Information Security Policy

In the current digital era, information security risks are becoming more and more prevalent across the globe, impacting business strategies, visions and objectives, and in extreme cases an organisations survivability. Webhelp takes information security very seriously and takes the treating of risk as a priority.

At Webhelp we acknowledge and understand our responsibilities to ensure the safe guardianship of any information entrusted to us whether, client, supplier or other stakeholders. Failing to protect such information could potentially harm individuals’ rights, negatively impact our clients and/or Webhelp’s reputation and brand, whilst also potentially leading to regulatory sanctions and financial penalties or other forms of liabilities and losses.

The Webhelp Global Information Security Policy has been developed to ensure a robust, effective, and continuously improving Information Security Management System (ISMS) and is maintained globally by all business units, all regions, and all entities that comprise Webhelp and its related businesses. For the purpose of this document, Webhelp shall mean (i) Webhelp SAS(ii) all Affiliates(iii) wholly owned subsidiaries of Webhelp SAS.

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Protect dealers and buyers on classified ad platforms

Consumer content is instrumental in influencing both purchase decision making and the popularity of online businesses.

The trust and safety of users online is crucial in today’s digital world. Classified ads platforms like gumtree and craigslist are increasingly popular for users to publish ads to share or gain information, or sell unwanted, used and new items to generate an income. Therefore, the trust and safety of users on these platforms is significant.

To ensure users are provided with a safe and seamless journey, it requires a balance of technology and human intervention to manage content at each step.

This paper looks at some of the pain points in the classified ads space, highlighting the typical industry reactions and insights into how Webhelp can offer a comprehensive and game changing solution with expert content moderators.

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Author

Thomas Japy

Digital Content Services Business Analyst

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Bears of Sheffield

In support of Sheffield Children’s Hospital Webhelp are sponsoring our very own bear in this summer’s Bears of Sheffield sculpture trail. With so many restrictions over the past year, it’s a pleasure to be part of this art exhibition to unite the city.

 

We are proud to be sponsors of the Bears of Sheffield for 2021 coordinated by The Children’s Hospital Charity. With less than 3 weeks to go until the hunt begins, we can bearly contain our excitement.

Between 12 July and 29 September, 60 big bears will be showcased around Sheffield, including our very own Pastel Patchwork Pattern Bear designed by Fun Makes Good, a Scottish design studio founded by textile designer Eleanor Young. The bear is a continuation of some of Fun Makes Good’s previous work, having collaborated with Artfelt to create bespoke textiles and interior decorations for various spaces within Sheffield Children’s Hospital. There will also be 100 little bears in the trail designed by local schools, and painted by professional artists.

The bears will raise funds to transform the Cancer and Leukaemia ward at Sheffield Children’s Hospital. Patients going through treatment will often stay in the hospital for weeks, so the vison is to have rooms with space, privacy and natural light.

Our Webhelpers across three Yorkshire sites are busy planning activities to generate funds for this amazing cause. The countdown is on until the bears come out to play, and we can’t wait to find them all!

“Sheffield Children’s hospital is a fantastic cause that is very close to many of our colleagues’ hearts across our Yorkshire sites, and one that we have been proud to support through various events with The Children’s Hospital Charity over the years. I am thrilled to be part of the ‘Bears of Sheffield’ event, and can’t wait to see them out and about in Sheffield!”

Nathan Woodhams, Operations Director, Webhelp


The future of Risk

New shape, new face, new pace - the future of risk

Faye Sadler-Clark examines how Risk functions can shift from standing in the way of change, to leading the way.

Change is a given part of any business, with Transformation programmes allowing businesses to their offerings for customers. With so much change comes a need for organisations to adapt in order to deliver faster, and at a lower cost. However, functions such as Risk & Compliance are traditionally slower to adapt and often cannot keep up with the pace and skills required by the teams they are supporting – to the point where they come to be viewed as an obstacle to change, rather than working to facilitate it.

When organisations look to deliver cost savings, to work smarter, and to develop more agile ways of working, Risk teams are not typically an obvious target. As a result, many organisations are operating with a Risk function geared to support the organisation ‘as was’, rather than one which reflects the organisation’s current ‘as is’ demand. This is akin to running a website that is not optimised for mobile browsing, knowing that the majority of your customers transact through their mobile phones.

Critically, these historic, functional Risk models also represent an untenable cost base. It’s time for change, so what does the future face of Risk look like? What are the key things that organisations need to be considering?


Risk management as an enabler

Organisations need to change the narrative from risk management as a barrier to progress to effective risk management being an enabler – positioning Risk as a value creator, used to drive organisational performance.

