kpmg -从异议到喜悦：客户申诉过程中的信息不对称管理 From dissentto delight Managing information asymmetry in customer grievance process

KPMG

Fromdissent

todelight:

Managinginformationasymmetryincustomergrievanceprocess

August2026

/inKPMG.MaketheDifference.

Index

A.Introduction

03

B.WhenandhowdoesthecustomerescalatetoRBIOmbudsman?

07

C.StatisticsoncomplaintsasperRBIOmbudsmanannualreports

09

D.Mechanismforreceipt,consolidationandclassificationofcomplaints

12

E.Keychallengesincomplaintmanagement

14

F.Whatkeyactionscanfinancialinstitutionstake?

15

Acknowledgements

16

Annexure1

17

Annexure2

18

Annexure3

19

◎2026KPMGAssuranceandConsultingServicesLLP,anIndianLimitedLiabilityPartnershipandamemberfirmoftheKPMG

globalorganizationofindependentmemberfirmsafiliatedwithKPMGInternationalLimited,aprivateEnglishcompanylimitedbyguarantee.Allightsreserved.

Fromdissenttodelight

IntroductionRBIOmbudsmanStatisticsMechanismKeychallengesKeyactions

A.Introduction

Thesuccessofagrievanceredressframeworkisnotmeasuredbythenumberof

complaintsclosed,butbytheconfidencecustomershaveinreceivingafairhearing.Everycomplaintoffersanopportunitytocorrect,leam,andimprove.Institutionsthatactontheseinsightsstrengthentrustwhilereducingfuturegrievances.

-DeputyGovernor,ReserveBankofIndia(RBI)(13July2026)¹5

Inanindustrybuiltontrustandcompliance,unresolvedcomplaintsmayincreaseexposuretoregulatory

scrutinyandreputationalrisks.Onthecontrary,effectivecomplaintmanagementcanhelpfinancialinstitutions(Fls)strengthenrelationshipsandidentifyoperational/systemicissues.Italsoprovidesfinancialinstitutionsanopportunitytoimprovecustomersatisfactionandstrengthentrust.

Itispertinenttonotegovernment'sfocusonconsumerprotection,asduringUnionBudget2026-27,ahigh-levelcommitteonbankingforViksitBharatwasproposedtobesetup,toreviewthefinancialservicessector,whichemphasisedonconsumerprotectionasoneofthekeyaspects,alongsidefinancialstabilityandinclusion.

Regulatoryfocus

1.InNovember2021²,RBImergedthreeombudsmanschemeintoaunifiedscheme"TheReserveBank-Integrated

OmbudsmanScheme(RB-IOS),2021”withaviewofOneNation,OneOmbudsman'.Therehavebeenconstantefforts

indicatedthat13.45lakhcomplaintswerereceivedinFY2024-25ascomparedto11.75lakhsinFY2023-24,an

takenbyRBltoimprovetheefficiencyofgrievanceredressalmechanism.ReviewofRBIOmbudsmanAnnualReport

increaseof13.55percentoverthepreviousyear³.

13.45lakh

ComplaintsreceivedinFY2024-25

11.75lakh

ComplaintsreceivedinFY2023-24

13.55percent

Increaseoverthepreviousyear

1StrengtheningCustomerGrievanceRedress:TheRoleoftheInternalOmbudsman,ReserveBankofIndia(RB),SwaminathanJ.,July2026

2ThreeerstwhileschemesaretheBankingOmbudsmanScheme,2006,theOmbudsmanSchemeforNon-BankingFinancialCompanies,2018,andtheOmbudsmanSchemeforDigitalTransactions,2019.

SAnnualReporoftheOmbudsmanSschemes/ReserveBankIntegratedOmbudsmanScheme,2024-25.ResereBankofndla(RBI)Noindwiduaauthorspeclfed.December2025

◎2026KPMGAssuranceandConsultingServicesLLP,anIndianLimitedLiabilityPartnershipandamemberfirmoftheKPMG

Fromdissenttodelight|3

globalorganizationofindependentmemberfirmsafiliatedwithKPMGInternationalLimited,aprivateEnglishcompanylimitedbyguarantee.Allrightsreserved.

