Aswe strive to become the recommended bank ofchoice, customer experience is of paramount importance. Customers remain at the heart of our business and core values, and the bank is committed to delivering them the best and most seamless experience, both online and offline. To understandour performance on customer satisfaction, the Bank uses top-down Net Promotor Score (NPS) to measure the willingness of customers to recommend us to others and to gauge customer's overall satisfaction with the bank. Given the COVID-19 crisis in 2020, the whole industry performance dropped, including ours. Despite the pandemic, we were able to attain the 3rd ranking out of 7, achieving our aspiration of being in the top 3 banks in the industry. Although we did not meet our top-down NPS target, which was set and based on last year’s performance and circumstance prior the COVID-19 crisis, we outperformed the industry. We are determined to continuously improve our performance to ensure excellent customer experience and become the recommended bank of choice by our customer. A key challenge in 2020 was the onboarding of TMB and Thanachart customers to themergedbank. Asmentioned in the Integration chapter, co-location branches are a key enabler in this transition. Since the launch we have regularly monitored and tracked the performance of all co-locations via monthly reporting to a dedicated management committee that oversees customer service and experience. Using NPS as an indicator to measure the performance of co-location branches, 62.3% was achieved, meeting the performance target of 60%. While some locations achieved an impressive NPS, other locations needed additional support to boost their service quality. We believe there is always room for improvement, and we continue to listen to customer and employee feedbacks, to interviewbranchmanagers, and to conduct mystery shopping visitswith a view to better understanding root causes andworkingwith all value chains to find best practices. In response, we are improving existing gaps in our service culture, such as the service standard across all channels, the key customer journey, KPI adjustment, and measurement tracking. The bank also focused on improving complaint management in 2020. We genuinely believe that complaint management is an essential component of customer service, as it provides valuable insights and helps us better understand the performance of our products and services with a view to improving customer satisfaction. In 2020, we set a target of 80% for customer experience index in complaint handling. Through continuous efforts to improve customer experience, the retail performance attained 75% while the commercial performance achieved 81%, meeting the target. In preparation for the merged bank with a new customer base of 10 million people, we have revamped our existing complaint handling management in order to make the end-to-end process more robust and effective. Through this on-going implementation we have begun to see improvements in key measurements such as the abandonment rate, which is when customers hang up prematurely before an agent can answer their questions or address their concerns, and service-level agreements (SLA), which is the speed of turnaround in resolving customer complaints. Our abandonment rate in 2020 was 4%, achieving the performance target of 5%, while our SLA performance was 72%, drastically improved comparing to 64% in 2019, though not meeting the target of 80%. These figures show how we have continued to improve and uplift our overall service to better serve customers. CUSTOMER EXPERIENCE Customer Satisfaction Net Promoter Score (NPS) 2017 58 2018 54 2019 57 Target 2020 65 2020 61 26 Su s t a i n a b i l i t y Re po r t 2 0 2 0 I n t r odu c t i o n Cu s t ome r s En v i r o nme n t a l & So c i a l I mp a c t s Pe op l e Go v e r n a n c e App e nd i x
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