Safaricom 2018 Sustainable Business Report

66 INTRODUCTION OUR BUSINESS OUR MATERIAL TOPICS STAKEHOLDER ENGAGEMENT 2018 SUSTAINABLE BUSINESS REPORT During the year, we also introduced internal Service Level Agreements (SLAs) for response times to media following a query. Naturally, enquiries that require a more senior spokesperson will take longer to organise, but we have agreed to respond to all media enquiries within 48 hours and we plan to reduce this time to 24 hours soon. We are also pleased to be able to report that our efforts publicising the SDGs and the efforts of the company to integrate the goals are attracting media interest. We are now being approached for thought leadership with regards to the goals and sustainability on a regular basis. Initially, our CEO has been handling media interviews on this subject, but we have expanded our pool of SDG spokespeople this year to include Executive Committee (EXCO) members, with each director assuming responsibility for an SDG that relates closely to his or her division and areas of responsibility. CUSTOMERS Our broad customer base encompasses the full spectrum of individuals and organisations across Kenya. We classify our customers into two main categories: consumer and enterprise. Consumer customers are individual purchasers of goods and services, while enterprise clientele includes business of all sizes, ranging from small-to-medium enterprises (SMEs) to large corporate firms. Our customer base grew by 5 per cent to 29.6 million in total this year. MONITORING OUR PERFORMANCE We continue to use the Net Promoter score (NPS) to monitor customer satisfaction. NPS measures the likelihood that a customer would recommend Safaricom to other businesses or friends, based on his or her overall experience. NPS is measured separately for consumer and enterprise customers. Our ongoing NPS targets are to be the number one integrated communications service provider by a margin of 5 per cent relative to our nearest competitor for consumer customers, and to grow our NPS by 10 per cent annually for enterprise customers. The following table presents a breakdown of our NPS. NPS Results FY18 FY17 FY16 FY15 Consumer NPS 61 48 42 - Enterprise NPS 26 12 6 - As the preceding table illustrates, our Enterprise NPS improved significantly during the year. In terms of our Enterprise NPS, we attribute the growth from 12 to 26 per cent to several factors, including the continued strengthening of the dedicated Enterprise Business Unit (EBU) call centre Care team, our improved turnaround times for resolving major faults, and the migration in-house of our fibre network customer management, which has given us better control of network performance and the end-user experience.