Safaricom 2023 Sustainable Business Report

66 OUR BUSINESS KPI SUMMARY OUR MATERIAL TOPICS SAFARICOM SUSTAINABLE BUSINESS REPORT 2023 OUR STAKEHOLDERS ENGAGING WITH OUR CUSTOMERS The main channels through which our customers engage with us are our call centres and self-service options. To offer our customers a superior omni-channel experience, we are driving self-service uptake and collaborating with the digital team to simplify, automate or digitise these channels. We are also working to integrate a more advanced version of CloudIPCC, a software solution that assists in call routing issues and that offers a more fully automated planning tool which incorporates social media. Our aim is to convert the contact centre from a cost to a revenue, generating centre through cross selling to other companies. We are also looking to reduce costs through a more flexible way of working which enables matching staff capacity with high call periods. CALL CENTRE PERFORMANCE FY20 FY21 FY22 FY23 Abandon rate 14% 7% 24% 40% Average number of calls answered weekly 99 800 98 251 105 321 86 782 Call answer rate 86% 84% 76% 58% NPS (COPS, overall) 38 48 83 **47 Service level* 77% 89% 63% 49% MySafaricom app downloads 264 947 206 337 373 117 182 217 * % of call answered withing 20 seconds **April statistics ZURI AT A GLANCE FY20 FY21 FY22 FY23 Total unique users 446 417 1 960 617 3 293 259 12 202 236 New users 344 190 1 514 200 2 903 235 **535 790 Total interactions (Daily average) 1 567 10 366 24 480 120 659 ** April statistics MAINTAINING HIGH LEVELS OF CUSTOMER SATISFACTION Delighting our customers is the key focus of our Customer Obsession journey. 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. The NPS consumer score declined slightly in FY23 against the backdrop of the tough inflationary environment in which consumer spend was under pressure. We responded by offering products and services that delivered more value. However, compared to the competition, they were felt to be more costly. Within this operating context, the fact that the score remained stable can be attributed to our more stable network and to M-PESA. Pleasingly, enterprise NPS continued to improve, with customers citing consistency in network availability and quick, efficient customer support as significant advantages. NET PROMOTER AND BRAND CONSIDERATION SCORES FY20 FY21 FY22 FY23 NPS (consumer) ^ 59 65 64 63 NPS (enterprise)* 29 31 35 36 Brand consideration ^ 70 81 80 80 * No 1 in each year ^ PWC assured FY23 We continued to rationalise our prices across key product, significantly reducing mobile data prices. We also crafted solutions that address specific segments instead of a one- size-fits-all. One such example is Shiriki, an affordable easy to use voice/data product targeted at SME/SOHO customers. A post pay service, Shiriki gives business owners access to a central ‘wallet’ with communication resources which they can share with their employees depending on their changing calling, browsing and SMS requirements. Another example is the dedicated EBU ‘CARE’ team that exclusively supports enterprise customers with services including fixed data, mobile voice/data and M-PESA merchant services. We are progressing service reliability in three ways: • Building resilience of our network to ensure that we have redundancy. • Working with local/government areas to proactively move fibre cables from road or water construction areas to avoid fibre cuts. • Ensuring we have power back up across all our sites to ensure uptime in case of main power downtimes We continued to upskill our support teams to ensure quick resolution of issues and encouraged our customers to make use of self-service options through USSD, web and app. In terms of bill delivery, we embarked on a programme to clean up customer contacts to ensure timely delivery of bills and payment reminders via email and SMS on time. We continued with our ‘kindergarten’ programme whereby new customers are hand-held for the first three months after they sign up, to understand their bills and how to make payment