Why this issue is significant

Offering an excellent and reliable service, guaranteeing differentiated support to the various customer types allows us to achieve our greatest aim: to contribute to the well-being and progress of the communities in which we operate. Enhancing relations with our customers, through in-depth and systematic listening, customer satisfaction surveys and effective complaint handling is fundamental in achieving our overall growth strategy and in responding to the needs of trust and proximity expressed by our customers.
The service models adopted by the Business Units aim to guarantee a high degree of customer protection and excellent quality of the products and services offered, and allow us to remain close to customers when and where they wish. The commercial model based on advisory services allows us to tailor the product mix according to the needs of customers, raising purchase awareness. Special attention is given to disabled persons in order to facilitate access to our proposed services.
We operate according to a multichannel approach so that banking services become increasingly accessible, simple, efficient, flexible and less expensive. This allows us to guarantee multiple points of virtual contact and assure our customers of greater access to services.
We promote innovation, seek and analyse innovative solutions available on the domestic and international markets to identify Group development opportunities, also through partnerships with universities and research centres.





Results achieved

In 2014 we implemented customer proximity projects and launched new initiatives dedicated to welcoming and improving customer relations. These initiatives referred both to employee conduct and the space given to the products and services offered. By ensuring fair relations with customers, we contributed to reducing operational, reputational and legal risks. There were strong developments in the integrated multichannel platforms and the number of customers actively using Internet and mobile banking services increased. Physical access was expanded for persons with sight impairment, also through agreements with specialist entities. We continued to monitor customer satisfaction in all segments and the various Business Units, and the results of the surveys fostered the review of service models and the creation of new products, also in co-production with customers. In Italy complaints increased, but by a limited extent, also as a result of effective management to quickly identify reasons for customers’ inconvenience in order to take suitable corrective action, and projects were launched to reduce response times.

How it is managed

Through internal rules and operating guidelines, which also comply with current regulations, dedicated processes and service models, we supervise and manage customer relations, customer satisfaction, complaints and multichannel platforms, monitoring the results over time.
Innovation is monitored by the structuring and coordination of the Innovation Portfolio and is developed through the Innovation Monitor, the Experience Design Lab for product prototyping, a dedicated training mix for employees as well as products and services for businesses.

Departments/Functions in charge

The marketing functions of the Business Units define the commercial model for customer relations and the methods for analysing satisfaction, complaint handling and the development of new initiatives. The Head Office Department Services provide support to the Business Units’ activities to the extent of their responsibilities.
The Savings Committee is the Intesa Sanpaolo Group technical body that plays a reporting and decision-making role, focused on issues of asset management for retail customers.

Performance indicators and objectives achieved

Indicator2014 progress status2017 objectives
Maintenance of the average response times to customer complaints and claims (Parent Company) in line with reference regulations 45 days for service and investment-related complaints vs. 90 days envisaged in reference regulations
20 days for ordinary complaints (banking and financial products and services) vs. 30 days envisaged in reference regulations
22 days for customer claims vs. 30 days envisaged in internal regulations
Customer Experience systematic surveys E-mail surveys on Branch sales (cards, accounts, mortgages, loans and small business loans) and Advisory Services to Retail Customers.
  • 656,000 target customers
  • 83,000 opinions expressed
  • 6,400 customers contacted by Contact Unit
  • Net satisfaction index: 38
Corporate simplification
  • Already achieved from 2014: 7 product companies combined into 1, Mediocredito  
  • From 17 to 14 banks: merger of Banca di Credito Sardo and Cassa di Risparmio di Venezia; merger of Banca di Trento e Bolzano approved
  • 1 product company     
  • 6 banks
Integrated multichannel development 4.923 million multichannel customers (approx. +500,000) 7.879 million multichannel customers
Creation of the Chief Innovation Officer Governance Area Established with the role of identifying, analysing and developing national and international innovation activities, guaranteeing monitoring, coordination and coherence at Group level.