To do this, organisations need to think more strategically when it comes to risk management, making better decisions for better risk-return outcomes. Risk identification, assessment, control and mitigation remain fundamental, but there is increasing appetite from C-suites of progressive companies to push boundaries and look at the upside potential of considered, strategic risk taking.


Less focus on the rear-view mirror

The Covid-19 pandemic and the Financial Conduct Authority’s (FCA) introduction of the Senior Managers and Certification Regime (SMCR) have played a key role in driving business leaders to focus more energy and attention on getting ahead of the key risks facing their organisation. This typically involves boards having closer oversight of the risks for which they are accountable, and developing a deep understanding of the fundamental drivers of the systemic vulnerabilities and make-up within their identified risk profiles.

We can still learn from risk events and control failures, but a view on both horizon and real time risk enables agile decision making and timely risk management. With the growth of advancements in data analytics, machine learning, and AI there is plenty of scope for real-time risk monitoring, though simply bringing together the right people with the right skills and knowledge at the right time to manage risk events can be equally impactful.



Risk Teams: smaller, flexible, and more nimble

Organisations face continuous disruption, whether through operating model transformation, the threats (and opportunities) from emerging technologies, or external factors such as increasing competition or the ever-growing threat of cyberattacks. Flexibility and agility become hygiene factors for high performing Risk teams. They must be able to pivot quickly to effectively support their organisation in responding to, and protecting against, both existing and emerging threats.

This points away from large, potentially slow moving and siloed Risk functions, and towards smaller and stealthier teams ready to deploy when it matters most.


Risk Professionals: digitally equipped all-rounders

There is increasingly high demand for risk professionals with analytical and digital skills who can draw meaningful insight from risk data, as well as effective communicators who can bring risk to life, working and influencing cross-functionally at all levels of the organisation.

Skills and experience aside, behavioural traits can underpin the success of modern Risk teams. When considering your Risk function, top of the list should be seeking out people with insatiable curiosity for understanding key developments in the business, the industry, and the evolving regulatory landscape. Risk professionals who keep pace with their organisation’s evolving operating context are able to engage in productive dialogue, relating risk management to their audience and engendering strong working relationships. This can lead to true risk partnership, which is crucial when focusing on risk-based decision making, which can only be of benefit to the organisation.


‘What got you here won’t get you there’

Post-adjustment to the ‘new normal’ following the Covid-19 pandemic, many businesses are turning their focus further towards developing operational resilience, managing third party risks and shoring up their cyber defences. With no sign of things quieting down any time soon, now is the time to consider how your Risk function can better support the strategic objectives of your business and deliver real value.

You may be considering how aligned your Risk and Compliance function is to supporting the delivery of your business strategy. We can support organisational design review to drive performance and reduce cost through use of our holistic model, accredited by one of the UK’s leading business schools.


If you’re interested in how we may be able to support you as you take the next steps on your risk journey, please don’t hesitate to get in touch.

Faye Sadler-Clarke

Head of Risk, Compliance and Innovation


Webhelp SA PAIA Manual

WEBHELP SA OUTSOURCING PROPRIETARY LIMITED | REGISTRATION NO. 2013/077689/07

MANUAL IN ACCORDANCE WITH SECTION 51 OF THE PROMOTION OF ACCESS TO INFORMATION ACT NO.2 OF 2000

Purpose of this Manual

We respect the right to and protection of privacy. Accordingly, this Manual sets out the rights, limitations and process for accessing information held by Webhelp SA Outsourcing Proprietary Limited, in accordance with the laws of South Africa. As a private business registered in South Africa, we subscribe to the Protection of Personal Information Act No. 4 of 2013 and the Promotion of Access to Information Act No. 2 of 2000 (as amended from time to time), including applicable data protection legislation relating to our business activities.

Changes to this Manual

We reserve the right to update this Manual from time to time without any notice. Changes to this manual may be prompted by changes to our business or changes to applicable laws. Please remember to visit this webpage from time to time for updates to this Manual. This Manual was last updated by the Legal Department of Webhelp SA Outsourcing Proprietary Limited on 01 April 2021.

Our Contact Details

If you have any queries or requests concerning this Manual, you can get in touch with us using the following details:

  • E-mail: privacy@za.webhelp.com
  • Registered Address: 33 Princess of Wales Terrace, Parktown, Johannesburg, Gauteng, 2193


NelsonHall

Webhelp’s growth in the BFSI sector earns recognition as a CX leader by NelsonHall

16th June, 2021

Major international analyst firm NelsonHall has designated Webhelp, the leading global customer experience (CX) and business solutions provider, as a “Leader” for its offerings and abilities in CX services in the banking, financial services, and insurance (BFSI) sector.

