Mashreqbank is working to improve the onboarding experience for retail customers. A diagnostic identified opportunities across process efficiency, performance management, customer mindsets/behaviors, and organizational skills. Proposed solutions include reducing on-site onboarding to 30 minutes with one touchpoint, and off-site to next day for Gold and 3 days for others. KPIs will be aligned across units and linked to overall bank performance. Customer surveys found a preference for same-day delivery of debit cards and chequebooks to improve satisfaction.

1. Innovation Storyboard
Mashreqbank
Improving the on-boarding experience for retail customers
Jul 2011 – on going
Lean Central Team

2. Introduction
About Mashreq
Mashreq has provided banking and financial services to millions of customers and businesses since 1967.
We are one of UAE's leading financial institutions with a growing retail presence in the region including Egypt, Qatar, Kuwait and
Bahrain.
We focus on providing our customers access to a wide range of innovative products and services.
Mashreq is invariably among the highest performing banks in the region. Last year we recorded a Net Profit of AED 803 million
from a Total Operating Income of AED 4.4 billion over the same period. At the end of last year our Total Assets stood at AED
84.8 billion.
Our branch network extends across the UAE with one in every two households in the UAE banking with us. We also have
customer service centers in key retail locations and one of the largest ATM networks in the country. We also have 12 overseas
offices in nine countries, including Europe, US, Asia and Africa.
Vision Customer focused
To provide our customers the most rewarding banking We act in the interest of our customers, seeking to exceed their
relationships expectations
Mission Transparent and fair
Being relationship based We are clear, concise and open in all our communications, and
Delivering superior service treat customers and our colleagues with fairness, respect and trust
Being the primary bank to our customers Progressive
Being the Employer of Choice We are fast, agile and constantly think of ways to enhance
Values customer experience
We are on a constant journey towards service Bold
excellence, developing innovative new products and We challenge established practices and take smart risks
financial solutions. Anticipating your needs and providing Individually Responsible
you with new opportunities, convenience and peace of We each take responsibility for the quality of our work, the success
mind, stem from our core beliefs. of the bank and delivering the brand promise to each customer
Teamwork, cooperation and responsiveness drive the
way we work and form the basis of our core values 2

3. 2. The Idea
Diagnostic indicated improvement opportunities across 5
dimensions of the lean programme
Key improvement opportunities ▪ KPIs tracked at different
units are not aligned end
to end
▪ Onsite account opening ▪ No link between KPIs and
can be improved by ~60% overall bank performance
without any further ▪ Lack of scoreboards at
investment any of the units, only
Process Efficiency Performance
▪ Opportunity to achieve all dashboards reflect
Management
business turn around time performance
targets ▪ Lack of structured and
regular huddles
Customer
▪ Main issues for staff: ▪ 6 units involved in the E2E
– Excessive Mindsets onboarding process across 4
Organization
documentation and different groups
and Skills
– Insufficient transfer Behaviours ▪ Minimal involvement of back
of knowledge end units in the onboarding
between frontline process in terms of FTEs
and back end units ▪ Skills gaps required to be
– Units working closed with coaching on the
independently ▪ Surveys reflect customer‟s back of gap analysis to allow
▪ Staff expect: overall satisfaction below multi skilling and flexible
– Collaborative work target being cheque books and resourcing
environment debit cards delivery one of the
– Sustainable changes main causes of dissatisfaction
– Simpler processes ▪ The process to get fully
for the customer onboarded involves 7 different
touch points with the bank
SOURCE: Team analysis 1

4. 2. The Idea (contd.)
There is significant opportunity to improve Current
onboarding processes Opportunity
Process Time savings2, days Improvement opportunities
1 Personal banking
4.5 ▪ Use quick account (with
branch1
activation) for all onsite
2.0 onboarding
56%
▪ Standardize managerial
approval and remove EDMS
check
2 Manual account
6.0
SME branch1 ▪ Train front end staff in e-
2.0 name check and risk matrix
67%
▪ Document SLA for compliance
response
3 Manual account
5.0
Gold center1 ▪ Trigger signature update
2.0 process on scanned images
60% ▪ Send AOF directly by the
branch to Infofort rather than
With additional investment through CCAM
card printers and preprinted cheque books
times could be reduced further
to ~20 minutes
1 On-site account opening
2 Full onboarding process, including active account and delivery of all security items and accesses 2

