COMPANY ANNUAL TARGET 2013

PT. Daya Adicipta Medika

STRATEGIC TARGET TARGET

KEY PERFORMANCE INDICATOR ( UOM ) Outlook 2012*) STRATEGIC INITIATIVES PIC TARGET 2015
OBJECTIVES 2013 Weight (%) 2014
FINANCIAL PERSPECTIVE
SO1 REVENUE NETT IDR (000) 12,200,629 19,691,724 12.5% 24,671,768 30,575,873
Klinik - Kedoya 1,439,838 4,148,610 6,679,545 11,684,037
General
RS - Pilar 9,529,595 13,428,510 Manage Financial Performance 15,771,889 16,560,485
Manager
Klinik - Cibitung 1,231,196 2,114,604 2,220,334 2,331,351
Klinik 4 - 10

SO2 GROSS PROFIT IDR (000) 6,340,601 5,269,039 7.5% 7,947,988 11,273,159
Klinik - Kedoya 452,969 (2,556,812) (854,339) 2,030,715
General
RS - Pilar 5,198,524 6,976,985 Manage Financial Performance 7,911,018 8,306,570
Manager
Klinik - Cibitung 689,108 848,866 891,309 935,874
Klinik 4 - 10

SO3 EBITDA IDR (000) (2,866,258) (3,966,843) 7.5% (1,492,383) 1,028,665

Klinik - Kedoya (4,652,902) (6,121,938) (4,322,386) (1,924,808)
General
RS - Pilar 1,699,039 1,953,292 Manage Financial Performance 2,618,350 2,731,478
Manager
Klinik - Cibitung 87,605 201,803 211,653 221,995
Klinik 4 - 10

SO4 NPBT IDR (000) (4,542,971) (6,723,297) 7.5% (4,262,060) (1,738,150)

Klinik - Kedoya (5,700,843) (8,047,890) (6,258,063) (3,845,623)
General
RS - Pilar 12.90 11.37 1,096,147 1,158,790 Manage Financial Performance 1,820,350 1,921,478
Manager
Klinik - Cibitung 1.87 4.85 61,725 165,803 175,653 185,995
Klinik 4 - 10

SO5 # Transaksi PASIEN ** #tranpatient 126,688 146,889 7.5% 153,980 161,686

1 Klinik - Kedoya 8,739 10,800 12,960 15,552
General
RS - Pilar 84,999 101,889 Manage Financial Performance 105,965 110,203
Manager
Klinik - Cibitung 32,950 34,200 35,055 35,931
Klinik 4 - 10

CUSTOMER PERSPECTIVE
SO6 SERVICE EXCELLENCE index 3 4 5.0% 4 4
Compliance to SOP & Manage
Waiting time minute 20 15 Operational 10 10
Operational Perfomance
Simple Administration index 4 4 Manager 4 4
SO7 AFFORDABLE index 4 4 2.5% Efficiency Cost 4 4

Operational
SO8 Doctor Discipline % 86% 90% 10.0% Discipline to Perform
Manager
95 100

INTERNAL BUSINESS PROCESS PERSPECTIVE

Manage Operational Performance &
SO9 Availability drugs & medical facilities index 80% 90% 5.0% Strategic Partnership
95 95

General
SO10 # Branches (Network) number 3 6 2.5% Network Development Stategic
Manager
9 12

LEARNING & GROWTH PERSPECTIVE

General
SO11 TMS Maturity (STM,PPM,OPM,SIM,ENB) % 70 85% 5.0% System Management Performance 95% 97%
Manager
SO12 SHE Implementation Colour Index na green 2.5% Human Resources Performance HR Manager green green

SO13 Company Uniqueness (Partnership) #MOU/Prod 191 376/16% 15.0% 482/21% 567/25%
Marketing
Strategic Partnership
Klinik - Kedoya #MOU/Prod 23 47/10% Manager 71/15% 95/20%
RS - Pilar #MOU/Prod 168 210/5% 262/10% 301/15%
Klinik - Cibitung #MOU/Prod 95 119/50% 149/55% 171/60%
SO14 Cadre Availability & Readiness # na 5/5 10.0% Human Resources Performance HR Manager 7/7 10/10

Note: *) Outlook 2012 = Actual Ytd Oktober 2012 + forecast Nov & Des 2012 100%
**) Perhitungan jumlah pasien untuk tahun 2013 akan berbeda dengan tahun 2012 (terlampir)

Jakarta, 4 December 2012 :

Proposed by:

Serian Wijatno dr. Hasan, MARS Johanes Poso dr. Desianty Saraswaty
CEO General Manager Penanggung Jawab Pilar & Wakil Penanggung Jawab Klinik
Cibitung Kedoya
Approved by:

Danny Rachmat Krisgianto Lilikwarga

President Commissioner Commissioner Commissioner Commissioner

TP Rachmat Hadi Kasim Albert Sudarto Erida Djuhandi

Board of Executives Board of Executives Board of Executives Board of Executives
 Prepared By: Approved By :

BLUEPRINT Occupation: Direktur CEO Daya Group CORPORATE

PT. Daya Adicipta Medika Signature:

EXECUTIVE SUMMARY Name: dr. Hasan, MARS Ir. Krisgianto Lilikwarga

Date: 18 Juni 2013

WHAT BUSINESS ARE WE IN: DESTINATION STATEMENT
Medical Health Services
1. Becomes Clinics & Hospital
with high quality standard
(Based On ISO and JCI
Accreditation)
VISION
EXTERNAL ANALYSIS: INTERNAL ANALYSIS: UNIQUENESS
Opportunities External Key Success Factors: Strengths : Internal Key Success Factors :
1. Insufficient number of Hospital 1. Availability of Funds 1. Excellence Partnership & People Management H emat
2. Insufficient number of Hospital's bed 1. Awarness of health care 2. Experience Business Management Team 2. Customer Service Satisfaction Level A kurat
Sufficient number of specialist general TMS, ISO, JCI Accreditation and Customer Retention
3. Awarness of health care 2. 3. Experience Business Management System 3. T epat
medical doctor Program
3. Average existing Hospital for midle to low
4. Sufficient number of specialist medical doctor market do not use the best management 4. Affordable of price 4. Strong & Profitable Cluster I novatif
system

5. Average existing Hospital for midle to low market 4. Experienced good performance People 5. Create Trust and Peaceful Experience for customer and partner
do not use the best management system
Daya Adicipta Medika 2016 : 3 Hospital 6. Cluster Business Models
and 9 Clinics for Midle to Low Market With 5. Increasing of Health Insurance coverage
Standart ISO and JCI Accreditation 6. Sufficient number of general medical doctor
2. Have minimum 0f 12 business
7. Increasing of Health Insurance coverage
unit networks in 2016. Weaknesses :
KEY PROCESS FOCUSED KPI
MISSION Threats :
1 Changing Government Policy/Permitory 1 Need High Information Technology support 1 Administration Process
1. Serve with uniqueness : HATI (Hemat, No Uniqueness Focused KPI UoM
2 Bad leadership government will turn to uncontrol 2 Availability of training program 2 Medical Process (Inpatient and Outpatient)
Akurat, Tepat, Inovatif)

3 System in government policy will turn 3 System monitoring quality services performance 3 Financial Process Total Transaction
Ʃtransaction
unpredictable 4 Incomplete medical equipment Patient
2. Create Branding : Trust and Peaceful 1 Hemat
Experience for customer and partner 4 Increasing Number of competitor 5 Need of Good performance and commitment Specialized Doctors and Nurses Affordable %

5 High development of medical technology Good Performance %

2 Akurat Availibility Drugs &

6 Bad economic condition Company Model Serve With Uniqueness Create Branding
Medical Facilities
%

1. Mc Donald for branding's model H emat Stock Level Drugs %

Trust and Peaceful
VALUES 2. Atmajaya Hospital with teaching hospital. A kurat Customer Satisfaction %
Experience
Dediikasi Melayani dengan hati 3. Sentra Medika Hospital with STIKES. T epat 3 Tepat Good Commitment %

Akurat Etika I novatif Good Performance %

Yakin Disiplin TMS MatureSystem %

4 Inovatif
Aktif Integritas For Customer and Partner SHE Implementation Index

Kasih

Ahli dibidangnya PROFIT AND HIGH QUALITY NETWORKS

STRATEGIC INITIATIVES
STRATEGY MAP
Target Time
Strategic Objectives (SO) KPI UOM Initiatives PIC
2013 2014 2015 2016 2017 2019 2021 Frame
Long Term Financial Perspective
Shareholder Value SO1 Revenue IDR 19,691,724 24,671,768 30,575,873 33,331,490 36,415,046 43,143,589 50,796,972

Sustainable Revenue SO2 Gross Profit IDR 5,269,039 7,947,988 11,273,159 12,831,083 14,395,540 17,787,378 22,808,099
F1
Growth
vtive
SO3 EBITDA IDR (3,966,843) (1,492,383) 1,028,665 1,563,433 2,207,713 3,562,281 5,048,962 Corporate General
Perspe Manage Financial Performance Support Sub Division 2013
al SO4 NPBT IDR (6,723,297) (4,262,060) (1,738,150) (1,008,100) (362,824) 947,150 3,583,271 Head
Comply With Policy & Sustainable Revenue 146,889 153,980 161,686 169,146 177,146 195,015 215,879
Comply With Policy & Strive Total Transaction Patient
Financi Ʃtransaction
Strive to Achieve Target Growth F2 SO5
to Achieve Target Transaction Patient from Partnership Ʃtransaction 23,274 31,820 41,200 42,315 43,461 45,618 48,072

Customer Perspective
Customer Satisfaction % 70% 80% 85% 90% 95% 98% 98%
C1 Increase Custommer Value SO6 Manage Time and Pricing Perspective
Affordable % 80% 85% 88% 90% 95% 98% 98%
Manage Discipline to Perform Partner Head of Business Unit 2013
SO7 Good Performance %
85% 90% 95% 100% 100% 100% 100% From Customer Perspectice
C2 Physician Management
Manage Loyality Partner From Customer
SO8 Good Commitment %
85% 90% 95% 100% 100% 100% 100% Perspective

Internal Business Process Perspective

Head of Business Unit &

I1 Build Brand Image SO9 Availibility Drugs & Medical facilities % 90% 95% 95% 96% 96% 97% 97% Manage Operational Performance
ctive Increase Cust Value Physician Pharmacist

Perspe Management
Head of Business Unit &
Phamasy Management Stock Level Drugs 90% 95% 98% 98%
mer I2 SO10 % 70% 80% 85% Manage Time and Pricing Perspective 2013
Custo Pharmacist

