PZU and PZU Życie have a “Client experience management policy” in force, with the program devoted to that subject matter being a strategic initiative for the whole Group. It is carried out by the Client Experience Management Department. The priority is to develop the best client experience during every contact with the company and its products and services. The program posits systematically proceeding through the various phases of the cycle, starting with a client expectation study and defining the optimum experience, to crafting measures to influence client experience, all the way to implementing changes and constantly measuring the outcomes. The guidelines for handling all complaints submitted to PZU and PZU Życie have been compiled in the “Rules for accepting, recording, examining and reporting complaints submitted by clients” (“Rules for handling client complaints”). Several hundred employees are involved in this process. Dedicated Complaint Handling Teams have been established to handle complaints and grievances. Some complaints may be dealt with by employees who handle claims and benefits. The complaint process in place is largely based on the Act on Complaints Handling by Financial Market Participants and on the Financial Ombudsman.
PZU also has in place the “Policy for managing proactive client initiatives at PZU – Closed Improvement Loop”. It applies to all PZU employees who have a direct or indirect impact on client experience.
Regulations in subsidiaries
The PZU Group companies have implemented policies and procedures assisting in the management of client satisfaction. The “Cooperation Policy in the CRM Area in the PZU Group” and the “Cooperation Policy in the Remote Sales Area in the PZU Group” apply in most of the Group companies.
PZU CO has in place the “Regulations for handling complaints/grievances reported to PZU CO regarding the Company’s agency activities”. PTE PZU has adopted a set of rules and regulations for examining complaints, procedures for handling correspondence and rules and regulations for using services provided by PTE PZU.
PZU Pomoc has in place, among others, the “Customer Service Quality Policy”, “Client Experience Management Policy” and “Guidelines for accepting and examining complaints”
LINK4 has in place the “LINK4 TU S.A. Complaint Procedure” and the “Rules and regulations for accepting and examining complaints and appeals”.
A number of policies are in place in foreign insurance companies, defining, among other things, the processes and bases for creating and modifying insurance products, as well as the client complaint handling principles and responsibilities.
Lietuvos Draudimas has, among others, the “Policy: Insurance Products”, as well as the “Client Complaint Management Policy” in place. AAS Balta has the “Insurance Portfolio Management and Development Policy” and the “Guidelines for communicating with clients”. Similarly, the Estonian Branch has adopted the “Client Complaint Examination Policy”. The companies in Ukraine, in turn, have the “Rules for examining complaints” in place.
A procedure has been rolled out in PZU Zdrowie describing the rules for the workflow, records and examination of complaints by the Client Relation Section and PZU Zdrowie branches. It also defines responsibility in this process and the method of reporting complaints. Also in place is the “Patient Service Standards Book”, which contains non-medical service standards dedicated to various professional groups in medical centers. We also conduct periodic client satisfaction surveys on clients to whom PZU provides medical care services. Through satisfaction surveys, we systematically monitor the quality of service at hotlines and medical centers. We monitor the level of loyalty and client satisfaction at the selected stages of the medical service booking and provision process: contact with the hotline and reception desk, visit at the treatment room and at the doctor’s surgery.
There is also a medical safety regulation package in place at the PZU Zdrowie Medical Centers, containing the rules governing the supervision of drugs, medical records, medical equipment, hygiene plans, etc.
TFI PZU has also adopted the “Policy for acting in the best interests of clients and funds”, which defines TFI PZU’s principles and activities aimed at generating the best possible results for the funds and the clients through the provision of professional services, having regard to the nature of the services or other aspects having a material impact on their provision.
Additionally, the “Rules and regulations for the provision of financial instrument portfolio management services by TFI PZU SA” are in place, defining the rules and conditions for the provision of portfolio management services by TFI PZU in respect of portfolios comprising one or more financial instruments. The Client must become acquainted with these Rules and regulations before entering into the Agreement.
TFI PZU also has the internal “Customer Service Procedure for Mutual Fund Clients of TFI PZU SA”, setting out the general customer service principles applicable at TFI PZU for Clients to whom the purchase of participation units in mutual funds or subscription for mutual fund investment certificates is offered.
