Process Manual - Complaint Resolution

Service Quality/CRU Manual
Complaints Resolution Unit Process

Manual
Document Owner:
Service Quality
Document Risk Classification:
Internal
Document Effective Date:
__/__/____
Document Revision Date:
As Per Requirement
COPYRIGHT NOTICE
Copyright (2014) by HBL

All rights reserved. This material is Internal and proprietary to HBL, and no part of
this material should be reproduced, published in any form by any means,
electronic or mechanical including photocopy or any information storage or
retrieval system nor should the material be disclosed to third parties without the
express written authorization of HBL.
Approval Form
Document Name:
CRU Manual
Published Date:
XX/XX/2015
Document Classification:
Confidential
Prepared By:
__________________
Raheel Ahmed Siddiqui
Assistant Manager
Service Quality
Reviewed By:
___________________
XXX
XXX
XXX
Approved By:
___________________
___________________
Imran Ashraf
DGM-Service Quality
Gul Baz Khan

DGM-Service Quality
CONTENTS
Preamble
Definition of Complaint
Complaint Characteristics
Strategy
Role & Responsibilities
Complaint / Case Resolution Process for General Complaints
Complaint / Case Resolution Process for Regulator Cases: (Fast track
Resolution / Escalation)
Complaint / Case Resolution Process for Complaints Highlighted via Senior
Management including Presidents Office: (Fast track Resolution / Escalation)
Complaint / Case Resolution Process for Non-Contactable Customers
Handling a Request Credit Card
Returned Mail Process
Complaint Capturing / Logging All channels
Complaint Resolution Unit Internal Controls
CRU Reporting (MIS)
Complaints Tracker
Performance Management of CRU Staff
Complaint Process Flow
Complaints Escalation Matrix
Complaints Related Regulatory Requirements in Pakistan
Annexure
PREAMBLE
The SBP through BPD circular 17 dated June, 7 th 2004has laid down guidelines to be
followed while dealing with customer complaints. These directives have been
formalized & made mandatory on the banks to have proper unit / section to deal
with complaints & to have procedures / mechanism in place for resolution of public /
clients grievances including complaints received reported through different
agencies including SBP. The centralized complaint function set-up for the bank as
per the circular would be inspected by the SBP during their annual inspection. This
unit has well defined role & responsibilities. Posters both in English and Urdu are
placed in all the customer contact points & branches of HBL to inform our customers
especially at the branches level about the existing multiple channels available to
them to record their suggestions or complaints in accordance with the requirements
of SBP & our quality standards.
Definition of Complaint:
HBL defines a complaint as;
Any expression of dissatisfaction, whether justified or not, about any aspect of our
business
A complaint can come from a customer or a non-customer. A complainant does not
have to state their wish to complaint for it to be a complainant. The complaint may
be implied within what they are saying or how they are saying it.
Complaint Characteristics:
The client expresses negative emotions or feelings.

The client suffers a financial loss, material distress or inconvenience.
The client is misinformed by the bank.
An error whether real or perceived has been made.
The client may be looking for an explanation or an apology.
The client expectations are not met.
A question is phrases as an exclamation.
Strategy:
CRU will view complaints as opportunities of improvements. Using these

parameters it will simplify / streamline processes & recommend
improvements.
Liaison with the various departments to ensure accurate & timely resolution
of complaints of the customer in order to enhance within TAT problem
resolution target.
Roles and Responsibilities:

