2022 Sustainable Business Report

68 | SAFARICOM SUSTAINABLE BUSINESS REPORT 2022 KPI SUMMARY OUR MATERIAL TOPICS OUR BUSINESS OUR STAKEHOLDERS key insights based on customer feedback from these channels to help drive our improvement initiatives. In the reporting year, these included: • The revision of criteria for building acquisitions • We realised that many newly onboarded customers were churning after the first month because they did not understand the bill and did not clearly understand the escalation matrix. Accordingly, we introduced a FTTB (Fibre to the Business) ‘kindergarten’ programme which included SMS communication and calls to customers from our telesales teams. This was very successful, with churn in the first month reducing from an average of 26% to 13%. • We worked with various government departments to send out SMS messages which publicised the available M-PESA payment options for the various services provided by Government on the E-Citizen platform. • Together with other stakeholders we established and managed a platform which enables customers to book and pay for their SGR (Standard Gauge Railway) railway services tickets through M-PESA. MEASURING CUSTOMER SATISFACTION NET PROMOTER AND BRAND CONSIDERATION SCORES FY19 FY20 FY21 FY22 NPS (consumer) 61 59 65 64 NPS (enterprise) 26 29 31 35 Brand Consideration 63 70 81 80 Understanding the extent to which we are delighting our customers underpins our Customer Obsession journey. Accordingly, we continue to use the Net Promoter Score (NPS) and Brand Consideration (BC) scores to monitor customer satisfaction. Our ambition is to be number one in NPS in our peer group. NPS measures the likelihood that a customer would recommend Safaricom to other customers, family or friends, based on their overall experience. BC measures the likelihood that a customer will purchase a particular brand based on their perceptions of that brand. Both NPS and BC are primarily determined using customer surveys. Safaricom brand love and brand power grew notably in the past year (Q4’21 vs Q4’22). The growth in these metrics is attributable to sustained, diverse brand building activities which addressed customer pain-points. Network, mobile money and data packs together with offers and promotions were the underlying perceptions driving these improvements. BC and value remained stable during this period, as our peers’ scores declined due to market factors such as increased excise duty which led to upward price adjustments across providers. Customers are cognisant that Safaricom services are priced higher than other players, but highlight quality of network (availability, reliability and speed) as a key reason they feel our services are value for money. ENGAGING WITH OUR CUSTOMERS The main channels through which our customers engage with us are our call centres and self-service options. CALL CENTRE PERFORMANCE FY19 FY20 FY21 FY22 Abandon rate 13% 14% 7% 24% Average number of calls answered weekly 98 815 99 800 98 251 105 321 Call answer rate 86% 86% 84% 76% NPS (COPS, overall) 59 38 48 83 Service level (% of calls answered within 20 secs) 78% 77% 89% 63% Our virtual assistant, Zuri , executes easy-to-complete tasks that do not require human input, ranging from airtime top-ups to accessing PUK numbers and reversing M-PESA payments. With daily user interactions standing at approximately 24 480, ZURI is now available on Messenger, Web, Telegram and WhatsApp. The significant increase in users and interactions is attributable to the expansion of self-service options to address key demand areas, migration to AWS to support scalability and stability and integration with SMS 100.