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Customer service

Contact centre

Empowerment is about finding a way and getting the job done. Our contact centre has demonstrated this quality by striving for first-contact resolution of customer service issues. This year, we have seen a 50 per cent decrease in the number of repeat callers to the customer contact centre, because issues are being resolved in the first call.


We always aim to deliver meaningful, high-quality service and when that service is not at this standard, we want to make sure our customers can easily access the most convenient channels to let us know, so we can respond and improve. In 2018/19, our Customer Contact Centre dealt with 1.16 million customer complaints, up 8.6 per cent on last year (which is consistent with the increase in parcel volumes). While this figure is high, it represents 1.4 per cent of the more than three billion items we delivered during this period.

We continue to improve our self-service options for customers tracking their parcels and have updated our online channels to make it easier for customers to lodge an enquiry. We also deployed live chat, making it easier for customers to connect with us 24 hours a day, seven days a week.


Our strategic net promoter score (NPS) has improved for the fourth year running, recording an increase of +3.4 points for 2018/19. The strategic NPS, which is a combination of NPS scores for our Consumer and Business customer segments, finished the 2018/19 year with an annual average
NPS score of +20.5 points. An NPS can be as low as -100 or as high as +100. Any positive score means an organisation has more advocates (promoters) willing to recommend them than critics (detractors).








These increases are due in part to our focus on staying informed when it comes to customers’ experience with our core operations (sending and delivering), to identify potential areas for improvement. We also launched marketing activity, at the brand and service offering level, to engage with our customers.

Independent analysis revealed that perceptions of Australia Post as a brand and the operational experience people have with us, are the key drivers of NPS. Our strategic NPS research methodology, audience and coverage has been refreshed for 2019/20, including a change of supplier, noting future results will no longer be comparable to past results.

We also measure parcel receiver delivery experience NPS, which also recorded an increase this year, from +67 in 2017/18 to +69 in 2018/19. The positive movement is a reflection of our commitment to improving the parcel delivery experience for our customers.

Social Licence to Operate

We belong to all Australians. We continue to measure our Social Licence to Operate to gain insights into the drivers of trust, better understand perceptions of our unique role in Australian communities, and measure our impact as a corporate citizen. Results in 2018/19 were positive, primarily driven by views that we are an organisation that operates ethically, supports the community and is socially responsible.