IntroductionRBIOmbudsmanStatisticsMechanismKeychallengesKeyactions

2.InJanuary2026,RBlissueddirectionsonInternalOmbudsmanscheme4tostrengtheninternalgrievanceredressal

systemsbymandatingastructuredreviewofallpartiallyresolvedorrejectedcustomercomplaintsbyanInternal

Ombudsman(IO).Thecurrentdirectionssplittheframeworkintosixseparatemasterdirectionsfordifferentcategoriesofregulatedentities(commercialbanks,smallfinancebanks,paymentsbank,NBFCs,non-bankprepaidpayment

instrumentsissuers,creditinformationcompanies).AfewkeypointsfromtheRBIInternalOmbudsmanDirections2026forCommercialBanks⁵areasfollows:

Independenceandescalation

1.TheIOmustbearetiredorservinggeneralmanagerrankofficerfromanotherregulatedentityorfinancialsectorregulatorybody,withoutprioremploymentinthesamebankorholding,subsidiaryorassociate

companyofthebank,therebysupportingindependenceandgovernanceoversight.

2.Allpartiallyresolvedorrejectedcomplaintsmustbereviewedbytheio.

Automaticcomplaintsmanagementsystems

Implementationofautomatedcomplaintsmanagementsystemsdesignedto:

1.Classifycomplaintsintothreecategories:fullyresolved,partiallyresolvedandwhollyrejected

2.Autoescalationofpartiallyresolved/rejectedcomplaintstoIOforreview.

Enhancedboardoversight

1.RBlhasexplicitlystrengthenedboardoversight,requiringthatCustomerServiceCommittees(CSCs)oftheBoardsupervisetheIOmechanism

2.TheIOshallbedesignatedasapermanentinviteetothemeetingsoftheCSCoftheBoard.

RBloversight

1.AreasrelatedtocustomergrievancesandimplementationofthesedirectionsshallbepartofRBI'ssupervisoryreview

2.ConsumerEducationandProtectionDepartmentofRBlmayreviewthecaseswherethedecisionoftheIO/DeputyIO(Dy.IO)hasnotbeenacceptedbythebank,andtheaggrievedcomplainantapproachestheRBIOmbudsman.

globalorganizationofindependentmemberfirmsafiliatedwithKPMGInternationalLimited,aprivateEnglishcompanylimitedbyFromdissenttodelightguarantee.Alrightsreserved.

OMBUDSMAN

4AdetailedcomparisonofMasterDirection-ReserveBankoflndia(InternalOmbudsmanforRegulatedEntities)Directions,2023andMasterDirection-ReserveBankoflndia(InternalOmbudsmanforCommercialBanks)Directions,2026iscoveredinAnnexure1.

8ReserveBankoflnolaCommercalBanks-IntermalOmbusman)Drectos,2026ResereBankoflndla(RB).AuthorD:NeenaRohtJaln.January2026(sse14January2026)

◎2026KPMGAssuranceandConsultingServicesLLP,anIndianLimitedLiabilityPartnershipandamemberfirmoftheKPMG

IntroductionRBIOmbudsmanStatisticsMechanismKeychallengesKeyactions

3.InJanuary2026,RBIhasalsoreleasedtherevisedReserveBank-IntegratedOmbudsmanScheme(RB-IOS)2026⁶tostrengthenandstreamlineexternalgrievanceredressalacrossallregulatedentities7.EffectiveJuly1,2026,RB-IOS2026replacestheearlier2021scheme.AfewkeyfeaturesofRB-IOS,areasfollows:

Expandedscope

Byapplyingtobanks,NBFCs,non-bankprepaid

paymentinstrumentissuers,andcreditinformationcompaniesunderasingleunifiedmechanism,RB-IOScreatesacentralisedandharmonisedoversightstructure.

Integration

Formerbanking,NBFC,anddigitaltransactions

Ombudsmanschemesweremergedintoasingle

cohesivescheme,therebyremovingthenecessityforcomplainantstodetermineappropriateschemes.

