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Group Customer Services (GCS)

Albany House and Pier Walk (GCS) Telephony Contact Centres

Complaints, Commendations, Bomb threats & Oyster Escalations Handling Process & Procedure

Audit log: Name: Role: Signature: DateOriginators:

David Conlon (DC)Tariq Khurshid (TK)Robert Allen (RA)

GCS Senior AdvisorGCS Support ManagerGCS Support Manager

David ConlonTariq KhurshidRobert Allen

27/05/1127/05/1127/05/11

Reviewer:

Bryan Chapman Customer Service Manager (Albany House)

Bryan Chapman 30/05/11

Approver:

Bryan Chapman Customer Service Manager (Albany House)

Bryan Chapman 01/06/11

Approver:

Stuart Lee Customer Service Manager (Pier Walk)

Stuart Lee 01/06/11

Approver:

Tim Marsh GCS Support Manager [seconded to the GCS Compliance Team]

Tim Marsh 06/06/11

© Transport for London 2011

Group Customer Services (Telephony Contact Centres)

Complaints, Commendations & Escalations

Approver

Cynthia Adjei GCS Support Manager (CBS Team)

Cynthia Adjei 15/6/11

Retention Review

To be reviewed quarterly with the Quality Leads at each GCS Telephony Contact Centre.

Purpose: To describe the process to assess, follow-up, feed-back to customers (as appropriate) and report on; Complaints, Commendations and/or Other escalations received by phone staff at the GCS Telephony Contact Centres based at Albany House and Pier Walk.

Scope: All GCS Telephony Contact Centres

Version Number

Issue Date Issue Description Rev. Approved

0146/DC/TK/RA

22/06/11 First version. First Publish

Contents

1 Introduction

2 Context

3 Definitions

4 Fair and Effective

5 Monitored and audited

6 Escalations

22/06/2011 03:53:00 PMDavid Conlon, Tariq Khurshid & Robert Allen

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7 Outputs8 Key Service Levels9 Roles and Responsibilities10 TfL Code of Conduct11 Pertinent TfL Core Competencies: 11.1 Customer Focus 11.2 Communication and influence 11.3 Financial awareness12 Handling complaint calls not directly related to the GCS Telephony remit13 Bomb Threats14 When should a call be escalated ?15 Escalated Oyster calls process16 Pier Walk Oyster Escalations17 Surface Transport (ST)18 Oyster Escalation call-backs 19 Customer complaints relating to a member of staff 20 What is the complaints process ?21 Oyster gesture of good-will payments guidelines22 General gesture of good-will payment guide-lines 22.1 Gesture of good-will amounts with examples of reasons:23 Managing Escalations - Senior Advisor’s role 23.1Duty Desk Senior Advisor Hand-over:24 Commendations25 FAQ’s

Appendix 1: Bomb threat form

Appendix II: CRM Service Ticket back-up information gathering form:


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1 Introduction This procedure describes the way in which complaints, commendations and escalations from the general public and internal customers are handled and processed by GCS Contact Centres.

2 ContextThis procedure is designed to assess, follow-up, feed-back to customers (as appropriate) and report on complaints, commendations and/or other escalations received by phone staff at the GCS Telephony Contact Centres based at Albany House and Pier Walk.


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3 Definitions

GCS Telephony Contact Centres are committed to providing consistent, high quality customer services and value customer feedback.

Customer feedback is defined into three main categories:22/06/2011 03:53:00 PMDavid Conlon, Tariq Khurshid & Robert Allen

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GCS Telephony Contact Centres (current at time of publiction)Albany House, 1st floorMost staff virtualised to handle TICC and Oyster Helpdesk callsPier Walk, 4th floor - Green ZoneMost staff virtualised to handle TICC, Traveline and Oyster Helpdesk callsPier Walk, 4th floor - Yellow ZoneSurface (ST) currently out of scope as they have their own local policy and staff are not yet virtualised.



Complaint – Any expression of dissatisfaction which is deemed to be serious enough to warrant further investigation.

Escalation – Usually a technical issue with the Oyster product that requires deeper understanding, analysis, approval or clarification in order to resolve.

Commendation – Any expression of approval for GCS Telephony Contact Centres service(s) or staff.

There is also a special fourth category for dealing with Bomb threats – see section 13 of this procedure and Appendix 1.


