The leadership of a company like Enel must hinge on customer care and attention to providing quality service. This does not refer only to the supply of electricity and/or natural gas, but also and above all to the intangible aspects of the service, relating to customer perception and satisfaction. The many areas being worked on include:

  • development of new contact methods and channels;
  • improvement of back-office processes;
  • monitoring of complaints and requests for information in order to reduce fulfillment times and ensure their proper management;
  • analysis of the reports, in order to understand the customer’s perception and any critical issues in progress, so as to immediately implement the appropriate corrective actions and not compromise the overall customer satisfaction.

Customer satisfaction

The focus on quality of service remained in place this year, as shown by the results of the customer satisfaction surveys carried out in all the countries in which Enel is present as a seller or distributor of electricity.

In Italythe customer satisfaction index (ICS) for 2017 is 94.41 for the regulated market, with an increase of 3.5% compared to 2016, and 93.1 for the free market, up by 3.1% compared to 2016. Furthermore, surveys are carried out on a monthly basis regarding the satisfaction of customers who received a response to a written or verbal complaint. The survey is conducted through telephone interviews carried out after sending the reply or during the telephone call when the customer is given a response. The questionnaire is carried out through an automatic responder. The questions put to the customer aim to verify their satisfaction in relation to the following aspects: 1. resolution of the problem, 2. timeliness, 3. courtesy and kindness, 4. service in general. The customer expresses an assessment from 1 (not satisfied at all) to 5 (fully satisfied). The data for 2017 show a level of satisfaction between 4.0 and 4.2.

In Iberia, excellence in customer care is the main value in its commercial relationships at the subsidiary Endesa, which pursues maximum efficiency in its customer care channels, tools and platforms through a process of constant innovation and improvement. In 2017, Endesa concentrated, among others, on the following aspects:

  • continuous improvement of the quality perceived by customers in digital channels;
  • improving the quality of information collected through email, mobile phone and post;
  • focus on the two areas with the greatest impact on customer satisfaction (terms and time limits);
  • management of sales complaints, transforming the complaint into an opportunity and reducing resolution times;
  • continuous improvement of the management of the first contact with the customer.

In order to ensure compliance with the identified improvements, 20 key indicators are monitored every month. The most significant results for 2017 include the improvement of customer satisfaction in the non-residential market for the management of complaints relating to marketing (+30%), service of physical contact points (+2%) and billing services (+8%).

In Iberia, customer satisfaction is constantly monitored, with telephone interviews and emails (for example, through the Sistema de Calidad Percibida, and the Estudio de Satisfacción de Clientes Empresas), in order to offer its customers the best possible support; the index shows a constantly rising trend over the years, reaching a value of 72<7sup> in 2017 for the free market, up 1.7% compared to 2016.

In Romania customers can express their opinions through a contact center, email and on the website. The information is collected monthly and the results are used to improve service quality and corporate processes. The overall satisfaction index was 873, up 2.5% compared to 2016 for the free market, while for the regulated market it was 81, up 2.4% compared to 2016.

In South America customer satisfaction indicators are essential for the definition of strategies and new products. In Brazil, customer satisfaction is measured each year through two different monitoring actions using different methods: the IASC survey (Customer Satisfaction Index) coordinated by the relevant authority, the Agência Nacional de Energia Elétrica (ANEEL), and the ABRADEE survey (Associação Brasileira de Distribuidores de Energia Elétrica) coordinated by the association of energy distributors, which contains further details to facilitate monitoring work. To get to know customer opinions also in Peru, a series of interviews are carried out with users of the contact point services, applying a direct and personal survey technique through structured and standardized questionnaires. Finally, in Colombia, a customer satisfaction survey model is in place that is designed to measure market perception of the supply of products and services, and which seeks to concentrate efforts and resources to improve customer satisfaction. The quality satisfaction index (ISCAL) – whose key elements include the business relationship and invoicing – has remained at excellent levels in recent years, thanks to the development of the customer relationship plan.

 

1 The score is calculated on a scale from 1 to 100.
2 The score is calculated on a scale from 1 to 10.
3 The score is calculated on a scale from 1 to 100.