Recognized for delivering seamless execution and innovation, the group was placed highly across all four market segments: overall BFSI, revenue generation capability, CX improvement capability, and cost optimization capacity.

Ivan Kotzev, NelsonHall CX Analyst, said,

“The banking and financial services industry is undergoing rapid evolution of CX with demands for the redesign of customer journeys. Webhelp’s innovation framework and resources to rethink the customer-brand interactions and dedicated capabilities in KYC, payment processing, and fintech scale-up are essential elements in a comprehensive approach.”

The recognition Webhelp received validates its ability to deliver value to clients in the BFSI sector through innovative digital enablement and analytics-driven design leveraged to drive transformation. Webhelp, together with its dedicated consulting firm, Gobeyond Partners, has invested heavily to create innovative frameworks and drive the CX transformation agenda.

The company’s integrated BFSI platform, which builds technology-enabled solutions by mapping end-to-end customer journeys, was highlighted as a significant competitive advantage. The report also nods to Webhelp’s dedicated payment services and regulatory and compliance service offerings focused on laying a solid foundation for clients through a proprietary Know Your Customer (KYC) journey approach.

The company’s people-first culture, collaborative way of working, and end-to-end digital transformation solutions are what make Webhelp’s client experience stand out, especially for those businesses looking to retain customers and build long-term loyalty.

Matthieu Bouin, Group Managing Director, Webhelp, stated,

NelsonHall’s recognition is a huge honor for us because we know the BFSI industry is undergoing a complete transformation. This is why we’ve strengthened our transformation capabilities together with Gobeyond Partners. Thanks to their extensive knowledge in the banking and financial services sector, we’ve worked together to design and deliver transformative customer journeys while supporting our clients’ to generate revenue and optimize costs.”

Webhelp’s program, The Nest by Webhelp, dedicated to supporting start-ups and scale-ups during their growth journey by building a hand-in-hand customer experience process, was recognized for its work with fintech and insurtech clients.

With plans to double growth by the end of 2021, the BFSI sector is an essential part of Webhelp’s geographic expansion strategy.

The NelsonHall NEAT vendor evaluation study assessed the performance of 13 major players delivering CX services in the banking and financial services industry. Webhelp’s position as a Leader is the highest category based on capability, performance, cost optimization, and revenue generation, amongst the other quadrants classified as Innovators, High Achievers, Major Players.

To read more about NelsonHall’s NEAT evaluation for CX Services in BFSI for Webhelp, we invite you to download the full report below.


Emotional connections matter

Helen Murray, Chief Customer Solutions Officer for Webhelp UK, takes us through what emotional connections can do for your brand in 2021 and beyond.

When it comes to Customer Experience, research has shown time and again that emotional connection is key. 

We’ve previously looked at how emotional connections can be hugely important for brands at a time in which many of us have never felt more disconnected. In our Emotions white paper, we investigated how brands can develop emotional connections with their customers. 

In this article, we explore the ways in which emotional connections can directly impact brands’ relationships with their customers, specifically the impact to three fundamental customer success metrics: 

  1. How likely is your customer to buy more products from your brand?
  2. How likely are they to develop stronger loyalty?
  3. How likely are they to recommend you to others?


What is emotional connection? 

Before we move on, it’s worth qualifying what we mean by “emotional connections to a brand”.  

We define emotional connection as the feelings that come together to form a bond between the customer and a particular brand. When customers have an emotional connection to a brand, they feel positive feelings towards the brand that goes beyond simply ‘liking’ it – behaviours such as being willing to show loyalty, to buy more products, to pay attention to marketing and communications, and to recommend the brand to others, are all more prevalent. 

“People need to believe, which is easier to do when the brand has a strong purpose and values. A bond – or a genuine emotional connection – is more easily created and retained when these are conveyed by a person. Technology can be a powerful enabler, but it’s really people that are key to emotional connections.”  

David Turner,
Chief Executive Officer, Webhelp UK Region
 


Emotional connections in 2021 

In 2020 and 2021, we contributed questions to the Ryan Strategic Advisory: Front Office BPO Omnibus Survey, with an interest in both occasions in understanding the role emotional connections can play in helping organisations build lasting relationships with their customers. 

The 2021 report collated the views of 628 enterprise executives, each of whom is responsible for strategic decision-making over contact centres in their respective organisations. 

The results were interesting: 

From the data, it’s clear that the survey respondents are of the firm and consistent belief, year on year, that consumers who feel a strong emotional connection to your brand are more likely to buy more of your products, they’re more likely to stick with your brand, and, significantly, they’re more likely to act as advocates for your brand. 

