Service Quality
Enabling Aspirations for Our Customers
For Ujjivan SFB, customer engagement is closely linked to the economic aspirations of its customers, ease of accessing services, availability of assistance and the experience of being treated with respect. A significant proportion of the Bank’s customers are first-time or early- stage participants in the formal financial system, including individuals with informal income streams, small business owners and households transitioning towards structured financial behaviour. For these segments, banking is not limited to access; it is a means to build stability, manage uncertainty and enable upward mobility.
During FY 2025-26, we strengthened our approach by moving from a transaction-led servicing model to a more structured, experience-driven framework. This transition reflects a clear shift in operating philosophy, from enabling access to enabling progress. The focus is on ensuring that service delivery is predictable, responsive and consistent across touchpoints, enabling customers to engage with confidence and continuity.
Customer experience is now governed through defined metrics, structured oversight and organisation-wide accountability. This has enabled a transition towards proactive service management, supported by data-led monitoring, improved execution discipline and continuous feedback integration. Our approach remains anchored in enabling aspirations through disciplined execution and structured service delivery. By strengthening service quality, improving accessibility and deepening engagement, we continue to support our customers in progressing towards greater financial stability and long-term economic advancement.
StrengtheningServiceFoundations
Service quality remains a critical enabler of customer trust, particularly for customers with limited familiarity with formal banking processes. We continue to anchor our service delivery through the ‘Service Index Programme’, a structured governance framework that monitors performance across all business verticals, key support functions and digital and physical touchpoints, ensuring a seamless and consistent experience for our stakeholders.
During the year, the programme was significantly expanded, strengthening both the depth and granularity of monitoring across business functions, support units and channel interactions. This has enabled sharper visibility into service performance and more precise identification of gaps, allowing for targeted and timely corrective action.
Key Enhancements in the Service Framework
- The Service Index expanded to 316 parameters, compared to 160 in the previous year.
- The framework is embedded as a core performance metric across the organisation, with clearly defined accountability from frontline teams to senior management.
- Service delivery is aligned to institutional standards, reducing variability across locations and channels.
The recalibration of benchmarks during the year further strengthened the robustness of the framework. While this led to an initial moderation in scores, the system demonstrated resilience through consistent execution and monitoring discipline.
Service Performance Trends
Service Index improved to
by March 2026 from 85 in April 2025
Average score of
against a target of 88 across business and support functions
EnhancingAccessThroughDigitalEnablement
We strengthened our digital infrastructure during the year to reduce dependence on branch-led servicing and improve consistency across channels. The objective was to make service delivery less location-dependent and more responsive to actual usage patterns.
A real-time service and channel performance dashboard has been implemented to track customer interactions and channel usage at the branch level. This has enabled closer tracking of how customers transact and where channel gaps persist, allowing for targeted action to improve adoption of alternate channels and reduce dependency on branches.
- Real-time visibility into channel usage at the branch level, enabling more precise intervention
- Channel migration driven through monitored adoption rather than broad-based push
- Reduced dependence on branch infrastructure, improving service access across semi-urban and rural locations
of non-financial transactions and service fulfilment are conducted through non-branch channels
Embedding Feedback in Service Design
The introduction of a structured Net Promoter Score (NPS) framework has formalised the way customer experience is measured and acted upon.
- Customer advocacy through likelihood-to-recommend scores
- Customer satisfaction across key dimensions, including ease of access, staff interaction and service quality
This will enable the Bank to integrate customer feedback through a closed-loop mechanism, where inputs are reviewed, prioritised and translated into operational changes. Over time, the framework is expected to strengthen the linkage between customer feedback and service improvement, helping reduce gaps between identified issues and corrective action.
In parallel, the Bank undertook a comprehensive standardisation of customer-facing documentation. Account statements, certificates and service forms were redesigned to improve clarity, reduce ambiguity and ensure consistency across interactions. This initiative is particularly relevant for customers transitioning into formal banking, where simplified communication and ease of understanding play an important role in building trust, usability and service confidence.
ImprovingGrievanceRedressalOutcomes
Grievance resolution remains a key determinant of customer trust. During FY 2025–26, we strengthened our approach through process improvements, workflow automation and structured monitoring, with a focus on reducing recurrence rather than managing individual instances.
This is reflected in complaint trends, with volumes declining by 19% compared to FY 2024–25 and by 35% compared to FY 2023–24. The decline indicates improved process control and resolution of underlying issues. Resolution performance also remained strong, supported by tighter monitoring and execution discipline.
of service requests resolved within defined timelines
complaint resolution rate, sustained through the year
These outcomes reflect a shift towards root-cause-led resolution, where issues are identified and addressed at the source rather than being repeatedly managed at the outcome stage.
Strengthening Service Recovery Frameworks
We further strengthened our ‘Service Recovery and Incident Management’ framework to enable earlier identification of service disruptions and structured response mechanisms. This has improved the Bank’s ability to contain issues at an early stage and reduce recurrence, supporting more stable service delivery across customer touchpoints.
Enhancing Customer Protection
With increasing digital adoption, customer protection has been integrated more closely into service delivery. The Bank strengthened its fraud risk management framework through a cross-functional working group led by the Vigilance function and Service Quality.
- Continuous monitoring of emerging Cyber fraud patterns to identify evolving risks
- Integration of inputs from complaint analysis, recommendations from the Internal Ombudsman and governance committees into control design
- Timely implementation of preventive and corrective measures across channels
Customer awareness initiatives were conducted across 11 regional languages, focusing on risks such as phishing, vishing and APK frauds. This has improved customer preparedness in identifying and responding to digital threats.
Governance and Continuous Oversight
Customer service delivery is supported by a multi-tiered governance structure, ensuring consistent monitoring and accountability across levels.
