Investor Presentaiton
164
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corporate social responsibility >>>
INTERVIEW
SBERBANK
170 YEARS. BY YOUR SIDE
ANNUAL REPORT
IMPROVING PRODUCT AND SERVICE QUALITY
Olga Kanovich
Member of the Management Board,
Senior Vice President
>> Sberbank is one of the country's
oldest organisations, which has seen changing
generations, political and economic systems.
The Bank's social responsibility
is our 170-year history
I am very proud to say that in 2011 we were able to achieve all the objec-
tives we set for the year. We substantially improved the management of
back office processes, met all targets with regard to transforming the
quality of the back office function and improved workforce productivity
by over 30%. And all of this was achieved without a single disruption
in the Bank's operations.
Handling customer complaints is a live feedback channel, which helps
us understand what should be improved, how we can quickly rectify
deviations unavoidable in the Bank's work, and how we can prevent
such deviations in the future. Through spirited efforts, we were able to
build a complete complaint and claim management process virtually
from scratch in a much shorter time than many other organisations
need to achieve comparable results.
Today the process of handling customer complaints and claims at
Sberbank is as follows: first, a customer encounters a problem. If the
problem cannot be resolved immediately, the Bank files a claim or
a complaint. The next stage is a back office investigation. Depending on
the problem, the investigation can be a very long process requiring an
expert examination, or a very simple one, requiring minutes or seconds
to make a decision. The third stage is making a decision on the com-
plaint or claim, and the last step is the execution of the decision. If the
claim is recognised as legitimate by the Bank, this execution involves
transferring money to the customer's account. For complaints, the
Bank sends a substantive response to the customer. We believe that
at Sberbank, there should be no customer complaints at all; therefore
we use our motivation system and other mechanisms to ensure that
handling customer requests immediately becomes second nature to
our employees.
We believe that at Sberbank, there
Should be no customer complaints
at all; therefore we use our motivation
system and other mechanisms to ensure
that handling customer requests
immediately becomes second nature
to our employees
To us, the main development in 2011 was the creation of an integrated
bank-wide system for filing and handling customer complaints, which
allowed us to centralise this process and make it more transparent.
Now we are able to analyse the volume and structure of customer
complaints and their handling time. A significant portion of our work
deals with the most transaction-intensive business areas: card trans-
actions and other transactions by our retail customers. Unquestionably
the main objective here is improving the Bank's response time. We are
working to create conditions that support instant decision-making
on most customer complaints. This is not as simple as it may seem:
numerous technology and infrastructure solutions are required to
support this. Centralisation of our complaint handling process benefits
the quality of customer service by improving the Bank's response time
to both immediate problems and their causes.
Leading global experts have said our back office transformation pro-
cess has been implemented in an unprecedentedly short time, given the
geography of Sberbank's operations and the volume of transactions.
Our current back office transformation objectives encompass three
main areas: maximising process automation and reducing dependence
on the human factor, improving employee engagement and skills, and,
finally, improving employee motivation and creating as comfortable
working conditions as possible.
170 YEARS. IT'S JUST THE BEGINNING
WWW.SBERBANK.RU
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corporate social responsibility
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