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EscalationsComplaints



4 Fair and Effective

We will ensure that all customer complaint and feedback is handled in a fair and effective way. This means that we will deal with complaint and feedback without bias towards any particular group or body and that we will be consistent and thorough in our approach.

5 Monitored and audited

We will log and monitor all feedback to ensure that we adhere to our promises under our published policies and our obligations under any relevant legislation. We will also ensure that where necessary and appropriate, customer feedback is passed on to senior managers and other members of staff, in order to help improve services.

6 Escalations

Our operating procedures will provide for escalation of matters that are unresolved or where the nature of the feedback requires it.


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Our operating procedures will also provide for escalation of matters to external organisations. Depending on the issue this will either be the London Travel-Watch, the Local Government Ombudsman or the Information Commissioner.

7 Outputs

The main outputs of the process are:

How to resolve complaints

How to log commendations

What to do if a Bomb threat is received

Correct escalation procedures to follow for correct handling of a complaint (technical or staff related) that come primarily through a GCS Contact Centre telephony channel. This does not negate complaints coming through from GCS non-telephony channels like for example the CBS team. However in these cases the local management team should provide a first escalation check to ensure that it is something that they cannot handle locally. See diagram below:


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Initial points of contact for GCS Telephony staff when dealing with a Complaint, Escalation or Commendation

8 Key Service Levels

The key performance indicators for this procedure include:

24 hours for customer to be contacted

28 days from complaint notification to resolution, if the complaint requires a detailed investigation.


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Duty Desk management team (Senior Advisor / Support Manager) at Albany HouseDuty Desk management team (Senior Advisor / Support Manager) at Pier WalkOyster escalations In-Box.Managed by the Albany House team. Use in exceptional circumstances only, when all local avenues have been exhausted Continuous mutual collaboration, support and sharing best practice




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9 Roles and Responsibilities

The following persons and teams are involved in this process.


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Demonstrate excellent customer service to all TFL Customers and take full ownership of enquiries with due diligence, integrity whilst upholding accountability for public funds.First point of call for advice and guidance at duty deskSubject Matter ExpertDeal with escalated calls handed over by CSA through to closureSupport the Senior Advisor team with investigation if required and follow up on upheld complaints against CSA’s Approval of non-Oyster card related Gesture of Good-will payments that are greater than £50 and guidance in exceptional circumstances..Governance of Gesture of Good-will payments for Oyster Card related queries. However where a GOG payment has been sanctioned by a Duty Desk Manager with valid justification notes in the CRM Service Ticket then this will usually be respected.C S A

Senior Advisor

Support Manager

C S M

GCS Approvals Team



10 TfL Code of Conduct

Pertinent high-lights of the TfL code of conduct:

TfL is committed to developing and implementing world class transport facilities for the public. In pursuit of this goal TfL commits to treating all those who use London’s transport facilities equally and with due consideration.”

The behaviour of TfL’s employees is central to how it conducts its business. TfL will ensure the resources are in place to enable employees to realise the delivery of services in line with its ethical values and vision.

All employees must respect and encourage TfL’s ethical values and vision. Staff are required to behave with a high standard of integrity in business and commercial relationships and treat colleagues and anyone with whom TfL has dealings fairly, with respect and with dignity.

Employees must not do anything whilst on or off duty which could damage TfL’s reputation and/or lead to criminal charges against them.


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When on the phones talking to Customers YOU (GCS Customer Service Advisor) are an Ambassador for TfL and your words, tone and behaviours in the call handling represent all of TfL to the Customer. Do your best, to be the best, and represent TfL in a positive and professional light at all times.


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11 Pertinent TfL Core Competencies:

11.1 Customer Focus


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Recognises the importance of customers and demonstrates a commitment to ensuring that they are satisfied.TfL Customer Focus

Band 1 Core Competency

Positive indicators




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11.2 Communication and influence


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Speaks clearly and without unnecessary jargon.Puts messages across in an appropriate manner.TfL Communication &

influence





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11.3 Financial awareness


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Identifies cost implications of decisionsActively seeks cost savings and efficienciesWorks with colleagues to find efficienciesHas a clear understanding of the importance of efficiencyTfL Financial awareness




12 Handling complaint calls not directly related to the GCS Telephony remit

If the complaint is about another part of TfL e.g. Tube, Buses, DLR, etc, stay neutral and do not comment. For example, try using soft strategies to defuse the situation, e.g:

Advise the caller that:

“The best people to deal with your query are ………. “and that you will immediately put them through.

