Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture

Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Objectives, goals, strategies, and measures

Objectives Goals Strategies Illustrative measures
• % of transactions that Customer Effort Score (CES) is used
1 Implement a voice of the customer platform, which has the ability to measure customer effort score • # customer effort score (CES) at individual channel level
• # customer effort score (CES) score across all channels
Primary 2 Make the bill more simple, user friendly and easy to understand • % of customer contacts (calls, chats, emails) each month regarding understanding bill
We put customers first
• Achieve a customer effort score of [X] by 2025
and provide an 3 Simplify the credit card payment process for customers • % of customers paying on-time with a credit card through self-service channels
Secondary:
effortless service • % of calls incorrectly routed to agents
• Customer Effort Score of [X] across all channels, journeys, and
experience 4 Route customer to the correct agent through the IVR • # of call transfers per month
customer segments by 2025
• Avg call transfer rate
• % of customer service orders completed on 1-hour appointment window
5 Build flexibility to achieve 1-hour field appointment windows
• Avg time deviation appointments met outside of 1-hour window
• Customer review score (#) via mobile app
• Number transactions (#, by type) via mobile app
6 Deliver a consistent experience across channels (e.g. Mobile App and MyAccount) for customers • Number of monthly active users (#) via mobile app
• Number app downloads per month
• Avg app launches per month per user

Primary: 7 Introduce voice support (i.e. Alexa, Siri, Google) for 2 use cases through voice channel • # of unique monthly customers using voice channel
• Maintain a cost per contact of less than $X by 2025 8 Auto-enroll customers in text alerts and notifications for outage and high bills • % of customers enrolled in SMS outage alerts
We prioritize digital
Secondary: 9 Introduce text alerts for account changes (e.g. bills reminders & alerts, field service status • % of customers enrolled in notification alerts
solutions for our team
• Our total channels costs will remain less than $X million by
and our customers 10 Improve presence on social media (I.e. Twitter & Facebook)
2025 • % Digital self-service
• Customers will contact us a total of X million times by 2025 11 Implement a chatbot-like assistant on the current website to handle a broader set of questions, integrated with customer accounts • # of customer queries using a virtual assistant - web / social channel
12 Promote the usage of self-service to customers • # of estimated calls deflected due to virtual assistant - web / social channel

13 Establish a consistent process for updating information on the website • % positive Page Helpfulness' feedback (e.g. 'was this information helpful Y/N)
14 Default customers to paperless billing • % of customers on paperless billing
15 Identify areas and opportunities to increase automation to support workflow of field / ESS agents • % System uptime for ESS/Field service reps (digital/system tools)
• Employee engagement score index
We believe service Primary: 16 Document and communicate roles and responsibilities for improving CX to all employees within Customer Services
• Customer Services RACI implemented and communicated by the end of 2019
starts with trusted • Achieve an employee index score of [X] by 2025
• Voice of employee platform implemented by end of 2019
team members who Secondary
• Employee engagement score index (#)
are empowered to • Exceed [X] on total employee engagement score by 2025 17 Create a "Voice of the Employee" platform and process of soliciting ideas across the organization
• # of ideas suggested by employees per time frame
help customers the • Maintain annual attrition rate of [X] by 2025
• % of employees that have suggested an idea
first time • Have a zero safety/incident rate in 2019
18 Provide opportunities for employees to shadow, visit other departments, attend offsite, conduct field ride alongs • Employee engagement score index (#)
19 Implement an automated process to measure days elapsed to deliver certain offerings, communications, rates
• # days elapsed to deliver rate / offering / communication / training
Primary: 20 Establish a performance framework – including KPIs – across the business to deliver the CS vision
We are an agile
• Achieve a agility index of [X] by 2025 21 Consider the use of multi-skilled vs specialized agents • An assessment and service applications for use of multi-skilled vs specialized agents
organization that
Secondary:
reacts quickly to 22 Work with HR to assist in organizational re-design efforts that improve efficiency, structure, and function • Spans & layer analysis
• [X] number of continuous improvement initiatives will pass the
customer needs and
TOM board stage gate • # of initiatives implemented through continuous improvement methodology / year
changing market 23 Implement the use of a consistent continuous improvement methodology to drive operating model initiatives
• Achieve average days elapsed to deliver below of less than [X] • Benefit realization (e.g. #, %, $) for initiatives implemented through continuous improvement methodology
conditions
days by 2025
• % first contact/call/web resolution (by channel)
24 Implement a method to measure first contact resolution that the business has confidence in, by tracking customer touchpoints across all channels
• % first contact resolution (in aggregate across channels)
• Identification of key customer profiles
Primary: 25 Invest in actionable segmentation to define service strategy for different customer types • Customer segmentation roadmap, including applications across the organization
We add value to • Metrics by Customer segment (Cost per contact, CES, etc.)
• Our customers will have an average of [X] offerings by 2025
customers by
Secondary: • # of average offerings / Customer
connecting them to
• [X]% of customers are eligible for one or more offerings in 26 Simplify program offerings / value prop to make them easy for customers to understand • # offering enrollment / month
relevant energy
2025 • # customer effort score – offerings
offerings
• [X]% of customers are enrolled in one or more offering in 2025 • # of customers offered a product through 'next best offer’
27 Create personalized service offerings and recommendations through predictive analytics
• # of product enrollments through 'next best offer'

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People & culture
 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

People & culture: context and overview

Purpose of this section Key artifacts

• TBC • Finalized organizational design and associated RACI
• Transition plan
• Updated job profiles for agreed Customer Services areas

1. Vision & 2. High Level 3. Operational

Alignment Design Improvement

Alignment on the vision across Making decisions based on Development of initiatives form
each of the Customer operating vision identified in across the business to meet the
model components previous workshops Customer Services vision

4. Customer 5. Customer 6. People &

Services Services KPIs Culture
Transformation
Defining the process and Defining the KPIs by Defining the organization
plan to deliver the target which we will measure that will deliver the vision in
operating model Customer Services the future

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Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

INENERGY COMPANY ART: Customer Services Organization Design

Please see separate Organization Design document

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Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

INENERGY COMPANY ART: Customer Services Associated Transition

Plan

Please see separate Organization Design document

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