Complaint management

In all the countries where Enel operates, customers have several channels available to submit complaints or requests for information (mail, website, toll-free number). Enel constantly monitors the feedback received in order to understand the customer’s perception and any critical issues in progress and implement the appropriate corrective actions. In Italy, through the company Enel Energia, the Enel Group ensures the commercial quality control of all the contact channels by carrying out systematic monitoring of sales and management processes. The goal is to ensure compliance with the requirements under current legislation, with privacy regulations and with the regulations protecting workers’ freedom and dignity. The checks are performed in various ways: personal coaching, mystery calls, replaying vocal orders and customer complaint analysis. The “new quality control” model follows the same approach, introducing some contractual KPIs with partners, with minimum thresholds for awarding bonuses and penalties. Over the course of 2017, the customer-facing channels (agencies, shops) of the model became more established. The key characteristics of the new model – which is aimed also at continuous improvement – involve the establishment of short- and medium-term contractual quality indicators, the introduction of a bonus and penalty mechanism, and sharing the control model with partners to ensure synergy with their internal monitoring programs. The reports are managed through a portal and evaluated by a team made up of the “Quality and commercial support” and “Regulatory/Anti-trust” units, so that the most suitable actions can be taken.

In Iberia,complaints are managed both centrally by the “Atención de Reclamaciones” (Complaint Management) unit and at local level through six territorial units, in order to detect any service disruptions in advance and decide the best way to resolve the issue, improving process efficiency. The office of Defensor del Cliente – Ombudsman is still active, providing a unique way to ensure dialogue between the Company and its customers. The office is also active in Brazil and Colombia.

Care of vulnerable groups

Enel is at citizens’ side to improve and maintain access to electricity in the most disadvantaged areas and among the poorest populations. In all the countries where the Group operates there are forms of support, often linked to government initiatives, aiding certain sections of the population in paying for electricity and gas costs, to provide equal access to energy.

In Italy, since 2008 for the electricity sector and since 2009 for the gas sector, there is state aid for domestic customers in economic hardship and – for the electricity sector only – for customers who use electro-medical life-saving equipment (so-called “social bonus”). The bonus is financed with state resources and with specific rates set by the Authority. Bonus applications are managed by the Municipalities and, in case of approval, the customers see a credit in their bill that varies depending on the income and the number of family members. In 2017, around 380 thousand customers of Enel Energia and about 440 thousand of Servizio Elettrico Nazionale received the social bonus. Moreover, as part of the “Viva gli Anziani!” project, Enel Energia donated about 10 thousand LED lamps that cannot be sold to the Community of Sant’Egidio.

In Romania in 2017 Enel continued the pilot project aimed at improving ac- Vedi l’Allegato al Bilancio Indicatori di Performance cess to electricity for vulnerable groups through personalized customer care and community development activities. The project is divided into three phases: a research phase in which the needs of consumers in a disadvantaged area of Bucharest are assessed; a consultation phase involving the collection of information from the community about their problems and potential solutions (debt rescheduling, microcredit, legal assistance, etc.); and an action phase in which specific interventions are planned and implemented based on the results of the first two phases.

In Spagna several agreements have been signed since 2014 with local/regional authorities and with third-sector organizations to avoid cuts in supplies to customers certified by social services to be in energy poverty. Since 2014, supply cut-offs have been avoided for over 240 thousand bills, corresponding to approximately 68 thousand electricity and gas customers in energy poverty, worth over 24 million euro. A new model is currently being developed in line with the social bonus regulation (Royal Decree 897/17) issued in Spain.

A transparent relationship with customers

Transparent commercial communications

Within the companies belonging to the Enel Group, in compliance with the Code of Ethics, all contracts, customer communications and advertising used must be:

  • clear and simple, prepared using language that is as close as possible to that normally used by the other party;
  • in line with current regulations, without using evasive or otherwise improper practices;
  • comprehensive, avoiding missing out any information relevant to the customer’s decision;
  • accessible to the customer.

Enel is pursuing a process of digital transformation focused on customer (see also the “Technologies and Innovability” chapter and the “Customer journey” box below).