5. 2. The Idea (contd.)
VOICE OF THE CUSTOMER
Transaction survey indicates issues with cheque books and
debit cards
Key drivers tracked as part of onboarding
Overall satisfaction for CASA customers
100 Ease of completing
application forms
90
85% and related document
80
Time taken to
70 open the account
60
50 Product features
and services
40
30 Providing product
related information
20
10 Bundled or value
0 added service
Q2 ‟10 Q3 ‟10 Q4 ‟10 Q1 ‟11
Time taken to receive
Key insights cheque books, etc.
▪ Gaps to target persist, with significant
improvement opportunities 0% 50% 100%
▪ Receiving fully on-boarded account significantly
below target 85%
SOURCE: Transaction survey (Product quarterly report by Market probe), Jan ‟11 – Mar ‟11
4
Personal banking - Current accounts opened at branches

6. 2. The Idea (contd.)
VOICE OF THE CUSTOMER
Late delivery of cheque books and debit cards reduce customer
satisfaction
More than 50% Incidence
Percent of the packages
Satisfaction
are delivered
100 after 5 days
90 Most significant drop
82 81 of satisfaction level
80 after 2 weeks
72 72
70
60
47 48
50
38
40 35
30 27
20 17
10 7
3 1 2
0
< 2 3- 5 6- 7 8 - 15 16 - 21 22 - 30 > 30 days
After 6 days the courier company stops trying to
deliver the package to CDC. The package is only
sent again if the customer contacts Mashreq
SOURCE: Transaction survey (Product quarterly report by Market probe), Jan ‟11 – Mar ‟11
5
Personal banking - Current accounts opened at branches

7. 2. The Idea (contd.)
VOICE OF THE CUSTOMER
Issues with cheque book and debit card also high in complaints
log Customer feedback
CRM complaints log
Gold General Banking "My address /
mobile details are
still not updated?"
120 3,500
100 3,000
2,500
80
2,000 "What I was
60
1,500 promised as part of
40 1,000 my welcome pack
20 required continuous
500
follow-up"
0 0
Address Cheque Benefits Account Address Benefits Cheque Account
not book not not not not book not
updated not received activated updated received not activated
received/ received/ "Still do not have
not issued not issued my cheque book
and no one knows
SME CCAM Mail Box where it is or who I
need to call?"
50 800
40
600
“I am not
30
interested in an
400
20 account number! I
would like to have a
200
10 fully functional
account which is in
0 0 line with the
Cheque Account Address Benefits Escala- Activa- Com- Pending Com- Mashreq Promise as
book not not not tion tion plaints: status plaints: part of my welcome
not activated updated received inquiries CIS signature pack!”
received/ linkages not
not issued updated
Note: Totals presented for CRM data is a sample of 12 months – June 2010 to May 2011; CCAM
Mail Box data is a sample of 3 months – April 2011 to May 2011 6

8. 2. The Idea (contd.)
VOICE OF THE CUSTOMER
Customer journey to a new account involves 7 touch points
with the bank
Snooze Snooze
MOL
DBC WWW
TIN MOL Apply Receive
- TCC TCC
Branch - Mobile Courier2
0.5-3 days 1.0% 37.7% 0.0% 4 days 17.4%
7.6%
Snooze Fully
on
boarded
Primarily due to account
number / TIN being
Letter incorrectly entered by Welcome Relation-
box the customer call ship call
PIN
0.5-3 days 9.3%1 N/A N/A
DST
Snooze
6% of customers receive
cheque books and debit
cards after 2 weeks or
more (e.g. 2% take more
Timeline 20‟ - 1 day Cheque, than 1 month) 2
DCC
Reworks 31.3% Courier1
0.5-3 days 24.4%
Current total time:
4.5 - 7 days
1 Actual delivery to customer P.O. box by Empost is not tracked
2 Product quarterly report by Market probe Jan ‟11 – Mar ‟11, Current accounts
SOURCE: Team analysis
7

