PT Contact - Stevie Awards

Stevie Awards
What is it that makes
Our company
great?
Corporate Offers
NATIONAL
PESSOAL
BRAZIL
Voice, Internet
Mobile and
SVAs*
CORPORATE
IT/SI Solutions
outsourcing
PMEs
Convergent
F-M Service
4 Play
MOBILE
FIXED
*VAS: Value Added Services (i.ex.,mobile phone internet)
RESIDENCIAL
INTERNATIONAL
Reinforce competitive position
Growth
Efficiency and cash-flow
Scale
Innovation as a Key Success Factor
Focus on effiiciency ensuring the sharing of best practices
AFRICA
PT - Our Goals
Objectives
Targets 2011
Customers
100
Dimensão
Economic
Económica
Dimension
Leadership in all
segments
Superior performance in
shareholder return and
financial and operating
results
2/3
of total revenues
N.º 1
1.º
Quartile
Social
Dimension
… Ability to
deliver results in
a balanced way
…
… with respect
for the
environment …
… and living their
responsibilities
as social agent
…
Sub-dimension
Sub-dimension
Sub-dimension
• Corporate
Governance
• Environmental
performance
•Human capital
development
• Risk
Management
• Environmental
Report
• Tallent Attraction
and Retention
• Conduct Code
• Environmental
Policy
• Civil and Social
Responsability
• Climate
Strategy
• Social Report
Millions of customers
International
Business
Environmental
Dimension
• CRM
• Brand
management
• Services
Development
• Privacy
Protection
PT position as a reference in the field of sustainability
• Stakeholders
Involvement
• Supplier
Standard
• Digital Inclusion
3
PT Contact design aligned with PT Business Segments and Goals
• Organization design aligned with Business
Segments
• Each Business Area in PT Contact
integrates Front and Back office operations
• SLA’s per service and per segment
• Main Goals:
• Cost Reduction
• First Call Resolution
• TMA reduction
• Outsourcing
• Front & Back Integration
• Client Experience
• Service Quality
Foundation and evolution…
1970 -1980
PT Contact is born
as Time Sharing,
pioneer in the use
of computers in
time-sharing
regime
1990 - 1998
PT takes a control
position and the
management of Contact
Center services.
Desenvolvimento de
BackOffice services for
different public entities
1987
Início da actividade
Telemarketing
2005
New Contact Center in
Bragança ; Foundation of
APCC – Portuguese
Association of Contact
Centers. Largest domestic
Multi Site Contact Center.
2002
Inauguration of 3
centres reaching 1342
assistant positions under
its management.
1989
Offer of New Services
(Videotex; email)
1980 -1990
New Products and
Services (PC
computing, training
and technical
assistance)
Consolidation, Integration
Leadership
2009 - …
Integração of all domestic
CC operations . 4 new
contact centers (St Tirso,
Coimbra, Af Costa,
Funchal). Management of
5.500 Front and Back
Assistant Positions.
2003 - 2004
2000
PT Contact –
Telemarketing e
Serviços de
Informação, S.A.
Implementation of
Quality Management
System according to
ISO 2001:2000.
New Contact Center
(Cape Verde)
2006
New CC in Castelo
Branco. Record 100
TMK campaigns
simultaneously
Our Company
Subsidiary of Portugal Telecom Group
Management, implementation & optimisation of Customer
Relationship Centres (Front Office & Back Office)
Integrates technology & solutions for different needs
customer call & contact services providing advanced
technical support
Currently manages 22 Relationship Centres, a total of 4,550
physical Front Office & 760 Back Office positions
Volume superior to 70 million contacts anually, being the
largest company delivering this type of services in Portugal
Core Business – Customer Service
Management of Customer relationship.
In an outsourcing regime, we also manage Telephone, Presencial, Backoffice and
Technical (infrastructure) services.