Corporate General
Manage Number of Partnership
I3 Strategic Partnership SO11 Customer Uniqueness (Partnership) Number 376 413 454 499 548 602 662
Summary
Support Sub Division
Head

Learning & Growth Perspective

Head of Management
L1 SO11 TMS Maturity (STM,OPM,PPM,SIM,ENB) % 30% 60% 70% 85% 95% 98% 98% System management Performance
Create Condusive Climate & Development

Culture for Continous 2014

L2 SO12 SHE Implementation index blue green green green gold gold gold Human Resources Performance Head of Business Unit
Improvement

L3
Delivering ITM System to SO13 TMS Maturity (ITM) % 40% 50% 60% 80% 85% 88% 90%
Manage IT Implementation through TMS
IT Corporate Medika 2013
Support Business Needs Commitee

ive Effective & Efficient L4

Ensure Employee & Partner SO14 Cadre Availibility & Readiness Ʃ Person 4/4 7/7 10/10 12/12 15/15 19/19 21/21 Human Resources Performance CEO
Phamasy
BuildStandart Strategic Partnership Readiness
Perspect Brand Image Management
Process Management for
Business Medical Services
Internal

tive Create Condusive

Delivering IT
Perspec Ensure Employee & Climate & Culture
Growth Partner Readiness for Continous System to Support
Business Needs
g& Improvement
Learnin

Note : Untuk Learning & Growth tidak sesuai dengan CAT 2013 dikarenakan perubahan Blueprint melihat actual di Daya Adicipta Medika
 Prepared By: Approved By: Approved By :

BLUEPRINT Occupation: MDEV General Manager CEO CEO Daya Group Corporate

PT. Daya Adicipta Medika Signature:

EXECUTIVE SUMMARY Name: Muljanto Ong dr.Hasan,MARS SERIAN WIJATNO Ir. Krisgianto Lilikwarga
Date: 5 Desember 2012 6 Desember 2012 7 Desember 2012

WHAT BUSINESS ARE WE IN: DESTINATION STATEMENT EXTERNAL ANALYSIS: INTERNAL ANALYSIS: UNIQUENESS
Opportunities External Key Success Factors: Strengths : Internal Key Success Factors :
Insufficient number of Clinic & Hospital's
Medical Health in Indonesia 1.
room
1. Availibility of Funds. 1. System & Service Standards. 1. System & Service Standards.
1. Becomes Clinics & Hospital 2. Awarness of Health Care 1. The best doctor & reputable. 2. Best business performance of shareholder in the past & now. 2. Service Quality. 2. Service Excelennce.
with high quality standard.
3. Sufficient number of general medical doctors. 2. Wide networks. 3. Full support of shareholder. 3. Availibility of a doctors 3. Strategic Partnership.
Good Quality of Health
VISION 4. Customer Loyality 3.
Equipments & Lab.
4. Best Standardization & Management System of group. 4. Nurse Competencies.
Increasing of Health Insurance
5. 4. Customer Loyalty 5. Availibility of Drugs.
Coverage.
Daya Adicipta Medika 2015 : Being health Partnership with Health Insurance 6. Good System Information.
5.
facilities superior & believed & Companies Weaknesses : 7. Administration accurate & simple.
2. Have minimum 0f 8 business
unit networks in 2015. 6. Good Local Government relation
1. System & Service Standards. KEY PROCESS FOCUSED KPI
MISSION Threats : 2. Service Quality.
1. Increasing number of competitor. 3. Availibility of a doctors. 1 Patient Registration.
No Uniqueness Focused KPI UoM
4. Nurse Competencies. 2 Checking vital signs.

Give a Comprehensive Services 2 Changing Government policy. 5. Medicine Logistic. TMS Maturity %
responsible to the whole society requires Need Information Technology System & Service
6. 3 Anamnesis with doctor. 1 Index
with high quality standard for patient. support. Standards SHE Implementation
3 Economic Condition 7. Availibility of training program. Colour
8. Marketing Effort 4 Physical Check Up & Medical Check Up waiting time minute
2 Service Excellence
4 Company Model Outpatient Inpatient simple adminitration index
High development of medical technology
1. Clinic VIVA - with 8 units clinic opened at once in the first year. 5 Gift Recipes. 5. Administration of the inpatient. Ʃ Partnership Ʃ
3 Partnership
VALUES 5 Extensive networks of competitor 2. Atmajaya Hospital with teaching hospital. 6 Redeem medicine. 6. Inpatient Productivity %

1. Trust. 5. Team Work 3. Sentra Medika Hospital with STIKES. 7 Payment. 7. Doctor visits.

2. Realible 6. Innovative 8. Giving medicine & therapy

3. Passionate 7. Respect 9. permitted to go home

8. Aware 10. Giving medicine

4. Utmost Satisfaction
11. Payment

STRATEGIC INITIATIVES
STRATEGY MAP
Target Time
Strategic Objectives (SO) KPI UOM Initiatives PIC
2013 2014 2015 2016 2017 2019 2021 Frame
STAKEHOLDER
Financial Perspective
SATISFACTION
SO1 Revenue IDR 19,691,724 24,671,768 30,575,873 33,331,490 36,415,046 43,143,589 50,796,972