Use the phone book to find the appropriate department’s number and “warm transfer” the call.

Note that for general feed-back on TfL services, Industrial action, Mayors office, or Freedom of Information requests, advise the customer to email the Customer Relations team via “[email protected].

GCS Contact Centres at Albany House and Pier Walk Telephony teams primary purpose is to deal with live, real-time, Travel Information or Oyster Card issues.

13 Bomb Threats

Anyone receiving details of a bomb threat or warning should take careful note of the details given on the standard Bomb Threat Telephone Call Form – See Appendix A. The form gives some structure to the receipt and handling of a 'bomb' call and meets the requirements of the Emergency Services for subsequent processing of an incident by providing a consistent record of nature and content for their collation.


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Whilst completing the pro-forma an attempt should be made to follow through the first side/page of the form whilst the call is in progress. The second side/page of the form should be filled in immediately after the call itself is completed.

If a warning is received concerning a suspected explosive device outside the building, specific instructions will be given in accordance with Police advice by the Emergency Co-ordinator.

The member of staff who received the telephone call should immediately advise the duty desk management team.

Also see Source: http://source.tfl/HelpAndGuidance/2758.aspx


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http://source.tfl/HelpAndGuidance/2758.aspx



14 When should a call be escalated ?

Fully virtualised CSA’s are trained to handle and resolve complex calls and handle awkward or difficult customers. Therefore CSA’s are expected to take ownership of these types of calls and handle them as best as possible. Remember that there is no other expert team in TfL that knows the Oyster product better than you. CSA’s should seek advice from the duty desk only if they have exhausted all avenues that they know of and as a last resort.

When should a call be escalated to Management?

When a customer’s case has been mishandled for what-ever reason and the CSA is unable to resolve the issue and handle the call.

When a customer is dissatisfied with the service received and wishes to complain, and demands to speak to a Senior Advisor or Manager - Where there is a “sensible” reason for the escalation – rather than just a Customer being unhappy with a business as usual situation and demanding a manager because they feel like it.

Other: When the CSA feels that the call should be escalated for any other reason.

When a customer wishes to make a complaint against a fellow staff member from a GCS Contact Centre – Please see section 19: Customer complaints relating to a member of staff.


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Graphic showing what to do when no one is available at the duty desk


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1CSA has exhausted all avenues of knowledge, skill and experience in order to resolve query. Local Duty Desk management team unavailable to assist2Gather all relevent information in SAP CRM notes. Cross-reference with historical journey data and other relevent historical cutomer contacts with TfL on the same issue.Advise Customer that either you or some-one will get back to them within 24 hours, if not sooner3When local Duty Desk Management team becomes available, seek guidance on how to resolve or close the call. Call customer back.If near to shift end, then email the Oyster Escaltions in-box with full and thorough notes in the supporting CRM Service Ticket with detailed notes of the analysis you have done and preferably with the decisions that you would like sanctioned or considered. For Pier Walk staff, note that all escaltions to the Escalations in-box must be sanctioned first by a local SA or SM.



Only in exceptional circumstances (inappropriate, abusive, offensive customer) will an immediate intervention by a member of the duty desk management team be made. In all other cases the escalation will be dealt with in the course of business as usual. We aim to treat every customer with respect and in return expect equal consideration to be shown to our staff and management.

15 Escalated Oyster calls process

Calls that need to be escalated should be actioned as follows:

Gather all back-ground relevant information, double checking and cross referencing all systems like GUI and Sap CRM Service tickets. Also gather information from the customer, use probing questions and active listening to ensure you fully understand the problem.

Try to independently analyse what went wrong (if anything). Do not be concerned about average handling time or rushing the customer off the phone; in these circumstances, the business would prefer first call resolution to resolve a problem for a valued TfL Customer.

A company of the size and magnitude of TfL should take full ownership and go that extra mile in circumstances like this. Place the customer on hold or take the customers contact details (whichever is more suitable for the customer).

Inform the customer you are going to speak to a Supervisor about their circumstances and you will come back to the customer with the next course of action as soon as possible. Check that the customer is happy for a 5/ 10 minute hold, if not, advise the customer that you will call them back.