Complaint Resolution Unit is the responsible unit whose role is to play as an
intermediary between the customers and the core units of bank to get their
complaints / issues / queries properly responded & answered.
CRU is responsible for monitoring, investigating and following up the

complaint from the concerned units and from customers. The response to the
complainant is based on the feedback received form the relevant department
and communicated through the preferred medium of communication of the
complainant.
If the feedback from the departments is not received within the TAT, the unit
escalates the complaint to the next level of responsibility.
The unit also maintains a record of complaints received, action taken to
resolve and the responses sent to the complainant.
Conduct Quarterly Complaint Management Training for relevant staff.
Also holds overall responsibility for customer satisfaction, including
satisfactory handling of complaints.
Standardize the quality of complaint resolution.
Addressing every customer complaint received through a formal / informal
way and identifies and eliminates any shortcomings by recommending
corrective action.
Monitor areas where frequent complaints come and strengthen them by
recommending corrective action.
Diligently resolve customer complaints.
Conduct in-depth Root Cause Analysis & recommend areas of improvement.
Complaint / Case Resolution Process for General Complaints:
Complaint is received in CRU needs to be checked first & forwarded to the

stakeholder.
Stakeholder need to investigate the case and provide solution for it. Case
details on CMS must be updated so that customer can be informed of the
status whenever he/she calls.
At the same time in case issue is not resolved within TAT, Interim call is made
by CRU specialist as per timelines specified in SBP circular 17 of 2004 to the
customer no later than the 10th day. CRU specialist is required to start
attempting for interim from 8th day via phone call and in case contact is not
established then interim letter will be sent to the customer.
CRU specialist is required to evaluate the resolution received from the
stakeholder and communicate the same to the customer. In case of
discrepancy, the complaint will be redirected to the relevant stakeholder for
necessary action.
The case will be then close on CMS by CRU specialist with comments received
from the stakeholder & attach all relevant evidences accordingly.
Complaint / Case Resolution Process for Regulator Cases: (Fast track

Resolution / Escalation)
This includes all those customer complaints addressed to the Regulatory agencies
by our customers. These complaints are received at the SERVICE QUALITY
department 3rd HBL Plaza, Karachi for resolution and follow up. Below is the process
for the same:
All complaint letters to be date-stamped by SQ.

SQ will log the case in CMS and forward the same to relevant department
with a copy marked to compliance (if necessary).
Acknowledgment within 1 business day of the receipt of the complaint will be
made to the Regulator by Service Quality informing them that the case has
been forwarded to the relevant department.
In case, complaint is not resolved within 10 days and anytime not exceeding
44 days, interim update(s) to be sent to Regulatory body, marking customer,
where required.
If response is not received within TAT, complaint will be escalated.
On receiving relevant documents / information from the concerned
department, SQ accordingly will ask Compliance department & Legal to
draft / vet final response and dispatch to SBP / BMP.
SQ will close the case on CMS with comments received by the stakeholder &
attach all relevant evidences accordingly.
Complaint / Case Resolution Process for Complaints Highlighted via Senior

Management including Presidents Office: (Fast track Resolution /
Escalation)
By Senior Management we mean any complaint cases highlighted to Service Quality

by:
CEO
Management Committee Members
Other Management Staff
The complaints received via Senior Management are sent to Service Quality for
resolution and follow up. Below is the process.
All complaints received by HBL Senior Management to be forwarded to

SERVICE QUALITY department 3rd HBL Plaza, Karachi for investigation.
All letters to be date-stamped by SQ.
SQ will log the case in CMS and forward the same to the relevant unit for
feedback.
Acknowledgment within 1 business day of the receipt of the complaint is
made to the customer by SQ.
In case of missing information from customers end, relevant unit
(Stakeholder) must immediately revert back to SQ.
SQ will call the customer to gather all information and pass it to relevant unit
to.
In case, complaint is not resolved within 10 days and anytime not exceeding
44 days, interim update(s) to be sent to the customer.
If response is not received within TAT, complaint will be escalated as per
escalation matrix.
On receiving relevant update from concerned unit, SQ will draft a response
and will send the drafted response to legal & compliance (if required) for
review along with all the requisite documents.
The final closure letter will be sent to the customer.
The case will then be closed on CMS by SQ.
Handling a Request Consumer Products:

