet connectivity, printers, etc.)

3.2 Walk through and Gap Analysis and Requirement gathering

The base software of the modules were reviewed in relation to the SSNIT requirements for
conformance. The review process identified gaps between the base software and the target
requirement and documented as the functional change document (FCD) also known functional
specification document (FSD). The review process was through a walkthrough of the various
software modules. The documented functional specifications were used as the detailed project
scope.

The review teams for the various modules were selected from the various divisions including
Benefits, Operations, Finance, MIS, General Counsel, Office of the Chief Actuary, Internal
Audit Department, Corporate Affairs and the Identifiable Bodies. The members of the review
teams have been provided in Appendix 2.

3.3 Application Customization and Development

All configuration and customization work (e.g. configuration of parameters, workflow routings,
programming, customization of reports/processes, etc.) using the functional specification
document (FSD) were done and unit tested in preparation for User Acceptance testing. In
addition, security profiles were built and tested at this stage. The application customization and
development were undertaken by the PBS-Silverlake Consortium.

3.4 Testing Cycle

Staff selected from the operational and technical areas were selected to undertake a user
acceptance testing. The UAT were conducted in two cycles for the phase 1 and phase 2 modules.
The cycle 1 focused on the presence of the functionality whereas cycle 2 focused on testing the
functionalities with data.
The user acceptance testing was conducted by a team selected from the divisions including
Benefits, Operations, Finance, MIS, General Counsel, Office of the Chief Actuary, Internal
Audit Department, Corporate Affairs. The Team was led by the Mr. Theophilus Afenya the Risk
and Quality Manager. The report of the UAT was submitted to the Steering Committee.

3.5 Training
The project adopted the train-the-trainer concepts where the members of the user acceptance
testing (UAT) team were trained as trainers. The team in turn trained the rest of the SSNIT team.

Users from all the functional areas were trained for a minimum period of five (5) days and a
maximum of ten (10) days. The training programmes were held at two centres namely the
Mfanstiman Training Institute for the southern sector and the Kwame Nkrumah University of
Science and Technology for the Northern sector. The participants included the Area Managers,
Branch Managers, Benefits Division Managers, Contact Centre Staff, Corporate Affairs Staff, IT
Help Desk Staff and Benefits Officers. Others included Data Management Officers, MIS
Coordinators, Prosecutors, Accountants, Compliance Officers, Customer Care Officers,
Operations Monitoring Managers and staff of the Internal Audit Department.

In order to ensure a smooth a team of selected staff from the branches was created and trained as
support team providing assistance to staff. The training in all cases was hands on and hands
holding training.

3.6 Data Migration and Conversion

The OBS solution is a centralized solution and based on a centralized database. The OBS
solution has replaced the EBOS, Benefits, Head Office Contribution Management System and
parts of the Records Systems which were all decentralized application based on localized
databases. Therefore it was important that all the pockets (localized) of the SSNIT databases
were migrated into a single and centralized database.

The consolidation, cleansing and migration of the databases were achieved through the Data
Conversion and Migration. At the end of the exercise the following pockets of data were
migrated into the OBS environment.
Benefits Data 887,824 records
Registration Data (Employer and Members) 4,422,769 records
Members Financial Data 316,716,306 records
Employers Financial Data 21,865,572 records
Over 2 million Invalid Contribution Transactions were corrected and the members
financial credited

The datasets as described above were consolidated, cleansed and converted into a format
requested by the OBS Vendor for migration into the related data structures of the OBS System.
3.6.1 Methodology Used for the Data Conversion and Migration Exercise
As part of the processes undertaken for the data conversion and migration included the
following:
Agreed with vendors on the data structures to be use by the OBS system.
Developed Data Mapping Requirement Document (DMR) as a base document for the
data Conversion and migration exercise.
Created a staging area to store the relevant tables needed from the EBOS, Pensions
Systems, Record management and Benefit Processing and Payroll System.
Designed and developed scripts for the data extraction.
Designed conversion and report programs.
Conducted conversion test runs.
Conducted actual Data Conversion.

3.6.2 Issues / Challenges

During the data extraction and conversion exercise a number of issues concerning the legacy data
were raised. The details are as follows;

Some of the data required could not be mapped and thus was set to the default values. This
was because the Trusts systems did not have the data as required by the OBS system.

Inconsistencies in the field names of the various tables in the legacy environment made it
difficult for the design of the conversion and report programs which resulted in the team not
meeting the agreed timelines.

A total of 22,955 members with valid social security numbers and financial information but
did not exist in the legacy Member Personal Master and were converted and migrated into
the OBS environment.

3.7 Implementation Stage

The technical infrastructure for the site was prepared, applications were installed, end users were
trained, and data conversion was executed and transitioned to a live processing state.