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The CSA should approach the duty desk in the first instance with all the relevant information

This gives the duty management team and the CSA an opportunity to discuss the escalation, decide on if the call actually requires management intervention, and allows an opportunity for the management team to provide the relevant information to CSA to handle the call, if the call does not require management intervention

It will not always be possible for a call to be escalated, even at the customer’s request, if resolution is within the CSA’s remit. This is to encourage CSA’s to take ownership of the difficult / awkward customers and develop their skills in handling such calls which is an occupational hazard of working in a busy in-bound call centre at TfL.

Providing approval is given an email should be sent to the Oyster escalations in-box or if you are based at Pier Walk (PW) to the duty SA.

The email should include:

1. All relevant SAP, ORS and order reference number(s)

2. Customer name

3. Customer contact number

4. SAP notes should detail why the call was escalated

5. The name of the SA / SM who approved the escalation

Graphic summarising the key steps in GCS Telephony Contact Centre

Complaint / Escalation handling


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1Complaint comes in on a GCS telephony lineCSA gathers all relevent information2If the Complaint is about conduct of a peer (alleged rudeness, call termination, poor customer service, tone,..etc) then approach the duty desk immediately to seek guidance. In parallel be sure to ask if you can help the Customer in any other way, as sometimes they just want the query resolved and this can often subdue the anger of the perceived poor service previously encountered.If the call is about the Oyster product or a technical issue then CSA should take ownership, analyse all the information and make a decision. 3If the Complaint is regarding an issue that the CSA is unfamiliar with, CSA should put the Customer on warm hold and seek guidance from the Duty Desk Management team.REMEMBER that YOU (the CSA) is the expert team in TfL that deals with all Oyster Card issues. There is no other person or team in TfL who can service the Customer better than YOU. Be empowered, you have all of TfL's vast resources to back you up.



16 Pier Walk Oyster Escalations

First Point of call is always the duty Senior Advisor or Support Manager and in all cases the primary and first escalation point being the TICC duty desk on 84040 internal.

Virtually all staff and members of the duty desk management team at both sites (Pier Walk and Albany House) have been trained in Oyster and TICC call handling and escalations management. Therefore basic, business-as-usual Oyster escalations should be managed locally by the on-duty Senior Advisor and or Support Manager. In exceptional circumstances the Pier Walk SA or SM can call the Albany House management team for help and guidance but there may be a delay during busy periods as local staff queuing at the Albany House duty desk needing help and guidance will be given first priority. Therefore this should be considered as a last resort as the business is no longer site/product specific and operates as one big family/Contact Centre, but based at two different sites. The team at Pier Walk should pro-actively be learning how to handle all types of business as usual escalations.

The Pier Walk management team can use the Albany Oyster escalations in-box as a last resort when the expertise and experience of an Albany Oyster Senior Advisor or Support Manager is required.

However before doing so, it would be prudent to seek advice from experienced Oyster staff that recently moved over to Pier Walk following the 3/4/11 GCS re-organisation. Furthermore it would be prudent for the management team at Pier Walk to monitor the escalation issues on the floor and more importantly, learn how to handle them going forward.

Escalations sent direct from Pier Walk staff to the Albany House Oyster escalations in-box will politely be returned unless they have been vetted and approved by a member of the Pier Walk management team for referral to the Albany House escalations in-box.

Hopefully with the release and publication of this procedure and side-by-side roll-out to staff, the “escalations in-box” will be less heavily used by


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staff in the future through encouragement of the right behaviours and development of staff to take full ownership of all calls.

17 Surface Transport (ST)

Surface Transport already have their own procedure available on GCS SharePoint, due to the unique nature of their management structure and business needs. Therefore for the time-being they remain out-of-scope for this procedure although they remain part of the GCS Telephony Contact Centres Team

18 Oyster Escalation call-backs

The duty Senior Advisor will aim to call the customer back within 24 hours to discuss the issue.

The duty Senior Advisor will investigate the matter before calling the customer back, gather all the relevant information and if need be, liaise with the CBS team (at Pier Walk) for further information or clarification.

If the duty Senior Advisor is unable to resolve the issue they will advise the customer of this, inform the customer they need more time or confirm the next course of action for resolution and the timescale involved.

