'TELUS CUSTOMER SERVICE MESSAGES' (A.K.A. WE SUCK AND HERE IS WHY...) "A Tale of Telus SWAT Teams, CLEC Smear Campaigns, and really pissed off employees and customers." November 7, 2003 Liberated By: Anonymous Phone Hero(s) Shouts; Hack Canada, Nettwerked, K-1ine. [ The Issue ] * We are aware of the frustration customers may experience while waiting for a TELUS representative to answer the phone, deliver the service they have ordered, or repair a trouble. * We apologize for keeping our customers waiting. * The entire TELUS team, from our executives to our front line team members, is united and working hard to provide our customers the level of service they deserve. * Across all public measures, our customer service performance will be superior to what it was before we implemented the Operational Efficiency Program (OEP). We are committed to achieve these levels of service in December 2003. [ Where are the challenges? ] * The problems are largely confined to the consumer aspect of our business. * On the retail business side we are now deilvering superior levels of service compared to what was provided before the OEP. * We are currently not meeting four CRTC service indicators: Access to the Business Office (310-2255), Access to Repair Bureau (611), Out of Service Troubles Cleared within 24 Hours, and Repair Appointments Met. [ Why did these challenges occur? ] 1. Unpredictable events during our highest volume period * The fires and floods were the worst experienced in B.C. over the last 100 years and put a lot of pressure on the services side of our organization. * Similarly, the computer virus attacks and power outages in the East were a drain on our resources. * Two weeks ago the inadvertent act of a third party construction company caused problems. * The construction company blasted through one of our main telecom cables in Vancouver, inflicting what has been assessed as the worst infrastructure damage TELUS or its predecessor BCTel has ever experienced. Considerable efforts were made to quickly fix the damage. * These vents occurred in August, September and October - typically our highest volume period for new installations and repairs. * Our services challenges are not entirely due to external events. We also had technology and other problems of our own making that are being addressed. 2. Operational Efficiency Program * We have been working to effectively balance customer service needs with the need for a competitive cost structure. We implemented our OEP, a massive business transformation, to create a competitive cost structure and steamline and refocus our team. * The magnitude of the change on the consumer front was significant. * We expected to experience some pressure on service as a result of the OEP. * While scheduled team member reductions proceeded according to plan, we have not hired at the rate needed to backfill against exists. * Because departures were voluntary, we could not be precise in anticipating reductions. * Feeling it would be in TELUS' long-term best interests to retain high standards when it comes to adding talent, we did not hire at the pace originally planned. We felt it essential to bring the right talent on board to underpin the long-term competitiveness of our company. 3. Consolidation of call centres * TELUS has gone from 66 call centres in 19 locations across B.C. and Alberta, to 19 call centres in six locations through a significant consolidation, centralization and rationalization program. * In the long-term the efficiency we gain through this approach will mean better service for our customers. * It is easier to deploy new call centre technology and deliver high-quality customer service training through a centralized call centre model. 4. Implementation of our new trouble management system * We also experienced short-term implementation issues when we introduced a massive operational system change. * Our new trouble management system consolidated separate legacy systems that existed prior to the integration of BCTEL and TELUS Alberta. * In introducing the new system we experienced stability problems that affected our service capabilities. We have since invested considerably into debugging the system. * The problem is now rectified; we are enjoying stabilization; and, moving forward, we expect enhancements to service as a result of the new system. 5. Negative media and public advertising about TELUS' customer service * The number of complaints increased significantly in October, in part due to Western-based media attention and advertisements critical of TELUS' service. * Customers were essentially encouraged to complain to the CRTC in what appeared to be an orchestrated effort against the organization. * Do actions of this nature help our team members, our customers or our company? No. * Only our competitors benefit from public comments that are derogatory to TELUS. * Sprint clearly agrees. On November 3, they took out full-page newspaper advertisements encouraging TELUS customers to try their service. [ Is low morale causing customer service challenges within TELUS? ] * Categorically, the answer is: No. * If you ask people in the Interior who rose to the challenge through the forest fires, the company on everyone's lips would be TELUS. TELUS is not a nameless or faceless corporate entity. In these situations, TELUS was seen in the blood, sweat and tears of the people we employ - many of whom are unionized. * Our team responded in a similar way to the floods and to the third party construction damage in Vancouver: TELUS team members worked non-stop, seven days a week and 24-hours a day to get customers back in service quickly. * We are extremely grateful for the efforts and the commitment our team members demonstrated in meeting