We are specialist in
managing…
Human Resources
Technology
Infrastructure
Know-How
Enabling to…
Create
Implement
Manage
Optimise
Our main goal is to …
Create value
Optimise resources
Bring together business partners
E2E Offers
Goals, expectations and customer
experience
Added Value Services
Sales
Customer
Care
The Company
Goals and
value chain
of the
business
Automation
Loyalty;
retention;
Winback
Service
Desk
Technical
Support
Back
Office
Infrastructure
Multiplus
Channels
Experience, knowledge management
and customisation
Adequate
solutions for
business
The main goal of PT Contact’s strategy aims
at the difference through quality and
creation of value to the businesses of its
customers:
Better Processes and Innovation
Investment in People
Operacional Efficiency
Only company in the sector to be certified in 3 areas
Quality Certification
ISO 9001
Certification of
Occupational Hygiene,
Health & Safety
Environmental
Certification
PT Contact successfully completed the certification of
environmental compliance with the standard NP EN ISO
14001:2004 showing their concern and involvement in terms of
responsibility towards the environment by minimizing the
environmental aspects and impacts that their activities may
cause.
PT Contact - Key figures
Millions Calls
70 Year
per
Millions requests in
3 Backoffice
22 Contact Center
Assistant positions
4555 Front Office
Assistant positions
760 Back Office
Employees Focus on
8500 customer
Different Services
120 managed by PT Contact
thousand hours of
400 Training / year
We are close to the customer - Geographic Locations
Santo Tirso
Frontoffice - 500
In an ever demanding market
in which the goal of
organisations is centered on
customer satisfaction and his
loyalty, PT Contact has the
largest Multi Site Contact
Center in Portugal and one of
the largest in Europe
Braga
Backoffice - 10
Penafiel
Backoffice - 4
Bragança
FrontOffice - 56
Porto
Frontoffice - 270
Backoffice - 150
Aveiro
Viseu
Backoffice - 15
BackOffice - 15
Coimbra
Frontoffice – 728
Backoffice - 12
Castelo Branco
Leiria
FrontOffice - 310
Backoffice - 22
Lisboa
Frontoffice – 2276
Backoffice - 490
Setúbal
Évora
Backoffice - 24
FrontOffice - 104
MADEIRA
Funchal
Frontoffice - 79
CABO VERDE
Cidade da Praia
Frontoffice - 159
Beja
FrontOffice – 227
Backoffice - 15
Faro
Backoffice - 3
Performance: growth, consolidation and integration
Employees
Management of Assistant Positions – Units
700
258
240
2007
2008
2009
3.940
4.260
2007
2008
5.370
2009
Customer Service|
philosophy
MISSION VISION
Care each customer as if he
was the only one
What we listen to,
WE FORGET!
What we see,
WE REMEMBER!
What we experience,
WE LEARN!
Transform each contact into a
unique, enriching moment,
with positive feeling
VALUES
Innovation, Flexibility,
Empathy, Proximity,
Experience-related
THE CALL
CENTER Customer
AT TMN – Main
Goals
PT Contact
Service
– Main Goals
How does Call Centre Management
fit the strategy of the company?
The main drivers of the customer
support service are:
We seek Excellence in operational management
We seek the Best Practices in management
Obsession for Quality of Service for the customer
based on the Opinion of Customers
To serve each customer as if he were the only one
Focus on Business Goals – Call center s 100%
aligned with enterprise strategy
To bring the voice of the customer into the
company, making it useful for the business
Tight cost control – To eliminate waste and still
maintain quality in customer service
THE CALL
CENTER Customer
AT TMN – Main
Goals
PT Contact
Service
– Main Functions
There are
three distinct management
functions/layers in Call Centre
management :
1
2
3
Operational Management – HR, Time
schedules, Capacity, Training, recycling,
Coaching, feedback to assistants, room
management, SLA follow-up.
Customer Support Service Management
– Dimensioning, Levels of service per
no. of customers, SLA Evaluation,
identification of improvement areas in
customer contact. Skills Based Routing
Strategies, Skills development, new
customer contact models,
specialisation, implementation of new
services.
