Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture

ment CS Transformation KPIs People & culture Next Steps Appendix

A consolidated Target Operating Model roadmap was developed

based on the initiatives identified
Make it easy Making it easy Made it easy 
Illustrative plan using TOM design principles 2019 2020 2021 2022 2023 2024 2025

Quick wins

Implement a voice of the customer platform, which has the ability to measure customer effort score

Make the bill more simple, user friendly and easy to understand
We put customers first and provide an
Simplify the credit card payment process for customers
effortless service experience
Route customer to the correct agent through the IVR

Build flexibility to achieve 1-hour field appointment windows

Deliver a consistent experience across channels (e.g. Mobile App and MyAccount) for customers
Auto-enroll customers in text alerts and notifications for Introduce voice support (i.e. Alexa, Siri, Google) for 2 use cases through
outage and high bills voice channel
Introduce text alerts for account changes (e.g. bills reminders & alerts, field service status

We prioritize digital solutions for our team Improve presence on social media (I.e. Twitter & Facebook)
Implement a chatbot-like assistant on the current website to handle a broader set of questions,
and our customers Promote the usage of self-service to customers integrated with customer accounts
Establish a consistent process for updating
information on the website
Default customers to paperless billing
Identify areas and opportunities to increase automation to support
workflow of field / ESS agents
Document and communicate roles and responsibilities for improving
We believe service starts with trusted team CX to all employees within Customer Services
members who are empowered to help Create a "Voice of the Employee" platform and process of soliciting ideas across the organization
customers the first time Provide opportunities for employees to shadow, visit other departments, attend
offsite, conduct field ride alongs

Implement an automated process to measure days elapsed to deliver certain offerings, communications, rates

Establish a performance framework – including KPIs – across the business to deliver the CS vision
We are an agile organization that reacts Consider the use of multi-skilled vs specialized agents
quickly to customer needs and changing
market conditions Work with HR to assist in organizational re-design efforts that improve efficiency, structure, and function

Implement the use of a consistent continuous improvement methodology to drive operating model initiatives

Implement a method to measure first contact resolution that the business has confidence in

Invest in actionable segmentation to define service strategy for different customer types
We add value to customers by connecting Simplify program offerings / value prop to make them easy for customers to understand
them to relevant energy offerings
Create personalized service offerings and recommendations through predictive analytics

61
 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Target operating model roadmap: key people-focused

People Process Technology initiatives
Make it easy Making it easy Made it easy 
Illustrative plan using TOM design principles 2019 2020 2021 2022 2023 2024 2025

Quick wins

Implement a voice of the customer platform, which has the ability to measure customer effort score

Make the bill more simple, user friendly and easy to understand
We put customers first and provide an
Simplify the credit card payment process for customers
effortless service experience
Route customer to the correct agent through the IVR

Build flexibility to achieve 1-hour field appointment windows

Deliver a consistent experience across channels (e.g. Mobile App and MyAccount) for customers
Auto-enroll customers in text alerts and notifications for Introduce voice support (i.e. Alexa, Siri, Google) for 2 use cases through
outage and high bills voice channel
Introduce text alerts for account changes (e.g. bills reminders & alerts, field service status

We prioritize digital solutions for our team Improve presence on social media (I.e. Twitter & Facebook)
Implement a chatbot-like assistant on the current website to handle a broader set of questions,
and our customers Promote the usage of self-service to customers integrated with customer accounts
Establish a consistent process for updating
information on the website
Default customers to paperless billing
Identify areas and opportunities to increase automation to support
workflow of field / ESS agents
Document and communicate roles and responsibilities for improving
We believe service starts with trusted team CX to all employees within Customer Services
members who are empowered to help Create a "Voice of the Employee" platform and process of soliciting ideas across the organization
customers the first time Provide opportunities for employees to shadow, visit other departments, attend
offsite, conduct field ride alongs

Implement an automated process to measure days elapsed to deliver certain offerings, communications, rates

Establish a performance framework – including KPIs – across the business to deliver the CS vision
We are an agile organization that reacts Consider the use of multi-skilled vs specialized agents
quickly to customer needs and changing
market conditions Work with HR to assist in organizational re-design efforts that improve efficiency, structure, and function

Implement the use of a consistent continuous improvement methodology to drive operating model initiatives

Implement a method to measure first contact resolution that the business has confidence in

Invest in actionable segmentation to define service strategy for different customer types
We add value to customers by connecting Simplify program offerings / value prop to make them easy for customers to understand
them to relevant energy offerings
Create personalized service offerings and recommendations through predictive analytics
Note: some initiatives mapped to people/process/technology categories

62
 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Target operating model roadmap: key process-focused

People Process Technology initiatives
Make it easy Making it easy Made it easy 
Illustrative plan using TOM design principles 2019 2020 2021 2022 2023 2024 2025

Quick wins

Implement a voice of the customer platform, which has the ability to measure customer effort score

Make the bill more simple, user friendly and easy to understand
We put customers first and provide an
Simplify the credit card payment process for customers
effortless service experience
Route customer to the correct agent through the IVR

Build flexibility to achieve 1-hour field appointment windows

Deliver a consistent experience across channels (e.g. Mobile App and MyAccount) for customers
Auto-enroll customers in text alerts and notifications for Introduce voice support (i.e. Alexa, Siri, Google) for 2 use cases through
outage and high bills voice channel
Introduce text alerts for account changes (e.g. bills reminders & alerts, field service status

