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Complaints Handling Worldwide

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Title: Complaints Handling Worldwide


1
Complaints Handling Worldwide
  • Senan Murphy, Chief Operating Officer, Ulster
    Bank Group
  • INFO Conference, 25th June 2009

2
Agenda
Ulster Bank Group who we are
Complaints Handling the opportunity
RBSG Global Complaint Handling
External Interaction
Conclusion
3
Agenda
Ulster Bank Group who we are
Complaints Handling the opportunity
RBSG Global Complaint Handling
External Interaction
Conclusion
4
Ulster Bank is part of Royal Bank of Scotland
Group
  • Founded in 1727, 280 years of financial services
    experience
  • Full service banking insurance proposition
  • Operating in over 50 countries 40 well known
    brands
  • Over 40 million customers worldwide 25 million
    in UK
  • Loans to Customers 875bn
  • Primary positions in retail and business markets
    globally

5
It has been an exceptionally difficult 12 months
  • Significant impact on financial services industry
    RBSG
  • Challenge more acute in context of RBSG purchase
    of ABN Amro
  • Recapitalisation quickly followed by requirement
    for UK Government support
  • HM Treasury now 70 owner of RBSG
  • Plan is to return to standalone strength as soon
    as is possible

6
Despite recent challenges, customers have stayed
with RBS
UK Retail Extremely Satisfied, 2008
UK Commercial Very Satisfied, 2008
RBS
NatWest
24
53
NatWest
RBS
50
19
Other high street banks
7
Ulster Bank is a significant player in the Irish
market
  • Full-service retail business bank
  • Established 1836
  • Market leader in NI No.3 position in RI
  • Managed on an all-Ireland basis
  • 284 retail outlets 58 business centres 1156
    ATMs
  • 1.9m customers
  • 5700 employees

8
UBG has made significant effort to improve
customer satisfaction
Customer Satisfaction, Retail
3
5
R.I.
N.I
1
2
Source MORI Q1 2009
9
We take customer engagement seriously at Ulster
Bank
Customer Engagement, Business NI
SCORE
6.78
6.70
6.49
6.58
Customer Engagement, Business RI
SCORE
6.63
5.68
6.03
6.40
Source PwC December 2008
10
What customers think an ideal bank brand would
look like
Supportive
Solution Focused
Openness
Need to EARN a reputation based on these metrics
Responsible
Entrepreneurial
Expertise
Source Behaviour Attitudes, December 2008,
March 2009
11
Agenda
Ulster Bank Group who we are
Complaints Handling the opportunity
RBSG Global Complaint Handling
External Interaction
Conclusion
12
Tip of the Iceberg?
5 Complain to Head Office or
Senior Executive 30 Complain to
Branch 65 Encounter a problem, but do
not complain Why do some people NOT
complain?
No news is not necessarily good news!
Source TARP cross-industry data
13
A Golden Opportunity
  • A customer who has a GOOD experience will tell 5
    people
  • A customer who has a BAD experience will tell 11
    people

Source TARP
14
Good complaint handling never more important
  • Financial Provider complaint volume increasing
  • Ombudsman complaint volume also increasing
  • Downturn in economies/financial markets
  • Fall in property values a key issue in Ireland
  • Loss of trust amongst customers of financial
    institutions
  • Power of the consumer lobby increasing

15
Agenda
Ulster Bank Group who we are
Complaints Handling the opportunity
RBSG Global Complaint Handling
External Interaction
Conclusion
16
RBS Mission
  • To ensure we successfully recover relationships
    with unhappy customers and to learn from our
    mistakes

17
RBS principles of effective complaint handling
  • Treating Customers Fairly principle is the
    foundation
  • Consistency, fairness, quality, speed and
    recovery of trust confidence
  • Protection of reputation
  • meet/exceed relevant legal, regulatory, voluntary
    code, and alternative dispute resolution provider
    (ADR) requirements, including internationally
    recognised standards relating to complaints
  • Use complaints data, including Ombudsman
    findings, to
  • identify and correct root causes of complaints
  • improve products, processes, systems, services,
    and policies

RBSG has made significant investment in complaint
handling in the past 5 years, as we aim for best
in class
18
Treating Customers Fairly enshrines 6
principles (outcomes)
  • Consumers can be confident that they are dealing
    with firms where the fair treatment of customers
    is central to the corporate culture
  • Products and services marketed and sold are
    designed to meet the needs of identified consumer
    groups and are targeted accordingly
  • Consumers are provided with clear information and
    are kept appropriately informed before, during
    and after the point of sale
  • Where consumers receive advice, the advice is
    suitable and takes account of their circumstances
  • Consumers are provided with products that perform
    as firms have led them to expect, and the
    associated service is of an acceptable standard
    and as they have been led to expect
  • Consumers do not face unreasonable post-sale
    barriers imposed by firms to change product,
    switch provider, submit a claim or make a
    complaint

