2001 Triple Bottom Line Report - BC Hydro

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C A L L C E N T R E S Two years ago we successfully created four integrated call centres by amalgamating telephone services formerly managed from 47 locations around the province. In the process, we extended our hours of service from 7 AM to 8 PM Mondays to Fridays, and from 9 AM to 5 PM on Saturdays. Call centre agents manage more than three million telephone enquiries each year, with queries primarily related to billing, payment arrangements and power outages. We also operate an interactive voice response system providing quick account, Power Smart and other information in six languages – English, French, Mandarin, Cantonese, Hindi and Punjabi. Last year we introduced a feedback system, called Voice of the Customer, consisting of a semi-annual telephone survey of customers who had an exchange with our call centre, asking them to rate their satisfaction with the service they received. Results recorded last January showed 76 per cent were very satisfied, a proportion that placed us in the top quartile of similar service organizations across Canada. BC Hydro is preparing to invest in customer projects that encourage energy efficiency and develop green energy sources. The program involves us as partners in investments that contribute to BC Hydro’s environmental objectives, and especially to our commitments to limit growth of GHG emissions. Operating as the Power Smart Industrial Program, the initiative will offer investments over the next three years for industrialsector projects that help us achieve our target of meeting, by 2010, 10 per cent of new load growth from green energy sources. Customer overall satisfaction (1st Quartile) Ease of Contact (2nd Quartile) Call Resolution (1st Quartile) CSR Courtesy (1st Quartile) CALL CENTRE: CUSTOMER ATTRIBUTES PER CENT 0 20 40 60 80 100 BC Hydro E C O N O M I C B O T T O M L I N E | 6 5 Benchmark Average S U S T A I N A B I L I T Y A C T I O N P L A N I N I T I A T I V E P O W E R S M A R T I N D U S T R I A L P R O G R A M Best-In-Energy Best-In-Canada Also introduced in our call centres last year was the Quality Assurance program, which monitors a random sampling of service calls to help us recognize excellent service and address areas for improvement. Specific program objectives include reducing energy consumption and demand; encouraging green generation in the industrial sector to contribute towards our green energy goals; increasing the competitiveness of business customers by lowering their operating costs; and improving our financial efficiency by reducing our costs to serve customers. Our primary target is the pulp and paper industry, where there are significant opportunities for green energy generation using woodwaste. Our secondary target is our most energy-intensive transmission customers, who have the greatest potential to implement high-impact projects.
C U S T O M E R R E L A T I O N S BC Hydro is developing a more customer-focused billing information system. We are moving to manage information by customer rather than by specific accounts. Our Customer Information Systems (CIS) review project has completed research to define cross-company needs for the new system, and to identify marketplace options. Until CIS is implemented, our existing Sales and Marketing Information (SAMI) systems will collect various account-based data from throughout the company for translation into customer-centric information. Understanding what is happening with specific customers at all touchpoints across BC Hydro is part of our Customer Relationship Management (CRM) strategy to ensure we provide one consistent face to customers, which CIS is designed to serve. C U S T O M E R S E R V I C E S J O I N T V E N T U R E In July 2000, the Boards of Directors of BC Hydro and BC Gas agreed to pursue the creation of Servco and Retailco, two 50/50 joint venture companies aimed at providing shared customer care and retail customer services. On December 21, 2000, BC Hydro and BC Gas announced that these two joint venture companies would not proceed. At the time the initial Memorandum of Understanding was signed, BC Hydro and BC Gas recognized that their differences created E C O N O M I C B O T T O M L I N E | 6 6 Another strategy bridging BC Hydro to CIS is a data warehouse we created to organize and store information from our billing system, and from operational systems such as SAMI. The warehouse also provides data for research and analysis. BC Hydro also developed a new energy measurement strategy last year to improve customer service and take advantage of business opportunities. It introduced two new performance measures for reading customers’ meters: Meter Reading Accuracy and Meter Reading Timeliness. Both measures help ensure customers receive a timely and accurate bill. The strategy also included initiatives related to growing our business through providing meter reading services to other utilities, and by introducing technologies to improve our meter reading efficiency. a number of issues. A more detailed review during the process revealed the issues would be more difficult to overcome than had initially been anticipated. Although both companies were disappointed that they were unable to conclude the agreement, BC Hydro believes the concept is a good one and will continue to explore other options and partnerships that make sense for our customers and our business.
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w w w . b c h y d r o . c o m B C H
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E X E C U T I V E S U M M A R Y BC
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C O M M I T M E N T The decision to
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2001 Triple Bottom Line Report - BC Hydro

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