In particular, Enel Energia’s digital channels in Italy, have been completely overhauled in 2017, with the aim of creating a new commercial and operating relationship with customers. The updated version of the Enel Energia app came out in October 2017. Among other things, it allows users to check the activation status of their supply contract and to integrate the My Energy service so that they can monitor electricity and gas costs by viewing the consumption and expenditure graph for individual bills, with a new and intuitive interface design including color diagrams, helping users to better visualize their consumption. A summary section now shows the main information required: spending, any recalculations or discounts, other charges and total taxes. The new web portal (which is also available in English) has been online since December 2017, helping to increase awareness of the new areas of Enel Energia’s commercial offering. The site guides the consumer through the wide range of products and services, assisting with and simplifying the process of evaluating and purchasing a product or service and directing the customer towards self-care features. The new features of the website include the possibility of using the “contract configuration” system: this consists of three simple questions to guide the customer towards the solution for their needs. The new online sign-up process improves the web billing and direct debit services, allowing customers to receive their bill directly via email – an important contribution to limiting the use of paper and the impacts of transport and delivering bills.

In 2017, the Antitrust Authority (AGCM) initiated proceedings for alleged abuse of dominant position against Enel SpA (Enel), Enel Energia SpA (EE) and Servizio Elettrico Nazionale SpA (SEN). These proceedings are in progress. For more information, please refer to the relevant section of Enel’s Consolidated Annual Report 2017 (https://www.enel.com/investors/a/2016/09/annual).

In Iberia, the Online Billing project made it possible to reduce the issuance of paper bills, with significant environmental benefits linked to lower paper consumption. In 2017, the number of digital invoices issued was estimated to be in the tens of millions, with corresponding savings in printouts. Both in Italy and in Iberia, the strong commitment to greater use of electronic invoicing led to an increase in the use of this type of invoice respectively of 10% and 30% compared to 2016. A number of disputes concerning market practices are underway involving Endesa. For more information, see the Endesa 2017 Sustainability Report.

Accessibility of information

In order for customer communication to be truly transparent, fair and effective, it is necessary to ensure that any cultural, linguistic, illiteracy or disability barriers do not jeopardize equal access to information for customers. The various initiatives in this regard include:

  • Italy: simultaneous translation is active at Enel Points in 13 languages (English, French, Spanish, German, Chinese, Arabic, Russian, Romanian, Punjabi, Albanian, Serbian, Croatian and Slovenian). As part of the “Enel Social Services” program created in collaboration with the Prime Minister’s Office, Servizio Elettrico Nazionale sends its bills in Braille to blind customers. On the Enel Energia website (www.enel.it) there is a chat function and a dedicated “Manage your supply easily” section (Home/Support);
  • Spain: the website www.endesaclientes. com includes a comprehensive section explaining electricity and gas bills in detail, concept by concept, both for the free market and the regulated market. The site is available in Spanish, Catalan and English. Endesa is committed to overcoming any barriers – whether physical, social or language-related – through its commitment to digitalization. This is to be achieved through processes and tools that ensure access to customer service for people with disabilities or the elderly (for example, there is a dedicated channel for people with hearing and speech difficulties to receive information on billing and contracts). In addition to being available in several languages, the telephone service has a specific application to facilitate communication with people with speech difficulties. Customer contact points are all on the ground floor to ensure access for people with disabilities;
  • Colombia: customer management processes have been optimized through a service that organizes appointments for customer-facing channels and digital services with the creation of ‘virtual offices’ and ‘smart windows’ (“ventana inteligente”);
  • Romania: the “Live Agent” option launched in 2017, which uses the website to provide a new communication channel for customer management.

Privacy protection

In all countries where it is present, Enel operates in compliance with current regulations on the protection of customer privacy. The Company also undertakes to monitor all the third-party companies that may be in a position to use customers’ personal data. To this end, dedicated clauses are included in contracts with partners who use personal data to perform specific activities, for example sales services or customer satisfaction surveys. Customer data is an expression of the individual’s personality and identity, therefore it must be handled with due caution and assurances. Enel sees personal data as both a shared asset and a company asset. For this reason, the Group has established the role of Data Protection Officer to ensure full respect for the privacy of all the natural persons with whom it interacts. For more details, see the chapter “Getting to know Enel - Values and pillars of company ethics”.

Commercial offers, and energy-saving products and services

In all the countries where Enel operates, it has launched a wide range of high energy performance products to ensure savings in terms of both consumption and emissions. In Italy, in particular, there are offers based on different time slots, helping to ensure the overall efficiency of the loads on the power grid and customers’ access to a lower price in the set slots. In addition, customers gain an awareness and responsibility for their consumption choices and can see in their bill how much they consumed in each time slot. They could then change their habits to achieve maximum savings. Enel procures the energy for residential customers from renewable-energy plants – as proven by the certification of the Energy Services Operator (GSE) in accordance with current legislation – in quantities equal to the equivalent consumption billed to customers. In particular, the Guarantees of Origin provided for by Directive 2009/28/EC certify that the energy supplied by Enel is from renewable sources.