SO2 Gross Profit IDR 5,269,039 7,947,988 11,273,159 12,831,083 14,395,540 17,787,378 22,808,099
F1 REVENUE GROWTH
SO3 EBITDA IDR (3,966,843) (1,492,383) 1,028,665 1,563,433 2,207,713 3,562,281 5,048,962 Corporate General
Manage Financial Performance Support Sub Division 2013
vtive SO4 NPBT IDR (6,723,297) (4,262,060) (1,738,150) (1,008,100) (362,824) 947,150 3,583,271 Head
Perspe Total Transaction Patient Ʃtransaction 146,889 153,980 161,686 169,146 177,146 195,015 215,879
al REVENUE GROWTH PRODUCTIVITY F2 PRODUCTIVITY SO5
Transaction Patient from Partnership Ʃtransaction 23,274 31,820 41,200 42,315 43,461 45,618 48,072
Financi
Customer Perspective
Waiting Time minute 15 10 10 10 10 10 10 Manage Operational Performance &
C1 SERVICE EXCELLENCE SO6
Compliance to SOP
Simple Adminstration index 4 4 4 4 4 4 4
Head of Business Unit 2013
C2 COMPETITIVE PRICING SO7 Affordable index 4 4 4 4 4 4 4 Efficiency Cost

C3 PHYSICIAN MANAGEMENT SO8 Discipline Doctor % 90% 95% 100% 100% 100% 100% 100% Discipline to Perform

Internal Business Process Perspective

SERVICE EXCELLENCE 96% 96% 97% 97% Head of Business Unit &
I1 OPERATIONAL EXCELLENCE SO9 Availibility Drugs & Medical facilities % 90% 95% 95% Manage Operational Performance
Pharmacist
2013
ctive Network Development Strategic Corporate General
DEVELOP NETWORK OF
Perspe COMPETITIVE PHYSICIAN I2
BUSINESS UNITS
SO10 Ʃ Business Unit Ʃ 6 9 12 15 18 24 30 (Selecting Prospective Location &
Discipline to Company Model)
Support Sub Division
Head
mer
Custo PRICING MANAGEMENT Learning & Growth Perspective
waiting time & simple Head of Management
administration L1 SO11 TMS Maturity (STM,OPM,PPM,SIM,ENB) % 85% 95% 97% 97% 98% 98% 98% System management Performance Development

MANAGEMENT SYSTEM 2014

L2 SO12 SHE Implementation index green green green green green green green Human Resources Performance Head of Business Unit

Corporate General
Partnership with companies & health
L3 STRATEGIC PARTNERSHIP SO13 PARTNESHIP Ʃ MOU 376 482 567 639 711 855 999
insurance
Support Sub Division 2013
Head

L4 PEOPLE DEVELOPMENT SO14 Cadre Availibility & Readiness Ʃ Person 5/5 7/7 10/10 13/13 16/16 22/22 28/28 Human Resources Performance CEO

ive
Develop a network of
Perspect
Process
Business Operational Excellence business units
Internal

tive
Perspec
Growth MANAGEMENT STRATEGIC PEOPLE
g& SYSTEM PARTNERSHIP DEVELOPMENT
Learnin
 Prepared By: Approved By: Approved By :

BLUEPRINT Occupation: CEO CEO Daya Group Klinik dr.Sander B - Kedoya

PT. Daya Adicipta Medika Signature:

EXECUTIVE SUMMARY Name: SERIAN WIJATNO Ir. Krisgianto Lilikwarga

Date: 7 Desember 2012

WHAT BUSINESS ARE WE IN: DESTINATION STATEMENT EXTERNAL ANALYSIS: INTERNAL ANALYSIS: UNIQUENESS
Opportunities External Key Success Factors: Strengths : Internal Key Success Factors :
Medical Health Services 1. Insufficient number of Hospital 1. Availibility of Funds. 1. System & Service Standards. 1. System & Service Standards.
1. Becomes Clinics & Hospital 2. Insufficient number of Hospital's room 1. The best doctor & reputable. 2. Best business performance of shareholder in the past & now. 2. Service Quality. 2. Service Excelennce.
with high quality standard.
3. Awarness of health care 2. Wide networks. 3. Full support of shareholder. 3. Availibility of a doctors 3. Strategic Partnership.
Good Quality of Health
VISION 4. sufficient number of specialist medical doctor 3.
Equipments & Lab.
4. Best Standardization & Management System of group. 4. Nurse Competencies.
Average existing Hospital do not use the best
5. 4. Customer Loyalty 5. Availibility of Drugs.
management system
Daya Adicipta Medika 2016 : 3 Hospitals sufficient number of general medical doctor Partnership with Health Insurance 6. Good System Information.
5.
and 9 Clinics with ISO & JCI accreditation Increasing of Health Insurance coverage & Companies Weaknesses : 7. Administration accurate & simple.
2. Have minimum 0f 12 business
unit networks in 2016. 6. Good Local Government relation
1. System & Service Standards. KEY PROCESS FOCUSED KPI
MISSION Threats : 2. Service Quality.
1. Increasing number of competitor. 3. Availibility of a doctors. 1 Patient Registration.
1. Uniqueness : HATI (Hemat, Akurat,
No Uniqueness Focused KPI UoM
Tepat, Inovatif) 4. Nurse Competencies. 2 Checking vital signs.

