“Getting it right for customers in vulnerable circumstances is just part of what we do”.

In 2024, we spoke to over 20 organisations about their vulnerability practices. This allowed us to build a benchmark (and understand best in class approaches) for treatment and support of customers in vulnerable circumstances.

One theme that stood out across the highest performing organisations was that the treatment of vulnerable customers was embedded in their culture. “It’s just what we do” – often said with a nonchalant shrug of the shoulders, as though the answer couldn’t be any simpler. For some, doing the right thing for customers with vulnerabilities is so embedded, it’s hard to pull out what makes the most impact.

Through our interviews, both in 2024 and recently at the South East Water Stakeholder Conference, we’ve identified three areas that can embed the treatment of customers in vulnerable circumstances into your work.

There’s a reason that myths and fairytales are told and retold for thousands of years, while we might struggle to recall memorable dates, or even our own phone number. Stories stay with us much longer that data does, especially stories that move us.

The highest performing organisations have embedded case studies – both through customer research and call recordings – into their strategy. And do this regularly, for all staff, not just front line.

This keeps the diverse needs of customers in vulnerable circumstances front of mind. Stories about what have gone wrong help teams prevent mistakes happening again. Stories about the difference an organsiation has made help drive lasting change.

Speak to us about powerful storytelling in your organisation.

An organisation’s approach to vulnerability has to be integrated with the rest of the work they do, not separate to it. One way to do this is by using consistent and shared language that aligns with organisational values and brand purpose.

From one bank’s “Working together for a better financial future”, to a water provider’s “Right for Customers. Right for the environment”, many organisational purposes lend themselves nicely to vulnerability strategies.

This also means that your plans and actions can be framed around the organisations strategic priorities and KPIs.

Empowerment is one of those things that’s easy to say, harder to do. First, organisations should set their people up for success, through regular training and ongoing support, as well as sharing feedback openly and regularly.

At the South East Water Stakeholder Conference we talked about building an environment where contact centre staff are empowered to do the right thing for customers, including customers in vulnerable circumstances, and especially at moments when things go wrong. This means front line staff can make fast decisions about how to help people with additional needs.

People won’t make the “right” decision 100% of the time – and managers will need to be okay with that. Sharing feedback, and case studies with wider teams, can improve outcomes for the future.

Culture is developed over time and has lots of elements to it. Firms who are leading the way in the treatment of customers in vulnerable circumstances are ensuring that their culture – from strategy and planning to design and delivery – has vulnerability and customer focus running through it.

Training on understanding, and responding to, the needs of vulnerable customers has a role to play – but if your culture isn’t customer focused, the training will be quickly forgotten as default behaviours settle back in.