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Report 2022


Responsible sales, quality management

  • 3-3
  • Own indicator

Having due regard to the high quality of relations with customers, their satisfaction and loyalty are key to building lasting value for all Stakeholders of the Bank. Bank Pekao is open to all information from customers. Their insights and comments help develop solutions that improve the quality of service. Information from customers is reliably analyzed to find a solution to the problem as soon as possible. This approach responds to customer expectations and has a significant impact on customer satisfaction.

Customer service standards

In 2022, the Bank updated its guidelines for applying the highest standards of service to the retail customer segment, including people with special needs due to disabilities. The set of guidelines has been expanded to include the Bank’s new values: #straightforward, #together, #boldly, #responsibly. Changing market conditions, regulations and customer expectations were taken into account. More than 5,000 branch network employees participated in training workshops related to building positive customer experiences and gained ongoing access to important information on the topic. The efforts to improve service standards were complemented by an educational campaign, including e-learning, newsletter mailings, and gamification on customer service best practices. The Bank’s advisors benefit from ongoing support aimed at developing their skills in sales and information calls at the establishments.

The result of intensive work to improve the business customer experience, in turn, is an increase of two positions in the “Forbes” ranking (from 5th place in 2021 – to 3rd in 2022). The Bank also advanced to 6th place in the Golden Banker ranking.

Effectiveness of performance

The Bank strives to always have up-to-date information about the quality of its services. For this reason, the customer satisfaction survey is conducted on a continuous basis. The survey aims to:

  • determine how satisfied customers are with the service, and how they rate the products offered,
  • identify positive and negative factors that affect customer satisfaction and loyalty.
  • get feedback – whether changes made to offerings and service standards increase customer satisfaction.

In 2022, as part of the satisfaction survey, customers who used the Bank’s services in branches and remote channels were interviewed. In addition, the consultants conducted a series of interviews as part of a relational survey with premium, business, SME and corporate customers. In addition to the quantitative survey, qualitative research was conducted on business-relevant customer service processes in various segments.

A “mystery shopper” service quality survey took place at Bank Pekao Direct branches and the company. Auditors conducting the survey visited Pekao’s own branches, franchise branches and contacted the hotline to assess compliance with service quality standards.

The Bank’s most important internal measure of customer satisfaction is the Net Promoter Score (NPS), which shows how much (on a scale of 1 to 10) customers are willing to recommend Bank Pekao.

NPS (*) 42 38 35
(*)Calculated according to an internal survey method based on a single question posed to customers over the phone, which reads: “Given your past cooperation with Bank Pekao, would you recommend its services to your friends and family? Please use a scale from 1 to 10, where 1 means you would definitely not recommend this bank, while 10 means you would definitely recommend this bank.” The percentage of promoters was subtracted from the percentage of critics.

Culture of plain language

The Bank strives to make the language in which it communicates on a daily basis friendly and fully understandable to all customers. The main idea behind these measures is to reduce to a minimum the customer’s time required to understand the professional jargon.

In 2022 the Bank:

  • introduced new simplified sample regulations and contracts. New simplified definitions of the terms of representative services have been implemented in communications with customers,
  • appointed a special team of more than 40 plain language consultants to support employees daily in simplifying documents, letters, handouts and communications,
  • trained 1,500 employees on the key principles of creating simple and correct texts,
  • conducted dozens of outreach activities for all employees as part of its “Plain Polish” program.

In addition, the Bank’s representatives are active participants in the work of the working group on simple communication at the Polish Bank Association.

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