TFI PZU also has a procedure in place for handling complaints submitted by its clients and clients of its mutual funds, which defines the principles and guidelines for dealing with complaints submitted by clients of the mutual fund management company or its mutual funds in connection with TFI PZU’s activities in the field of mutual fund establishment and management, in particular regarding brokerage in selling and redeeming participation units, accepting subscriptions for investment certificates, providing management services for portfolios which include one or more financial instruments and fulfilling obligations towards its clients. Moreover, a “Procedure for Serving TFI PZU’s Portfolio Clients” has been developed. It is an internal document that governs activities related to the establishment and termination of cooperation between TFI PZU and its client related to managing portfolios of financial instruments and activities related to customer service.
Alior Bank has the “Service Quality Standards Book” in place, defining the individual and business customer service principles. As part of the recommendation process, the bank analyzes the highest volume complaint categories and then influences the factors, whether product or process-related, that led to the situation. Further recommendations for improvement measures and timeframes for deploying them were developed in 2021.
The “Code of Conduct in the Pekao Group” is in place at the Pekao Bank. Pursuant to its provisions, practices violating consumer collective interests are prohibited. The Pekao Group companies systematically improve procedures and take necessary steps to ensure that clients’ complaints be addressed quickly and examined in a manner that takes clients’ legitimate interests into account to the maximum extent possible. This is guaranteed by internal regulations concerning the complaint examination management process, as well as by strict compliance with law. The detailed complaint management operating procedures set out in the bank’s regulations clearly and transparently define the responsibilities and competences necessary to fulfil the complaint examination requirements.
Closed Improvement Loop
The Closed Improvement Loop is a model adopted by the PZU Management Board that depicts how PZU defines, implements and monitors proactive client initiatives that ensure positive client experience. The purpose of the closed improvement loop is to improve client experience and streamline existing products and processes, design client experience, ensure consistent and effective communication and create new products and services in line with client needs and expectations. The Closed Improvement Loop process also includes the promotion of appropriate attitudes and behaviors among PZU employees, in particular by involving them in active participation in the process of defining and managing proactive client initiatives.
A tool under the name of Client Improvement Database (BUK) was made available to PZU employees in 2021, through which they may propose initiatives and thus influence actions and changes inside the organization.
Client experience management at LINK4
Starting from 2019, the Client Relations Team has been a part of the HR Division (it was renamed to the Client Experience Management Team in October 2021). Its responsibilities include designing positive client experience by listening to the clients’ opinions and implementing improvements. The Team supports and inspires business areas to implement changes and spread the CX culture at LINK4. New activities have been planned for the Team for 2022. They are to strengthen the proactive client approach in the organization and ultimately to improve client satisfaction and experience with the LINK4 brand.
LINK4 - Your Initiatives
The project is addressed to all LINK4 employees who may propose an idea for a change/an improvement in a process, a product modification or the elimination of an identified irregularity. Proposed ideas help us eliminate causes for client dissatisfaction and simplify customer journeys, which enables us to offer our clients good client experiences. The responsibility for managing proposals rests on the Client Experience Management Team which uses a dedicated app created for this purpose. The authors of the ideas which have been implemented are rewarded.
Customer Journey and Emploee Experience Map in the complaints handling area
PZU wants to find out as much as possible about what is important to the client and what the client’s experience with the brand is. In an attempt to achieve this, it conducts a number of tests, in which one of the tools applied for analyzing processes from the client’s perspective is the Customer Journey.
The Customer Journey is a tool that describes all events and experiences of the client in his or her interaction with the brand. The Customer Journey map depicts the client along with his or her objectives, fears, specific questions, doubts and emotions. It provides information about know what the client feels and thinks and what choices he or she makes at each stage of contact with PZU. There are many such points of contact, including advertising, leaflets, employees, the website, the app, Contact Center consultants, the offering, agents, opinions of other people. Each action taken by the client and the accompanying emotions are depicted on the Customer Journey map.
The tool helps us eradicate the causes of negative experiences and design new ones that are better. To create the map, a 360 analysis is applied, looking at the aspects concerned through the eyes of the client, employee, agent and service providers. This in-depth analysis enables the deployment of a ‘quick wins’ solution that promptly brings the desired effect. It allows us to devise products that better meet client expectations, improve systems and applications used by the clients, introduce improvements in communication, process and documents, etc. The map helps us focus our employees’ attention on the clients and their feelings, understand the clients, their motivations, expectations and selection paths and engage employees to try harder while keeping the clients in mind.