The phase 1 was cutover to production on May 7, 2014 with the following modules /
components:
Employer and member registration
Employer and member re-registration
Employer and member update
Biometric system and smartcards production
Contact Centre implementation
Document management
The phase 2 was cutover to production on July 27, 2015 with the following modules /
Components:
Contribution and Receipts Management
Compliance Enforcement
Benefits Administration
Identity Management - Smartcard & Biometric system
Web Portal System
Reporting & Analysis tools (Business Intelligent)
Document Imaging System (Workflow & Form capture)
Self Service Information Kiosk
Interface to Internal Systems (Financial, HR, Fund transfer, etc.)
Interface to External Entities (e.g. NHIA, Banks, NIA, etc.)

4.0 Contract Variation

In the cause of the project implementation, it became necessary to vary the OBS contract to
handle the provision of the following:
Date Change Purpose Reason
Order
September 24, 1 Supply and SSNIT realised that servers for the implementation
2013 installation of 2 HP of the contact centre were not enough. Therefore, the
DL 385 Gen 8 Perfect Business Systems and Silverlake consortium
Servers for Contact were requested to supply through a letter received
Centre from the Procurement Manager.
Implementation
October 17, 2 Provision of a. In the tender, SSNIT indicated that there
2013 Specified hardware were some servers at the Data Centre and the
and upgrade of specifications were included in the tender for
servers for OBS tenderers to review. The quantity of the
Implementation servers at the data centre were not made
known in the tender or the addendum issued
thereafter.
b. Perfect Business Systems and Silverlake
consortium indicated the specification of the
servers required for the OBS solution in the
tender. During the technical discussion with
SSNIT, it was observed that the number of
servers at the SSNIT Data Centre were not
adequate to implement the OBS solution.
This is especially so when the required
solution had failover and redundancy in
order to achieve business resilience.
Date Change Purpose Reason
Order
c. SSNIT felt that the faster way to acquire the
required number of servers without
impacting on the project timelines was to
undertake a contract variation. Therefore,
Perfect Business Systems and Silverlake
consortium were requested to supply
additional servers and to upgrade some of the
existing servers through a letter received
from the SSNIT Procurement Manager.
d. Perfect Business Systems and Silverlake
consortium decided to top up at its own cost
supply new servers instead of the
requirement to upgrade the existing servers.
Even though Perfect Business Systems and
Silverlake consortium should have taken
custody of the old servers since it had
supplied new servers instead of upgrade, the
consortium in the spirit of goodwill decided
to leave the old servers to SSNIT at no cost.
e. Also included were low end scanners for the
branches.
November 14, 3 Hardware, software a. SSNIT had attempted a tender for document
2013 and other logistics for imaging project to scan all the forty (40)
digitization of critical million document at the Records Department
legacy documents without success.
b. The OBS solution had a document
management software as a component of the
solution. The scanning of the documents was
to serve as a backup to the paper documents
and also to make the documents available to
the users through the network in order to
speed up the processing of benefits.
c. SSNIT therefore decided to take advantage
of the document management solution
component of the OBS in order to scan all
the forty (40) million documents.
d. The OBS project was varied to increase the
license for the document management
software from 50 to 100. In addition, the
contract was varied to provide additional
Date Change Purpose Reason
Order
storage, high end scanners, computers,
network routers, UPS, photocopier and local
area network construction at the project site.
January 27, 4 Supply and The OBS contract was varied to provide Avaya
2014 Installation of Avaya Headsets for the contact centre staff in order to
Headsets for Contact facilitate their work.
Centre
Implementation
June 10, 2014 5 Hardware for Re- a. In the original OBS tender, SSNIT requested
enrolment of existing for the tenderers to quote as a line item the
members price for renting forty (40) mobile biometric
units (MBU) for a period of six (6) months
for the re-enrolment exercise.
b. Additionally, SSNIT requested all tenderers
to quote for the price for outsource printing
and personalization of one million (1M)
cards including the supply of the cards for
the re-enrolment exercise.
c. The original OBS contract made provision
for fifty (50) MBUs and four hundred
thousand (400K) smart cards.
d. SSNIT needed additional MBUs in order to
ensure that the re-enrolment exercise is
completed within the 2years timeframe. In
addition, SSNIT realised that it was
overwhelmed by the number of cards being
printed at the SSNIT card production unit
and could not cope with the increasing
numbers.
e. The OBS contract was varied to enable
Perfect Business Systems and Silverlake
consortium to supply 50 additional MBUs,
printing consumables and also to handle the
cards supply and personalization of 1.3M
smartcards with SSNIT card production unit
handling the personalization of the new
applicants smartcards.
January 19, 6 Supply of Edisecure As the new registration picked up the number of
2015 XID 9330 card newly registered members increased. Therefore,
printers SSNIT decided to purchase three (3) additional card
Date Change Purpose Reason
Order
printers to support the effort of the card production
team.
December 15, 7 Supply of hardware In September 2015, SSNIT engaged IBM to conduct
2015 to revamp the OBS performance assessment of the core pension system
infrastructure environment. The report concluded that SSNIT will
need to invest in new hardware in order to revamp
the OBS hardware infrastructure towards increasing
the user performance.
The OBS contract was varied for the supply for two
(2) E870 machine with IBMi as the operating
system. Two (2) V9000 flash storage with 34.5TB
capacity each and one (1) V9000 flash storage
2.2TB storage.