If the customer does not answer the call, the duty Senior Advisor will, where possible, leave a voicemail advising on the outcome or requesting the customer call us back. If the duty Senior Advisor is unable to get through to the customer, and there is no option to leave a voicemail, the case will be put on hold awaiting the customer to contact us.


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Throughout the above stages detailed SAP notes will be entered by the duty Senior Advisor. This will enable any member of management to pick up the case at a later stage. If there are any system issue with SAP CRM, use MS Word or the CRM back-up form in Appendix 2 as a prompt to take down details and upload into SAP later.

If the escalation stems from a rectifiable flaw found with an internal system, process or policy the information and feedback should be passed on to the appropriate department.

In all cases, following a referral to the duty desk or escalations in-box, if a training or coaching need is identified this should be flagged to the staff member’s line manager for follow-up.

The duty Senior Advisor handling and completing the escalation will endeavour to feedback the outcome to the CSA who escalated the call.

19 Customer complaints relating to a member of staff

We take every complaint seriously and aim to carry out a detailed investigation to address the complaint. Due to the sensitive nature of complaints raised against peers, complaints should always be referred to the duty desk before any further action.

20 What is the complaints process ?

The process has four distinct stages as described below, designed to be straightforward and to enable us to address your concerns properly. We will call the customer within 24 hours of making the complaint to discuss the complaint and gather the necessary information to carry out an investigation.


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1. Trace Calls2. Complaint investigation & follow up meeting with Agent concerned3. Decision on whether or not the complaint is upheld.4. Depending on the nature of your complaint, we aim to reply to the

customer within 28 days of complaint notification, although usually sooner.

If we have made a mistake we will apologise and advise the customer of the steps we are taking to stop it happening again. If the customer is dissatisfied with our response, they should explain why and requesting a further response to the complaint. If we are unable to provide a further response and the customer is still unhappy the customer should be advised to contact London Travel Watch. No information about disciplinary actions taken against CSAs will be provided to customers – these are internal and confidential.

21 Oyster gesture of good-will payments guidelines

As Oyster is a public funded organisation with public accountability for funds we cannot usually give out gesture of good-will payments without proof of an error on our behalf, for example a call recording or Journey history. However there is a little discretion within reason. Gestures of good-will payments should not be offered by default, but only in circumstances where they are appropriate, fair and reasonable.

All gesture of good-will payments over £15 should be sanctioned by the duty desk manager or be referred to the Approvals team. Approvals team / Duty desk sanction for refunds under £15 is not normally required.

The Oyster Refunds System has built in approval levels and in all cases anything over £15 automatically goes to the Approvals team at Pier Walk for an audit before being processed. Agents should never split larger payments into multiple refunds in an attempt to by-pass the £15 limit, - these will be flagged as duplicate refunds anyway, so it’s only generating more work and could look suspicious in an audit. Furthermore, when reviewing OCTA (paid or pending) consider whether an automatic refund has already occurred when doing their refund.


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Should you wish to add a goodwill gesture for whatever reason, you must add this yourself (even if the Service Ticket is being assigned to CBS).

A gesture of goodwill is at the discretion of the person who has made the decision to give one, please ensure that this is always processed by the decision maker and not passed to the CBS team to process on your behalf.

Thorough notes should be made in SAP for audit purposes. Financial awareness is a key CSA objective and forms part of the targets that CSA’s must achieve (see SMART objectives below)

Financial Awareness Objectives

What are my key objectives?

Measure

What is the required business outcome?

Managing goodwill payments Restricting goodwill payments and when paid ensuring supporting evidence and reasons are clearly demonstrated in SAP CRM notes

Correctly calculated PAYG overpayments and refunding correctly Calculating refunds correctly using OXNR

and OCTA

22 General gesture of good-will payment guide-lines

Primarily for Travel Information related complaints where proven and receipted out of pocket expenses are incurred due to wrong travel information provided by a CSA. In all cases these types of gesture of good-will payments are either approved by a GCS Support Manager or a GCS Customer Service Manager. Once approval has been sanctioned the 22/06/2011 03:53:00 PMDavid Conlon, Tariq Khurshid & Robert Allen

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GCS Customer Relations (CR) process the cheque and supporting letter of feed-back.