Introduction
Service Quality (SQ) handles number of requests received through management or
directly from customers through written letter, phone calls and e-mail.
A proper mechanism is followed by the department at Head Office Karachi to
handle such queries by ensuring timely and adequate conclusion.
Defining a request
A request is defined by Banks existing customers or non-customers service

requirement fulfilled by the organization after receiving application.
Receiving Request
A request can be received from any of HBLs existing customers.
What circumstances make someone a request?
An existing customer can make a request for following:
Who
Updating data
Limit enhancement
Card Replacement
Card Re-issuance
Card Cancellation
Card Delivery
Direct Debit Instruction
Dispute claims (Debit Card, Credit Card, IBFT)
Habib Installment Plan (HIP) Cancellation
Reversals
Reward Points Related Requests
Bankers Cheque Cancellation
can make a request?
Existing HBL Customer

How to make a request?
Phone Banking
Card limit enhancement requests are logged by Phone Banking in the form
of an E-form.
Written Letter
Written requests are being received by SQ from customers.
E-mail
A request can also be received via e-mail.
How to process a request?
Phone Banking:
Customer calls Phone Banking and register his/her request. Phone banking officer
(PBO) registers it on CMS and generates a reference number. This reference number
is communicated to the customer on call by PBO. It subsequently goes into CIUs
bucket. CIU evaluates the case and forward declined cases to SQ. SQ sends
response letter to customer informing about the decision and closes the e-form on
CMS. A memo line is also updated from SQs end on CTL.
Written Letter:
Request received in writing is forwarded to relevant unit for processing. (The rest
of the process is same as above)
E-mail:
An e-mail request is forwarded to relevant unit for processing.
Returned Mail Process:

The complaint Management Unit must ensure that closure of the complaint is
communicated to the customers in order to maintain effective complaint handling
procedures and comply with SBP Circular no 17 of 2004.
Process
In case the customer is not contactable telephonically after 3 attempts, letter

will be sent at the correspondence address.
If letter gets returned from his registered address, letter will be resent to the
same address (Depending on return reason provided by the courier).
If letter gets returned from his registered address, letter will be resent on
alternative address.
Memo lines will be updated accordingly for Phone Banker to immediately
inform the customer if he/she calls back.
Complaint Capturing / Logging All channels:

Complaints through HBL Phone Banking
Other than product and transaction inquiries, Phone Banking also receives &
logs Complaints @ 111-111-425.
Complaints through Email
Complaints can be received on email at customer.complaint@hbl.com

BISP Complaints BISP.complaints@hbl.com
Separate email address for Platinum Credit Card customers
customer.care@hbl.com.
Complaints through Letters & Fax
SQ receives letter / Fax.

SQ date stamps all letters received at SQ.
Complaints are then handled and resolved as per pre-defined process.
Complaints through Drop Boxes
Complaint drop boxes are placed at the branches, which can be used by the
customer to lodge complaint confidentially.
The complaint drop box will be checked daily by Branch operations team.
All original hard copy of complaints to be sent to SQ.
Complaints are then handled and resolved as per the normal defined process.
Complaint Resolution Unit Internal Controls:

Scope
The Complaint Resolution Unit must have in place an appropriate and effective
complaint handling procedures. The unit must therefore be able to demonstrate:
The complaint handling procedures are appropriate for the products / market
they operate in.
Complaint handling procedures are actually being followed.
Complaint handling procedures are effective in resolving customer issues.
In a unit which is people-based, occasionally genuine errors or delays will certainly

occur. The principles and procedures set out in this manual are about learning from
our experiences, and ensuring fair dealing with customer. In respect to all
complaints, the staff should:
Focus to put matters right where possible.

