57 GRI Index and Assurance statement Engaged citizen Fair partner Responsible banker Human Capacity Report Sustainability management Overview Foreword heritage (see the IFC website at www.ifc.org). The IFC and MIGA standards also include extensive reporting and monitoring requirements, which are carried out within the scope of “E&S Supervisory Visits”. More extensive standards are also applied in the credit business at other network banks. For instance, social and environmental criteria for the credit assessment and limit applications apply at Raiffeisenbank (Bulgaria) EAD. Target industries have also been defined for financing. These include health care, agricultural products, the food retail trade as well as human resources and employment. At Raiffeisen Bank Aval JSC in Ukraine, the analysis of social and environmental risks is also part of the decision-making procedure for the credit analysis. In this process, the industry environmental risk is classified as high, medium or low according to its impact and then categorized into one of three segments. This is done on the basis of historical data and general developments in Ukraine. Dealing respectfully with customers with payment difficulties Dealing respectfully and sympathetically with customers who are experiencing payment difficulties is a natural part of our banking operations. As soon as the RZB Group notices the first visible signs of payment difficulties, assistance is provided to the customer with information and advice. Furthermore, it tries to find a suitable solution for the situation at hand within the scope of its options and the financial situation of the customer. Our “Guidelines for avoiding the overindebtedness of borrowers and for dealing with overindebted borrowers” are part of our group-wide Compliance Manual. If difficulties arise with servicing the loans, the RZB Group looks at each case individually and assesses how the customer can be helped by means of deferments, payment holidays, credit restructuring etc. within financially justifiable limits. In the event of payment difficulties, the RZB Group endeavors to work with the customer to find a fair solution. In doing so, particular attention is paid to the changed circumstances of the customer. In the event of a dispute, the RZB Group follows a fair and professional complaint procedure. Customer satisfaction The satisfaction of our customers and outstanding customer relationships are our top priority. These factors are therefore measured regularly within the RBI Group, both in the retail and corporate businesses, in order to enable appropriate action when necessary. In our business with private customers, small and micro businesses, customer satisfaction and service quality have been measured together for a number of years. Various methods have been utilized since 2012 for gaining insight into customer relationships, and these methods are subject to continuous improvement. In 2016, the “Net Promoter Score” (NPS) of the RBI Group improved by 16 percent. The NPS is based on the following question: “How likely is it that you would recommend Raiffeisenbank to a friend or colleague?” The measurement is carried out locally based on a uniform standardized method for the entire group. In addition, brand performance studies make clear that most of our network banks achieve a level of performance that exceeds the market average. The positive attitude and consulting quality of the employees are among the most frequently listed reasons for a willingness to recommend us. The results are used by each network bank individually and form an integral part of the performance management process, in other words, the internal quality evaluation of the employees. The regular measurements of customer satisfaction and the customer experience are used to reflect on and analyze changes. The increasingly popular digital channels have now also become an integral part of all measurements. Results are evaluated immediately and corresponding measures put in place. A new, fully standardized method for customer satisfaction figures was recently introduced on the basis of customer satisfaction scores (CSS) and customer effort scores (CES). In order to optimize the experiences of customers, it is first necessary to know their needs as well as their satisfaction with the type and quality of our efforts at the various points of contact with the bank.
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