Improve Customer Experience - within
the entire company: Bringing the Voice
of the customer into the organisation in
a systematic and consequent way, daily
collection of customers’ problems,
(Customer Voice Observatory/Tactical
Centre), identification of the root
cause, addressing the problem, followup up to the solution. There is also a
quantitative analysis of the evolution of
call centre issues:
THE CALL
CENTER ATMANAGEMENT
TMN – Main Goals
OPERATIONAL
| Follow-up Model
Follow up at Call
Centre
Daily
Local daily follow-up for
resolution of customers’
issues
Weekly
Managers
/Supervisors (daily
support for Call Centre)
Supervisors/Team
leaders (management of
subscribers team)
Training Team
Quality Team
Subscribers
Weekly meetings between contacts
to pass information (new P&S,
expected traffic variations, etc.)
and status of SLAs, and definition
and control of improvement actions
Monthly SLA Follow up
Sending of monthly information on quantitative
SLAs, benchmarking Report of best practices
Monthly meeting with Heads of Department for
follow up of the operation and definition of midterm strategy
THE CALL
CENTER
AT TMN –care
Mainfor
Goals
Design
the customer
each customer
Competence Segmentation
Promote the efficiency of quality
and response
Soft skills valued by
customers
Promote positive feelings to
customers
Customer Value
Give our best to our best
customers
Delivery an awesome
Customer Service
Characterisation of the Customer
SERVICE MANAGEMENT | Right Assistant for the Right Customer
When a call reaches the Call Centre
Characterisation of the
Customer
Criteria for service
differentiation
Geographical
Characteristics
Understand the Customer
Value of the Customer
Know his preferences, what
he values in technical and
non-technical support
Value of monthly bill (Paymonthly)
Type of Customer: postpaid, prepay or broadband
Accessibility of Service
Period of Permanence as
Customer
Private/Business Customer?
Services (Billing, Internet,
…)
Technical Skills;
Behavioural Skills (i.e.
Sympathy)
New Customers?
To know who is
calling before
speaking with the
customer
Value of top-ups (Prepay)
VIP Customers
Segment Knowledge
Assistants differentiated
by:
Prepay/Postpaid
Language skills
Professional support
Assistance Technical
Internet
…
Segment Skills
(preferences)
Hierarchisation of Skills, in
terms of Behavioural and
Technical Skills, most valued
by customers (opinion of
customers)
Characterisation of the level
of proficiency of every
operator (training and know-
how)
Seniority of assistants
To know who is the
right person to
serve the customer
Segment Accessibility
Effort (differentiated waiting
time)
AVERAGE
WAITING TIME
[SEC]
28
15
6
High
Medium Low
Offer
Characterisation of assistants
SERVICE MANAGEMENT | Right Assistant for the Right Customer
Introducing knowledge in the processes
Matching each customer with most
suitable agent
Whenever a customer calls us from his
mobile phone, he is automatically
identified and classified
In case the customer has an complain not solved or a
recent one, the call is forward by ACD-CTI (ranting
strategy) to a pool of assistants specialized in dealing
with complaints
Each agent is scored in terms of
attributes most valued by customers
With a pop up window (generated by the CRM-Siebel)
with customer data when the call comes in. We can
identify not only the customer, but also alerts
situations such as recent complaints or offers as well
as specially defined campaigns for that specific
customer (applets with different colors that alert
assistants to relevant information)
SERVICE MANAGEMENT | Define Customer relationship Model
THE HOLE SKILLS DEVELOPMENT MODEL
IS BASED ON OUR CUSTOMER RELATIONSHIP MODEL
Customers
Vision
Mission
Each customer
as if he were
the only one
Transform each
contact into a
unique, enriching
moment with
positive feeling
Values and
Principles
Communication
channels
Motivation
and feedback
Tools
Innovation, Flexibility,
Empathy, Proximity,
Experiential, First
Contact resolution
Intervenients
Skills
Script
MAIN KPIs
Quality and Satisfaction Indices
evaluated by customers
Fist Call Resolution asked
directly to the customer
Net Satisfaction (difference between %
of very satisfied customers and
% of very unsatisfied ones)
Rate of Recall - % of calls from an
assistant repeated in a 24 hour space
Average waiting time
% Answered calls
% Answered calls in less than
15 and 30 seconds
Rate of resolution at Front-Office
(asked to customers)
Average handling time at Back-office
Cost per customer
Quality Benchmark Service Quality & Client Satisfaction (wireline & wireless).