5.0 Benefits of the OBS Implementation

5.1 Enrolment Module:

Provides upfront detection and management of multiple member registrations.
Provides re-enrolment facilities for existing members
Provides valued added Member Registration Card with biometric and other personal
details; and approved for use as identity verification in other national business
transactions.
Provides standardized and mnemonic 13 character registration numbers for all members.
Provides standardized 11 character registration numbers for all employers;
Provides Mobile and Fixed registration facilities to ease member registration.
Use of Biometric Smartcards for online and offline verification of Members.
Collection of adequate personal information on members and employers
Digitized documents for enterprise wide information sharing.
Improved customer service with online Initiation of member registration and member
record update from the Portal.
Improved customer service with online Initiation of Employer registration/Record Update
from the Portal
Facilitates prosecution of employers failing to register using the Pre-employer
registration function and referral o prosecution.
SSNIT biometric system is used to clean the government payroll at CAGD.
5.2 Contribution Management Module:
Provides streamlined and single data entry functions and screens across enterprise to
enforce standard procedures for contribution processing.
Provides exception processing for payment error, employer and member posting error
Provides reconciliation on accounting entries for all financial transactions performed to
employers account posting and members account posting. (Please verify)
Improved customer service for Submission and Processing of Contribution Reports and
Billing anywhere and across Branches.
Payment made at branch or bank can be accessed by all branches
Improved customer service by providing multiple access channels for processing
Contribution Report and Bills through Portal and Self Service points.
Improved customer service with multiple access channels for Payment of Contribution
anywhere and across Branches and through Agent Banks.

5.3 Compliance Module:

Equips Compliance Officers with adequate information (alert notification) on non-
compliance activities of employers for effective enforcement of compliance
Provides daily penalty computation on unpaid contributions due.
Allows Compliance Officer to plan their inspectorate activities through scheduling, calls,
and booking among others
Provides information on all employers due for inspections through alert notification to
Compliance Officer and Branch Manager.
Allows flexibility in the management of employers due for inspections through re-
assignment of inspection for a specified period.
Allows Compliance Officers to refer non-compliant employer cases to the Prosecutor.
Provides for planned Negotiated Settlement of Arrears and issuing of Payment Plan and
Slips.

5.4 Prosecution Module:

Provides Prosecutor information on expired Demand Letter through alert notification to
enforce compliance.
Provides for effective collaboration between Compliance Officers and Prosecutors
through referral and management of cases.
 Provide case classifications to aid evaluation of cases by Prosecutor
Assists the Prosecutor to effectively monitor employer non-compliance activities referred
from Compliance.
Assists the Prosecutor to effectively monitor court cases and procedure.

5.5 Benefits Module:

Decentralization of member identification and benefits processing to Branches
Decentralization of Beneficiary Release to Branches
Processes Benefits application from existing turn-around time has increased
tremendously. Benefits could be paid in days.
Since the implementation of OBS, average benefits processing time has reduced from 51
to 36 days and working to reduce further
Provides for effective collaboration between Branches and Head Office Departments in
benefits processing.
Provides for effective monitoring of benefits application processing stages and activities
across enterprise via work flow solution
Provides for use of Memo function to provide additional information on benefit
applications
Automation of benefit calculation and pension amount
Digitized documents for enterprise wide information sharing.
Straight through processing for Pension Payment via Ghana Central Bank

5.6 Business Intelligence and Reporting Solution

Provides enterprise wide data for assessing operational performance.
Provides dash boards to aid evaluation of the performance of key operational activities.
Provides for customization of reports on Area and Branch operational activities.
Provides information on SSNIT transactions

5.7 Customer Relationship Management:

Provides for integration of all channels of communication (Call, Fax etc) and Social
Media to manage customer expectations.
Provides multiple channels for logging and managing customer complaints; compliments
etc.
Provides for sharing of customer information across enterprise.
Allows for management of customer complaints through referral to supporting offices.
 Members can access statement s of accounts through the SSNIT Portal and the Biometric
Terminal (Information Kiosk).

5.8 Centralized Database:

Provides secured, current and online centralized database that provides same and single
view of data and information.
Provides Centralized database to aid effective reporting and exception management.
Provides one point of data entry and one source of information.