In order to serve the needs of our consumer customers better, we classify these customers into four main market segments: the Youth, the Masses, Hustlers, and Discerning Professionals. While we are pleased to report that we exceeded our target in the Hustlers segment, which we ascribe to the popularity of the FLEX product launched during the year, we failed to achieve our targets in the other three segments because it was our first year of targeting these new segments and our customer classification rules changed during the year (as we learnt more about our customer segments). We have learnt much and have streamlined customer targets and classifications for the year ahead. Despite not reaching our overall target for Youth customers, we made good progress during the year and our BLAZE platform already enjoys 1.6million subscribers. Both the Youth and Mass segments have grown significantly during the year and we have also seen a satisfying spike in Consumer NPS as well
In terms of consumer customers, we were delighted to introduce a Diversity and Inclusion (D&I) queue to our call centre during the year. The queue serves visually-challenged customers with a set service level of 70:30 (that 70% of calls to the service are answered within 30 seconds of ringing). Over 550 agents have been trained and dedicated to the D&I queue and any abandoned call within this queue will receive a call back within 20 minutes. The Service Level of the D&I queue has been 100% consistently since it was introduced. As part of our focus on diversity and inclusion, we have also ensured that assistance from call centre staff is available in 21 local languages.
In terms of enterprise customers, we sought to tackle issues regarding obtaining support by creating a new department called EBU Care, which offers centralised support to enterprise customers. This development was further supported with an improved presence within the regions, offering personalised assistance to customers.