Ensure that relevant stakeholders are aware of the matter at the earliest
possible stage.
Assess with relevant stakeholders what lessons might be drawn from the
situation in order to avoid further repetition of the problem or issue.
After discussion with relevant stake holders, issue an apology to the customer
if appropriate.
The unit internal controls design should focus on:
Complaint Capturing
Referring complaints to stakeholders / relevant unit
Complaint handling protocol followed
The appropriate investigation of complaints
Optimal closure of complaints
Communicating resolution to customers
Case audit trail
Root cause analysis on chronic complaints
Escalations
Embedded Controls
Control Name
Non Compliance to
Complaint Handling
Procedure.
Non Compliance to
Regulatory Protocol.
Lack of Optimal Staff

Training.
Lack of Timely
Complaint Escalation.
Description
Control
Non availability of updated

and detailed processes of
all activities carried out by
the department will lead
to potential customer
service issues / regulatory
penalties.
All complaints related to
regulatory material
compliance at branch
level.
Insufficient training for
staff and lack of
awareness may result in
suboptimal customer
service and
miscommunication /
mishandling.
Complaint Handling
Procedures: Complaint
Resolution Process Manual
is prepared in accordance
with local regulatory
requirements and signed
off by Senior Management.
SQ Spot Checks: SQ
conducts spot checks for
branches on periodic
bases.
Complaint Handling
Training: Staff dealing
with complaints (PBOs,
CRU Specialists, and
Complaint Resolution
Officers) should impart
End to End Complaint
Handling Process.
Control 1: Weekly
Complaint Escalation
Failure to resolve
complaint within the
Frequency
Annually
Bi-monthly
Bi-annually
Weekly
agreed TAT and

inappropriate escalation
procedure may lead to
customer dissatisfaction
and reputational issues.
Report: Weekly
Complaints Escalation
report should be escalated
to Management team and
relevant stake holders
highlighting the following:
Top 5-10 Complaints by
nature and their status (Inprocess or Closed)
Number and nature of
complaints not resolved
within the standard Turn
Around Time (TAT).
Number of days pending
for unresolved complaints
that have exceeded the
TAT.
Control 2: Complaint
Auto Escalation: CMS
should generate
automated interim and
escalation emails to the
management where
complaint has not been
resolved within the
standard TAT.
Lack of customer
clarity / satisfaction on
complaint resolution /
closure.
Non Compliance to
proper complaint
handling and resolution
protocol.
Lack of customer
communication on
complaints not
resolved by day 10.
Lack of adequate
customer feedbacks will
prevent us from getting
timely customer response
on our service
performance, complaint
resolution and further
improvements leading to
dissatisfaction.
As per specific alert

timelines defined for each
complaint type.
Monthly Customer
Satisfaction Survey:
CSS should be performed
on at least % of resolved
complaints in a month.
Monthly.
Review of Complaint
Resolution Evaluation:
Manager / TL CRU should
review a sample of 50
complaints to ensure that
all basic complaint
handling protocols have
been met.
Interim Update Auto
Escalation:
Monthly.
The complaint must be

responded within a period
of 10 working days. Where
a complaint requires
further investigation, an
interim reply must be
sent.
As per specified alert

timelines defined for each
complaint type.
CMS should generate

automated escalation
emails to management
where the complaint has
not been resolved within
10 business days as per
the below escalation
framework:
Escalation 1 would out for
all complaints that are
open on Day 8
open on Day 9 regardless
of where no action as per
defined parameters was
taken after escalation 1.
open on Day 10 AND
where no action as per
defined parameters was
taken after escalation 2.
Lack of Independent
review of Complaints.
Lack of periodic process

review my result in not
identifying flaw within the
process as well as
adherence to defined
procedures.
Interim updates go out in

the form of a phone call on
recorded line or letters /
emails.
Service Quality: Periodic
review of all defined
processes is to be
performed by Internal
Audit and Compliance (if
required) to timely identify
issues and mitigate risk.
Annually
CRU Reporting (MIS):