What’s also interesting to note is, looking at the data between 2020 and 2021, there’s been a negligible difference in the results, strongly suggesting that the impact of Covid-19 across the globe has had no discernible impact on how customers view their relationships with those brands with which they feel an emotional connection. 

A couple of other significant takeaways from the report: 

  • With a score of 3.53, the area that respondents suggest is least affected by emotional connections is that of price. What this essentially means is, it’s less likely that customers would accept price hikes purely because they have a strong emotional connection with the brand. 
  • Almost half (47%) of businesses surveyed recognise that emotional connections with customers is vital, and have a strategy in place to support this goal. This is an increase of 6% year on year.  


Examples of emotional impact in different sectors 

Judging from these results, it seems clear that brands who invest the time in creating real emotional connections with their customers can expect to see results. 

Let’s take a look at some real-world examples of how emotional impact can build strong customer ties: 

Consumer trust in TransferWise is sky high 

TransferWise (now Wise), a London-based money transfer platform released 5,600 balloons outside Westminster. Each balloon, representing one million of the £5.6 billion pounds lost by British consumers in hidden bank fees in just one year, was tagged with a personal story from a consumer, outlining how much that individual person had lost in hidden bank fees. 

AirBnB show their travel cards 

While the 2018 US travel ban was dispiriting to many, it had a particular direct effect on travel and hospitality firms, including AirBnB. The holiday firm decided not to rest on their laurels, and – echoing the frustration of people around the globe – made their position clear on the matter. Their decision to speak out on what was widely considered an immoral judgement was backed up by their donation of up to $150,000 to the International Refugee Assistance Project (IRAP). 

Samsung (literally) provide Good Vibes 

As one of the foremost manufacturers of mobile devices in the world, Samsung know a thing or two about communication. But they also proved they have a strong consideration of their customers’ needs with the launch of Samsung Good Vibes, an app which allows deafblind individuals around the world to communicate with anyone via their smartphone. Developed in association with Sense International India, the app uses a Morse Code-based vibration system and is free to download from the Galaxy Store. 

These are all strong examples of how brands can directly create strong emotional connections with existing and potential customers. But how can organisations be sure that the connections they’ve built have real staying power? What can they do to embed those connections more deeply into their customer experience?  

Well, that’s where we come in. 

How we can help 

Like any other relationship, these emotional connections with customers need to be nurtured and maintained. They also need to exist on a bedrock of customer service and experience. In other words, there’s no point in trying to build strong emotional connections with your customers if your existing customer experience is poor. 

We can help you to shape the ideal customer journeys for your business. We leverage industry-leading technology and data to continually optimise performance, and to help you scale and grow your business in a cost-efficient way, while quickly adapting to new and changing customer needs.  

In short, we can help you build amazing experiences for your customers. 


Victor Sundén appointed CEO of Webhelp Nordic

7th June 2021

Victor Sundén, Chief Commercial Officer and Deputy CEO at Webhelp Nordic, will be promoted to CEO of the Webhelp Nordic region as of August 23, 2021. Victor joined Webhelp in early 2020 to drive strategic growth in the region.

Victor will succeed Terje Andreassen, who has served as the CEO of Webhelp Nordic for the past five years. Terje has been with Webhelp Nordic and former GoExcellent, now a part of the Webhelp Group, since 2009, and after a long tenure of twelve great years of service, he has reached a point where he would like to focus on his role as Chairman of the Webhelp Nordic Board. He will continue supporting the expansion of Webhelp while maintaining a key focus on customer relations.

Victor has extensive experience ranging from strategy consulting and advising clients in Europe and the U.S. to building and scaling internet businesses, primarily in e-commerce. These experiences provide Victor with a solid foundation for raising Webhelp’s presence in the region.

Victor Sundén stated:

 “I am honored for this opportunity to assume the CEO role during such a pivotal period of development. Like all the Webhelpers here, I am passionate about the company’s success and am committed to driving innovative customer experiences for our clients. With Terje’s support, I plan to continue executing the strategy while maintaining a significant focus on empowering our people and unlocking growth as we continue to scale. On behalf of the entire Nordic team, I want to thank Terje for his enormous contributions to Webhelp, his guidance, and his mentorship throughout this transition. Terje has made great strides in his commitment to the company’s success while helping to cultivate phenomenal culture. We’re lucky to have him serve as an advisor moving forward.”

