39 / 84
Safaricom Sustainability Report 2016
39
Customer satisfaction improving
Another key metric we use to measure our BNU performance is the network-related Net Promoter Score (NPS). The NPS is
an independent survey of customer satisfaction and the ‘Network NPS’ allows us to monitor whether our customers are
experiencing the improvements we make to the network.
BREAKDOWN OF NETWORK NPS
Mar FY16
Jun FY15
Best competitor
Mar FY16
Best competitor
point difference
Signal Coverage
62
52
61
1
Voice Quality
72
60
77
-5
Data Coverage
45
38
52
-7
Data Speed
43
33
44
-1
Overall
64
51
66
-2
As the preceding table shows, our overall Network NPS was 64 in March 2016, an improvement of 13 points from 51 in
June 2015. The table also illustrates the breakdown of different network elements used to determine the overall NPS. The
improvement in signal coverage can be attributed to the ongoing rollout of sites and the deployment of 1,037 U900 sites,
in particular. Likewise, data speeds and coverage have also improved as a result of the expanded U900 network, together
with the rollout of 4G sites during the year. As noted previously, the remarkable improvement in voice call quality can be
attributed to the successful implementation of initiatives such as HD Voice.
MONTHLY OVERALL NETWORK NPS FROM JUNE 2015 TO MARCH 2016
Year
Month
Network NPS
2015
Jun
51
2015
Jul
52
2015
Aug
55
2015
Sep
58
2015
Oct
58
2015
Nov
60
2015
Dec
61
2016
Jan
64
2016
Feb
62
2016
Mar
64
Restructuring streamlines processes
As well as orientating us towards the customer, our new strategy includes the explicit objective of striving for excellence
in our operations. In response, we have restructured and evolved from a centralised organisation into a regional one.
Commercial and technological teams now collaborate at cluster (sub-regional) levels, which has created a much stronger
sense of ownership on project delivery, enabled localised customisation of products, made marketing and customer
engagement more relevant and speeded up response times.
As part of the restructuring, the various governance sections within technology have also been consolidated in to one
department. Technology financial governance, vendor management, network change governance and reporting now sit
within the Technology Strategy Assurance and Governance (TSAG) Department.
Overall, the restructuring has streamlined decision-making and procurement processes. The introduction of more
collaborative, cross-functional teams with common objectives has made decision-making much easier and the silos
between finance and technology have been bridged. Approvals are now made within 48 hours and with a maximum of
five signatories.