As we are custodians of public money we must all take this responsibility very seriously and be accountable for our actions. Therefore, in all cases, thorough notes should be made in the SAP CRM Service Ticket for audit purposes. Always be prepared to justify your decisions and behave with integrity and express TfL values in the way you conduct yourself.

Finally, consider the thought process, rationale, proof’s to justify gesture of good-will amount, reasonableness and ask yourself, if an independent member of the general public were to scrutinise your gesture of good-will payment – would he/she criticise it ?

22.1 Gesture of good-will amounts with examples of reasons:

£0 - £15

Minor complaint upheld

Excessive length of time taken to Oyster to resolve or follow up the customer’s case

Phone costs of customer calls to the Oyster who had to contact us a high number of times to have something resolved

Member of staff made honest error

Support Manager sanction required.

£20 - £50

Serious complaint upheld with substantial evidence.

Support Manager sanction required


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Greater than £50

Approval will be needed from relevant Customer Service Manage (currently: Bryan Chapman or Stuart Lee) and will be considered on its merits on a case by case basis.

23 Managing Escalations - Senior Advisor’s role

23.1 Duty Desk Senior Advisor Hand-over:

When on duty desk it is important that any escalations in the Oyster escalations in-box are actioned or at least looked at on shift. SA’s should endeavour to prioritise these, and endeavour to leave an empty in-box for the incoming duty SA. On the odd occasion when this is not possible and as a professional courtesy to colleagues, please let the incoming SA know why there are pending escalations and what if anything you have done to mitigate them.

23.2 Follow ups:

It is best practice the SA who handles an escalation initially sees the escalation through to finish. When it is not possible to resolve an escalation (whilst you are on the duty desk) it is important you deal with it when next possible. In order for you to be able to do this your schedule may need to be changed. Please speak to the duty manager explaining the situation who will in turn arrange time for you to handle the escalation.

All emails that SA’s sent regarding escalations, for instance to CBS or CSA’s should copy in the Oyster escalations in-box. Also all replying parties are expected to be cc’d in Oyster escalations. This will ensure that


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if any SA is away from the office, planned or unplanned, the duty SA will always be able to take the case over.

24 Commendations

Commendations are valuable and motivational. It is therefore important we acknowledge and record all commendations, and feedback to the parties involved. A customer wishing to make a commendation is welcome to speak to a Senior Advisor or write in, which-ever is suitable for the customer.

When a customer wishes to make a commendation verbally please deal with the request as follows:

Take the customer’s contact details and any relevant background information or reference numbers

Please approach the duty desk to discuss the commendation with management

You may additionally be required to send an email to Oyster Escalations confirming the details

As appropriate, the duty Senior Advisor will call the customer back in due course and discuss the commendation with the customer.

The duty Senior Advisor will liaise with the Commendations team (currently headed by Colin Whitear and supported by Alison Nevin at Albany House and Robert Allen at Pier Walk) who will record and publish the commendation as appropriate.


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The duty Senior Advisor will liaise with the CSA’s management team so they are aware of the commendation and can celebrate or share further with GCS.

25 FAQ’s

Can the customer make their complaint in writing?

Yes. The customer is entitled to raise their concerns via whichever method is most suitable for the customer. Email [email protected] or surface mail to the TfL Customer Relations team, 4ht floor, 14 Pier Walk, North Greenwich.

What should the CSA do if a customer calls back after receiving a voicemail by the duty SA regarding an escalation?

Please take the SAP Service ticket number and check the notes. There should be a detailed description in the notes explaining the next course of action.

What should the CSA do if the duty desk deems the call can be handled by the CSA?


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mailto:[email protected]



The CSA should offer to resolve the issue for the customer. If the customer rejects the CSA’s help, it is their decision but unfortunately no further action will be made by management, so the CSA should take control of the call and situation. This is because the CSA was competent to deal with the query, resolve the issue and feedback any comments from the customer to the management team.


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Appendix 1

BOMB TELEPHONE THREAT PROCEDURE

- Obtain as much information as you can. Try to keep the caller talking.

- Complete the form as you go along; use the questions printed below as a 'prompt'.

RECORD THE EXACT WORDING OF THE THREAT

......................................................................................................................

...........

......................................................................................................................

...........

......................................................................................................................

...........