Cost-effective

Thisschemeaimstoprovideacost-effective,expeditious,non-adversarialalternate

grievanceredressmechanismforthe

resolutionofcomplaintsagainstregulated

entities.

OneNation,OneOmbudsman

Thisschemeimplementedajurisdiction-neutralstrategy,allowingcustomerstosubmit

complaintsirrespectiveofthegeographicallocationofthebranchorthedesignated

Ombudsmanofficethuseliminatingmajor

proceduralobstaclesthatexistedinthepriorsystem.

CentralisedReceiptandProcessingCentre(CRPC)

CRPCisresponsiblefortheinitialreceiptand

processingofcomplaintssubmittedinphysicalor

emailformat.ComplaintssubmittedonlineviathespecialisedCMSportalarealsomanagedcentrallytostreamlineoversight,ensureuniformityin

complainttriage,andreduceentityleveldiscretion.

Deficiencyinservice

Deficiencyinservicehasbeendefinedasa

shortcomingoraninadequacyinanyservice,whichtheregulatedentityisrequiredtoprovidestatutorilyorotherwise,whichmayormaynotresultin

financiallossordamagetothecustomer.

4.ConsumerProtectionAwarenesscampaignsarebeingconductedbyRBIOmbudsman:

FY2024-259

DuringFY24-25,RBIOmbudsmenheld47town-hallsand243awarenessprogrammes,withfocusonstudents,seniorcitizenandwomen.Further,onWorldConsumerRightsDay',theyinteractedwiththelocalTV/Radiochannelsnationwidetospreadawarenessongrievanceredressal,safedigital

bankingandcustomerresponsibilities.

FY2023-248

DuringFY2023-24,anawarenesscampaign(viaSMS)onsafebankingpracticesincludingdigitaltransactionswasundertakenbyRBIcovering30to40croresofindividuals.

243

AwarenessprogrammesheldinFY2024-25

47

Town-hallsheldbyRBIOmbudsmeninFY2024-25

30-40crore

IndividualscoveredbytheSMS

awarenesscampaigninFY2023-24

BRBissuesReserveBank-IntegratedombudsmanScheme,2026.ReserveBankoflndia(RB).Author:BijRajChefGeneralManagerJanuay2026(isud16Januay2026).7AdetailedcomparisonofReserveBank-IntegratedOmbudsmanScheme,2021andReserveBank-IntegratedOmbudsmanScheme,2026iscoveredinAnnexure2.

⁸AnnualReport2023-24.ReserveBankofIndia(RBI).Noindividualauthorspecified.Released:May2024(30May2024)

9AnnualReportoftheOmbudsmanSchemes/ReserveBankIntegratedOmbudsmanScheme,2024-25.ReserveBankolndia((RBI).Noindividualauthorspecified.December2025.⑥2026KPMGAssuranceandConsultingServicesLLP,anIndianLimitedLiabilityPartnershipandamemberfirmoftheKPMG

globalorganizationofindependentmemberfirmsafiliatedwithKPMGInternationalLimited,aprivateEnglishcompanylimitedbyFromdissenttodelight|5

guarantee.Allrightsreserved.

IntroductionRBIOmbudsmanStatisticsMechanismKeychallengesKeyactions

5.RBIGovernorhighlightedthefollowingpointson'TransformingGrievanceRedress:TheAIAdvantage'10atAnnualConferenceoftheRBIOmbudsmenconductedon17March2025alongwithdetailsavailableinannualreportofRBIOmbudsmanforFY2024-25:

Increaseinnumberofcustomergrievancesisoneofthemajorconcerns

Ensurethatthesametypeofcomplaintdoesnotariseagainascomplaintssuchasdigitaltransactiondisputes,unauthorisedcharges,ormiscommunicationfrequentlyrecur.Reviewofannualreportindicatedthatcomplaintsunderthecategoryofloansandadvances'and

'depositaccountrelated'and'creditcard'haveincreasedinthepastthreefinancialyears

Placerobustinternalcontrolsandenhancedigitalfinancialliteracyasthereisriseindigitaltransactionsandinnovativemethodsadoptedbyfraudsters

Misclassificationofcomplaintsasrequests,queries,anddisputesbytheregulatedentitiesresultingincomplainants'grievancesremainingunaddressedandresultinginagross

regulatoryviolation

Usageoftechnologyforoptimisingcomplaintrouting,assistingindecision-makingand

reducingprocessingtime.Further,byleveragingdataanalytics,sentimentanalysis,and

predictivemodels,Alcanbeusedtoanalyselargevolumesofdatatodetectspikesinissues.