Terje Andreassen said:

“It’s been a great honor to be a part of the Webhelp Nordic team as Webhelp has undergone a crucial period of transformation, partnering with new clients to deliver innovative CX solutions. Although I’ll be reducing my day-to-day involvement in the management of Webhelp, I will continue to serve Webhelp as a strategic advisor and building client relations as chairman of the board. I couldn’t be more pleased to see Victor transition into this new role as CEO. I am very proud of what we’ve accomplished together.”

Olivier Duha, Webhelp Co-founder and CEO shared:

“The Webhelp community have a lot of appreciation and respect for Terje’s role as Nordic Region CEO. Victor’s experience and drive will no doubt lead to a continued success for this region, and I very much look forward to seeing what greatness the team delivers.”


Benefits of integrated Content Management for Retail

Fierce competition, fostered by the necessity for shoppers to go online during the consecutive lockdowns across the globe, calls for key differentiators and operational excellence for ecommerce, marketplace, and classified ads platforms.

These now well-established players, ruffled by constant newcomers, aim to provide the lowest prices to their customers, but low profit margins do not allow them to always reach a lower selling price than their neighbors. Another key pillar for them to stand out is offering an even smoother online user experience. But how is it possible for the users to live an experience that is comparable to an in-store purchase, once they have been attracted to their website?

At first, Content Management seems to be a relatively simple concept, especially when applied to retail: it is important to have consistent information on products shown to the clients, in the right place at the right moment. If a customer is not able to find it on one marketplace or ecommerce platform (this can also happen to classified ads, to a lesser extent), but they are able to find it on a different one selling it for a similar price, they would not bother returning to the original website to make that purchase. Therefore, it’s important to retrieve all product information from different sources by skilled and industry-specialized content managers who are also able to run promotions or discounts, update prices, and take down sold-out products. This is what is commonly called catalog management.

This enables retailers to be efficient at organizing their products by ensuring consistency and quality information is displayed across different channels. Moreover, the combination of dedicated software with skilled content managers facilitates a collaboration between the advisor and retailer for a smooth online experience.

These three software tools significantly refines this whole process:

  1. Digital Asset Management: These tools will help different teams across an organization to easily operate together in an organized way, and modify media files such as images, documents, and videos.
  2. Product Information Management: They centralize the details that customers, platforms, or employees need to know about the products they are selling.  Syndication allows the data to be shared across all sellers, channels and languages. Managing it well is a lever to the localization of your catalog.
  3. Content Management Systems: These are essential to create consistent online user experiences. Their collaborative features support the organization of workflows and queues, as well as the ability to create, store, edit and publish web content. Moreover, they allow to put this online content into context.

With the three of these software tools combined, it is possible to offer a smoother online experience that is closer to in-store. It facilitates teams to have an exact idea of their stocks, a close connection to their CRM, and flawless ad equation between online and offline stocks for the whole organization. By using this data, it enhances the customer experience by being able to analyze and forecast trends.

The three immediate impacts:

  • It is possible to show more relevant recommendations to any specific customer
  • Avoids huge disappointments when a product that was displayed as available on the website – has just been sold or ordered in a shop
  • The retailer is able to have an integrated view of the performance of its products to then act upon it.

Automation and tools play a critical role in this process, but reactive content managers with the ability of retrieving information in an ad-hoc manner if the software is missing information is key, as one will not be able to work as efficiently as you would want it to.

This strategic stock management, that can only be allowed due to integrated Content Management, can be pushed even more when a retailer is present across different markets with different languages. To offer a best-in-class experience, customers need to feel close to the company’s values, which are mostly embodied by marketing strategies and the salesperson who is selling the product to you in a shop.

Online, this can be done through an accurate localization plan following trends analysis, based upon which digital asset works, in which context (placed by the content manager at the right time).

Thinking about its Content Management strategy as unified and collaborative, making use of the right combination of tools and the right people to enact it, is a lever to gain competitive advantage in a space that is getting more and more saturated. Consumers are searching for companies they resonate with, that are capable of not only understanding their needs but also predicting them.

The link to CRMs makes even more sense when the retailers know that a product lifespan is about to reach its end, and then offers to renew its purchase for example. Those smart ways of engaging with customers, which can only be facilitated by integrated Content Management – should be the go-to for any online platform aiming to remain competitive in the market.

Finding a partner like Webhelp, who is conscious of the different technologies available on the market and is able to find, train and nurture the right profiles that fit to your brand, with the ability to develop your digital strategy, is becoming more important than ever. Whether you are a retailer selling your products across multiple platforms or you are a platform yourself.

Talk to us today about how Webhelp’s Digital Content Services can help you deliver best-in-class online experience to your customers through designing the best mix of technology and people.


 

Author

Thomas Japy

Digital Content Services Business Analyst

Contact the author
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