CRU Daily MIS
CRU maintains an MIS which is circulated among all team members to give current
status of overall CRU bucket. This includes status of pending complaints, follow-up
status and productivity of the Unit and each CRU specialist. This MIS gets updated
on daily basis by the unit.
Reversal MIS
This MIS is also prepared on daily basis, showing the number & amount of reversals
given by CRU in one particular day.
Credit Card Productivity MIS
This MIS is prepared and circulated to
basis, which involves all credit card
inventory and resolution of issues. This
investigation between all departments
escalation.
the Head - Consumer Banking on a daily

complaints with their open and closing
MIS shows the level of split of cases under
within the bank with the current level of
Interim MIS
By following regulatory requirement of interims on complaints, a particular MIS is
also circulated on daily basis in order to ensure that customer is contacted with
updated status of their complaint whenever it is needed According to interim
process defined by CRU, a customer is contacted for interim after every seven days
until the complaint resolved. Resultantly, five interim calls are made in total if the
complaint is on 35th day.
Invalid MIS
An MIS comprises of invalid complaints data is forwarded to both Karachi and
Lahore Phone Banking regions for re-logging the complaints. The regions revert MIS
back with updated status for onward necessary action.
Complaints Tracker:
A tracker is also maintained and shared by CRU to GM-Service Quality on daily
basis. This tracker is comprised of all products dealt at Complaint Resolution Unit.
Performance Management of CRU Staff:
To gauge the performance of CRU specialists on regular basis and in order to ensure
effective monitoring of their daily tasks, an MPS (Monthly Performance Synopsis)
process has been introduced. This helps in achieving units goals as well as facilitate
in creating a competitive culture among staff. This also gives recognition to staff of
their good performance. MPS is rolled-out on monthly basis.
Proposed MPS Scoring Grid:

Total Marks Achieved
Grade
100
>=95
>=90% and <=94.9%
A-
>=85% and <=89.9%
Satisfactory
<85%
Unsatisfactory
In the proposed MPS scoring grid, officer performance will be gauged on 4 different
levels with the minimum benchmark of 85%.
Punctuality
Maximum points = 10
To ensure the officer adhere to the office timings. Any officer coming 15 minutes
late to work, 1 point will be deducted, after 0930hours, 5 points will be deducted
from their monthly performance management score
Forwarding
Maximum points = 15
To ensure the timely forwarding of complaints to concern stakeholders in one
business day (3:00PM). Any officer who forwarded all complaints more than 95% will
get 15 points, 90% to 94.9% will get 10 points, 85% to 89.9% will get 5 point and
below 85% will get zero points.
Closing
Maximum points = 15
To ensure the timely closing of complaints in one business day. Any officer who
closed more than 95% complaints will get 15 points, 90% to 94.9% will get 10
points, 85% to 89.9% will get 5 point and below 85% will get zero points. Cut-off
time for complaint closure is same as complaint forwarding time.
Interim Calls
Maximum points = 10
If defined complaint TAT lapse, officer will make an interim call to customer. Any
officer who makes 100% interim calls will achieve 10 points, 95% to 99.9% will get 8
points, 90% to 94.99% will get 5 points and below 90% will get zero points. *CRU
Specialist needs to ensure strict compliance since its a regulatory

requirement.
Complaint Cycle
Maximum points = 30
To ensure to adhere with the defined complaint TAT. Any officer adhere the
complaint TAT more than 95% will get 30 points, 90% to 94.9% will get 25 points,
85% to 89.9% will get 20 points, 80% to 89.9% will get 15 point and below 80% will
get zero points.
Quality Check
Maximum points = 30
Randomly selected three calls will be assigned by the Manager CRU to TL CRU to
ensure the quality of resolution provided to the customer and customer satisfaction.
Any officer who achieves more than 95% will get 20 points, 90% to 94.9 will get 15
points, 85% to 89.9% will get 10 points, and 80% to 84.9% will get 5 points and
below 85% will get zero points.
Complaint Process Flow:
Complaints Escalation Matrix