The actions we take as part of the Customer Journey include:
- regulating activities and business responsibilities within in the firm;
- rollout of a data collection and initiative management tool;
- reporting the status of proposed initiatives (as part of the management information report for senior management);
- workshops with operational employees – in selected business areas (following a review of complaint volumes) and developing initiatives within the workshop formula;
- constant monitoring of proposed initiatives and keeping in contact with business units responsible for implementing the changes.
Measures aimed at reducing the time of service and improving its quality were taken in 2021. All Complaint Handling Teams underwent plain language training. A negotiator function was set up in the complaint handling process as a pilot arrangement. A person performing it is to seek non-standard solutions in matters that are important from the social or business point of view.
Client experience management plan
The client experience management plan is a long-term strategy aimed at developing the best possible client experience at all points of contact with PZU. The tool enabling effective management of the plan is the “Policy for managing proactive client initiatives in PZU – Closed Improvement Loop”.
Within the framework of the Employee Experience initiative, the “Recipe for good cooperation” program was rolled out in 2020 to promote cooperation and kindness in contacts between PZU employees. In 2021, the program was deployed and promoted inside the organization. Proactive client initiatives are proposed and deployed within the framework of the program for the purpose of improving client experience and satisfaction.
A Plain Language project was implemented in the complaint area, with the aim to simplify and standardize correspondence sent to clients in the complaint handling process and to promote proactive client culture among employees responsible for handling complaints.
The representatives of teams responsible for examining complaints participated in workshops the purpose of which was to work out solutions aimed at improving cooperation with the company’s business areas. Two workshops were conducted and 21 recommendations were produced with the aim of familiarizing all PZU employees with the issue of complaints, strengthening its rank and importance in the client feedback collecting process and the process of building positive client experience.
A number of thematic workshops were conducted in 2021 in order to work out solutions to the most frequently raised client dissatisfaction issues. An analysis of complaint data and satisfaction surveys examined against operational data was followed by 12 workshops attended by persons from various company departments. The various scopes of responsibilities and business viewpoints of the attendees not only produced synergy, but also enabled solutions to be seen from various perspectives. 175 ideas were worked out within the framework of the workshops and turned into 103 initiatives.
PZU is planning to set up an elite group under the name “Client Academy” in 2022. The group will bring together employees from the company’s various areas who care for designing positive client experiences. The task of the Client Academy members will be to work out and implement solutions and changes to processes, products and services that will improve client experience with the PZU brand. The Client Academy members will attend workshops and training in the areas of, among others, Client Experience, problem solution methods or idea generation and assessment. These measures will make it possible for the group of employees engaged in designing the best client experience to be extended.
Focus on the Client
All PZU employees exert an impact on the design of client experiences, which is why it is imperative that they look at things through the client’s eyes, in other words: that they place the client at the center of attention. For the purpose of supporting employees in building relationships with clients, a unique “Focus on the Client” training has been held in the form of microlearning. It includes video materials, podcasts, a variety of graphics, exercises and quizzes with prizes.
The training is aimed at educating employees in the areas of client experience and employee experience and, additionally, at boosting a client-focused organizational culture. It teaches designing positive client experiences and shows how to use the acquired knowledge in everyday work.
The training is available to all PZU employees. Each participant with the positive result of quizzes testing knowledge taken after completing the training receives a certificate of a PZU Client Experience (CX) Ambassador.
Three workshops for CX Ambassadors – “Working with the Client’s Opinions” were conducted in 2021, during which their participants (over 60 persons in total) could explore the knowledge on, among other things, how to collect opinions from PZU clients (survey analysis, complaint analysis) so as to streamline actions and processes towards proactive client solutions.
Moreover, a new edition of the “Focus on the Client” program – Extra Episodes – was launched in 2021. This year’s edition started from the issues of the application of new technologies in the client experience program and the clients’ changed expectations during the pandemic.
In the future, we are planning to:
- further promote the focus on the client and extend the group of CX Ambassadors;
- make the “Focus on the Client” a compulsory training course for all new PZU employees.
CX Day - Client Experience Management Day
On 5 October 2021, PZU celebrated the CX Day or the Client Experience Management Day.
The CX Day is an event for all employees who care for client experience on a day-to-day basis, listen to clients’ opinions and show with their attitudes that the client is the top priority.
The Customer Experience Day is celebrated by the major brands in the world. PZU has joined this group for the fourth time. To mark this occasion, a special on-line meeting was organized with the client focus as its keynote.
The participants of the meeting attended a webinar from which they could learn how to design positive client experience and during which they could take a quiz with prizes on client experience knowledge, as well as view a new episode of the Focus on the Client training #6 “The future came yesterday”.