Thenumberofcustomercomplaints-especiallythroughdigitalchannels-hasrisen

significantlyinrecentyears.Fromsocialengineeringfraudstopoorgrievance

redressal,thelossandfrustrationisreal.Often,theproblemisnottheproductorservice-but,asIseeit,therealissueisalackofempathy.

-DeputyGovernor,ReserveBankofIndia(RBI)11

55

globalorganizationofindependentmemberfirmsafiliatedwithKPMGInternationalLimited,aprivateEnglishcompanylimitedbyFromdissenttodelightguarantee.Alrightsreserved.

10RBI,TransformingGrievanceRedress:TheAIAdvantage,speechbyShriSanjayMalhotra,Governor,ReserveBankoflndia,17March2025."SpeechattheNationallnstituteofBankManagement(NIBM),PuneonJuly12,2025,byShnSwaminathanJ,DeputyGovernorofRBI.

◎2026KPMGAssuranceandConsultingServicesLLP,anIndianLimitedLiabilityPartnershipandamemberfirmoftheKPMG

IntroductionRBIOmbudsmanStatisticsMechanismKeychallengesKeyactions

B.Whenandhowdoesthecustomer

escalatetoRBIOmbudsman?

Incaseoffollowingindicativescenarios,thecustomermaybenudgedtoescalatethecomplainttoRBIOmbudsman:

2

Responsereceivedfromthebankisunsatisfactory

3

Bankclosesthecomplaintwithoutresolvingtheissueorwithoutthecustomer's

agreement.

Noresponse/delayinresponsefromthebankwithin30daysoffilingthecustomer

FollowingarethemodesoflodgingcomplaintswithRBIOmbudsman:

CentralisedReceiptandProcessingCentre(CRPC)

1.CRPChasbeensetupinRBI,Chandigarhforreceivingandprocessingofcomplaints

receivedeitherphysically,throughemailorCentralisedPublicGrievanceRedressandMonitoringSystem(CPGRAMS)

2.Oncethecomplaintsarereceived,theyareassignedtoRBIOmbudsmanofficerfor

resolution

3.WhilesubmittingcomplaintthroughCRPC,providingaccuratedetailsandrelevant

documentsarekeyelementswhichcanhelpimprovingtheefficiency

ofredressal

ComplaintManagementSystem(CMS)portal

1.RBllaunchedCMStostreamlinethegrievanceredressalprocesses

2.CustomerscanaccesstheCMSportalthroughRBIwebsitetosubmittheircomplaints

regardingentitiesregulatedbytheRBI

3.FeaturesprovidedbyCMSportalinclude

complaintacknowledgement,trackingstatus,receiptofclosureadvisesandfilingofappeals

4.TheaccessofCMSisprovidedtonodal

officer/principalnodalofficerforresolvingthecomplaints

5.ReportsgeneratedthroughCMSwhichhelp

notonlyinmonitoringandmanaging

grievancesbutalsoidentifyrootcauseand

initiateappropriateaction.

IntroductionRBIOmbudsmanStatisticsMechanismKeychallengesKeyactions

BankingOmbudsmanschemehasledtoeaseoffilingcomplaints,automaticacknowledgementofcomplaintsandreal-timetracking.TheannualreportofRBIOmbudsmanforFY2024-25indicatedthat~93percentofcomplaintsweredisposedofunderIOS¹2.

Aspertheannualreport,onreceiptofacomplaint,itisscrutinisedtoassesswhetheritisamaintainableoranon-maintainablecomplaint.Thecomplaintsaredisposedofasnon-maintainableifthecomplaintfallsunderthegroundsspecifiedinClause10oftheRB-IOS,2021.Remainingcomplaintsaretreatedasmaintainable.