Source: Mckinsey European Benchmark
Operations Benchmark Cost per call (wireline & wireless). Euros
Customer Care Operations - cost control through benchmark
PT Contact – Nearshoring Strategy
• Decentralization and expansion of these
services to the interior is heavily valuegenerating for the country, resulting in job
creation, technological progress, access to
technologies state of the art and broadband
access in these places, and qualification of
human resources.
• The Contact Centers today are an important
source of employment (~ 1% of the
population) and the policy of decentralization
followed by PT Contact in recent years has
been responsible for creating and enhancing
thousands of jobs in various areas were
implemented contact centers.
PT Contact – Nearshoring Strategy
The decentralization of activities of PT Contact based
on a balanced analysis of the costs, benefits and
impacts in the local community. We conclude that
there are several arguments for these operations of
which are:
• A workforce with good cultural level (in the
internationally case , with a good level of knowledge
of language and Portuguese reality )
• Reduced employment opportunities in selected
regions with low turnover of staff
• Facilities for recruitment of the workforce (good
cultural level because of poles university)
• Investments welcomed by the authorities and local
authorities
• Existence of means of
capabilities
available
to
interconnection of centers
telecommunications
to
ensure
the
• Existence of space and infrastructure available
• Technical implementation facilitated due to
synergies with existing platforms and technologies,
in particular the use of Voice over IP
PT Contact – Contact Center de-centralization effort
Seats deployed in last 3 years …
New Seats ~ 1.400
2005-2009
… reduction presence in Lisbon and oPorto as
main goal
Rational
Front-office capacity
• Turnover reduction
60
49
100%
Out of
Lisboa
500
33%
53%
• Increase quality of
service thus better CSI
• Set-up cost arbitrage
• Competencies potential
not explored in
Universities, technical
schools, ... outside major
cities
370
300
Lisboa
• Regional job creation
opportunity
Madeira
72
2005
2009
• Sustainability policy
1st Quarter results from de-centralization effort
(Santo Tirso - Call Center)
Increase in
Effectiveness *
Seg Empresarial
Activity
Volumes
Exceptional
Ramp-Up
Seg Pessoal
Operation
Activity
Volumes
Reduction
16,66%no
Login
Redução
emin16,66%
hours volume
needed
to
volume
de horas
de login
obtain an equal
of do
necessárias
paranumber
obtenção
decision
makers
mesmo número de decisores;
Reduction (9,33%) volume
contacts made for the same
number for visits
~500 K overall contacts
~70 K contacted
~22 K visits registered
~20 K login hours;
For 6,081 claims a reduction
of 125 minutes in the
average treatment requests
3 time winners of the
weekly Call Centers “league”
CSI superior than the
average index for 1696
Reduction - 8% in login
hours needed for the same
number of visits
Monthly Turnover rate com
média below average
around 3% against 5-6%
~264 K Answered Calls = 2.585 answered calls/day approximately 81 calls
per seat/day. ~ 150 seconds decrease in TMC since beginning of operation
* 3 best 2009 months in Lisboa vs 3 first months in Santo Tirso (Set. a Nov.-09);
Some of our Centers
The well-being of our employees while they perform their duties is another
one of our big concerns.
The area of the Contact Center is designed basically to provide the integration
of several areas, such as open space service, rooms for training and coaching,
technical centers and rest areas.
We Listening to customers
Apart from serving the customer, we
have another big strategic goal:
To bring the voice of the customer into the
company
Seeking actions to improve customer experience
in partnership with all areas of the company:
Daily collection of customer problems
Identify root causes
Address the problem in the
company (identify the owner)
Follow-up the solutions
We Listening to customers
Bringing the Voice of the customer into
the company
WOCAS - What Our Customers
Are Saying?
Actions to Improve Customer Experience
with the entire company: Bringing the
Voice of the customer into the
organization in a systematic and
consequent way, daily collection to
customers problems, (Customer Voice
Observatory/Tactical Centre),
identification of the root cause,
addressing the problem, follow-up to the
solution. There is also a quantitative
analysis of the evolution of call center
issues.