9. 2. The Idea (contd.)
PROCESS EFFICIENCY X % of applications that go
through each unit
Customer onboarding process 100% = 2,677 ø / month1
Touch points
100 0.5
30.4
DST - Payroll Mail centre
100
15.5
51.1 Card Ops ▪ Branch delivery
CCAM
DST - SME ▪ DCC generation
1.8 ▪ Manual account Mail centre
Gold 48.9 Data centre ▪ Pin delivery to
CCAM Empost
3.4 ▪ Pin print
SME branch ▪ Quick account
99.5
46.9 * Data centre
Branch
30.3 Courier
7.3
▪ TCC print ▪ Aramex, Eurostar
Compliance
▪ A/C opening (DCC + cheque)
66.0 ▪ Risk level (L3) CDC
Courier
DBC 23.0
▪ Delivery, ▪ Orange (TCC)
▪ TIN Compliance dispatch, vendor
56.5 ▪ Ename check management
WWW 0.5
Branch delivery
▪ MOL access Vendor – Cupola centre
21.0
▪ Card issuance ▪ Cheque book,
MOL
DCC
▪ TCC access Vendor – NPP
56.4 Empost
▪ Cheque book
MOL ▪ Pin delivery
issuance
▪ Mobile banking
* Only for DST (SME and payroll > 9,000)
1 Three months RBG data (March – May 2011) 9

10. 3. Process
E2E design executive summary
Design solutions
▪ On-site customer on- ▪ KPIs aligned across all
boarding reduced to 30 units involved in the
minutes with only one client on-boarding
touch-point process
Process efficiency Performance
▪ Off-site customer on- management ▪ KPIs linked to overall
boarding reduced to next bank performance
day for Gold and 3 days for ▪ Performance
SME and personal banking scoreboards designed
for CCAM
▪ Solutions to achieve all Customer ▪ Structured and regular
business turn around time Mindsets and Organization huddles for CCAM
targets identified behaviours and skills
▪ Welcome and relationship
calls designed for
improvement of customer
▪ Skills gaps for CCAM
experience and cross sell
staff identified and
opportunities
training plan being
▪ As identified in the „Voice of finalized to allow multi
▪ Staff issues identified in customer‟ survey, design skilling and flexible
focus group to be solutions focus on personalized resourcing
addressed though planned cards, courier delivery of items
re- enforcement. instead of pick-up at branch,
and bound cheque books instead
▪ Regular and structured
of loose cheque leaves
surveys to ensure staff
engagement and change
acceptance
1

11. 3. Process (contd.)
VOICE OF THE CUSTOMER
Majority of customers (59%) want cheque book and debit card
delivered on same day
Customer expectations on cheque book Customer expectations on receipt of MOL
and debit card delivery access, TIN, TCC
Percent 59% Percent 68%
40% 40%
35% 35%
30% 30%
25% 25%
20% 20%
15% 15%
10% 10%
5% 5%
0% 0%
Immediate Same day Next day 2nd day 3 days or Immediate Same day Next day 2nd day 3 days or
more more
Key insights
▪ 83 % of the customers prefer personalized embossed debit
cards over a ready to use card without a name
▪ Courier delivery was preferred over branch pick up by 63% of
customers surveyed
▪ The survey indicates that 70% of the customers do not
require loose cheque leaves while waiting for their cheque
book
SOURCE: Customer survey on account on-boarding experience from July 25th to July
6
31st run on 10 branches (103 customers)