We prioritize digital solutions for our team Improve presence on social media (I.e. Twitter & Facebook)
Implement a chatbot-like assistant on the current website to handle a broader set of questions,
and our customers Promote the usage of self-service to customers integrated with customer accounts
Establish a consistent process for updating
information on the website
Default customers to paperless billing
Identify areas and opportunities to increase automation to support
workflow of field / ESS agents
Document and communicate roles and responsibilities for improving
We believe service starts with trusted team CX to all employees within Customer Services
members who are empowered to help Create a "Voice of the Employee" platform and process of soliciting ideas across the organization
customers the first time Provide opportunities for employees to shadow, visit other departments, attend
offsite, conduct field ride alongs

Implement an automated process to measure days elapsed to deliver certain offerings, communications, rates

Establish a performance framework – including KPIs – across the business to deliver the CS vision
We are an agile organization that reacts Consider the use of multi-skilled vs specialized agents
quickly to customer needs and changing
market conditions Work with HR to assist in organizational re-design efforts that improve efficiency, structure, and function

Implement the use of a consistent continuous improvement methodology to drive operating model initiatives

Implement a method to measure first contact resolution that the business has confidence in

Invest in actionable segmentation to define service strategy for different customer types
We add value to customers by connecting Simplify program offerings / value prop to make them easy for customers to understand
them to relevant energy offerings
Create personalized service offerings and recommendations through predictive analytics
Note: some initiatives mapped to people/process/technology categories

63
 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Target operating model roadmap: key technology-focused

People Process Technology initiatives
Make it easy Making it easy Made it easy 
Illustrative plan using TOM design principles 2019 2020 2021 2022 2023 2024 2025

Quick wins

Implement a voice of the customer platform, which has the ability to measure customer effort score

Make the bill more simple, user friendly and easy to understand
We put customers first and provide an
Simplify the credit card payment process for customers
effortless service experience
Route customer to the correct agent through the IVR

Build flexibility to achieve 1-hour field appointment windows

Deliver a consistent experience across channels (e.g. Mobile App and MyAccount) for customers
Auto-enroll customers in text alerts and notifications for Introduce voice support (i.e. Alexa, Siri, Google) for 2 use cases through
outage and high bills voice channel
Introduce text alerts for account changes (e.g. bills reminders & alerts, field service status

We prioritize digital solutions for our team Improve presence on social media (I.e. Twitter & Facebook)
Implement a chatbot-like assistant on the current website to handle a broader set of questions,
and our customers Promote the usage of self-service to customers integrated with customer accounts
Establish a consistent process for updating
information on the website
Default customers to paperless billing
Identify areas and opportunities to increase automation to support
workflow of field / ESS agents
Document and communicate roles and responsibilities for improving
We believe service starts with trusted team CX to all employees within Customer Services
members who are empowered to help Create a "Voice of the Employee" platform and process of soliciting ideas across the organization
customers the first time Provide opportunities for employees to shadow, visit other departments, attend
offsite, conduct field ride alongs

Implement an automated process to measure days elapsed to deliver certain offerings, communications, rates

Establish a performance framework – including KPIs – across the business to deliver the CS vision
We are an agile organization that reacts Consider the use of multi-skilled vs specialized agents
quickly to customer needs and changing
market conditions Work with HR to assist in organizational re-design efforts that improve efficiency, structure, and function

Implement the use of a consistent continuous improvement methodology to drive operating model initiatives

Implement a method to measure first contact resolution that the business has confidence in

Invest in actionable segmentation to define service strategy for different customer types
We add value to customers by connecting Simplify program offerings / value prop to make them easy for customers to understand
them to relevant energy offerings
Create personalized service offerings and recommendations through predictive analytics
Note: some initiatives mapped to people/process/technology categories

64
 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Implement a voice of the customer platform, which has the ability to

measure customer effort score
Sponsor: PERSON Owner: PERSON Kickoff: 19Q1 Duration: Long
Hypothesis Potential Solution Activity timeline Status Owners
Develop business case for VoC
platform and explore platform options ● AF

◑
§ Currently, there is no set platform for ENTITY to solicit
feedback from customers regarding their recent transaction or § Implement a voice of the customer Outline VoC inputs/outputs, survey
AF
attributes, implementation plan, etc

◔
experience with ENTITY platform, which has the ability to
§ A voice of the customer platform would enable ENTITY to measure customer effort score and
Deploy VoC platform across the
review and analyze customer feedback across the business and capture additional customer attributes AF
business
address customer comments through additional outreach or (e.g. channel / journey / segment)
new initiatives Analyze and measure customer input,
 -

◔ ◕
identify improvement opportunities
 Need identified Owner defined
◑ Work initiated Early rollout
● Full rollout

Risks Dependencies Impacts

H Cost (e.g. materials, systems, labor) H Benefits (customers, employees, business)
§ Some dependencies with IT to
§ Success of VoC platform requires integrate platform with existing ENTITY § Resource costs required to design, § Greater insight into service and
ongoing effort to assess, analyze, and systems and store customer responses implement and maintain solution offering improvement opportunities
gather actionable insight from VoC (if applicable) § Vendor technology costs associated § Additional input for regulatory
platform data § Capabilities of VoC platform with sourcing / using platform discussions
dependent on vendor § Resource costs required to § Potential longer term lift in customer
analyze/assess outputs of VoC sentiment and brand / reputation

We put customers first and provide an effortless service experience

65