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Overview of measures
Austria CE SEE EE
Measures RBI AG RBSK RKAG RL Valida RCB Kathrein TBSK RBCZ RBHU RBAL RBBH RBBG RBKO RBHR RBRO RBRS RBBY RBRU AVAL
Consideration of social and/or
Environmental criteria in the rating
✓ n.r. n.r. n.r. ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
process/at limit orders
Raiffeisen Bank International | Sustainability Report 2018
Management Overview Foreword
of sustainability
Responsible
banker
Fair partner –
Human Resources
Fair partner –
Inhouse ecology
Engaged
citizen
GRI index and
Assurance report
The complete company names can be found in the abbreviation list.
Customer satisfaction
The satisfaction of our customers and outstanding customer relationships are our top priority. Customer satisfaction
at the RBI Group is therefore regularly measured 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 2018, the “Net Promoter Score” (NPS) of RBI improved by 17 percent, meaning
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 twice a year. 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/high brand trust, a stable market presence and high advisory service quality on
the part of the employees are key among the most frequently listed reasons for a willingness to recommend us.
We have invested in establishing customer experience management at all network banks. This consists of
developing 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 accepted by customers, and the
customer satisfaction scores (CSS) are rising steadily: In 2018, the CSS for our digital services increased by two
percent. In parallel with this, we have also made quality improvements in our “traditional” channels (branches).
With the help of the consulting firm Forrester Research, Inc., a new customer experience system, the Customer
Experience Framework (CEF), was successfully introduced at RBI in 2017. The CEF system generally defines the
need to understand the following seven customer experience parameters: vision, research and analysis,
prioritization, journey design, measurement, culture, and enablement.
This allowed the realization of “customer journey mapping” projects in several countries. Customer journey
mapping is a concept in which the end-to-end customer experience throughout the purchasing process is
observed at all touchpoints with a view to optimization. Customer journey maps are used to visualize the
customer’s current experience with the respective products. The map also identifies the potential for optimizing
the user experience from a customer perspective.
The main aim of the projects was to understand the customer experience from a customer perspective, identify
critical points, and develop ideas for improving the overall process. In 2018, we then focused on three core areas
of development. The first and most important area was establishing a detailed understanding of the customer
experience when purchasing services and products (such as mortgages). Another key development area was
technological progress. This was achieved by obtaining feedback across several channels.
The following activities were also initiated in 2018: Selection, implementation and testing of a new multi-channel
customer experience platform and launch of an internal discussion process on how customer experiences work in
the context of agile banking.