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STAKEHOLDER ENGAGEMENT
| SOCIETY | REGULATORS | SHAREHOLDERS | MEDIA
| CUSTOMERS |
BUSINESS PARTNERS | EMPLOYEES |
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As the preceding table illustrates, we maintained a healthy Enterprise NPS of 20%
margin and enjoyed an 8% margin over our nearest competitors in Consumer
NPS in FY17. We associate the slight growth in Enterprise NPS to our decision to
send our teams into the regions during the year, which has allowed us to get
significantly closer to our customers. We attribute the stability in Consumer NPS
to the successful migration to a segments-based strategic approach and the
successful launch of BLAZE and other promotions.
FY17 HIGHLIGHTS
In terms of consumer customers, we were delighted to introduce a
Diversity
and Inclusion (D&I)
queue to our call centre during the year. The queue serves
visually-challenged customers with a set service level of 70:30 (that 70% of calls
to the service are answered within 30 seconds of ringing). Over 550 agents have
been trained and dedicated to the D&I queue and any abandoned call within
this queue will receive a call back within 20 minutes. The Service Level of the D&I
queue has been 100% consistently since it was introduced. As part of our focus on
diversity and inclusion, we have also ensured that assistance from call centre staff
is available in 21 local languages.
In terms of enterprise customers, we sought to tackle issues regarding obtaining
support by creating a new department called
EBU Care
, which offers centralised
support to enterprise customers. This development was further supported with
an improved presence within the regions, offering personalised assistance to
customers.
SDG 10