G7 MEETING - Top Management follow-up
Every Week, a steering committee takes
place at director level to follow the main
issues that irritate customers and priorities
structuring actions for their resolutions
In one year we eliminate 1/3 of calls (dumb
call of mobile internet) and 1/2 of complains
There is always an agenda to follow
5 terms of the worries on the agenda
Follow-up of the evolution of the respective contact
per motive (i.e. contacts per bill) and respective
action plans (with timetable and owners)
TACTICAL CENTRE
A special team looks daily at waiting queues, call reasons and
listens to calls, receives feedback from call center messages.
With this information, the group accelerates and stimulates
the resolution of the problem by approaching and
establishing the connection between the right people in the
organization.
Daily, we publish the terms of the day at 5 PM:
Customer complaints
Root causes
Owner of resolution
On the following day, an operational coffee
takes place, a 30 minute meeting with the
representatives from every Department
involved, in the terms of the agenda.
TACTICAL CENTRE - Powerful communication tool
The goal is to accelerate the resolution
of specific problems, by putting them in
the hands of the right people
It is a powerful communication tool, a
real speed dating agency of the
organization in terms of the customer
Apart from reducing call Center costs
(eliminating dumb contacts), had a very
positive impact on the customer
satisfaction and customer experience
Satisfaction increased
by 39% last year
Internal Customer Orientation – Other Practices
Focus on Customer – Other Practices
Customer Line: every day to reach their workplace our employees and throughout the workday,
know how many customers are in our contact customer services, which the average time of each call
and what critical areas.
I solve : Any employee may receive a request or complaint from a
customer, friend, relative or acquaintance and resolve the situation it is
placed with the shortest possible time.
Close to the client: all employees will be integrated into a program of
direct contact with customers. Managers, technicians and employees
comply with an agenda at various points of sale and service of the
company, acting as front-line professionals.
Our customer service centers
are available 24 hours a day,
365 days a year.
Contact Center as information source
Program “People2People” - Consists in an entire day at the contact center – director, managers,
support team, supervisors and agents.
This one day program includes:
• Director presentation about PT and the market
• Supervisors presentation about the contact center
• Meeting with all the team (excluding agents) to discuss goals,
challenges and obtain feedback about the problems
• Focus Groups with the agents about the problems with the
customers, the internal processes, IT situations and others
• Side by Side with the agents at the contact center to listen online
calls
Output:
Document with the identified situations and an action plan to solve
them – with responsibles for each one, deadlines and status (to
control periodically)
Project HEKA - knowledge base
THE SITUATION - STARTING POINT
• about 5.000 agents in Portugal Telecom contact centers
• 3 diferent platforms used by wireline operations:
•1 platform used by wireless operations
• based on “homemade” supports
• with information produced in the last 10 years
• no web selfcare information platform
• no statistics
• no collaboration, only one way
• separate teams to create contents
• no search engine
• no approval flows
Project HEKA - knowledge base
• HEKA - THE SOLUTION
Goals to achieve
• Integrated solution for wireless/wireline with profile
management
• Better usability and clearer contents
• Content sharing for convergent products
• Product Life Cycle (prices, technical support, setup,
campaigns, procedures, billing…)
• CRM/Siebel integration
• View for customers use (on line help) -> one
knowledgebase, two views
• Collaboration features
• Survey tool
• Reporting
Project HEKA - knowledge base
News, surveys and messages
GO LIVE - homepage
Communication area
Configurable pop-up for alerts
Project HEKA - knowledge base
GO LIVE – regular page
Menu bar
Collaboration
- suggestions
Content
evaluation
Related
documents
Main
information
Project HEKA - knowledge base
HEKA RESULTS
1
The impact in the duration of the calls before, during and after the solution implementation
-55k talktime
hours
600k€ saved each
year
2
Only one team to manage all the contents
3
A unique platform to support the new PT convergent products – wireline, wireless
4
Improved agent satisfaction and customer care consistency – only one answer for the same
question
5
Everyday, the team receives suggestions and corrections about the content – collaborations
works and it’s very useful!
