SUEZ ENVIRONNEMENT’s activities are equally industrial and service-oriented.
Customer satisfaction is an essential asset for the Group and it is based on operating excellence criteria as well as on the quality of the service provided. However, it depends more and more on our ability to take customers’ expectations into account, with the objectives to improve continuously their satisfaction and to co-construct with them new solutions and services.
Therefore, satisfaction measurements are very important both in Water and Waste activities. They illustrate our customers’ position as regards to our services and the nature of their expectations. They enable the Group to steer improvement processes and to reinforce the relationships with customers in order to gain more trust and mutual knowledge.
Furthermore, the quality of service is becoming a criterion of the remuneration, the same way the environmental performance is: SUEZ ENVIRONNEMENT is committed to achieve quantified objectives in terms of quality of service in an increasing number of contracts.
In 2013, the satisfaction rate among water customers reached 84.5%.
The expectations expressed in surveys enabled us to sharpen our progress plans. Accordingly, Lyonnaise des Eaux defined its 2015 Customer Ambition plan on the basis of five priority approaches, namely: once and done(1), service customization, multichannel relationship, interactive communications, and requests follow-up by a dedicated manager. Aside from measuring customer satisfaction, Macao Water has made its customer relations part of a co-construction initiative thanks to two kinds of tools. First of all, the Customer Liaison Group, to foster dialog on water demand forecasts and on industrial process and services improvement initiatives conducted with external stakeholders (professional organizations, local industries, and the water board, etc.). The second tool called Customer Focus Group, which initiates a dialog with consumers on topics such as pricing issues or e-services.
Agbar, meanwhile, has launched AquaCis in Oran, Algeria, as well as in Mexico and Chile. This software was designed and developed by Aqualogy, Agbar’s integrated solutions brand, to standardize and simplify operating and customer management processes in order to improve sales efficiency. From a user standpoint, AquaCis offers a more transparent and responsive service. Indeed, a virtual agency simplifies access to information, monitors progress in real-time and interacts with the supplier.
In the Waste business, measurement tools currently vary from one entity to the other. SUEZ ENVIRONNEMENT is working on the standardization of indicators, which participates to consolidate results in a reliable manner, which is still a progress area for the Group.
La Société des Eaux et de l’Assainissement de la ville d’Alger (SEAAL), which is linked to SUEZ ENVIRONNEMENT through a management contract, has developed an original approach to boosting its employees’ customer culture. First, the entire staff, i.e. 6,100 people, took part in a halfday session aimed at raising their awareness of customer satisfaction issues. The employees then made a personal and written commitment to improve at least one of their daily practices that affects customer satisfaction. The 10 most symbolic commitments resulted in the “Top 10 Amana,” which supports employees in this training and accountability initiative, in order to take greater account of customers’ requirements and expectations.
Beyond the conventional customer satisfaction survey already used by numerous companies, SITA France has taken an additional step by designing a confidence indicator. The indicator was tested in 2012 and was extended to all its customers, companies, and local authorities in 2013. The design of the indicator is based on three ways of listening: an online questionnaire, telephone interviews, and face-toface meetings held by employees with strategic customers. Once it has analyzed the results, the company draws up action plans to be implemented every year. Various initiatives are already underway, including improving the handling of customer requests, developing a new presentation of the offers, and strengthening the relationship between the operating departments and customers.
Each year, Degrémont launches a global project to gather feedback from customers and measure their satisfaction in order to continuously improve its business processes. The analysis is carried out on a contract-by-contract basis. The results of the 2012-2013 campaign indicate that Degrémont is perceived by the customers surveyed as a company that serves its customers (89%), is innovative (92%), takes sustainable development into account (91%), and meets its commitments (97%).