LINK4 - Our Clients about Us and Client Champion
The cycle of collecting praises received by LINK4 employees from Clients and publishing them on the company’s intranet. All praises received are published once a month, and those especially outstanding are selected from among them once every two months – employees who have received such a praise are given a Client Champion certificate. The cycle was enthusiastically welcomed by employees – an opportunity to share positive client opinions contributes significantly to the employee commitment and thus to the building of good employee experience.
CX Report - Lasting friendship with the client
In response to clients’ growing expectations towards products and services PZU collects and analyzes information about their experiences and emotions. PZU employees analyze complaints and recommend changes to ensure the Group’s clients maximum satisfaction. This is what enables the company to design positive experiences. The PZU culture is also changing systematically. The organization educates employees and each of them can influence client experiences, irrespective of the position held by him or her. To gain fuller knowledge about the experiences of Polish consumers we have created a CX Report – Lasting friendship with the client.
The Client Experience Report has been prepared on the basis of a survey conducted by PZU on a group of 3000 people who have taken out insurance or receive private medical care or other services from other segments of the services sector.
The clients were asked, among other things, how experiences with other brands affected their decisions to take out insurance, their loyalty and their expectations. The survey also examined how important such aspects as the availability of information about the service or the clarity of a contact form were for them. The Report presents the best practices adopted and the activities carried out at PZU that could be an inspiration and suggest how to build a client-centered strategy in the organization. External experts were invited to cooperate on the publication. It encourages other companies to act for the benefit of the client.
The document was released in May 2021, at the Congress 590 conference. The Report was also discussed at other business conferences and promoted in business press and social media. To date, it has been downloaded from the https://www.pzu.pl/raportcx website over 5000 times. Moreover, a webinar devoted to the key conclusions was held in October 2021. It was attended by 320 people. A new, extended edition of the CX Report is planned for 2022.
Client satisfaction surveys
Client satisfaction with the quality of the services and products obtained is a key factor for building a long-term relationship with the client. The information on what the Group’s clients need enables it to develop and set new goals.
PZU has been carrying out client satisfaction surveys for many years. Each year, it broadens their scope, deploys new methods and improves the reporting process, thanks to which it is able to better respond to the clients’ needs. The results of client satisfaction surveys are distributed to all business units responsible for customer service at a given stage. They allow it to, on an ongoing basis:
- identify the sources of client dissatisfaction;
- compare the level of client satisfaction across products or areas;
- take action in case of declines in client satisfaction;
- introduce remedies in the customer service process.
PZU reports key client experience indicators, such as:
- Customer Satisfaction Score (CSS);
- Customer Effort Score (CES);
- Net Promoter Score (NPS).
Client satisfaction indicators are included in the goals prescribed for the employees at various levels. These indicators are directly connected with the employees’ responsibilities and have a real impact on these responsibilities through the quality of work.
PZU has also deployed a permanent benchmark audit to compare the satisfaction of PZU clients with the satisfaction of clients of insurance industry competitors.
In a quarter, PZU carries out more than 20 thousand client interviews. Meetings with business units responsible for the product and the service process are held on a regular basis – to present the audit results and discuss the areas that need improvement.
In 2021:
- the survey portfolio was expanded – a complaint handling satisfaction survey was launched;
- CAWI and text message surveys were introduced into broad use (these methods provide quick client satisfaction feedback and offer an opportunity to respond more quickly);
- new survey methods were tested – with the use of voice-bots;
- the client’s perspective was popularized in the organization through the publication of the “Client Pulse”, i.e. a one-page dashboard summary of key client satisfaction audit indicators.
Professional service and sales handling indicator
The customer service standards in the PZU sales networks among tied agents, field agents, life agents of the Agency Sales Department and multiagents, as well as in branches and office agencies are permanently verified by Mystery Shopping audits.
These audits are an important operating tool for the departments that are managing the sales networks, and allow them to monitor the quality and standards of services offered to clients by sellers. Thanks to quarterly Mystery Shopping audits, a systemic problem that may occur in a particular area of the agent’s or the center’s operations can be diagnosed and then rectified with appropriate communication and training.
In 2018, the audits were bolstered through the implementation of the professional service and sales handling indicator (PRO) which simplified the Mystery Shopping measurement method in PZU branches.
