Customer satisfaction
We’re committed to get things right for our customers. We aim to provide a high quality service and to continuously improve service standards. We made excellent progress in 2007 – improving experience and service for both new and existing customers. This success was reflected in the month-by-month reductions we achieved in Energywatch complaints.
Our team works round the clock to restore power for customers
EDF Energy wants to care more for our customers and continually improve customer experience. On Energywatch’s domestic customer complaints rankings, EDF Energy is currently ranked third and continually improving.
We’ve made it easier for customers to raise concerns. For example, we’ve improved complaints signposting on our bills and created a dedicated email address that channels all concerns raised to our complaints handling teams. As a result, complaints are now dealt with faster and more effectively. In 2007 we launched a new initiative, offering our customers the chance to discuss their concerns with a customer liaison officer and resolve complaints without the full involvement of Energywatch. The scheme has the full backing of Energywatch.
In 2007, approximately 15000 interviews were held with customers to ascertain opinions on services including billing, value, quality, customer care and brand. In terms of application of results, our billing enhancement was measured with the success by the billing attribute.
The measure for success was Mass Market satisfaction (residential and small businesses customers) to be 74.5% and Major Business satisfaction to be 66%, this was achieved.
Making it easier for customers
We’ve made it easier for customers to raise concerns. For example, we’ve improved complaints signposting on our bills and created a dedicated email address that channels all concerns raised to our complaints handling teams. As a result complaints are now dealt with faster and more effectively.
In 2007 we launched a new initiative, offering our customers the chance to discuss their concerns with a customer liaison officer and resolve complaints without the full involvement of Energywatch. The scheme has the full backing of Energywatch.
Learning from experience
We’ve improved the way we share knowledge and learn from experience right across our business. We now create an accessible case study following every complaint – highlighting the points at which service fell short of the high standards we expect. These case studies help our employees to resolve future problems and to understand the impact that complaints have on our reputation and competitiveness. We now hold regular complaint reduction and prevention meetings to discuss future customer service improvements.
We’ll maintain our focus on standards in 2008 – emphasising the value of prevention. We’ll also take an active role in industry-wide discussions about the best way to manage complaints.
We use two measures to assess the performance of our networks, Customer Minutes Lost (CMLs) and Customer Interruptions (CIs). These measures are based on occurrences per 100,000 customers. The lower the number the better the result.
| CIs |
EPN(*) |
LPN(*) |
SPN (*) |
| 2007 Performance |
70.97 |
32.74 |
87.07 |
| 2007 Targets Ofgem |
87.20 |
36.2 |
86.5 |
| CMLs |
EPN(*) |
LPN(*) |
SPN (*) |
| 2007 Performance |
66.3 |
44.2 |
91 |
| 2007 Targets Ofgem |
70.6 |
40.1 |
72.6 |
In Eastern and London Power Network regions, we were comfortably ahead of the Ofgem targets for Customer Interruptions in 2007.
In South East and London Power Network regions, we did not achieve our target for Customer Minutes Lost because Ofgem targets have tightened year on year more quickly than we have been able to roll out our planned investment in automated switching. This is the process where network intelligence allows us to restore power within minutes from alternative sources and isolate a faulty section without manual intervention. However, the current investment will lead to improvements which will provide the best opportunity to meet these targets.
Networks customer satisfaction
Each month our regulator Ofgem surveys 75 customers in each network area who have telephoned their network operator. They are asked to rate their dealings with us from 1 to 5 (1 being poor and 5 being good) based on politeness, willingness to help, accuracy, usefulness of information and the speed of answering.
| |
EPN(*) |
LPN(*) |
SPN(*) |
| 2007 |
4.18 |
4.05 |
4.07 |
| 2007 customer satisfaction |
83.6 % |
81 % |
81.4% |
In 2007 we consolidated our network call centre services within our networks areas in the UK with sustainable refurbishment, introducing new telephony technology and improved processes. The refurbished centre began operation in April 2007 and was fully operational by October.
(*) EPN: Eastern Power Network, LPN: London Power Network, SPN:South East Network
main content
Customer satisfaction
We’re committed to get things right for our customers. We aim to provide a high quality service and to continuously improve service standards. We made excellent progress in 2007 – improving experience and service for both new and existing customers. This success was reflected in the month-by-month reductions we achieved in Energywatch complaints.
Our team works round the clock to restore power for customers
EDF Energy wants to care more for our customers and continually improve customer experience. On Energywatch’s domestic customer complaints rankings, EDF Energy is currently ranked third and continually improving.
We’ve made it easier for customers to raise concerns. For example, we’ve improved complaints signposting on our bills and created a dedicated email address that channels all concerns raised to our complaints handling teams. As a result, complaints are now dealt with faster and more effectively. In 2007 we launched a new initiative, offering our customers the chance to discuss their concerns with a customer liaison officer and resolve complaints without the full involvement of Energywatch. The scheme has the full backing of Energywatch.
In 2007, approximately 15000 interviews were held with customers to ascertain opinions on services including billing, value, quality, customer care and brand. In terms of application of results, our billing enhancement was measured with the success by the billing attribute.
The measure for success was Mass Market satisfaction (residential and small businesses customers) to be 74.5% and Major Business satisfaction to be 66%, this was achieved.
Making it easier for customers
We’ve made it easier for customers to raise concerns. For example, we’ve improved complaints signposting on our bills and created a dedicated email address that channels all concerns raised to our complaints handling teams. As a result complaints are now dealt with faster and more effectively.
In 2007 we launched a new initiative, offering our customers the chance to discuss their concerns with a customer liaison officer and resolve complaints without the full involvement of Energywatch. The scheme has the full backing of Energywatch.
Learning from experience
We’ve improved the way we share knowledge and learn from experience right across our business. We now create an accessible case study following every complaint – highlighting the points at which service fell short of the high standards we expect. These case studies help our employees to resolve future problems and to understand the impact that complaints have on our reputation and competitiveness. We now hold regular complaint reduction and prevention meetings to discuss future customer service improvements.
We’ll maintain our focus on standards in 2008 – emphasising the value of prevention. We’ll also take an active role in industry-wide discussions about the best way to manage complaints.
We use two measures to assess the performance of our networks, Customer Minutes Lost (CMLs) and Customer Interruptions (CIs). These measures are based on occurrences per 100,000 customers. The lower the number the better the result.
In Eastern and London Power Network regions, we were comfortably ahead of the Ofgem targets for Customer Interruptions in 2007.
In South East and London Power Network regions, we did not achieve our target for Customer Minutes Lost because Ofgem targets have tightened year on year more quickly than we have been able to roll out our planned investment in automated switching. This is the process where network intelligence allows us to restore power within minutes from alternative sources and isolate a faulty section without manual intervention. However, the current investment will lead to improvements which will provide the best opportunity to meet these targets.
Networks customer satisfaction
Each month our regulator Ofgem surveys 75 customers in each network area who have telephoned their network operator. They are asked to rate their dealings with us from 1 to 5 (1 being poor and 5 being good) based on politeness, willingness to help, accuracy, usefulness of information and the speed of answering.
In 2007 we consolidated our network call centre services within our networks areas in the UK with sustainable refurbishment, introducing new telephony technology and improved processes. The refurbished centre began operation in April 2007 and was fully operational by October.
(*) EPN: Eastern Power Network, LPN: London Power Network, SPN:South East Network
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