Enel’s commitment to supplying energy- efficient products continued in 2017, with the aim of spreading the use of integrated and innovative home automation systems for better management of household consumption. An App has also been developed to support the marketing of energy efficiency products, from the order stage to contract signature. The contracts are signed directly through mobile devices using a digital signature, thus reducing the use of paper (see the below section “A new way of experiencing energy: Enel X is born”).

Customer journey

The transformation of the energy sector and the development of new technologies have led to new ways of doing business, with a significant impact on the relationship between customer and company.

At the beginning of 2017, Enel launched the Digital Customer Transformation Program with the aim of placing the customer at the center of the company’s strategy even more strongly, taking full advantage of the opportunities offered by new technologies. The main actions implemented were a careful and detailed redesign of the customer journey, aimed at ensuring a very positive customer experience in terms of simplicity, transparency, reliability and emotional relevance. A number of specific customer journey initiatives were also implemented. From the design to the implementation phase, the project followed a well-defined path that included: analysis of the scenario and the market strategies in order to correctly identify business priorities; listening to customers to get a clear picture of their level of satisfaction, any difficulties in interacting with Enel, their needs and expectations; analysis of global best practices in terms of customer experience management; and careful mapping of internal processes and areas for improvement.

The design phase began in April 2017 and reached its conclusion in December. The phase took place in “innovation rooms” hosting teams made up of people from different areas within Enel, varying in background and expertise, to redesign the customer journey and identify the solutions to be adopted. “Execution rooms” launched in October 2017, which started working on the first initiatives identified in the design phase and that will be developed for the most part in 2018. To fully seize all the opportunities offered by technology and to respond to the complexity of the initiatives, a working model has been put in place that seamlessly integrates two implementation approaches:

  • agile, a set of incremental and iterative methodologies that focuses on customer satisfaction through the continuous supply of functioning products. On the operational level, once the design phase is over, a team of 9/10 people (squads) with skills in business processes and IT solutions is placed in a room. They then work on the detail of the design and, for successive sprints (fixed periods of time, generally from 2 to 4 weeks, where all the phases of development of a product in agile methodologies are carried out), produce a first output called “Minimum Viable Product”, which will be tested by customers and industrialized for subsequent improvements;
  • waterfall, the more classic approach, which is organized into successive phases defining and planning all the project’s details.

Agile and waterfall integrate harmoniously within the rooms to ensure that business objectives are achieved in their entirety and people can truly bring experiences and skills together in an effective manner.

The first activities launched in 2017 were:

  • smart sign-up, launched in October, which aimed to significantly reduce the volume of information requested from customers during the sign-up phase;
  • discovery: an application that allows the customer to quickly get information on the reasons why there is no electricity at their home;
  • advanced analytics, with the aim of creating models and solutions that, firstly, allow better understanding of customer preferences and anticipation of future behavior and trends and, secondly, provide structured data that will improve customer journeys and, more generally, drive company strategies (data- driven company). Of course, all of the above is carried out in the utmost, scrupulous compliance with the provisions of the General Data Protection Regulation (EU Regulation 2016/679).

Other initiatives, currently being devised, will focus on the development of digital channels (social, applications, web), the creation of solutions to raise the level of customer engagement, and the optimization of internal processes.

A new way of experiencing energy: Enel X is born

Enel created the new e-Solutions Global Business Line in 2017. Its aim is to anticipate the needs of global customers, developing innovative products and digital solutions and transforming energy into value-added services for people, companies and cities. November saw the launch of the logo of this new identity: Enel X.

The X symbolizes a multiplier of value, but also an image of a crossroads that connects the four key points of the e-Solutions division:

  1. e-City: for public lighting, artistic lighting, energy efficiency, safety and fiber optics;
  2. e-Home: for the development of smarter homes, cutting energy consumption and guaranteeing greater well-being, as well as for renewable generation with integrated solutions that also include storage;
  3. e-Industries: to offer an integrated and tailor-made service to our customers, from strategic consulting to energy monitoring systems and efficiency- related technologies, from distributed generation to the smart use of batteries, as well as island-based and grid-connected microgrid solutions and the most advanced demand response systems;
  4. e-Mobility:promoting e-mobility with increasingly innovative solutions, through recharging infrastructures, new technologies and second- life battery services.