By assumption, the audits are carried out on-site, however, due to the COVID-19 pandemic, an online form of audits was also launched, which includes tied agents, field agents, interns and multiagents. Mystery Shopping audits in branches and office agencies, on the other hand, were carried out on-site in 2021, with the exception of the first quarter, when audits were suspended due to the pandemic.
The average PRO indicator for 2021 was 95.9% (96.7% a year earlier).
NPS survey at Alior Bank
Alior Bank monitors the level of client satisfaction on a continuous basis. A general tendency to recommend its services, as well as client satisfaction with individual products and service channels, such as branches, the hotline or mobile banking, are also examined.
Clients’ assessments and opinions are analyzed on an on-going basis and transferred to persons responsible for a given service area. Both survey conducting and distribution methods are constantly developed to improve the quality of information obtained through them, which is subsequently used as a basis for making recommendations and improvements.
In addition to surveys carried out on a permanent basis, the bank conducts a number of new surveys each year, in response to the emerging needs to listen to clients’ opinions e.g. in connection with the launching of new processes or functionalities. A relational NPS survey carried out in the bank in the fourth quarter of 2021, with a 36 score, confirmed that 2021 was another year in which the client satisfaction improved (the score for the previous year was 32).
The bank also conducts periodic surveys among its employees to monitor satisfaction with the quality of cooperation inside the organization. The thus collected opinions enable it to better adapt the operation of its units to the reported needs.
NPS survey at LINK4
LINK4 pays particular attention to the NPS satisfaction indicator and examines the level of client satisfaction on an on-going basis, focusing on customer service and the processes in operation. Clients receive survey forms in which they can assess the loss adjustment and provide their comments. We use the information received to continuously improve the quality of service and to streamline processes.
The NPS for 2021 was at 54.46 (49.87 a year earlier).
Complaints and grievances
The complaint examination stages at PZU and PZU Życie include:
- immediate examination of the circumstances of the case;
- assessment of the validity of the issues raised;
- taking a position;
- taking actions to rectify the identified faults, if any;
- replying the client and external body if that body lodged a complaint on the client’s behalf.
131 grievances were submitted to PZU in 2021 against agents. 29 of them were recognized in full and 25 were recognized in part. These grievances pertained to improper employee conduct, giving incorrect information and the lack of contact with the client as agreed. PZU Życie, in turn, received 33 grievances. 3 of them were recognized in full and 5 were recognized in part. The grievances pertained above all to the lack of contact with the client as agreed and the employee improper conduct.
Information about the causes of the grievances is analyzed also by the persons responsible for the areas to which they pertain. This is aimed at taking actions which may eliminate the causes of the complaints and their sources in the future. This applies in particular to product offer development, sales, distribution channels, external partner network (including cooperation with service providers and contractors), customer service, claims handling and marketing
Penalties and proceedings
The Polish Financial Supervision Authority imposed a fine of PLN 396.4 thousand on PZU in 2021
- for violating Article 14 Section 1 of the Act on Mandatory Insurance in connection with the insurance undertaking failing to pay indemnification within the deadline referred to in the article above in cases relating to thirteen injured parties;
- for violating Article 14 Section 2 of the Act on Mandatory Insurance in connection with the insurance undertaking failing to pay indemnification within the deadline referred to in this article above in cases relating to three injured parties.
The decision imposing the fine is not final and non-appealable.
Ratio of complaints handled within 30 days in 2020-2021
Grievances and complaints related to the work of agents are accepted by PZU in any form. Clients decide on their own whether they want to use a traditional letter, an e-mail or a form on PZU’s website, or to report the problem to an employee by phone or directly in a company outlet. The Complaints Handling Section specially appointed in the corporation’s structures deals with the submitted complaints and grievances. The employees of this section field each notification as quickly as possible. In standard cases clients wait for a response for no more than 30 days. In cases that are particularly complicated this timeframe is extended but does not exceed 60 days. If it finds that an agent has breached his or her duties, PZU may curtail the scope of the power-of-attorney extended to enter into insurance contracts, or terminate the agreement. In the event of serious breaches, the Security Department is the appropriate unit to react.
System for preventing grievances supports responsible sales
Based on the conclusions drawn from complaints, all employees involved in examining complaints put forward complaints-related initiatives, or ideas for improvements and on how to eradicate the sources of these complaints and client dissatisfaction, to the Client Relations Department (the owner of the complaint handling process). For this purpose, an appropriate tool has been created: the Complaints-related Initiatives Database. The Client Relations Department is responsible for handling all submitted initiatives: verifying all submitted ideas, checking the reasonability of proposed changes with business owners, monitoring the progress of work and then reporting on the outcome of changes and their business impact.