12. 3. Process (contd.)
VOICE OF THE CUSTOMER
Design solutions address key issues identified in VoC analysis
Key issues Design solutions
▪ Customer dissatisfaction with the time ▪ Quick account for all onsite customers
taken to open the account with generation of account number and
▪ Account not activated activation in ~ 30 minutes
▪ Difficulty in completing application forms ▪ Consolidated form for multiple products
and related documents and requirement customer information
only once across products
▪ Address not updated ▪ Reduced front line up front rejections,
ensuring quick completion of data entry
by CCAM
▪ More than 50% of the packages are ▪ Enhanced delivery schedules for offsite
delivered after 5 days customers (from 4 to 3 days) and
Percent
100
instant cards and cheques for onsite
90
82 81
customers
80
72 72
70
60
47 48
50
38
40 35
30 27
20 17
10 7
3 1 2
0
<2 3- 5 6- 7 8 - 15 16 - 21 22 - 30 > 30 days
SOURCE: Customer questionnaire on on-boarding run in branches 7

13. 3. Process (contd.)
PROCESS EFFICIENCY
Installing card printers in all branches cost AED 4m, but there
are less costly alternatives
AED
Options Cost Description
▪ Print embossed chip cards in all ▪ 4m ▪ 55 card printers with maintenance and
branches support from Cupola
▪ Print embossed chip cards in ▪ 2.2m ▪ 30 card printers with maintenance and
50% of branches covering 80% support from Cupola
Card of account openings
▪ Print embossed magnetic stripe ▪ 2.2m ▪ 55 card printers (hardware only)
cards in all branches
▪ Print embossed magnetic stripe ▪ 1.2m ▪ 30 card printers (hardware only)
cards in 50% of branches
▪ Cheque book printer in all ▪ 4.4m ▪ 55 cheque book printers (personalized)
branches
▪ Cheque book printer in 50% ▪ 2.4m ▪ 30 cheque book printers (personalized)
branches
Cheque
▪ Cheque printer in all branches ▪ 358k ▪ 55 cheque printers (personalized)
▪ Cheque book printer in 50% ▪ 195k ▪ 30 cheque printers (personalized)
branches
▪ Pads for PIN generation ▪ 82k ▪ PIN pads for all SSOs
PIN pad
Decisions required
▪ Agreement on whether to offer uniformed service offering or
differentiated offering
▪ Agreement on technological solution
11

14. 3. Process (contd.)
High level cost/benefit analysis for card printers PRELIMINARY
AED (millions) Proposed investment
Approximate savings
0.1
0.4
0.8
0.1 0.7
0.5 0.2
0.1
0.4 Post cost savings,
running card
printers in all
Debit card Credit Total Printer Cost Debit card Credit Total branches is AED
printing card today invest- savings printing card +0.2 million more
and printing 20111 ment from and printing costly
dispatch and (5-year card ops dispatch and
dispatch annual- dispatch
ized) all
branches1
SOURCE: Procurement/external vendors, monthly SBR, Card Operations
1 Annualized

15. PERFORMANCE MANAGEMENT
3. Process (contd.)
Aligned KPIs across different units will result in measuring
performance from the customer’s perspective Area KPI
• Activate ▪ 30 min account
account activation
Branch • Deliver se- ▪ Reduce reject rate to
curity items < 10%
• Complete
data entry
▪ Meet business
CCAM SLA on TAT,
• Upload
signature accuracy
CDC • Ensure Single KPI across all units to ▪ Same day cheque
(Cheque production be agreed (proposal for production
book • Dispatch
overall TAT) ▪ Dispatch as per
issuance) internally agreed schedule
Card Ops • Ensure ▪ Same day card
production production
(issue
debit card)
• Prepare ▪ Dispatch as per
package agreed schedule
CDC (de- • Meet ▪ Ensure customer
livery to customer contacted
the promise for
customer) delivery
▪ Meet objectives of
• Perform
DBC/TSU/ Welcome call
welcome
PMU/RM call
▪ Meet objectives of
• Perform
RM/SSO/ relationship call
relationship
TSU/PMU call ▪ Set up sales
meetings
Head of ▪ Overall On -
Proposition Boarding
Decisions required
▪ Agreement on KPIs being tracked across units
▪ Agreement on owner of overall KPI 31

