2013 EEI/AGA Customer Service Conference

1. 2013 EEI/AGA Customer Service Conference The Story of Cultural TransformationHow a top utility used a multi-track approach to change attitudes & significantly improve engagement & performanceCandi Florence, Integrys Barbara Burke, Barbara Burke & Associates, Inc.

2. Customer-Centric Focus on customer perception of the service experience. Results trump compliance. Coloring outside the lines OK. Intentional Coaching™supervisory model. Participatory decision-making. Focus on what the customer thinks. Lower stress, happier agents,higher engagement. Service Delivery Models Transactional • Focus on efficient transaction handling. • Compliance is highly valued. • Creative thinking discouraged. • Command & control supervisory model. • Top down decision-making. • Handle time pressure create unintended consequences. • High stress, low engagement.

3. Multi-track Approach to Culture Change • Apply three simple core values in interactions between supervisors and agents and between the agents and their customers. • Utilize a series of facilitated book club team meetings to open up dialogue, gradually build trust, and improve agent engagement.

4. Integrys Energy Group, Inc • Six Regulated Utilities (Gas & Electric) • Integrys Business Support LLC • Integrys Energy Services • Trillium/CNG • American Transmission Company, LLC • Integrys Energy Group owned approximately 34% of American Transmission Company, LLC at December 31, 2011.

5. Utilities We Serve • Upper Peninsula Power Company (UPPCO) • Established in 1884. (acquired by Integrys Energy Group in 1998). • Regulated electric utility. • Serving 10 of the15 counties in the Upper Peninsula of Michigan. • Approximately 52,000 electric customers. • Wisconsin Public Service (WPS) • Established in 1883. • Regulated Gas and Electric Utility. • NE and Central WI and an adjacent portion of Upper Michigan. • Serves approximately 441,000 electric and approximately 319,000 gas customers.

6. Call Center Operation – Green Bay • 24 x 7 Operation • 77 employees 9 Non-Union Staff • 1 Manager • 7 Work Group Leaders (Supervisors) • 1 Administrative Assistant 68 Union Staff • 51 FT CSRs/5 PT CSRs • 7 Seasonal CSRs • 5 Crew Leaders

7. Key Performance Indicators • Call Center • Service Level • Average speed of answer • Customer Satisfaction • First Call Resolution • CSR • Quality scores • After Call Work time • Away from Desk • Schedule Adherence

8. Intentional Coaching - Implementation • Tool for Supervisors to own and create: • A more positive, proactive work culture. • Better, more trusting relationships between them and their CSRs. • A uniform system for coaching and managing front-line relationships. • A renewed focus on employee accountability.

9. Goals for the Project • Improve communication/behavior between Supervisors and Employees. • Change to a proactive/positive culture. • Engage our front line staff in the change process.

10. Culture Change Initiative Results Project Goal: Reduce the number of transferred callsto Sr. CSRs by 20% 2012 Results: Achieved 21% reduction

11. Culture Change Initiative Results Project Goal:Reduce Supervisor calls by 10%. 2012 Results: Achieved 23% reduction

12. Culture Change Initiative Results Goal: Improve CSR productivity 2012 Results: • 29 Sec. Reduction in Average Speed of Answer. (from 82 seconds to 53 seconds) • 1.03 min. Reduction in Average Handle Time.(from 7:09 to 6:06)

13. Culture Change Initiative Results Goal: Improve CSR productivity 2012 Results: • 9% Increase in Service Level. • (from 64% to 73%) • 3% Improvement in First Call Resolution(from 83% to 86%)

14. Culture Change Initiative Results

15. Culture Change Initiative Results

16. Culture Change Initiative Results Top Quartile Goal: 74%

17. To what degree did NMM book Clubs help you with relationships at work? • Other people on my team: 97% • External customers: 95% • Internal customers: 94% • My manager: 94% On a scale of 1 to 5 = Combined ratings 3+4+5

18. Employee Engagement Results To what degree did NMM help you deal with on-the-job stress? • 93% Positive Impact To what degree did NMM impact your relationships outside of work (family, friends, etc.) • 92% Positive Impact On a scale of 1 to 5 = Combined ratings 3+4+5

19. Onsite Visit – Book Signing • “Isabel reminds me of myself in so many ways. I really enjoyed reading the book and found it very helpful in my day-to-day life.”” ~ Patti Hallet, CSR

20. Culture Change – Lessons Learned • Managers must believe and have a vision. • Give front line leaders support – they feed off their Manager. • Each supervisor will develop at their own pace. • Begin program with leaders – back up if necessary until all on the same page with same expectations.

21. Culture Change – Lessons Learned • Allow the time for meetings. • Continuously walk the talk. • Do not allow fast pace to get in the way. • Engage content in monthly team meetings. • Set goals – stay involved. • Make sure the employees know this is notthe flavor of the month.

22. Candi Florence Manager - Customer Operations | Customer Relations Integrys Business Support, LLC 920-617-4715 direct 920-883-1983 cell ceflorence@integrysgroup.com

23. Barbara Burke • bb@barbaraburke.com • 507.213.7838 (mobile) 507.663.7232 (office) • Contact Center Culture Change Consulting. • Agent Engagement Improvement Consulting. • Intentional Coaching™ Boot Camps for Supervisors. • Workplace Wisdom Webinars. • Leadership retreats and seminars. www.barbaraburke.com WBE Certified Woman-owned business