64 initiatives were submitted in 2021, of which 13 were implemented. 8 recommendations are waiting to be implemented, 20 are being evaluated and 23 have been rejected. Most of them are proposals for streamlining existing products, services or claim handling or customer service processes. They improve client satisfaction and experiences. They also include ideas for developing new solutions aimed at responding to clients’ needs and expectations.
Negotiations with the LINK4 client
An effective loss adjustment process and the conclusion of the case with a settlement contributes to the increased satisfaction of our Clients. The LINK4 Loss Division teams take proactive measures, including by entering into negotiations, to limit the risk of grievances being lodged with official bodies or the risk of court disputes. Strengthening Client relations is one of the main objectives of LINK 4’s strategy.
Client Ombudsman
Client Ombudsman functions are in place at the PZU Group companies (e.g. at PZU, LINK4, PZU Zdrowie, Bank Pekao, Alior Bank). Client Ombudsmen deal with the most difficult cases which cannot be handled with the use of a standard complaint procedure or require additional legal or expert opinions. They also support clients in clarifying complex and multithreaded cases. They make sure that all actions take account of the client’s perspective and propose solutions that satisfy both parties. The Ombudsman is the last body of appeal in a complaint process. The fact that clients are guaranteed this form of representation contributes to the improvement of customer service and to a reduction in the number of appeals against replies to complaints lodged with external bodies.
PZU’s Client Ombudsman
Clients directly contact the Ombudsman through a web form or an e-mail or by phone. It is also possible to have an appointment in person at PZU’s Head Office in Warsaw. Every notification is recorded in the system while the Ombudsman intervenes in cases that, in his or her opinion, require a non-standard approach. The ombudsman also acts as an educator, since many questions forwarded to him or her pertain to the functioning of an insurance product. Nearly 1.5 thousand notifications were filed with the Ombudsman in 2021. The accepted standard calls for closing a case within five business days.
PZU’s Client Ombudsman also analyzes the cases forwarded to the Management Board of PZU and PZU Życie, and mediates before the Financial Ombudsman and in the Polish Financial Supervision Authority.
The Client Ombudsman has established cooperation with the National Association of the Deaf (PZG) to best align insurance products with the needs of deaf and mute clients. In collaboration with PZG, we made a video showing how deaf and mute persons could use PZU road assistance service. The video has been posted on PZG’s website.
Going forward, the activities of the Client Ombudsman are intended to be continued, with greater emphasis placed on its educational function and continued collaboration with the National Association of the Deaf through educating and assisting deaf people in using insurance products. In 2021, the Client Ombudsman made appearances in electronic media, print media, and on television to educate clients about insurance.
Scope of notifications forwarded to the Client Ombudsman in 2021:
LINK4 Client Ombudsman
In difficult and complex cases that require additional analysis, LINK4 clients also can count on the support of the Client Ombudsman. He/she supports the clients who completed the complaint procedure and still disagree with how their case was resolved. The Client Ombudsman also assists those who need help in dealing with an issue or obtaining clarification or information.
Clients can contact the Client Ombudsman via a short form available on the website, in writing letter or via e-mail. The Client Ombudsman also analyzes the cases forwarded to the Management Board of LINK4.
The Client Ombudsman, being the voice of the Clients in LINK4, may influence the quality of processes and products by making recommendations and suggestions to the business which result from the cases reviewed by the Client Ombudsman.
Health Ombudsman
To better understand the patients’ needs and strengthen relationships with them, in December 2020, PZU became the first insurer in Poland to appoint the Health Ombudsman.
The Health Ombudsman is a unique function, which has no equal in the entire private medical care and insurance market. The Health Ombudsman’s primary responsibilities include listening to patients, assisting them in finding the best solutions and supporting them on every stage of interaction with health care operators – from the moment of purchase of services to a visit in a medical center. The Health Ombudsman’s duties also include educating clients and promoting healthy lifestyle, preventive medical testing and physical activity. Close contact with patients will allow him or her to have real impact on the development of new solutions and health products.
Clients may contact the Health Ombudsman through an online form or e-mail.
In the near future, the Health Ombudsman will continue the prophylactic activities and health-promoting initiatives that have been undertaken, supporting Patients in taking care of their health.