Front and Backoffice integration project
Major operational levers
Organizational layer
• Management & operation control
concentration
Front office and Backoffice
integration
• Physical proximity whithin
operations
• Process redesign and E2E
FoBo project is a major company
wide project that started in mid 2008
control of KPIs
Operations competences
The project will benefit from multiple
initiatives underway in the Group
(e.g. CRM deployment, Technical
Front and Backoffice operations,
Fieldforce reorganisation, new
workforce management application
in production, call center reorganisation)
Main project goal is increase FCR
and cost reduction in all PT Contact
operations
• Push all possible back-office
operations to front-office
• Re-direct some front-office ops
to backoffice
• Development of multi-skill teams
Platform Integration
Results to date
• FCR rate increase in FO from 7%
to
47% (Residential Segment; 80% in
invoice claims)
• YoY estimated sales of 1M€ plus in
residential segmentPessoal Segment
significant FCR improvement in
claims:
• + 10p.p. FCF in claims
• Client perception increase for FCR
pratice within TMN / Client service
• +8.500 processess/month
handled
and treated by the same team
• Non-technical Cuca services Front
and Backoffice consolidation in one
Call center
• Integration of platforms through
• Migration of several CC to PTNet
CTI deployment to all Business
Segments
Workforce management and
seat allocation management
cloud (e.g. Santo Tirso, Coimbra,
Castelo Branco, Afonso Costa,
Funchal, Évora e Beja)
•
• CRM project underway for
remaining Bus Segments
Project One :
Client
Management
Processess
Application management and customer knowledge
From …
To …
• 2 client databases
• Master Client (Master in CRM Siebel)
•
•
(PTC and PT.com)
6 apps for registry and client fullfilment request
depending from channels / companies (PTC
and PT.Com)
Operational Reporting spread through the
above mentioned apps no analytics
•
with process standardization and BO
integration
Centralized Reporting framework with
analytics (p/ Client Service Outbound
Campaigns)
• E2E client demands in FO/ BO different apps
• Integrate client service platform
• E2E Technical requests with FO/BO
• Seamless client service in stores, allowing
• Different service in PT stores depending on
•
• Two plataformas e for client service
Client Service
Optimization
integration customer care and invoice
• 1 app for register/client request multichannel
the apps
100% registry of client requests
Integrated Desktop with 12 apps more used per
Customer Service Reps utilizadas
• Desktop FO wtih more than 20 apps non
integrated
• Commercial Outbound in CRM: integration
• Outbound campaign management lacking
Integrated Sales
Lifecycle
•
integration and whit relevant delays in results
analysis
Lack of integration in Order Entry não
integrado and resulting info to client
•
CCF with Genesys from PT Contact (on-line
results, reporting intraday)
Legal obligations fulfillment
• Acess to SFA Portal through CCF allowing
sales management optimization
PT center - Selfcare Portal independent of business segment
… will contribute to business benefits
and tech improvements
Seamless portal to all clients…
Empresas
Sapo ADSL
PT Wi-fi
Business
•
•
My Meo
Extracto
Online tmn
Factura
Electrónica PT
Conta TMN
my PT
Clientes PT
Prime
•
•
Technology
•
•
•
•
Loja Virtual PT
1820.pt
Others
Seamless Selfcare: unification and login
Client Integrated management for all PT
services
All Business Segments
Better cross sell and specific client
offerings through active datamining
Unique set of technologies and platforms
IT specialization
More easy and quick deployment of new
functionalities
Less IT development and maintenance
costs
Training - The Development of People is not just a slogan
In the area of social performance, it
should be highlighted the importance
that PT Contact gives to the continued
effort of qualification. A company that
acts in a technologically advanced and
demanding sector, the emphasis on
training and qualification is a critical
factor of success, being considered
continuously.
Training - The Development of People is not just a slogan
Training is seen at 3 levels: the initial
part of the process recruitment and
selection,
training
continues
or
refresh, and training of internal
potential and development of people Development Plans Staff - the
Supervision One (up to a communicator
supervision) and Gold Supervision
(supervisors of that amount to
coordinators).
