We monitor customer experience comprehensively across all business segments. We make research results available within the Bank via a reporting tool, enabling broad use in decision-making processes and in improving service quality.
Processes for engaging with consumers and end-users on impacts [S4-2]
We strive to build lasting relationships with customers based on trust, understanding their needs and co-creating value. Our activities in this area focus on ensuring responsible sales, developing innovative solutions, conducting systematic marketing and customer satisfaction research, and protecting customer privacy.
Customer research and customer experience management
We conduct research aimed at obtaining and updating knowledge about our customers’ experiences. At the preparation stage, we define the scope of the research and the target group and then refine the methodology by selecting appropriate research tools. Data analysis is based on insights derived from the research projects carried out.
Each year, we prepare a research plan covering all business segments and key channels through which customers contact the Bank. As part of efforts to better understand customer needs and improve services, we carry out a variety of research activities with consumers to gather feedback and jointly shape solutions that respond to real expectations. These include, among others:
- external relationship research – satisfaction with the relationship compared with competitors,
- internal relationship research – satisfaction of the Bank’s customers,
- transactional research – satisfaction after a specific interaction or after using a selected channel,
- mystery shopper research – service quality audits in branches and remote channels,
- in-depth interviews and focus groups with customers and employees.
We conduct research at different intervals – annual, semi-annual and quarterly. We also analyse NPS benchmark results among retail customers, covering the largest banks in Poland.
Based on our analyses, we:
- compare the Bank’s results with competitors (where available),
- identify competitive advantages,
- identify recurring patterns of satisfaction and dissatisfaction,
- pinpoint customer pain points, including along customer journeys,
- assess the impact of implemented improvements on the Bank’s results,
- develop analyses and initial recommendations for change,
- monitor the effectiveness of implemented improvements in subsequent research waves.
On this basis, we run strategic initiatives affecting the quality of customer contact in areas such as brand perception, costs, offering and credibility, bank branches, mobile and online services and the helpline. We regularly map customer journeys to view processes from the customer perspective and eliminate pain points. Our goal is for every interaction with the Bank to be built on trust and effective cooperation.
The foundation for systematic improvement of customer interactions at every stage of contact with the Bank is the Customer Experience Management Model.
The Bank has established a unit whose mission is to support initiatives that increase customer satisfaction and improve relationship quality i.a. in the areas of processes, complaints, research, operational KPIs and operational activities. As a customer-oriented organisation, we engage all employees – from operational teams through to the Management Board – in creating positive interactions. We design processes so that purchasing products and using services is seamless and aligned with customer expectations, ensuring high-quality contact at every stage.
MiFID process
Customer experience management is also reflected in regulatory processes such as MiFID, where precise matching of products to customer needs and transparent communication are key elements in building trust.
The MiFID-enabled sales process begins with the customer completing an investment questionnaire. During this process, the customer answers questions about investment preferences, needs, risk appetite and expectations relating to ESG aspects. Based on this information, it is possible to determine which products fall within the customer’s target market and which do not.
Operational coordination of MiFID-related processes is handled primarily by employees of the Business Process Team within the Brokerage House and the Investment Process Support Office within the Bank. Oversight of the overall delivery of MiFID processes is exercised by the Management Board. These processes are reviewed annually and, in the event of regulatory changes, updated on an ongoing basis. The MiFID questionnaire itself should be updated by the customer no less frequently than once every 12 months, which helps maintain alignment between the offering and the customer’s investment profile.
To ensure the process operates correctly, the MiFID area within the Brokerage House is governed by internal documents, the most important of which are:
- the appropriateness assessment of financial instruments and brokerage services, the suitability assessment for investment advisory services, and the assessment of the customer’s preferences, needs and approach to investing (the MiFID Assessment);
- information pack, Information on retail savings Treasury bonds;
- rules for the distribution of investment products in the Centre – Pekao Brokerage House;
procedures for Customer Service Points and Brokerage Service Points in the area of identification, customer service standards, preparing meeting notes, telephone instructions, performing control activities and granting authorisations by customers.