Customer Grievance
Governance Framework
These forums oversee service performance metrics, complaint trends, root-cause analysis, training effectiveness and the implementation of corrective actions. Inputs from the Internal Ombudsman, customer experts and external stakeholders are integrated into the review process, enabling comprehensive oversight and continuous refinement of service delivery.
BuildingaService-FirstOrganisation
Customer experience is delivered at the frontline, making consistency in service behaviour a critical factor in overall service quality. During FY 2025-26, we strengthened our service culture through the ‘Ujjivan Pulse’ programme, which focuses on improving service behaviour, complaint management and customer engagement.
The programme covered 2,250 frontline employees during the year and was delivered through structured formats, including case-based learning, role- based simulations and scenario-led training. A key component of the programme is the introduction of Service Excellence Anchors, which define expected behaviours across customer touchpoints. These anchors provide a consistent framework for service delivery, ensuring alignment across branches and teams.
Institutionalising Continuous Capability Development
To complement structured training, we introduced the ‘SQ Friday School’ initiative as a continuous learning platform at the branch level. The programme delivers weekly modules based on service quality observations, customer feedback and identified capability gaps.
were delivered, covering key aspects of service delivery:
Service quality observations and customer interaction practices
Channel adoption and digital servicing awareness
Scenario-based learning and operational decision-making
Supporting Customers Through Life Events
We continue to support customers during critical life events through the ‘Aajeevan Services’ programme, which is designed to combine process discipline with sensitivity in service delivery. These interactions typically involve higher complexity and require both timely execution and clarity in communication, making consistency and accuracy critical.
The programme covers a defined set of services, including nomination and joint account updates, claims settlement for deceased account holders, mandate registration, power of attorney services and dedicated support for senior citizens. By standardising these processes, we have improved turnaround time and reduced variability in service outcomes. Service performance during the year remained strong, supported by structured workflows and closer monitoring of request handling.
Service request resolution rate
Claims settled within defined timelines
Capability building was further strengthened to support execution across branches. Training interventions were delivered through both classroom and digital formats to ensure wider coverage and consistency in understanding of processes.
employees trained through classroom sessions
employees trained through virtual platforms
employees recognised as Aajeevan Service Champions
These efforts have contributed to improved adherence to process standards and stronger accountability in service delivery. In parallel, nomination coverage improved to 95.93% across Current Account Savings Account (CASA) and deposit accounts, supporting regulatory compliance and enhancing customer security.
DeepeningCustomerEngagementandAwareness
The Bank strengthened engagement through the “Let’s Connect – Aapki Baat Bank ke Saath” initiative, which provides a platform for direct interaction between customers and branch teams.
customers participated across branches (in FY 2025-26)
Customer Awareness and Financial Literacy
A structured, year-long customer awareness programme was implemented, managed by a cross-functional team and guided by a defined calendar.
AdvancingInclusionandAccessibility
We expanded our doorstep banking services for senior citizens and differently-abled customers, enabling access to essential services without requiring branch visits, with 8 new services added to the existing suite of 11 financial and non-financial doorstep service offerings.
The offering has been expanded with eight additional services, alongside the existing suite of eleven services. Dedicated service counters at branches further improve access by reducing wait times and ensuring priority servicing.
Strengthening Servicing Capability for Evolving Needs
To support the growing secured portfolio, we implemented specialised training to strengthen frontline capability in asset servicing.
- improved understanding of loan lifecycle processes
- reduced operational errors
- faster resolution of customer queries
Progress is reviewed by the Customer Service Committee of the Board, ensuring governance oversight and continuous improvement.
I was looking for a banking partner that could offer convenient banking services along with investment options suited to my needs. The team at Ujjivan SFB made the account opening process simple and seamless, helping me open a Savings Account along with Fixed Deposit and recurring investment facilities. I particularly appreciate the attractive deposit rates and the ease of managing my banking requirements. My experience has been very positive, and I look forward to continuing my relationship with the Bank.
Jaydeep Mukherjee,
New Alipore, West Bengal
When I needed financial assistance, the Individual Loan from Ujjivan SFB proved very helpful. During the loan process, there was an issue with my Aadhaar details, but the branch team responded quickly and took ownership of resolving it. Their prompt support ensured that the loan process moved forward smoothly. I appreciate the professionalism of the staff and the positive experience throughout the journey.
Halpati Chhaya Yogeshbhai,
Vapi, Gujarat
I have been banking with the Maddur Branch and have had a very positive experience. The branch team has always been approachable and responsive, making everyday banking simple and convenient. I particularly like the Ujjivan EZY Internet Banking application, which is easy to use and offers a smooth user experience. The savings account features and attractive interest rates add further value. My association with Ujjivan SFB has been a pleasant one, and I look forward to continuing this relationship.
Kumara,
Maddur, Karnataka
As the proprietor of M/s Sunshine Pools, I use the Maxima Current Account for my business banking needs. The account offers several practical features, including higher withdrawal limits, digital transaction facilities and seamless fund transfer services. Benefits such as airport lounge access, flexibility in cash transactions across branches and the absence of hidden charges make day-to-day banking more convenient. These features help me manage my business efficiently, and I am pleased with the overall banking experience at Ujjivan SFB.
Theertharaj D,
Magadi Road, Karnataka
LookingAhead
As we move ahead, we will continue strengthening the customer experience framework with focus on:
Scaling the NPS framework across customer journeys
Increasing digital adoption through deeper omnichannel integration
Strengthening data-driven decision-making
Enhancing frontline capability and service culture
Expanding life-event-based service offerings
Leveraging AI-enabled tools to strengthen customer support, query management and problem resolution
Improving proactive service recovery mechanisms
These priorities are aligned with the Bank’s broader objective of delivering consistent, reliable and responsive service.