SOURCEGASSAP Customer Relationship & Billing 1.5 years post Go-live after an 11

month implementation

Steve Bandy Care CenterMike Catterall - IT

SAPPHIRE 2011

AGENDA

Overview of SourceGas Timeline CR&B implementation Billing statistics Initiatives Care Center Demand drivers Care Center Service Levels

Owned by GE & Alinda Capital

Spun off from Kinder Morgan on April 2007

420,000 gas & non-regulated customers in 4 states

Customer care (billing application, call center & back office) outsourced in the last 10 years

COMPANY OVERVIEW

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SourceGas Timeline

SourceGas

formed

04/07 09/07

SAP Financials

Project begins

07/08

AWG

Acquisition

08/08

SAP CR&B software

selection/planning

10/08

SAP CR&B Project

Begins *

9/09

SAP CR&B &

Call Center Go

Live

Customer Relationship & Billing (CR&B) Scope

CRM 7

IS-U Billing

SD

EAM

BCM

BW

11-month implementation

SAP Financials

Go Live

03/08

Evaluation included Best-of-Breed and Best-in-Class CR&B Systems

Breadth of functionality Configuration control Industry focus Circle of improvement

Could not afford to fail

Heightened regulatory commission scrutiny & billing investigations Pending rate cases Cost Repatriation of all outsourced processes back in house SAP sole vendor responsibility No existing expertise Integration to other best in class

StreamServe Vertex OpenText UC4

Why SAP CR&B?

WHY SAP BCM?

6

Functionality Delivered integration to CRM Screen pops Scalability SAP ongoing support for the product

Risk Reduced number of software vendors included in the SourceGas

platform SAP responsibility for overall success of implementation

Support Ability to implement 2-tier support model

Internal team Level 2 external support - Ecenta

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SAP 2009 / Page 7

Approach

Internal dedicated team

SAP Consulting played significant role

Significant business involvement

ASAP methodology & addition of enhancement phase

All 4 states concurrent go-live

Implementation Status

Implementation completed early & on budget

All SAP resources but 1 rolled off within 4 months

System stable within 6 months

Process improvement efforts underway

Implementation Approach & Current Status

Follow Up Items

Completed 99.5%

Goal: >99.41%

Goal:

Additional customer self service through IVR

Additional Customer self service through Biller Direct Website

Verint Workforce planning and optimization

Verint Quality Monitoring

Verint Speech Analytics

StreamServe onserts

CRM functionality for Non-Regulated business

Interactive scripting

Surveys

Knowledgebase

Service Desk ticketing

Appointment scheduling, dispatch, and Mobile

Mobile CRM for Techs

CRM campaign management

INITIATIVES

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Year One Weekly DemandL

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New bills, Neb Rate Case & early cold weather

WNA & Gas Cost

High Bill Complaints

Summer Slow Down

2009 2010

Year Two Weekly DemandH

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Fall Light Ups

2010 2011

Customer Care Center Demand

Drivers Weekly ReportInteraction Record Major Categories

13

Helped us determine the demands impacting our center.

Altered our training philosophy

From initial launch until mid 2010

New hires were trained for all call types

Training time and nesting was up to 4 weeks

Job satisfaction was very low

Turnover rate was around 60%

We were doing a refill classes on a monthly basis

Mid 2010 to today

New hires are only trained in payments and billing inquiries

Training time and nesting decreased to 8 days and they are

taking calls

Job satisfaction increased

Turnover rate is now at 19%

Refill classes happen about every 3 to 4 months

How the Demand Drivers Were Used

Service Level Improvement

18% 17%

36%

32%

57%

62%

66%

80%82%

67%

80% 80%78%

75%

81%

85%82% 83%

87%84%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Goal = 80% in 30 sec

Average Handle Time Improvements(minutes : seconds)

11:37

10:33

08:58

08:35

07:58

07:46

07:17

06:5907:07

06:52

07:2607:22

07:34

07:47 07:48

07:12

06:49 06:4906:42

06:15

06:00

06:30

07:00

07:30

08:00

08:30

09:00

09:30

10:00

10:30

11:00

11:30

12:00