2. Branding : Trust and Peaceful 2 Changing Government policy. 5. Medicine logistic. TMS Maturity %
experienced 6. Need Information Technology support. 3 Anamnesis with doctor. System & Service
1 Index
Standards SHE Implementation
3 Economic Condition 7. Availibility of training program. Colour
8. Marketing Effort 4 Physical Check Up & Medical Check Up waiting time minute
2 Service Excellence
4 Company Model simple adminitration index
High development of medical technology
1. Clinic VIVA - with 8 units clinic opened at once in the first year. 5 Gift Recipes. Ʃ Partnership Ʃ
3 Partnership
5. VALUES 5 Extensive networks of competitor 2. Atmajaya Hospital with teaching hospital. 6 Redeem medicine. Productivity %
1. Dedikasi Melay
ani 5. Team Work 3. Sentra Medika Hospital with STIKES. 7 Payment.
denga
n Hati
2. Akurat 6. Innovative

3. Yakin 7. Respect

4. Aktif 8. Aware

STRATEGIC INITIATIVES
STRATEGY MAP
Target Time
Strategic Objectives (SO) KPI UOM Initiatives PIC
2013 2014 2015 2016 2017 2019 2021 Frame
STAKEHOLDER
Financial Perspective
SATISFACTION
SO1 Revenue IDR 4,148,610 6,679,545 11,684,037 13,495,063 15,586,798 20,226,091 25,530,429

SO2 Gross Profit IDR (2,556,812) (854,339) 2,030,715 3,126,516 4,205,746 6,576,025 10,447,581
F1 REVENUE GROWTH
SO3 EBITDA IDR (6,121,938) (4,322,386) (1,924,808) (1,519,685) (1,011,530) 72,921 1,238,906
vtive REVENUE GROWTH PRODUCTIVITY SO4 NPBT IDR (8,047,890) (6,258,063) (3,845,623) (3,239,218) (2,724,067) 1,648,210 691,215
Manage Financial Performance Head of Business Unit 2013

Perspe Total Transaction Patient Ʃtransaction 10,800 12,960 15,552 17,885 20,568 27,201 35,973
al * Revenue * Total Transaction Patient F2 PRODUCTIVITY SO5
Financi * Gross Profit * Transaction Patient from Transaction Patient from Partnership Ʃtransaction 1,080 1,944 3,110 3,500 3,900 4,500 4,900
* EBITDA Partnership
* NPBT Customer Perspective
Waiting Time minute 15 10 10 10 10 10 10 Manage Operational Performance &
C1 SERVICE EXCELLENCE SO6
Compliance to SOP
Simple Adminstration index 4 4 4 4 4 4 4
Head of Business Unit 2013
C2 COMPETITIVE PRICING SO7 Affordable index 4 4 4 4 4 4 4 Efficiency Cost

C3 PHYSICIAN MANAGEMENT SO8 Discipline Doctor % 90% 95% 100% 100% 100% 100% 100% Discipline to Perform

Internal Business Process Perspective

COMPETITIVE PHYSICIAN
SERVICE EXCELLENCE PRICING MANAGEMENT 96% 96% 97% 97% Head of Business Unit &
I1 OPERATIONAL EXCELLENCE SO9 Availibility Drugs & Medical facilities % 90% 95% 95% Manage Operational Performance
Pharmacist
2013
ctive Network Development Strategic Corporate General
DEVELOP NETWORK OF Ʃ Business Unit Ʃ
Perspe I2 SO10 0 0 0 0 0 0 0 (Selecting Prospective Location & Support Sub Division
mer BUSINESS UNITS Discipline to Company Model) Head
Custo Learning & Growth Perspective
waiting time & simple Affordable Discipline Doctor
administration L1 SO11 TMS Maturity (STM,OPM,PPM,SIM,ENB) % 85% 95% 97% 97% 98% 98% 98% System management Performance Management Development Team

MANAGEMENT SYSTEM 2014

L2 SO12 SHE Implementation index green green green green green green green Human Resources Performance

Partnership with companies & health Head of Business Unit

L3 STRATEGIC PARTNERSHIP SO13 PARTNESHIP Ʃ MOU 47 71 95 119 143 191 239
insurance
2013

L4 PEOPLE DEVELOPMENT SO14 Cadre Availibility & Readiness Ʃ Person 1/1 2/2 2/2 2/2 2/2 2/2 2/2 Human Resources Performance

Develop a network of
Operational Excellence
ive
business units
Perspect
Process
Business
Internal
availibility drugs & medical facilities Total Business unit

tive
Perspec
Growth MANAGEMENT STRATEGIC PEOPLE
g& SYSTEM PARTNERSHIP DEVELOPMENT
Learnin
 Prepared By: Approved By: Approved By :

BLUEPRINT Occupation: MDEV General Manager CEO CEO Daya Group RS dr.Sander B - Pilar

PT. Daya Adicipta Medika Signature:

EXECUTIVE SUMMARY Name: Muljanto Ong dr.Hasan,MARS SERIAN WIJATNO Ir. Krisgianto Lilikwarga
Date: 5 Desember 2012 6 Desember 2012 7 Desember 2012