16. PERFORMANCE MANAGEMENT
3. Process (contd.)
Performance review
Regular Performance Review meetings at different Tracking mechanism
levels will ensure timely corrective actions
From To
Frequency Frequency
Daily Weekly Weekly Monthly Daily Daily Weekly Monthly
Unit Unit
Manager Manager Thursday
Weekly
Meeting
(5:00
pm)
Team Weekly Team
Level
manager manager
Level
dashboard
with WNS Unstructured,
Monthly
irregular
Meeting
fortnightly
meetings Daily
Huddle
Process Daily Process (12:30 Weekly
Specialist huddles Specialist pm) Coaching,
General 1:1
not held Coaching Sessions
sessions
(during
the day
Processors Processors as
/ Senior / Senior needed)
Processors Processors WNS
Huddle
Dashboard,
board
CCAM
daily/
Decisions required Performance
monthly
Board
▪ Agreement required on the results
frequency of the meetings
at all levels
33

17. PERFORMANCE MANAGEMENT
3. Process (contd.)
Morning huddles are structured and aligned with performance
boards' data
Timing: 12:30 pm
Morning Huddle (15 mins)
Daily at Performance Board
Purpose: To identify plan for the day / week based on current results against KPIs. Highlight success areas with top
performers. Review policy updates. Obtain feedback and define the concerns.
Time Attendees
Agenda ▪ Team Manager
▪ Greet; check for absence 3 mins ▪ All team members –
▪ Update on Update tracker (policy, product changes, etc.) Processors, Senior Processors,
▪ Discuss Team news / Team barometer Process Specialists
Review team KPIs
Output
▪ Discuss TAT / Accuracy percentage with process focus
▪ Review errors and inquiries and identify areas of concern ▪ All staff to be aware of gaps in
▪ Evaluate last day/week results, recognize top performers performance
10 mins
Raise problems for resolution ▪ All staff have a clear vision on
▪ Identify key / pending issue(s), appoint staff for resolution what to be treated as
▪ Obtain feed-back , ideas for improvement on long-term goals Individual and Team Task for
the Day
Summarize Plan of the Day
▪ Identify 1 Item/ Initiative for Today – Errors / Accuracy / ▪ Registered issue(s) for timely
Wrong up front rejects / Inquiries 2 mins resolutions
▪ Obtain commitment for training plans for business / WNS
▪ Communicate / Reinstate the SLAs
Meeting rules
▪ Update board with KPIs prior to the meeting
▪ This is not a problem-solving meeting – agree to take problems/improvement ideas off line
▪ Keep mobile devices switched off
Decisions required
▪ Institutionalize huddle in CCAM as way of
management
SOURCE: Discussions with CCAM – Head of CCAM, Unit managers, Process specialists 34

18. 3. Process (contd.)
ORGANISATION AND SKILLS
Skills matrix developed to support skill development in CCAM
Impact through better skill
development and more flexible
staffing
40

19. 4. Results
Onsite account activation now completed in 30 minutes and
involves only two touch points1 with the bank
Day 0 Day 1 … Day 211
… Key
Improvements
30 • On-boarding
minutes time reduced
from 4.5 – 7
days to same
day
Active Instant Self • Welcome and
Quick Debit Created
relationship call
Branch Account Card PIN Fully
on process in place
boarded
• Courier drop
MOL offs (24.4%)
Welcome Relation-
call ship call reduced by
instant onsite
delivery
Instant TIN Assisted
cheques through MOL
IVR1 access
1 Changed status since last DMG
SOURCE: Team analysis
3

20. 4. Results (contd.)
Offsite account activation now completed in 3 days and
involves only three touch points1 with the bank
Day … Day
Day 0 Day 1 Day 2 Day 3
4 211
Key
Improvements
• On-boarding
time reduced
Receive from 6– 21 days
cheque
to 3 days
book and
Active debit
card Fully • Welcome and
Account
on
boarded relationship call
process in place
Courier
sets up
delivery Welcome Relation-
MOL
time call ship call
with
customer
MOL TIN, PIN
access through
IVR1
1 Changed status since design DMG
SOURCE: Team analysis
4

21. Q&A

22. Thank You