The number of hours of training shows a sustained
growth in the last years of activity following the
growth of operations.
the volume of training has
grown
40%
The Development of People is not just a slogan
The growth of activity has provided opportunities for internal career development to more employees
as the policy of PT Contact has been to meet the needs of 100% reinforcement of the teams using
internal recruitment.
We trust our employees rather than recruiting outside the company, promoting growth and
development of employees
And the Number´s are our proof.
90%
100%
Coordinators grew within
the organization and the
vast majority started his
career as a communicator
in Contact Center
100%
All Areas of Responsibility
of the structure as the
target of professional
growth within the
organization
of Account Managers and
supervisors were notified
in Contact Center.
HAPPINESS | Winning is Great!
We celebrate enthusiastically with
our assistants our customer s
recognition and preference.
We assume that ours employees are the
face of the company. We promote a
climate of joy, satisfaction that definitely
contaminates our customers.
This Mission, Values and Vision aim at a Customer service of
excellence and at bringing the voice of the customer into
the company and promoting improvement actions
throughout the entire company.
Celebrating Best Practices
Weekly
Monthly
Bi-yearly
• The Best Customer
Service Assistant
• The Most Friendly
• The Most Available
• The Most Knowledgeable
• The Best Team
CELEBRATING
BESTBest
PRACTICES
– Call
Centre
League
Celebrating
Practices
– Call
Center
League
Action
Action
Weekly
Weekly
Text Message for all Call Centre with the
winners name
Monthly
Monthly
Events at the winner call centre (i.e.: Day
spa for all agents
Quarterly
Quarterly
MP3 to top agents of the winning call centre
Bi-Early
Bi-Yearly
Trip voucher €500 to top agents of the
winning call centre
Our vision for Community Spirit…
What really matters
Human
Resources
• The involvement and commitment of all
people in the community spirit
How we do it
Internal
Community Spirit
External
Community Spirit
• Grants and Awards for studies
• Support programs for employees and family
• Balance profession - family
• Hygiene, health and safety at work
• Inclusion and digital literacy of the population
• Support programs for those in need
52
Internal Community Spirit
Grow…
Initiatives for employee children that promote and encourage
academic and personal development
• Study Grants – children of employees with lower incomes
• Excellence Awards– for best students
• Holiday Camp – leisure time occupation in school holidays
# Supports: 1.077
• Open Colony
• Summer Colony
• Christmas Colony
• English Course
• Excellence Awards
• One day at company
•Surf
Awards: 77
Participants: 950
+27% Scholarships
+11% Young people in
holiday camp
*estimate for 2010
compared to 2009
53
Internal Community Spirit
Internal Community Spirit
Support…
Advice and economic support to employees in situations related to
health problems and economic difficulties. Promotion of training for
social issues related to family management
• Advice and Economic Supports to employees
• Support to Seniors Associations
• Social Trainning and Volunteer (Approximately 40 Instituitions
Supported)
Support employees
who need and
promote social
values:
•“Giving hands
without age”
•Supporting PT
Senior
Associations
•Social Formation
•Family
Volunteering
Employees support :
1.156
Total PT Affiliates:
14.500
Volunteer Hours :
2.500
Total Participants :
600
+116% Economic
Supports
54
Internal Community Spirit
Internal Community Spirit
Act
Sports, cultural and welfare initiatives that reinforce team building
even at playful times and maintain a better healthy, physical and
cultural life.
• Challenge PT; Rally Paper; PT Football Challenge
• Walks, Racing, Check up , Zen Moments
• Exhibitions, Theater plays, Music concerts
Reinforce the
fellowship among
colleagues and
family:
•PT Challenge;
• More than 18.000
participants in sports
initiatives
• 1st Quarter 2010
•Walking at Sintra with a participation
of more than 80% to
•Workplace
similar actions in
exercise
2009
• Rally Paper
55
Internal Community Spirit
Internal Community Spirit
Celebrate
Remember special moments of employees’ lives and their familiies
• A gift to celebrate PT babies’ birth
• Children's Day
• Woman's Day / Man’s Day
• Father’s Day, Mother’s Day, Bithdays
• Christmas Party
Remember special
moments of
employees’ lives
•PT Baby
• Company Day
•International
Children’s Day
•Father’s Day,
Mother’s Day
•Birthdays
Christmas party for
employees' children
240
Babies
Approximately 240
“PT Babies“
In 2009, more than
12,000 participants in
Children’s Christmas
Party
56
Stories told in the first person
What is more important
to me in PT Challenge is
the experience and
challenges
My son José Pedro is a good student.
