Sustainability Report 2021 02.5 Customer satisfaction 01 Introduction At Allianz, we promise our touchpoints along five customer journeys. Table CS-1 customers confidence in If customers rate their experience with three stars Customer loyalty 02 Measuring and or less, we close the loop by following up with managing sustainability tomorrow. We deliver on them via a phone call to resolve the issue directly As of December 31 2021 2020 2019 Sustainability in our business activities this promise by earning their and gather more insights. Net Promoter Score (NPS) greater than local market % 84 79 70 02.1 Sustainability in insurance By the end of 2021, 41 operating entities and average or loyalty leadership in their market 02.2 Sustainability in trust through the quality of global lines had implemented the Voice of the Net Promoter Score (NPS) loyalty leadership in % 58 60 46 proprietary investments Customer program. This means we have rolled out their market 02.3 Sustainability in asset management our products, the level of our at least one of the five mandatory journeys at our Board target 50% by year-end 2024 Sustainability in our organization services and the expertise of major operating entities. 02.4 Human resources our employees. With Customer In 2022, we will switch to digital NPS tracking. Learnings gained through the Voice of the 02.5 Customer satisfaction Measuring customer loyalty Digital NPS allows us to measure customer loyalty Customer and NPS programs are also helping 02.6 Environmental management Centricity we strive to go above We use the globally recognized Net Promoter continuously, thereby eliminating seasonality us design the global Allianz experience for Score® (NPS) as the key metric for measuring and deepening our understanding of customers’ customers. In 2021, we rolled-out a set of global 03 Strengthening and beyond for our customers customer loyalty through customers’ willingness sentiment. Additionally, this new measurement guidelines to our operating entities to ensure our foundation and aim to outperform to recommend Allianz. Our target for 2021 was will set higher standards for our operating entities a consistent expression of our Allianz brand 04 Climate-related for over 75 percent of Allianz Group business (e.g.: broader set of competitors). Therefore we across markets. These cover how we interact financial disclosure the competition. segments to score above market or at Loyalty have adjusted our digital NPS targets accordingly. with customers over the phone, the visuals used, Leader position and 50 percent at Loyalty Our Group ambition is to reach 50 percent of communication tone and physical spaces. 05 Our universal principles Our customer experience strategy Leader position. We exceeded this by achieving loyalty leaders by 2024. Rather than selling individual insurance products, Customer satisfaction and loyalty lead to 84 percent outperforming (2020: 79 %) and Using data to create better our vision is to evolve our products into full profitable growth and are key elements in our 58 percent Loyalty Leaders (2020: 60 %). The main customer experiences ecosystems and offer customers relevant and strategy. Our ambition is to create meaningful drivers for our improvement were addressing trusted solutions. Through this we can give solutions and experiences that draw in customers. customer pain points to improve customer We use insights from Voice of the Customer and NPS customers confidence in tomorrow and live out We designed our customer experience framework service via the Voice of the Customer program, to improve our products, services, communications, our promise. In parallel, we are collaborating with to give customers a direct voice and enable product simplification, digital services, measures and processes. We combine and analyze sources of the Allianz Customer Model to systematically us to use their feedback in shaping local and in response to COVID-19 and targeted brand customer data in strict accordance with applicable analyze customer pain-points and together global experiences. communication campaigns. privacy laws (e.g. NPS, Voice of Customer ratings upgrade our customer journeys at the Group level. Listening to our customers and verbatim feedback) to prioritize and implement 75 % target structural improvements. At the local level, operating The closer we are to our customers, the more we entities use customer feedback to derive concrete can be there for them in moments that matter. for Allianz Group business segments to score actions. For example, we uncovered that many Listening to our customers is the starting point of above market or in a loyalty leader position complaints across customer journeys and markets our journey. Our Voice of the Customer program (by 2021) mention the speed of processes. This is something applies a holistic and standardized methodology we are working to improve at a global level with the to monitor and improve customer journeys by Allianz Customer Model. collecting real-time qualitative and quantitative 84 % feedback. After each touchpoint a customer of Allianz Group’s business segments scored has with Allianz, they are invited to state their above market or achieved a loyalty leader satisfaction on a five-star scale at predefined position in 2021 49