UnderRB-IOS2021Clause10,variousscenariosarecoveredasnon-maintainable-suchascomplaints

whicharefileddirectlywiththeOmbudsmanwithoutfirstbeingtakenupwiththeregulatedentityinwriting,

complaintsrelatedtothecommercialdecisionssuchasgrantofaloan,complaintsrelatedtoanydispute

betweenavendorandaregulatedentity,complaintsraisinggeneralgrievancesagainstthemanagementorexecutivesetc.

However,RB-IOS2026Clause10nowalsocovers

groundsformaintainabilityofacomplaint,asopposedtonon-maintainabilityintheprevious2021scheme.

-93percent

ComplaintsdisposedofunderIOSinFY2024-25

~51percent

Ofmaintainablecomplaintsresolvedthroughmutualsettlement,

conciliationormediation

~62percent

Ofcomplaintsdisposedwere

consideredmaintainable;~38percentnon-maintainable

Outofthetotalcomplaintsdisposed,~38percentofcomplaintswereconsideredasnon-maintainableonvariousgroundsand~62percentwereconsideredasmaintainable.

Further,outofthosemaintainablecomplaints~51percentcomplaintswereresolvedthroughmutualsettlement,conciliationormediation.

IntroductionRBIOmbudsmanStatisticsMechanismKeychallengesKeyactions

C.StatisticsoncomplaintsasperRBI

Ombudsmanannualreports

a.Typesofcomplaintsreceived

ReviewofAnnualReportofOmbudsmanScheme1³indicatedthat

·MajorcategoriesunderwhichcomplaintswerereceivedbyRBIOmbudsmanare'mobile/electronicbanking’(~46percenttincreasesinceFY22-23),loansandadvances'(~18percentincreasesinceFY22-23)and'depositaccountrelated'(~48percentincreasesinceFY²2-23).

·CreditcardcomplaintshavemorethandoubledsinceFY22-23.

BelowchartshowsthepercentageofcomplaintsreceivedbyRBIOmbudsmanforeachcategory14:

Chart1:Typesofcomplaintsreceived¹⁵

Depositaccount

relatedcard

86,670

58,990

49,95149,91350,811

46,315

42,101

33,833

28,698

25,713

18,802

FY2022-23FY2023-24FY2024-25

Mobile/Electronicbanking

ATM/CDM/Debitcard

■Loansandadvances

57,189

33,612

24,549

84,987

13AnnuaIReporofheombudsmanSchemes/ReserveBanknegratedombudsmanScheme,202425.ResereBankofnda(RB)NoindlvraualautorspeoftaDecemer2025

1Thetotalnumberofomplantsinthecharecludes488and657complalitspertainingtoFY2022-23andFY2023-24respectvelyrecelvedbitnotcoveredunderRBHOS).

2026KPMGAsuranoansConsulinoSorucesLP,anndanBinbliypPatonshioanammborfimofthoKPMG

14'Otherproductsandservices'categoryofcomplaintshasnotbeenincludedinthegraph?

Fromdisentodelight|9

IntroductionRBIOmbudsmanStatisticsMechanismKeychallengesKeyactions

b.Modesofraisingcomplaints

ThepredominantuseofonlinechannelsforlodgingcomplaintswiththeRBIOmbudsman¹⁶underscoresabroad-basedshifttowardstheacceptanceofdigitalcomplaintredressalmechanisms,includingmobileapps,internetbankingportals,email-

basedgrievancesystems,chatbots,socialmediachannels,andIVR-enabledcustomersupportplatforms.

BelowchartsshowsthepercentageofcomplaintsreceivedbyRBIOmbudsmanthroughvariousmodesacrossthreeyears:Chart2:Percentageofcomplaintsreceivedthroughvariousmodes

C.Complaintsreceivedacrossvariousregions

ReviewofAnnualReportonOmbudsmanScheme17indicatedthat:

·Majorityofthecomplaintswerereceivedfrommetropolitan(~50percent)andurbanareas(~25percent)

·Theproportionofcomplaintsreceivedfromruralareaswascomparativelyless.Thistrendpotentiallyreflectsadigitaldivide,highlightinglimiteddigitalawarenessinsemi-urbanandruralregions,whichmayhindereffectiveescalationofcomplaintstotheRBIOmbudsman.