WHAT BUSINESS ARE WE IN: DESTINATION STATEMENT EXTERNAL ANALYSIS: INTERNAL ANALYSIS: UNIQUENESS
Opportunities External Key Success Factors: Strengths : Internal Key Success Factors :
Insufficient number of Clinic & Hospital's
Medical Health in Indonesia 1.
room
1. Availibility of Funds. 1. System & Service Standards. 1. System & Service Standards.
1. Becomes Clinics & Hospital 2. Awarness of Health Care 1. The best doctor & reputable. 2. Best business performance of shareholder in the past & now. 2. Service Quality. 2. Service Excelennce.
with high quality standard.
3. Sufficient number of general medical doctors. 2. Wide networks. 3. Full support of shareholder. 3. Availibility of a doctors 3. Strategic Partnership.
Good Quality of Health
VISION 4. Customer Loyality 3.
Equipments & Lab.
4. Best Standardization & Management System of group. 4. Nurse Competencies.
Increasing of Health Insurance
5. 4. Customer Loyalty 5. Availibility of Drugs.
Coverage.
Daya Adicipta Medika 2015 : Being health Partnership with Health Insurance 6. Good System Information.
5.
facilities superior & believed & Companies Weaknesses : 7. Administration accurate & simple.
2. Have minimum 0f 8 business
unit networks in 2015. 6. Good Local Government relation
1. System & Service Standards. KEY PROCESS FOCUSED KPI
MISSION Threats : 2. Service Quality.
1. Increasing number of competitor. 3. Availibility of a doctors. 1 Patient Registration.
No Uniqueness Focused KPI UoM
4. Nurse Competencies. 2 Checking vital signs.

Give a Comprehensive Services 2 Changing Government policy. 5. Medicine logistic. TMS Maturity %
responsible to the whole society requires Need Information Technology System & Service
6. 3 Anamnesis with doctor. 1 Index
with high quality standard for patient. support. Standards SHE Implementation
3 Economic Condition 7. Availibility of training program. Colour
8. Marketing Effort 4 Physical Check Up & Medical Check Up waiting time minute
2 Service Excellence
4 Company Model Outpatient Inpatient simple adminitration index
High development of medical technology
1. Clinic VIVA - with 8 units clinic opened at once in the first year. 5 Gift Recipes. 5. Administration of the inpatient. Ʃ Partnership Ʃ
3 Partnership
VALUES 5 Extensive networks of competitor 2. Atmajaya Hospital with teaching hospital. 6 Redeem medicine. 6. Inpatient Productivity %

1. Trust. 5. Team Work 3. Sentra Medika Hospital with STIKES. 7 Payment. 7. Doctor visits.

2. Realible 6. Innovative 8. Giving medicine & therapy

3. Passionate 7. Respect 9. permitted to go home

8. Aware 10. Giving medicine

4. Utmost Satisfaction
11. Payment

STRATEGIC INITIATIVES
STRATEGY MAP
Target Time
Strategic Objectives (SO) KPI UOM Initiatives PIC
2013 2014 2015 2016 2017 2019 2021 Frame
STAKEHOLDER
Financial Perspective
SATISFACTION
SO1 Revenue IDR 13,428,510 15,771,889 16,560,485 17,388,508 18,257,934 20,083,727 22,142,310

SO2 Gross Profit IDR 6,976,985 7,911,018 8,306,570 8,721,898 9,157,993 10,073,792 11,106,357
F1 REVENUE GROWTH
SO3 EBITDA IDR 1,953,292 2,618,350 2,731,478 2,850,262 2,974,985 3,220,557 3,514,193
vtive REVENUE GROWTH PRODUCTIVITY SO4 NPBT IDR 1,158,790 1,820,350 1,921,478 2,034,262 2,152,985 2,362,557 2,632,193
Manage Financial Performance Head of Business Unit 2013

Perspe Total Transaction Patient Ʃtransaction 101,889 105,965 110,203 114,611 119,196 128,922 139,442
al * Revenue * Total Transaction Patient F2 PRODUCTIVITY SO5
Financi * Gross Profit * Transaction Patient from Transaction Patient from Partnership Ʃtransaction 5,094 10,596 16,531 17,192 17,879 19,338 20,916
* EBITDA Partnership
* NPBT Customer Perspective
Waiting Time minute 15 10 10 10 10 10 10 Manage Operational Performance &
C1 SERVICE EXCELLENCE SO6
Compliance to SOP
Simple Adminstration index 4 4 4 4 4 4 4
Head of Business Unit 2013
C2 COMPETITIVE PRICING SO7 Affordable index 4 4 4 4 4 4 4 Efficiency Cost

C3 PHYSICIAN MANAGEMENT SO8 Discipline Doctor % 90% 95% 100% 100% 100% 100% 100% Discipline to Perform

Internal Business Process Perspective

COMPETITIVE PHYSICIAN
SERVICE EXCELLENCE PRICING MANAGEMENT 96% 96% 97% 97% Head of Business Unit &
I1 OPERATIONAL EXCELLENCE SO9 Availibility Drugs & Medical facilities % 90% 95% 95% Manage Operational Performance
Pharmacist
2013
ctive Network Development Strategic Corporate General
DEVELOP NETWORK OF Ʃ Business Unit Ʃ
Perspe I2 SO10 0 0 0 0 0 0 0 (Selecting Prospective Location & Support Sub Division
mer BUSINESS UNITS Discipline to Company Model) Head
Custo Learning & Growth Perspective
waiting time & simple Affordable Discipline Doctor
administration L1 SO11 TMS Maturity (STM,OPM,PPM,SIM,ENB) % 85% 95% 97% 97% 98% 98% 98% System management Performance Management Development Team

MANAGEMENT SYSTEM 2014

L2 SO12 SHE Implementation index green green green green green green green Human Resources Performance

Partnership with companies & health Head of Business Unit

L3 STRATEGIC PARTNERSHIP SO13 PARTNESHIP Ʃ MOU 210 262 301 325 349 397 445
insurance
2013

L4 PEOPLE DEVELOPMENT SO14 Cadre Availibility & Readiness Ʃ Person 1/1 2/2 2/2 2/2 2/2 2/2 2/2 Human Resources Performance