Escalation Process Regular Complaints
Complaint with in TAT
Escalation -1
Escalation on 1st day of TAT
breach
The complaint will be assigned to relevant complaint coordinator for the

investigation and resolution. If the response/ resolution If the resolution
not provided within the defined turnaround time, the reminder will be sent
keeping the next level in the loop. The complaint may also be escalated to
the next level of the bank, depending on the urgency of the matter.
Description
Complaint pertain to Branch Banking will be escalated to RGM OPS next
day of defined turnaround time. Other than Branch Banking will be
escalated to Unit Head.
Escalation -2
Escalation on 2nd day of TAT
breach
Complaint is escalated to RC/Department Head if not resolved by next day

of escalation to RGM / Unit Manager.
Escalation -3
Description
Escalation on 3rd day of TAT

breach
Escalation -4
Escalation on 4th day of TAT
breach
Description
Complaint is escalated to Branch Operation Head/Business Head if not

resolved after one day of escalation to RC/Department Head
Description
Complaint is escalated to Group Executive if not resolved after 1 day of
escalation to Branch Operation Head/Business Head
Escalation Process- Banking Ombudsman, President Secretariat, State

Bank &Senior Management
Unlike routine complaints, a more stringent complaints resolution and escalation process
needs to be followed for this segment considering the fact that majority of them already
approached the bank but not satisfied for some reason.
Complaint with in TAT
Escalation -1
Complaint assigned to relevant complaint coordinator for the investigation

and resolution. If the response/ resolution not provided within 2
business days, the reminder will be sent keeping the next level in the
loop. The complaint may also be escalated to the next level of the bank,
depending on the urgency of the matter.
Description
Escalation on 3rd day
Complaints pertaining to Branch Banking will be escalated to RGM OPS on

day 3 of receipt. Other than Branch Banking will be escalated to Unit Head.
Escalation -2
Description
Escalation on 4th day

Escalation -3
Escalation -4
Complaint is escalated to RC/Department Head if not resolved after one

day of escalation to RGM / Unit Manager.
Description
Complaint is escalated to Branch Operation Head/Business Head if not
resolved after 2 days of escalation to RC/Department Head
Description
Complaint is escalated to Group Executive if not resolved after 3 days of

escalation to Branch Operation Head/Business Head
*CRU will not escalate individual complaints at escalation level 3 and 4. A MIS will be generated of all the pending
complaints containing nature of complaint, its ageing and name of unit manager / supervisor where the complaint
is undecided will be sent at these levels, as and when required.
Escalation Table (Direct Complaints)
Escalation Table (Regulatory & Escalated complaints)
Complaints Related Regulatory Requirements in Pakistan:

State Bank of Pakistan (SBP) (CPD)
BPD Circular No. 17 of 2004
Acknowledge all complaints.

Handle and investigate the
complaints in a fair and prompt
manner.
Reply to the complainant must be
clear along with reasoning.
Complaints must be responded
within a period of 10 working
days.
If complaint requires further
investigation, then an interim
letter / update should be sent
every 10th Day.
Final reply should be sent within a
period not exceeding 45 days.
Complaint lodgment process
should be visible at the branches
& on the website. Leaflets should
also be provided to customers
upon request.
Banking Mohtasib Pakistan (BMP)
If the customer does not receive a

reply from the bank within 45
days, or finds the reply
unsatisfactory, the customer may
file a complaint with the BMP on
the prescribed complaint form as
per the guidelines mentioned on
the website.
Banking Mohtasib FAQs should be
available at all branches.
(Regulatory Protocol)
Important Note: The BMP will
not accept complaints pertaining
to bank policy e.g. published
schedule of charges, loan policies
etc. For instance, the BMP cannot
order a bank to sanction a loan or
wave and reduce markup on
loans.
Link: http://www.bankingmohtasib.gov.pk
Link:
http://www.spb.org.pk/bpd/2004/C17.ht
m
Annexure
Complaint Resolution Unit Training:
The objective is to equip the CRU staff with the right set of skills required for
handling customer complaints efficiently and effectively.
Being a service unit, responsible for interacting and resolving customer

issues, training is an essential at CRU. For all new product launches and
initiatives, the relevant units impart training.
Being a customer service unit, any changes in product, policies, SOCs etc is
essential for CRU staff involved in resolving customer complaints. To gauge
complaint handlers knowledge, monthly quizzes will be conducted.
Complaint Management Unit Training Module:

The objective is to equip the CMU staff with the right set of skills required for
handling customer issues / complaints efficiently and effectively.
Structured Training
Rotation plan will be followed and nominations are forwarded to Department Head.
Based on the areas of development, CRU staff is required to participate and liaison
with various stakeholders with a view to understand operational activities being
carried out at operational level as well as go through their process manuals /
Service Level Agreements to have better understanding and clear idea.
Incorporated in the training program are the elements which pertain solely to CRU.
These include Induction training, Product specific training, System training,
Customer handling and letter writing skills.
The following topics will be covered in the Training Program:
Department & All Products Overview
Job Description
Monthly Complaint Evaluation
System Training (MISYS, CMS, IRIS, CTL)
Soft skills training

Complaint Handling Skills
Product Training
Process Training
What is a Complaint?
HBL defines a complaint as;
business
A Complainant does not have to state their wish to complaint for it to be a
complaint. The Complaint may be implied within what they are saying or how they
are saying.
Complaints usually occur due to:
Staff Behavior / Attitude

Lapses / error by staff
System breakdown / Non-functionality
Delays
Committed services not provided
Incorrect charges deduction
Complaints are really just opportunities in disguise that can enable you to optimize
and understand deficiencies in the system and at the same time identify areas for
improvement.
Role and Principles of Complaint Resolution Unit:
Role
CRU / SQ play the role of an intermediary between the customer and the core units
of the bank to get our customers complaints/issues properly investigated and
responded.
CRU is responsible for monitoring, investigating and following up the complaint from
the concerned units and from customer form initiation of complaint till closure.
Principles
To standardize the quality of resolution and contribute positively to within TAT

resolution and at the same time to reduce the number of complaints.
To address every customer complaint / issues received through a formal /
informal way and to identify and eliminate any shortcomings by
recommending corrective actions.
To monitor areas where frequent complaints come and strengthen them by

recommending corrective action.
To standardize Turn-around-Time (TAT) and diligently resolve customer
complaints.
To conduct in-depth Root Cause Analysis (RCA) based on customer and
recommend areas of improvement to the business and product management
team.
Key Complaint Management Indicators / Terminologies:
Level 1 Complaints (FCR): Level 1 complaints are those potential
complaints that are resolved at FCR at the Contact Centre. These complaints
are not sent to CRU for investigation.
Acknowledgment: This refers to acknowledging the customer complaint via
phone, letter or email within 24 hours of the receipt of complaint.
Interim Update: If any complaint is pending for more than 10 days, the
customer is proactively updated of the status of complaint SBP Protocol.
Root Cause Analysis: After investigation has been closed, root cause is
identified for each complaint. Root Cause analysis enables us to address the
error / gap to prevent re-incidence / reduce volume.
Volume: The number of complaints lodged during a specified period.
Stock / In-Process: The number of open complaints which are carried
forward to next month.
Complaint Registration Channels:
HBL Customers can raise their concerns / feedback via the following channles:
Phone Banking:
111-111-425
Email:
customer.complaint@hbl.com
Fax:
Received at SQ (Fax #: 021-3)
Letters:
Received at SQ (SQ Address: 3rd Floor, HBL Plaza)
Complaint Drop Boxes:
Letters of complaints forms dropped at any our drop boxes located at our branches.
Regulators:
State Bank of Pakistan, Banking Mohtasib, Consumer Protection Council or other
Government Authorities.
Senior Management / Bank Staff:
Email / Letter received by any of the senior management or bank staff.
Case Types:
Query:
A request by a customer for information about a product or service provided by the
bank that does not reflect dissatisfaction.
Complaint:
business.
Compliment:
Any expression of satisfaction or commendation.
Feedback:
Instances of providing information to businesses about products, services and
general customer service. Organization can use customer feedback to improve
service delivery, streamline processes and improve profitability. Customer feedback
may be solicited or unsolicited by the company.
Service Request / E-form:
Any service requested by our customers which is offered by the bank.
Refunds, Compensation & Gesture of Goodwill:
Refunds
A Refund is a repayment of a specific charge. It returns the customer to