ASK THESE QUESTIONS

1. Where is the bomb right now?


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2. When is it going to explode?

3. What does it look like?

4. What kind of bomb is it?

5. What will cause it to explode?

6. Did you place the bomb?

7. Why?

8. What is your name?

9. What is your address?

10. What is your telephone number?

RECORD TIME CALL IS COMPLETED:...........................................

ADVISE A SENIOR ADVISER/MANAGER IMMEDIATELY


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THIS PART SHOULD BE COMPLETED ONCE THE CALLER HAS HUNG UP AND POLICE HAVE BEEN INFORMED.

Time and date of call:

Length of call:

Number on which call was received:

ABOUT THE CALLER

Caller was: Male Female Nationality? .....................................

Caller’s approximate age:

THREAT LANGUAGE

Well spoken Taped Irrational

Foul Incoherent Message read by threat maker

CALLER'S VOICE

Calm Crying Angry


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Clearing throat Nasal Slurred

Excited Stutter Disguised

Slow Lisp *Accent

*Rapid Deep Familiar

Laughter Hoarse

If the voice sounded familiar, who did it sound like?

*What accent?

Did the message sound as if it was being read out? Yes/No

BACKGROUND SOUNDS

Street noises House noises Animal noises

Crockery Motor Clear

Voices Static PA System

Booth Music Factory machinery

Office machinery Other (specify)

From where do you think the call was made public telephone, mobile or landline?........................

Any unusual words/ grammar used or mispronunciations etc?22/06/2011 03:53:00 PMDavid Conlon, Tariq Khurshid & Robert Allen

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Further information:

............................................................................................................

.....................

............................................................................................................

.....................

............................................................................................................

.....................

Signature: Date:

Print name:

Duty desk Procedure

Keep agent available as the police will need to speak to him/her directly.

On the Avaya phones Press “999” (do not press 7 first). This will connect you to BTP.


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Provide the following information:-

State that you are calling from the:

* Oyster card Helpline, Albany House, 55 Broadway, London SW1H OBD

Or

* TfL Travel Information Contact Centre at Floor 4G

Pier Walk

London

SE10 0ES

Provide the Duty Desk contact number for Albany House - 0207 918 4173 or 0203 054 4040 for Pier Walk and your full

name.


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Appendix II

CRM Service Ticket back-up information gathering form:

Action/Outcome/Comment

CRM Service Ticket:

(Must have in all cases)

Customer Relations Team Case Ref number (if any):

Date & time call put through to duty desk:

Duty Desk Person who handled complaint:

Date & specific time of call that generated complaint (if different)

Duty Shift Manager at time of complaint:


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Full Name of Customer making complaint.

[Must have for feedback purposes. Note also that a full name is required for any “Gesture of good-will” payment cheqs. TICC does not usually process anonymous complaints]


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Customer's telephone number (& any other number called from, if different). Note that this is VITAL for quick call trace and without it will be very difficult to follow up the complaint especially if the Agent name is also unknown.

Customer's address:

Full nature & details of the complaint:

Opening line or question posed by customer ?

When did the call start going wrong ?

Was the phone line clear ?

How long roughly was the call ?

Complaint type (optional):

Rude, Terminated call, Inaccurate information, Tone, Gen Poor Customer service, Excessive hold, Argumentative, Wrong information, Patronising,


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Unhelpful, ..etc

GCS Agent complaint directed at (if name given & known)

Extension number Agent was logged into at time of complaint (if known)

If Staff Member unknown:

Male / Female,

Greeting (if any)

Any distinguishing accent

Age of voice

Turn of phrase used by Travel Advisor e.g “its not a perfect world”

Any other distinguishing characteristics that may help identify the Agent


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(Optional) What does customer consider to be a fair resolution to this complaint?

“NICE” CLS ID of call (when / if call traced)

Outcome: Upheld:

Not Upheld:

Other: Specify:-

Customer Relations team feed-back to customer ? If yes, Date & level of any gesture of good-will payment sanctioned.

Date:

£

Follow Up Actions:

Lessons Learned

Change to policy

Training

Coaching

Systems fix

Systems update/ correction

Has the customer called TfL before ? & if so what was there experience


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previously ? (Optional Question)

Any other pertinent information or comments relevant to the complaint:

Spare: deliberately left empty

Spare: deliberately left empty


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