Develop a network of
Operational Excellence
ive
business units
Perspect
Process
Business
Internal
availibility drugs & medical facilities Total Business unit

tive
Perspec
Growth MANAGEMENT STRATEGIC PEOPLE
g& SYSTEM PARTNERSHIP DEVELOPMENT
Learnin
 Prepared By: Approved By: Approved By :

BLUEPRINT Occupation: MDEV General Manager CEO CEO Daya Group Klinik dr.Sander B - Cibitung

PT. Daya Adicipta Medika Signature:

EXECUTIVE SUMMARY Name: Muljanto Ong dr.Hasan,MARS SERIAN WIJATNO Ir. Krisgianto Lilikwarga
Date: 5 Desember 2012 6 Desember 2012 7 Desember 2012

WHAT BUSINESS ARE WE IN: DESTINATION STATEMENT EXTERNAL ANALYSIS: INTERNAL ANALYSIS: UNIQUENESS
Opportunities External Key Success Factors: Strengths : Internal Key Success Factors :
Insufficient number of Clinic & Hospital's
Medical Health in Indonesia 1.
room
1. Availibility of Funds. 1. System & Service Standards. 1. System & Service Standards.
1. Becomes Clinics & Hospital 2. Awarness of Health Care 1. The best doctor & reputable. 2. Best business performance of shareholder in the past & now. 2. Service Quality. 2. Service Excelennce.
with high quality standard.
3. Sufficient number of general medical doctors. 2. Wide networks. 3. Full support of shareholder. 3. Availibility of a doctors 3. Strategic Partnership.
Good Quality of Health
VISION 4. Customer Loyality 3.
Equipments & Lab.
4. Best Standardization & Management System of group. 4. Nurse Competencies.
Increasing of Health Insurance
5. 4. Customer Loyalty 5. Availibility of Drugs.
Coverage.
Daya Adicipta Medika 2015 : Being health Partnership with Health Insurance 6. Good System Information.
5.
facilities superior & believed & Companies Weaknesses : 7. Administration accurate & simple.
2. Have minimum 0f 8 business
unit networks in 2015. 6. Good Local Government relation
1. System & Service Standards. KEY PROCESS FOCUSED KPI
MISSION Threats : 2. Service Quality.
1. Increasing number of competitor. 3. Availibility of a doctors. 1 Patient Registration.
No Uniqueness Focused KPI UoM
4. Nurse Competencies. 2 Checking vital signs.

Give a Comprehensive Services 2 Changing Government policy. 5. Medicine logistic. TMS Maturity %
responsible to the whole society requires Need Information Technology System & Service
6. 3 Anamnesis with doctor. 1 Index
with high quality standard for patient. support. Standards SHE Implementation
3 Economic Condition 7. Availibility of training program. Colour
8. Marketing Effort 4 Physical Check Up & Medical Check Up waiting time minute
2 Service Excellence
4 Company Model simple adminitration index
High development of medical technology
1. Clinic VIVA - with 8 units clinic opened at once in the first year. 5 Gift Recipes. Ʃ Partnership Ʃ
3 Partnership
VALUES 5 Extensive networks of competitor 2. Atmajaya Hospital with teaching hospital. 6 Redeem medicine. Productivity %

1. Trust. 5. Team Work 3. Sentra Medika Hospital with STIKES. 7 Payment.

2. Realible 6. Innovative

3. Passionate 7. Respect

8. Aware
4. Utmost Satisfaction

STRATEGIC INITIATIVES
STRATEGY MAP
Target Time
Strategic Objectives (SO) KPI UOM Initiatives PIC
2013 2014 2015 2016 2017 2019 2021 Frame
STAKEHOLDER
Financial Perspective
SATISFACTION
SO1 Revenue IDR 2,114,604 2,220,334 2,331,351 2,447,919 2,570,314 2,833,771 3,124,233

SO2 Gross Profit IDR 848,866 891,309 935,874 982,669 1,031,801 1,137,561 1,254,161
F1 REVENUE GROWTH
SO3 EBITDA IDR 201,803 211,653 221,995 232,856 244,258 268,803 295,863
vtive REVENUE GROWTH PRODUCTIVITY SO4 NPBT IDR 165,803 175,653 185,995 196,856 208,258 232,803 259,863
Manage Financial Performance Head of Business Unit 2013

Perspe Total Transaction Patient Ʃtransaction 34,200 35,055 35,931 36,650 37,383 38,893 40,464
al * Revenue * Total Transaction Patient F2 PRODUCTIVITY SO5
Financi * Gross Profit * Transaction Patient from Transaction Patient from Partnership Ʃtransaction 17,100 19,280 21,559 21,623 21,682 21,780 22,255
* EBITDA Partnership
* NPBT Customer Perspective
Waiting Time minute 15 10 10 10 10 10 10 Manage Operational Performance &
C1 SERVICE EXCELLENCE SO6
Compliance to SOP
Simple Adminstration index 4 4 4 4 4 4 4
Head of Business Unit 2013
C2 COMPETITIVE PRICING SO7 Affordable index 4 4 4 4 4 4 4 Efficiency Cost

C3 PHYSICIAN MANAGEMENT SO8 Discipline Doctor % 90% 95% 100% 100% 100% 100% 100% Discipline to Perform