Introduction

RBIOmbudsman

Statistics

Mechanism

Keychallenges

Keyactions

BelowchartshowsthepercentageofcomplaintsreceivedbyRBIOmbudsmanthroughvariousregions18acrossthreeyears:

Chart3:Percentageofcomplaintsreceivedacrossvariousregions

FY2022-23 FY2023-24FY2024-25

18

12

10

Semi-uran

46

Metropolitan

25

Uran

Rural

46

26

47

24

18

18

10

AsperAnnualReportofOmbudsmanSchemeforFY2023-24,oneofthegoalsidentifiedbyAnnualReportofOmbudsmanSchemeforRBIisconductingsurveytoassessthereasonsforthelowlevelofcomplaintsintheruralandsemi-urban

areasaswellasinstateswithrelativelylowernumberofcomplaints.

d.Complaintconversionratio

ComplaintconversionratioindicatesproportionofcomplaintsreceivedagainstabankbyRBIOmbudsmantothetotalnumberofcomplaintsreceivedbythatbankfromitscustomers.BasisAnnualReportofOmbudsmanSchemeforFY2024-2519:

•ThecomplaintconversionratiohasincreasedforSmallFinanceBanks.

•Conversionratioforforeignandprivatesectorbanksishigherascomparedtopublicsectorandpaymentbanks.

Belowchartshowscomplaintconversionratioformajorcategoriesofbanksacrossthreeyears:

Chart4:Complaintconversionratio(inpercentage)

FY2022-23 FY2023-24FY2024-25

4.45

4.04

3.77

3.32

2.77

2

1.62

1.28

PublicsectorbankPrivatesectorbanksForeignbanksSmallFinancebanksPaymentbanks

4.05

4.58

6.88

2.76

1.61

1.75

4.1

18‘Populationbasedclassificationofregionsisasfollows:

•Metropolitan:Populationof10lakhsandabove

•Urban:Populationof1lakhandaboveandlessthan10lakhs

•Semi-Urban:Populationof10,000andaboveandlessthan1lakh

•Rural:populationlessthan10,000

19AnnualReportoftheOmbudsmanSchemes/ReserveBankIntegratedOmbudsmanScheme,2024-25.ReserveBankofIndia(RBI).Noindividualauthorspecified.December2025

©2026KPMGAssuranceandConsultingServicesLLP,anIndianLimitedLiailityPartnershipandamemerfirmoftheKPMG

gloalorganizationofindependentmemerfirmsaffiliatedwithKPMGInternationalLimited,aprivateEnglishcompanylimitedyguarantee.Allrightsreserved.

Fromdissenttodelight

11

Introduction

RBIOmbudsman

Statistics

Mechanism

Keychallenges

Keyactions

D.Mechanismforreceipt,consolidation

andclassificationofcomplaints

TheindicativeprocessfollowedbytheFIsforreceiving,consolidationandclassifyingthecomplaintsishighlightedbelow:

1.Sourcesof

communication

Origination

Conventionalchannels

•Branchvisit

•E-mail/Physicalsubmission

•Callcentre

Technologybasedchannels

•Socialmedia

•Mobilebanking/Netbanking

•Onlineportal

2.Systeminput

Complaintsmanuallyfedinto

centralisedComplaintResolutionManagement(CRM)system

Thesecomplaintsare

automaticallyfedintocentralisedCRMsystemviaAPIintegration

CentralisedCRMsystem

3.Consolidationof

communication

Consolidationandclassification

Customerprofiling

Linkingcomplaintstoindividualcustomer

profilesusinguniqueidentifierdetails.

Dedupeprocedure

Dedupecomplaintstoidentifyunique

complaintsfiled.

Channelagnosticlogging

Eachcomplaintis

assignedauniqueticketIDfortrackingpurposes

4.Classificationof

complaints

Outcome

5.Resolution

Manual

•Staffmemberindividually

read/heareachcommunicationtoclassify

•CategorisethecommunicationbasispredefinedchecklistorSOP

•Amisclassifiedqueryby

frontlinestaffiscorrectedatnextlevelduringescalation.

