Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture

People & culture Next Steps Appendix

Identified target operating model implications: medium impact (2/2)

TOM Decision Workstream ENTITY implication(s) based on BPD

We will use Customer Effort Score to measure
performance across customers
We will strategically explore various CCA billing
options, including the option of sending two
separate bills
CCA customers will be the norm by 2025 and
will be treated as a key customer group
Change implied from BPD: Updated algorithm for enrollment and eligibility of low income assistance programs requires
additional ESS resources for explaining eligibility and handling exceptions
Billing
Implication of TOM decision: Changes to low income assistance program enrollment / eligibility could impact customer effort
scores once live
Change implied from BPD: Digital capability enhancements to outages, move –in, move-out, and transfers, will bring real-time
validations, abbreviated digital registration, tracking, streamlined scheduling of service orders, proactive notifications and
Digital notification management through My Account
Implication of TOM decision: Digital enhancements have potential to reduce customer effort, but customer inquiry volume
remains at risk
Change implied from BPD: Levelized payment plan enrollment is now handled by Hybris/C4C, which brings support for ad-hoc
Billing calculations and service level enrollment; implications for demand response bill credits / energy saving calculation
Implication of TOM decision: The various CCA billing options under consideration could directly impact levelized payment plans
Change implied from BPD: Significant energy usage view enhancements will bring deeper energy usage insights, customized alerts
and notifications (e.g. Smart Payment reminder), updated energy consumption views, comparison with neighbors, and updated bill
Digital usage breakdown views;
Implication of TOM decision: As CCAs become the norm, bill and usage forecasts are presented and calculated to customers
should consider these customers

Note: BPD change impacts presented to functional and work stream leads on January 29th, 2019. Attendees included PERSONS

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 Introduction Executive Summary
TOM Decision
We will strategically explore various CCA billing
options, including the option of sending two
separate bills
We will offer 1-hour appointment windows for
emergency and non-emergency requests
We will communicate existing ENTITY initiatives
and activities to ensure ENTITY customers have
personal and positive experience with our
brand
We will use Priority KPIs to measure and
communicate strategic outcomes to drive
informed decisions
Note: BPD change impacts presented to functional and work stream leads on January 29th, 2019. Attendees included PERSONS
Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix
Identified target operating model implications: low impact (1/2)
Workstream ENTITY implication(s) based on BPD
Change implied from BPD: ENTITY users (customers, agents) can simulate bill forecasts and compare rates via self-service
Billing Implication of TOM decision: As CCA customers become the norm, the degree to which bill and usage forecasts are presented
and calculated to customers should be considered
Change implied from BPD: Service requests for managing disconnections, reconnections, and outages will now be completed
Device
through SAP
Management &
Implication of TOM decision: Service request should support 1-hour appointment windows and delimitate between emergency
Field
and non-emergency requests
Change implied from BPD: Campaign design, execution, and effectiveness/reporting will be consolidated into one system,
bringing a handful of capabilities such as deeper integration across channels, real-time campaign tracking, A/B testing support,
automation of marketing processes and more
Implication of TOM decision: Decision of creating a ‘personal and positive’ ENTITY brand experience will impact the allocation of
Marketing and resources and budget to different campaign / marketing initiatives
Communications
Change implied from BPD: Marketing reporting, effectiveness, and analytics will be consolidated and integrated In one primary
system, enabling tracking of campaign effectiveness, ROI, acquisitions, leads, etc.
Implication of TOM decision: Holistic view of marketing measures (including access to standard KPIs to help track marketing
spend, effectiveness, and performance) will introduce additional KPIs to manage and track alongside priority KPIs
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 Introduction Executive Summary
TOM Decision
We will prioritize the following channels: (1)
Mobile App, (2) Voice, (3) SMS, (4) Digital
Assistant, and (5) MyAccount to support
support 75%+ of contact digitally
A range of adoption and engagement
strategies across priority channels will be used
to manage (i.e. shift) customer interactions and
contacts.
We will use Customer Effort Score to measure
performance across customers
We add value to customers by connecting them
to relevant energy offerings
Note: BPD change impacts presented to functional and work stream leads on January 29th, 2019. Attendees included PERSONS
Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix
Identified target operating model implications: low impact (2/2)
Workstream ENTITY implication(s) based on BPD
Change implied from BPD: Customer communication preferences and interactions will now be stored in a single system of
record, providing an integrated way to see all communication sent to the customer; A single platform can now be used to
Service communicate and respond to customers on certain channels
Implication of TOM decision: Prioritization of selected channels could be managed and monitored through newly integrated
system
Change implied from BPD: Changes to online account preferences and management including delegation access, enhanced
security questions, and account linking provide new opportunity for customers to edit and update preferences
Digital
Implication of TOM decision: Increased autonomy and enhanced capabilities for customer online account settings and account
preferences should be managed via selected priority channels
Change implied from BPD: Formal customer complaints to ENTITY or to the ENTITY will now be stored in one system of record
and will be integrated with customer records / interactions
Service
Implication of TOM decision: Consolidated insight into customer complaints and interactions history highlights potential pain
points to address when assessing customer effort
Billing Change implied from BPD: Systems responsible for managing and enrolling customers in demand response programs will
undergo further consolidation, with some processes becoming automated; Deeper integration of EV self-service options and
capabilities within My Account
Digital Implication of TOM decision: Customer understanding and enrollment of these offerings could impact any potential customer
effort score metrics
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Operational improvement
 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Operational improvement: context and overview

Purpose of this section Key artifacts

• Obtain a longlist of people, process, and technology issues in current-state business • Consolidated roadmap of prioritized initiatives (quick win and TOM)
• Identify a list of quick-win initiatives and associated framework to support • One-pager overview for initiatives identified
operationalization
• Develop a consolidated, prioritized roadmap across people, process, and technology to
support the achievement of the target operating model

1. Vision & 2. High Level 3. Operational

Alignment Design Improvement

Alignment on the vision across Making decisions based on Development of initiatives form
each of the Customer operating vision identified in across the business to meet the
model components previous workshops Customer Services vision

4. Customer 5. Customer 6. People &

Services Services KPIs Culture
Transformation
Defining the process and Defining the KPIs by Defining the organization
plan to deliver the target which we will measure that will deliver the vision in
operating model Customer Services the future

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