Internal Business Process Perspective

COMPETITIVE PHYSICIAN
SERVICE EXCELLENCE PRICING MANAGEMENT 96% 96% 97% 97% Head of Business Unit &
I1 OPERATIONAL EXCELLENCE SO9 Availibility Drugs & Medical facilities % 90% 95% 95% Manage Operational Performance
Pharmacist
2013
ctive Network Development Strategic Corporate General
DEVELOP NETWORK OF Ʃ Business Unit Ʃ
Perspe I2 SO10 0 0 0 0 0 0 0 (Selecting Prospective Location & Support Sub Division
mer BUSINESS UNITS Discipline to Company Model) Head
Custo Learning & Growth Perspective
waiting time & simple Affordable Discipline Doctor
administration L1 SO11 TMS Maturity (STM,OPM,PPM,SIM,ENB) % 85% 95% 97% 97% 98% 98% 98% System management Performance Management Development Team

MANAGEMENT SYSTEM 2014

L2 SO12 SHE Implementation index green green green green green green green Human Resources Performance

Partnership with companies & health Head of Business Unit

L3 STRATEGIC PARTNERSHIP SO13 PARTNESHIP Ʃ MOU 119 149 171 195 219 267 315
insurance
2013

L4 PEOPLE DEVELOPMENT SO14 Cadre Availibility & Readiness Ʃ Person 1/1 2/2 2/2 2/2 2/2 2/2 2/2 Human Resources Performance

Develop a network of
Operational Excellence
ive
business units
Perspect
Process
Business
Internal
availibility drugs & medical facilities Total Business unit

tive
Perspec
Growth MANAGEMENT STRATEGIC PEOPLE
g& SYSTEM PARTNERSHIP DEVELOPMENT
Learnin
 705473564.xlstarget2013sd2021

SUMMARY TARGET 2013 SD 2021

KPI Bisnis Unit 2013 2014 2015 2016 2017 2018 2019 2020 2021
TOTAL 19,691,724 24,671,768 30,575,873 33,331,490 36,415,046 39,872,411 43,143,589 46,787,386 50,796,972
Kedoya 4,148,610 6,679,545 11,684,037 13,495,063 15,586,798 18,002,751 20,226,091 22,724,013 25,530,429
Revenue 13,428,510 15,771,889 16,560,485 17,388,508 18,257,934 19,170,830 20,083,727 21,087,913 22,142,310
Pilar
Cibitung 2,114,604 2,220,334 2,331,351 2,447,919 2,570,314 2,698,830 2,833,771 2,975,460 3,124,233
TOTAL 5,269,039 7,947,988 11,273,159 12,831,083 14,395,540 16,144,960 17,787,378 20,142,447 22,808,099
Gross Kedoya (2,556,812) (854,339) 2,030,715 3,126,516 4,205,746 5,445,677 6,576,025 8,370,527 10,447,581
Profit Pilar 6,976,985 7,911,018 8,306,570 8,721,898 9,157,993 9,615,892 10,073,792 10,577,481 11,106,357
Cibitung 848,866 891,309 935,874 982,669 1,031,801 1,083,391 1,137,561 1,194,439 1,254,161
TOTAL (3,966,843) (1,492,383) 1,028,665 1,563,433 2,207,713 2,981,194 3,562,281 4,254,610 5,048,962
Kedoya (6,121,938) (4,322,386) (1,924,808) (1,519,685) (1,011,530) (380,981) 72,921 608,814 1,238,906
EBITDA 1,953,292 2,618,350 2,731,478 2,850,262 2,974,985 3,105,944 3,220,557 3,363,793 3,514,193
Pilar
Cibitung 201,803 211,653 221,995 232,856 244,258 256,231 268,803 282,003 295,863
TOTAL (6,723,297) (4,262,060) (1,738,150) (1,008,100) (362,824) 389,183 947,150 2,132,650 3,583,271
Kedoya (8,047,890) (6,258,063) (3,845,623) (3,239,218) (2,724,067) (2,102,992) (1,648,210) (607,146) 691,215
NPBT 1,158,790 1,820,350 1,921,478 2,034,262 2,152,985 2,271,944 2,362,557 2,493,793 2,632,193
Pilar
Cibitung 165,803 175,653 185,995 196,856 208,258 220,231 232,803 246,003 259,863
TOTAL 146,889 153,980 161,686 169,146 177,146 185,746 195,015 205,030 215,879
Transaksi Kedoya 10,800 12,960 15,552 17,885 20,568 23,653 27,201 31,281 35,973
Pasien Pilar 101,889 105,965 110,203 114,611 119,196 123,963 128,922 134,079 139,442
Cibitung 34,200 35,055 35,931 36,650 37,383 38,130 38,893 39,671 40,464
TOTAL 23,274 31,820 41,200 42,315 43,461 44,529 45,618 46,631 48,072
Transaksi Kedoya 1,080 1,944 3,110 3,500 3,900 4,200 4,500 4,700 4,900
Pasien fr Pilar 5,094 10,596 16,531 17,192 17,879 18,595 19,338 20,112 20,916
PKS
Cibitung 17,100 19,280 21,559 21,623 21,682 21,734 21,780 21,819 22,255
TOTAL 376 482 567 639 711 783 855 927 999
Kedoya 47 71 95 119 143 167 191 215 239
PKS
Pilar 210 262 301 325 349 373 397 421 445
Cibitung 119 149 171 195 219 243 267 291 315