19
RBS complaint handling values
20
Customer Dedication
  • Understand customers needs through knowledge of
    their business and empathetic listening
  • Resolve issues to customers' satisfaction fairly,
    honestly and consistently
  • Be committed to restoring relationships through
    providing an independent, professional review of
    customer complaints
  • Work with our customers to resolve their
    complaints but also to enhance the Groups
    reputation

21
Continuous Improvement
  • Identify and challenge any process, policy, or
    attitude, which prevents fair and professional
    dealings with our customers
  • Constantly seek to improve our products and
    levels of service in response to our customers'
    feedback
  • Learn from mistakes and especially Ombudsman
    Findings
  • Follow complaints processes and work within legal
    and regulatory guidelines at minimum

22
Teamwork
  • Work together as one team
  • Share information across teams and locations
  • Support the different roles and functions
  • Share information with our businesses to ensure
    we do best job for our customers
  • Bring problems to surface, share solutions and
    best practices
  • Recognise when to bring in others' expertise and
    then use it to resolve problems

23
Ownership and Empowerment
  • Take full responsibility for investigating and
    resolving customer complaints
  • Express opinions honestly fairly ensure
    feedback is provided to relevant businesses
  • Accountability for behaviour towards customers
    and colleagues
  • Ensure we understand and achieve what is expected
    of us in our roles

24
Staff Development Support
  • Be committed to our own ongoing personal
    development
  • Provide regular, honest and constructive feedback
    and respect others' opinions
  • Provide practical support to help colleagues
    achieve their objectives
  • Recognise and praise achievements and share with
    the rest of the team
  • Help colleagues understand the Groups strategic
    goals how they can contribute
  • Use performance management systems fairly,
    constructively and consistently
  • Ombudsman presentations to key staff

25
Operational challenges to good complaint handling
  • Gaps in front line empowerment/skills
  • Ease with which consumers can complain
  • Hours of business
  • Inconsistent approaches to root cause analysis
  • Slowness to change established processes
  • Attitude to terms and conditions
  • Too many products can lead to excessive
    complexity
  • Balancing cost agenda in current environment

26
Agenda
Ulster Bank Group who we are
Complaints Handling the opportunity
RBSG Global Complaint Handling
External Interaction
Conclusion
27
Differences between Irish and UK Ombudsman Schemes
Republic of Ireland
  • Broader powers on complaint jurisdiction but
    neither consumer champion or advocate
  • Greater focus of national media on Ombudsman role
  • Accessible to all at personal level
  • Transparency via publication of approach to key
    cases
  • Process is onerous on all post High Court ruling
    2008
  • Both parties can appeal to High Court

28
Differences between Irish and UK Ombudsman Schemes
United Kingdom
  • Remit covers the broad swath of financial
    services
  • Driven by single issues of wider implications -
    OFT charges, PPI, Endowments
  • Ease of process means faster Provider/Ombudsman
    delivery
  • Consumer and Financial Services Provider helpline
    very useful
  • Complainant has resource to Courts with Provider
    given option to request Judicial Review
  • Publication of industry data from Autumn 2009

29
Co-operation between financial services providers
  • Via Irish Bankers Federation /British Bankers
    Association
  • Contact at professional role level
  • Inter-Bank committees
  • Round table discussions with Regulators
    /Government

30
Agenda
Ulster Bank Group who we are
Complaints Handling the opportunity
RBSG Global Complaint Handling
External Interaction
Conclusion
31
What does the future hold?
  • Consumers more reluctant to buy financial
    products
  • Financial Providers more risk averse
  • Consumer needs in changed economic environment
  • Providers need to deliver greater value
    retention critical
  • Power of consumer lobby
  • Strengthened Regulatory Environment
  • Greater focus on customer individuality, special
    needs, protection of the elderly
  • Learn more from mistakes - focus on the cost
  • Regulators adopting more principles based
    approach
  • Publication in UK of complaint data by both FSA
    and Ombudsman

32
Summary
  • Culture - view complaints positively and an
    opportunity to improve
  • Consistent organisational delivery critical to
    success
  • Treat customers fairly
  • Bring personal touch to processes
  • Comfortable with exceptions as with the rules
  • Complaints in context of retention/cross selling
    impacts
  • Aim for world class standards
  • Work closely with Ombudsmen and Regulators
  • Happy with approach and role of Ombudsmen in both
    jurisdictions

33
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