Fortunately he has benefited from the
support given by the company .
 €1,1 million to support
study expenses in 2010
 Excellence Award given
to the best student: her
son Manuel
Through PT I became
voluntary at Life and Peace
Community
O meu filho Manuel
recebeu o Prémio de
Excelência! Nunca mais
se vai esquecer!
57
External Community Spirit
Axes of intervention
Recursos
External
Humanos Spirit
Community
Health
• Encouraging the development of humanized
relations in situations of special vulnerability
• Supporting Health research and development
• Contribution to creating a balanced and
harmonious society.
Programs:
• Baby Care Project
• SAPO - Personal Health Record
• Centre for Child Support - Garcia de Horta
Hospital
Responsabilidade Social
• Social Patronage:Externa
initiatives and support
58
External Community Spirit
External Community Spirit
Intervention Axes
Recursos
External
Humanos Spirit
Community
Education
• Promote and support the use of social media
and communication/ information technologies,
directly or in partnership with other entities.
• Promoting cultural and technological training
and reducing the digital divide.
Programs:
• One Computer, One Opportunity
• Protocol
Foundation
with
Calouste
Gulbenkian
• Communicate with security
Responsabilidade Social
• “Bora Nessa” (“C’mon”)
Externa
• Social Patronage: Initiatives and support
59
External Community Spirit
External Community Spirit
Intervation Axes
• Replace the tel and new technologies of
Recursos
External
Humanos Spirit
Community
Digital
Inclusion
communication and information service to all
• Subsidies to purchase Telecommunications Special
Solutions
• Promotion and support special projects that aim the
educational and professional inclusion.
• Establishment Resource Centers for Digital Inclusion
of Persons with Disabilities ministering to appropriate
training
• Social Patronage
Programs:
• PT Special Solutions
• PT Special Projects
• Others projects
Visit us on: http://fundacao.telecom.pt/
60
External Community Spirit
External Community Spirit
Recursos
Minimizing
Humanos
the 2009-2010
Economic
crisis
NEW Programe:
Portugal Telecom offers a special discount of 50% on the total amount of
the invoice on fixed calls to clients on unemployment situation for more
than 6 months ( with a maximum of €7,50 per invoice until 31 December
2010.
61
Awards
National
Best Customer Relationship Center in 2007
Outsourcer Sector (APCC) 07
Social Responsibility Award 2008 at the Call
Center by IFE e BCSD - Business Council for
Sustainable Development 08 e 09
Best Call Center to Work
GPTW / IFE (Évora)
Best Contact Center in Telecommunications
(APCC) – 09
PT Contact take place in the 30 companies List of
Best Workplace in Portugal by GPTW 08 e 09
International
Best Recruitment Campaign Award in “World
Awards 2009 – Top Performers”* for EMEA
space (Europe, Middle East & Africa) on Contact
Center World
Award for “ Best Comumunity Espirit”
* 61 countries participated in the contest, representing 115 000 members
PT Contact – Look at the media
Headline - new hope for the integration
of disabled persons in the labor market
Headline - Call Center enterprise disabled
Headline - PT Center in White Castle among the
best places to work
Headline - Pt creates 400
jobs at call center in
Coimbra
PT Contact – Look at the media
Headline - The 30 best companies to work in Portugal
Headline - PT Contact
at the front line at work
Headline - Call center
among the best
companies
Headline - Enhancement
of collective
PT Contact – Look at the media
Headline - Contact Pt in the ranking of
the 30 best companies to work at
Headline – PT creates 1200 new jobs in call
center in Santo Tirso
Headline - Contact centers
with 5% of doctors
Headline - PT Contact among
the best to work at
We make the
difference every day
We are all part of
the solution