seemingly endless challenges. [ What is TELUS doing to overcome these short-term customer service challenges? ] * We have already turned the corner with our Customer Service. * Many of our customer service performance indicators are now at higher levels than they were before the Operational Efficiency Program. In most cases, while staffing levels have been reduced, our process, system and technology adjustments area allowing us to perform at higher levels. * We are currently meeting 15 of 19 CRTC indicators. Our objective is to meet all indicators in December 2003. By the end of this year we will be delivering superior levels of service to pre-OEP levels. * We have had various meetings with the CRTC and are in regular contact with CRTC staff to report progress on our action plans. The CRTC support the actions we are taking to meet and surpass our service objectives. [ Our customer service objectives ] 1. Objective: Decrease the time it takes to reach a TELUS representative * To provide quicker access we have strengthened our customer service team. Over the last few months, TELUS has carefully selected and hired over 500 skilled team members. * These team members are completing intensive six-week training programs and at regular intervals are coming into our call centres to supplement our call centre team members in answering customer calls. * In August, TELUS launched an Interactive Voice Recognition (IVR) tool that directs customers more immediately to the area that will resolve their service issue (ADSL, Customer Care, Business billing and Credit). Prior to introducing the IVR, up to 8,000 calls per week were misdirected. That number has dropped to less than 4,000 per week. * Our average speed of answer is quickly decreasing, and we expect to hit our 80% Telephone Service Factor (TSF - the % of calls we answer within 20 seconds) by the end of November 2003. 2. Objective: Reduce the wait time for service installation and repairs * 99 per cent of all repair calls are cleared in 20 days; 37 per cent are cleared in less than one day; and, the majority of repair calls are cleared in four days or less. * For the period of August to October this year, we saw a 31 per cent increase in the number of fielded repair trouble tickets compared to the same period in 2002. In September alone, the year over year increase was 40 per cent. * This significant repair call increase is due to the rash of rainstorms, fires, windstorms, snowstorms and viruses that hit B.C. and Alberta in the last three months. For example, a windstorm in the lower mainland could generate more than 300 repair calls. TELUS team members are working overtime and we are reallocating personnel and moving build/construction staff into service delivery to support customer needs. * The increase was also due, in part, to the launch of our new trouble management system. We experienced stability, performance and training issues due to the learning curve associated with the new technology. These factors created extensive workload beyond normal activity and a backlog of 16,000 installation and repair tickets in the queue when we normally would have about 2,500. * We are calling through to the customers with repair tickets to confirm these troubles and whereever possible, advance repair dates. We are also redeploying construction crews and other internal resources to act as SWAT teams to go out and clear backlogged troubles and installs. * In the annual plan for the field operations area, work hours in three categories are assigned: installation, repair and network construction. In 2003, TELUS assigned the same number of work hours as in 2002, prior to the OEP coming into effect. The repair delays being experienced by some customers are not due to a reduction in employees, but rather an unprecedented increase in repair appointments. 3. Objective: Reduce missed repair and install appointments * If we find we cannot make an appointment, team members in our dispatch centres are calling customers to notify them and re-schedule another appointment. 4. Objective: Improve rural service availability * We are investing $46 million in expanding our network in rural BC and Alberta, greatly improving our ability to extend our reach and provide the "last mile" of connection to service rural customers. * In September, TELUS formalized a program to provide cell phones to customers waiting for local customer service. The cell phones bridge the service gap for our customers while facilities and services are being provisioned. TELUS' Commitment to Customer Service Excellence is Unwavering * Many changes are underway in our service process. We are confident customers will soon see noticeable improvements. at the same time, there is much more work to be done. Our entire team is committed to these efforts. While we make these changes, we appreciate the patience, continued support and understanding of our customers. * We will hit the service improvement goals we have set for ourselves. We will make service a positive differentiator for this company. We will put a smile on the face of our customers. And we will grow their confidence in this organization. * The quality, value and affordability of telecommunications services in Canada are second to none globally. TELUS is intent on continuing to provide the high quality, affordable services our customers have come to expect. * In the last three years, TELUS spent close to $1.8 billion rolling out our ADSL and TELUS Mobility's next generation 1X wireless networks in B.C. and $1.5 billion in Alberta - an enormous investment for a private sector company and a testament to our unyielding commit- ment to the communities in which our customers and our team members live and work. * PUKE...* .eof