RBS 2012 Annual Report Download - page 11

09
RBS GROUP 2012
Les Matheson, one of our Managing Directors,
was a pioneer for the programme, working as a
Banking Hall Coordinator in our branch on
Edinburgh’s Princes Street.
Next, we need to be sure our people
understand what putting customers
first means.
During 2012, Coutts developed its ‘Crown
Standard’. It reflects Coutts’ values of striving
for excellence and operating to the highest
possible standards so that it earns clients’ trust
and loyalty. Coutts also expects its Private
Bankers to have a passion for client service.
Our new UK Retail Chief Executive, Ross
McEwan, has said that his business is going
to obsess about the customer experience,
delivering a consistently high level of service.
On their first day in the job, new starts in
Corporate Banking Division hear from
Chris Sullivan. He tells them unequivocally
that, ‘our entire focus has to be on adding
value to customers.’
We need to reinforce these messages by
training and developing our people so that they
can do their best for customers.
In UK Retail, we are training Customer Service
Officers and Customer Contact people using
courses accredited by the Chartered Banker
Institute. That will give our people the
knowledge, skills and confidence to help
customers.
Across Business & Commercial Banking
over 90% of Relationship Managers (RMs)
have successfully completed the Chartered
Banker Institute’s comprehensive Accreditation
programme. This is part of our commitment
to put properly trained bankers back on the
High Street. It means our RMs are:
better equipped to respond to customers’
business needs and opportunities –
delivering their business and sector
expertise; and
confidently providing the right solutions
at the right time – sharing in SME
customers’ ambitions.
We try to choose carefully who joins us, tell
them what we expect and train them to do
the job. We also need to give them the correct
incentives. RBS has led the industry in reforming
how we reward people, better aligning that with
the interests of our stakeholders. Now we have
gone further. In UK Retail, we have changed
how we reward people, putting more emphasis
on customer service and feedback.
Becoming a really good bank starts and ends
with the customer. Every one of us at RBS has
an impact one way or another on how we serve
customers. We need to become a company
that has a simple, overriding determination
to serve customers well. This must be our
obsession. If we do this, it will become our
visible point of differentiation. It will define the
way we think, how we work together and how
we make the most of our efforts. Doing the
right thing for customers also means ensuring
we are a positive part of the fabric of our
communities – because we know that when
they succeed, so do we.