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

People & culture Next Steps Appendix

Digital KPIs will become increasingly important as contact and

KPIs interactions shift toward digital channels
Value driver Typical call center metric Intent of metric Equivalent digital metric
Average speed to answer Customer responsiveness Channel latency / clicks to destination
First call resolution First contact / first visit resolution
Customer query resolution
Number of contacts to resolution Clicks to resolution
Cost
Complaints per CC FTE Customer satisfaction Complaints per active users
FTE per customer Mobile app adoption rate
Efficiency
Average handling time Time per session

Right first time Resolution rate completed on channel

Customer query resolution
Leading Number of contacts to resolution Clicks to resolution
customer Quality Time to resolve query Customer satisfaction Time per session to resolution
experience Number of transfers Number of clicks per session
Customer journey quality
Customer repeated information Login attempts per session
Outsourced supplier management SLAs Customer responsiveness Hosted support management SLAs

Product Churn Customer Satisfaction Product Churn

Product Lapsed after 14 days Sales Quality Product Lapsed after 14 days
Revenue Cost per sale Cost / efficiency Cost per sale
Sales per FTE Sales per channel
Sales effectiveness
Agent conversion rate Channel conversion rates
Source: EY Analysis

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Current-state
Where are we today?
Interim-state (2021)
Where will ENTITY get us?
Ambition (2025+)
Where do we want to be? KPIs
KPIs

Case studies Example Design choice Example Case studies

What types of KPIs will we monitor and track?

Water utilities focus on We will focus on how the We will monitor progress or KPIs measure strategic
KPIs that track and value such as customer
optimize business
business is performing trends toward a stated lifetime value and EV
operations today and in the past Operational Strategic
future direction market share

What will be the mix of KPIs among customer

Shared service centers
interactions? Established a customer
and outsourced KPIs will measure the
providers constantly KPIs will measure the outcome effort score metric after
performance of coaching sales
look for ways to improve
individual transactions of the transaction representatives on
transactional
Transactional Outcome-oriented alternative phrasing
performance

Will KPIs be shared and assessed across the

Consumer product enterprise, or managed individually with select BUs? Built a consolidated
brands track and Individual business units A single, centralized analytics center of
manage KPIs at a will be responsible for business unit will track and excellence from data that
product (business unit) was previously in more
level
tracking and managing KPIs Select BUs Enterprise Wide manage KPIs than 2,100 silos

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Employee engagement scores across ENERGY COMPANY A and

Culture & values ENTITY utilities have fallen over the last 10 years

Employee Engagement Scores, ENERGY COMPANY A and ENTITY Total Safety Incidents – ENTITY: 2017
100% Based on OSHA, LTI, and CMVI reported incidents

Asset Management 0
95%
CIO and Info Tech 4
> 80% = excellent
90% Customer Services 24
87%
Electrical Operations 49
85% 83% 83% Electric System Operations 1
85% 82%
82% 82% 80% Electrical Engineering and Construction 24
80% 79%
80% Sempra
75% Gas ops 23
< 80% = good
75% 73% Gas transportation ops 0
Fortune 500
72% SDG&E Operations support 14
70%
2009 2011 2013 2015 2017 2019*
*based on trend Supply management & logistics 3
Employee engagement index represents a combination of four survey questions based on employee satisfaction,
opportunities outside of ENERGY COMPANY A/ENTITY, whether or not the employee would refer a friend to ENERGY
COMPANY A/ENTITY, and how proud the employee is working at ENERGY COMPANY A/ENTITY

Source: ENTITY safety report, Employee Engagement Index Report (2017)

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Current-state
Where are we today?
Interim-state (2021)
Where will ENTITY get us?
Ambition (2025+)
Where do we want to be? Culture & values
Culture & values

Case studies Example Design choice Example Case studies

What do we want need our culture to be? Zappos has made

Employees are Employees are focused on Employees are obsessed conscious trade-offs in its
compensated by the service model to ensure
sales they make and the producing results in a about the customer and customer service is
quota the meet timely manner Efficiency Customer the experience they have ingrained across the
company

What do we want need our culture to be?

PillPack, a full service
Employees are given a Employees do not hesitate to
Employees are inspired to digital pharmacy, has a
budget to go above and take additional steps to ‘team-first’ culture that has
beyond in customer
ensure quality is seek out innovative helped turned the
service
ingrained in the culture Quality Innovation
opportunities on their own pharmaceutical industry
up-side down

How do team members view trust?

Card issuers rely on
credit scores, on-time Trust is immediately Lyft places enormous trust
payments, and healthy Trust builds over the course
credit balances to build of time
given across all levels of the on drivers to help with
passenger pick-up requests
trust over time with organization
consumers Trust is earned Trust is given

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Natural gas-fired plants and utility-scale renewables will dominate

the US generation mix
West Coast Midwest North East

• Natural gas currently dominates; • High coal generation • High electricity prices
strong uptake of renewables • Balanced portfolio of natural gas, coal • Favours natural gas; renewables
• High adoption of distributed and renewables by 2050 displacing coal and nuclear power
solar PV • Wind power will comprise most of • Investment in energy storage and smart
renewables by 2050 grid technologies is on the rise
• Most states have binding standard for
clean energy

South East
California WA

MT
N
• High natural gas, coal and nuclear
California leads the way in
ND VT H M
• M
N
E
reserves;
distributed solar PV and EV
OR
WI

Natural gas to dominate the power

ID
SD MA
•
adoption
NY
WY M

demand in future
I RI
CT
PA
NV IA N
NE
O MD J
UT
CO
IL
I
N
H
W
DE
• Solar deployment is slow due to lack of
Renewable Portfolio Standards program
V VA
ENTITY KS
MO KY
N
Renewables is expected to displace coal
TN
AZ
NM
OK
A
C
•
and nuclear power by 2050
S
R
C
M A GA
S

ERCOT*
L
TX
L
• Utility-scale solar PV to pick up
A

• Wind generation is high in Midwest and FL

ERCOT region

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