Digitalization and continuous innovation, combined with many years of experience in the energy sector, make Enel a competent and reliable operator, able to give its customers about how to best use energy.

The recent acquisitions of dynamic and innovative entities allow Enel to open up to new business and offer an integrated system of energy solutions with high added value.

Acquisitions included:

  • Demand Energy Networks - American developer of an advanced software platform for the smart and optimized management of energy storage systems of resources distributed at customer sites;
  • EnerNOC - world leader in smart energy management services and in enabling customers to access energy markets through demand response systems;
  • eMotorWerks - specialized in the supply of charging systems for electric vehicles and solutions that maximize the value of the vehicles themselves, generating revenues from the supply of services to the network.

Enel X is also able to perform advanced energy monitoring thanks to the EIS (Energy Intelligence Software) platform. This system has now been launched in the United States and allows constant monitoring of energy consumption, but also of consumption of all commodities involved in the production/life cycle. It also checks if there are any anomalies in consumption and then corrects them or optimizes consumption methods, seeking positive solutions.

Enel’s objective is also to identify the best practices already present in the Group and to draw up an adoption plan so that they can be disseminated in all other countries where it is present, according to customer needs and requirements. In particular, these are some areas where Enel is an outstanding performer:

  • Italy: public lighting, and above all adaptive public lighting, is a new frontier for making cities increasingly resilient (see the “Technologies and Innovability” and “Digital-e” chapters for further details);
  • Iberia: specific services for the home have been developed through a widespread network of partners. In particular, there are services for the periodic maintenance and repair of domestic equipment (maintenance & repair), urgent repair services in the event of device malfunctions (repair), as well as packages that combine products and services, including through a sophisticated rental model (appliances & services);
  • Colombia: a successful initiative is Crédito Fácil, which allows customers without access to the banking sector to get credit more easily than through traditional financial systems. To date, about 900 thousand credit cards are in circulation, thanks to the collaboration between the Enel Group and the financial partners which has made these credit cards the most widely used in the country.

Below are two examples of projects developed in 2017 that combine customer focus, innovative services, new technologies and sustainability.

USA - Marcus Garvey Village

This cutting-edge project is the first self-sufficient energy system in New York, achieved through the creation of a smart microgrid. The project demonstrates how even in a metropolis, a controlled network can be built in a smart, digital and distributed way, increasing the system’s resilience and transforming the energy supply chain. This is all thanks to the Distributed Energy Network Optimization System (DEN.OS) software developed by Demand Energy, through which the 625 apartments in the Village will be able to use all the energy that the microgrid generates and distributes. This reduces costs, increases the efficiency of the system and reduces greenhouse gas emissions, effectively opening the road to energy self-sufficiency. In particular, the Marcus Garvey Village Apartments Microgrid project includes 400 kW of photovoltaic energy, a fuel cell of 400 kW and 300 kW/1.200 kWh of batteries completely managed by DEN.OS. The Marcus Garvey Village Apartments Microgrid Project has also won the prestigious ESNA Innovation Award for distributed storage.

Costa Rica - Establishment Labs SA Microgrid

Establishment Labs, a Costa Rican manufacturer of state-of-the-art medical aids, has almost neutralized the risk of blackouts, reducing high electricity and diesel costs and making the most of the rooftop photovoltaic solution combined with a Demand Energy storage system. In particular, a microgrid was installed that integrates lithium-ion batteries (500 kW/1 MWh) and photovoltaics (276 kW), with a system controlled by a smart software platform (DEN.OS) that optimizes the way in which these distributed energy resources interact. Under normal conditions, the system guarantees total autonomy for the production plant through the use of solar energy produced by photovoltaic panels. When a network outage occurs, the microgrid goes into “island” mode, allowing the “Establishment Labs” to continue with normal operations and to preserve the entire production process. In fact, the Company was not affected by the July blackout that affected seven Central American countries. Moreover, in addition to being essential for supporting production during an outage, the solution reduces the power absorbed by the site with benefits visible in bills, reducing operating costs and limiting the emissions of greenhouse gases.