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Raiffeisen Bank International | Sustainability Report 2017
GRI content index / Assurance statement Engaged citizen Fair partner Responsible banker Sustainability management Overview Foreword
Customer satisfaction
The satisfaction of our customers and outstanding customer relationships are our top priority. Customer satisfaction
is therefore regularly measured at RBI in both retail and corporate customer business. The insights gained in this
way are intended to enable further improvements.
In our business with private customers, small enterprises and micro businesses, customer satisfaction and service
quality have been an integral component of our business management for a number of years. Since 2012, we
have also employed a number of different methods to gain insight into the quality, duration and consistency of
our customer relationships. In 2017, the “Net Promoter Score” (NPS) of RBI improved by 38 percent and we are
currently positioned among the top 3 competitors in ten countries. The NPS measurement is carried out locally in all
network banks based on a standardized method for the entire group. (The NPS is based on the question: “How
likely is it that you would recommend Raiffeisenbank to a friend or colleague?”) We also conduct a brand
performance analysis every two years. This measures the brand awareness and the brand trust in comparison
with local competitors and other network banks. Most network banks rank above the market average in this
analysis. High brand awareness/brand trust, a stable market presence and high advisory service quality on the
part of the employees are among the most frequently listed reasons for a willingness to recommend us. We have
invested in the establishment of customer experience management at all network banks. This consists of the
development of competence in improving the customer experience, establishing measurement and controlling
criteria and anchoring customer satisfaction within the strategy of the network banks.
Regularly measuring customer satisfaction and the customer experience are used to reflect on and analyze
changes. The increasingly popular digital channels (website, internet banking, mobile banking and social
networks) have now also become an integral part of all measurements. Results are evaluated immediately and
corresponding measures put in place. The digital channels on offer are very well received by our customers
(overall approximately 26 percent of customers make use of online or mobile banking) and the customer
satisfaction scores (CSS) are also continuously on the rise: In 2017, the CSS value for our digital offers increased
by 3.5 percent. We have also made progress in the internal NPS measurement for the digital channels (increase
of 20 percent in the year 2017). In parallel with this, we have achieved quality improvements in the “traditional”
channels (branches) as well.
In combination with regular measurements – of service quality, complaint analysis, post-complaint satisfaction,
waiting time analysis, mystery shopping and brand, transaction and customer relationship surveys – we are in a
position to continuously improve the quality of our service and to take measures that create added value for our
customers.
Direct customer feedback is also an important indicator within the corporate business of RBI AG. On behalf of
the Raiffeisen Banking Group in Austria, IMAS International conducted a market survey in 2017 which focused
on corporate customers with € 50 million or more in annual revenue. The results were not yet available upon
publication of this report.
We fundamentally view criticism and complaints by our customers as an opportunity to improve our products
and processes, reduce errors and increase how customers benefit from our services. The importance of taking
customer complaints seriously is unquestioned throughout the entire group (see page 55, “Complaint
management”). The employees at our network banks therefore follow a list of principles, the “Golden Rules”,
an open document that is regularly updated on the basis of changing customer expectations. The Customer
Experience head and a Management Board member are responsible for monitoring compliance with these
principles on a monthly and quarterly basis within the framework of the quarterly reports.