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Last modified: Aug 12, 2023 02:57 (UTC+08:00)

COMPLAINTS HANDLING PROCEDURES

To ensure the stability of the Hong Kong Customs and Excise Department as well as to improve the quality of services of DNBC Financial Hong Kong Limited (“DNBC”) This guideline sets out the minimum requirement for internal use for the handling of complaints of DNBC clients.

Effective Date: This guideline shall come into effect on 24/03/2023.

Interpretation

“Complaint” means any act or omission of an institution made within a period of 7 years as from the date thereof, which causes a customer to be aggrieved.

“Complaints Officer” means an officer appointed by the DNBC director.

PROCEDURES

Step 1: Receiving complaints;

Clients can complain by many channels such as email, by phone call or come to the office as mentioned in Contact us of DNBC official website. DNBC can provide support via mailing.

Step 2: Responding to complaints;

Confirm to client by most convenience communication channel that DNBC received complaint of clients and give to clients the lead time for feedback result to client. DNBC setting standard time is 2 working days to conduct result, for communication channel with clients not inclusive lead time (delivery mailing, call back to client but client not pick-up the phone).

Sep 3: the appropriate investigation of complaints;

Depending on details of content for complaints, it will forward to Complaints Officer to investigation and request line business manager explanation in detail, all request have to feedback within 1 working day.

Step 4: the availability of redress and compensation, in appropriate circumstances (if any)

Complaints team reply feedback to client by most convenience communication channel about result. If complaint need compensation, “Complaints Officer” have to allocation available resource for this purpose.

ACCESSIBILITY OF COMPLAINT CHANNEL

  • Complaint guideline available on DNBC website and or clients can call to customer support center any time to get support.
  • DNBC can support via mailing to DNBC office address, email, by the phone call or in person at DNBC office which mentioned in contact us of DNBC official website.

EMPOWERMENT

  • Complaint Officers should have the authority to settle complaints including offering redress where appropriate or should be able to have ready access to those who have the necessary authority.
  • Complaints, in appropriate cases, should be escalated to senior management if not resolved by staff below. From Complaint Officers to Managing Director.

RESOURCES AND STAFF TRAINING

  • DNBC makes available the resources needed to ensure the efficiency and effectiveness of a complaint management system. Resources comprise staff, appropriate training and technology.
  • All DNBC staffs have to passed procedure related complaint from client, most case study depend on department of division facing with.

MONITORING

  • All complaints from any clients have to reported on internal system.
  • “Complaints Officer” have to summary and monthly report to board management with some requirement as bellow:
    • Statistics on the volume and type of complaints received;
    • How well the internal complaint management system meets prescribed performance standards;
    • The level of customer satisfaction;
    • Whether recurrent problems are being identified and corrected;
  • Complaints team responsibility on assurance exercise should aim at examining whether the complaint handling procedures fulfil the stated aims of the policy and that the procedures are operating effectively. From that improve the complaint handling procedures, operating processes, products and services as appropriate.

RECORD KEEPING

  • DNBC will record and retain details of complaints for at least a period of 7 years as from the date of their receipt.
  • The details to be recorded should include,
    • the complainant’s name;
    • the substance of the complaint;
    • any correspondence between the DNBC concerned and the complainant, including the manner in which the complaint was resolved and details of any redress offered by the DNBC concerned; and
    • Whether any alleged problems, if substantiated, were rectified and the manner in which this was done.
  • The records should be kept in a convenient and accessible form to facilitate examination by the Bank during regular on-site or ad hoc examinations.