Hybrid

Systembased

•Predefinedrules/keywordsisusedtoauto-tagmessages.

•NLPtoolsusedtounderstandintent.

•MLmodelstrainedtopredicttheclassification

Resolutioncommunicatedtocomplainants

•Chatbots/IVRauto-classifybasedonresponses.

RespectivedepartmentsresolvecomplaintswithinpredefinedTAT.

Grievanceredressalteamupdateresolution

commentswithinsystem.

6.Reporting

InternalMISreportgeneratedforreportingtotheseniorstakeholders

ComplaintdataextractedforexternalreportingtoRBI

©2026KPMGAssuranceandConsultingServicesLLP,anIndianLimitedLiailityPartnershipandamemerfirmoftheKPMG

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gloalorganizationofindependentmemerfirmsaffiliatedwithKPMGInternationalLimited,aprivateEnglishcompanylimitedyguarantee.Allrightsreserved.

IntroductionRBIOmbudsmanStatisticsMechanismKeychallengesKeyactions

a.Receiptofcustomercommunication

1.Flsofferarangeofconventionalandtechnology-basedchannelstocustomersforraisingcomplaints.

a.Conventionalchannelsincludebranchvisit,e-mailtodesignatedmailIDs,physicalsubmissionofletterandcallcentre

b.Further,technology-basedchannelsincluderaisingcomplaintsthroughmobile/netbanking,onlineportal(includingchatbox)onFI'swebsiteorsocialmediaplatforms.Thoughtechnology-basedchannelsofferreal-timetracking,itisessentialfortheFlstomaintainabalancedapproachtoensureinclusivityandaccessibilityconsidering

demographicsanddigitalliteracy.

2.Thus,Flsshouldmakeappropriatechannelsavailableandaccessibletothecustomerforraisingcomplaints.

D.Consolidationofcustomercommunication

Consolidationofcustomercommunication

1.Oncethecomplaintsarereceivedthroughvariouschannels,theyareseamlesslyaggregatedwithinthecentralisedComplaintResolutionManagement(CRM)system

2.LeveraginguniqueidentifierssuchascustomerID,accountnumberorcontactdetails,thesystemmapseachinteractiontorespectivecustomerprofile

3.Adeduplicationprocessisinitiatedtoidentifyidenticalcomplaintsloggedthroughmultiplechannelstoensureefficiencyandreducingredundancy

4.Thisprocessidentifiesandconsolidatesduplicatecommunications,assigningadistinctticketIDtoeachuniquecomplaintforstreamlinedtrackingandresolution.

Classificationascomplaints,queriesandrequests

1.Theuniquecommunicationsarefurthertaggedascomplaint,queryorrequesteitherthroughmanualreviewbystaffmemberorviasystemdrivenmethodologies

2.Incaseofmanualworkflow,thestaffmemberindividuallyreadsthecommunicationandcategorisethemusingpredefinedstandardoperatingprocedures(SOPs)

3.However,tomitigatetheriskofhumanerror,theFlsleveragetechnologyenabledclassificationmechanisms

suchasauto-taggingcommunicationbysystemusingkeywords,useofNaturalLanguageProcessing(NLP)toolforintentrecognitionorAI/MLmodelswhicharetrainedtopredictandcategorisethecommunication

4.Postclassification,theseinteractionsareassignedtorespectivedepartmentsforresolution.

IntroductionRBIOmbudsmanStatisticsMechanismKeychallengesKeyactions

E.Keychallengesincomplaint

management

Asfinancialinstitutionshandlemorecustomerinteractionsacrossdifferentchannels,afewcommonissuescontinueto

affectsmoothcomplaintresolution.Followingarethepracticalday-to-daychallengesthatoftenslowdowntheprocessandimpactoncustomerexperience:

02Inaccurateclassification

Flsoftenfacedificultyofinaccurate

classificationduetoincompletedetails

providedbythecustomer,absenceof

methodologyforclassificationorerrorbythefront-lineincaseofmanualreview.

01Duplicatecomplaints

Failuretoconsolidatedupl