their previous financial position.
A Mandatory Refund is a refund of a charge that has been incorrectly
applied as a result of a bank error. Where our actions or errors have resulted
in a loss to the customer a refund must be made to the customer

immediately, including any associated charges.
A Discretionary Refund is a refund of a charge that has been applied as a
result of a genuine customer error. Discretionary refunds may be given where
we have made a justifiable charge but there are sufficient reasons in the
complaint handlers opinion to refund the charge, for example, the value of
relationship.
Compensation
Compensation is a financial payment given in order to resolve a complaint by

putting the customer back in to the position they would have been in, if the
bank error had not occurred. It should recompense any current or projected
financial loss incurred by the customer a result of a bank error, and costs
incurred in making the complaint.
Gesture of Goodwill
A gesture of goodwill is a voluntary non-financial gift designed to generate

goodwill and repair any damage to customer loyalty / satisfaction following
resolution of a complaint or where it is felt appropriate.
A gesture must always be a surprise to the customer and not used as a
bargaining tool in order to resolve the complaint.

Process Manual - Complaint Resolution

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Process Manual - Complaint Resolution

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Service Quality/CRU Manual

Complaints Resolution Unit Process

Document Risk Classification:

Document Effective Date:

Document Revision Date:

Copyright (2014) by HBL

Service Quality/CRU Manual

Service Quality/CRU Manual

Gul Baz Khan

Service Quality/CRU Manual

The client expresses negative emotions or feelings.

CRU will view complaints as opportunities of improvements. Using these

Service Quality/CRU Manual

Roles and Responsibilities:

CRU is responsible for monitoring, investigating and following up the

Complaint / Case Resolution Process for General Complaints:

Complaint is received in CRU needs to be checked first & forwarded to the

Service Quality/CRU Manual

Complaint / Case Resolution Process for Regulator Cases: (Fast track

All complaint letters to be date-stamped by SQ.

Complaint / Case Resolution Process for Complaints Highlighted via Senior

Service Quality/CRU Manual

By Senior Management we mean any complaint cases highlighted to Service Quality

All complaints received by HBL Senior Management to be forwarded to

Handling a Request Consumer Products:

Service Quality/CRU Manual

A request is defined by Banks existing customers or non-customers service

Existing HBL Customer

Service Quality/CRU Manual

Returned Mail Process:

In case the customer is not contactable telephonically after 3 attempts, letter

Service Quality/CRU Manual

Complaint Capturing / Logging All channels:

Complaints can be received on email at customer.complaint@hbl.com

Complaints through Letters & Fax

SQ receives letter / Fax.

Complaints through Drop Boxes

Complaint Resolution Unit Internal Controls:

Service Quality/CRU Manual

In a unit which is people-based, occasionally genuine errors or delays will certainly

Focus to put matters right where possible.

The unit internal controls design should focus on:

Lack of Optimal Staff

Non availability of updated

Service Quality/CRU Manual

agreed TAT and

As per specific alert

The complaint must be

As per specified alert

Service Quality/CRU Manual

CMS should generate

Lack of periodic process

Interim updates go out in

CRU Reporting (MIS):

Service Quality/CRU Manual

the Head - Consumer Banking on a daily

Service Quality/CRU Manual

Proposed MPS Scoring Grid:

>=90% and <=94.9%

>=85% and <=89.9%

Service Quality/CRU Manual

Specialist needs to ensure strict compliance since its a regulatory

Service Quality/CRU Manual

Complaint Process Flow: