Customer experience management

The Company’s communication with customers is underpinned by the following principles:

• FESCO is the leader in the container transportation market in terms of quality. We develop internal regulations for our processes and seek to standardise and automate them in line with a continuous improvement approach;
• FESCO is quick to launch new projects. Our system easily adjusts to changes as we constantly develop and test hypotheses on potential opportunities and rely on quick project launch practices;
• FESCO appreciates the loyalty of its key customers. We build seamless communication channels by focusing on consistent interaction and personalised approach to key customers. We foster loyalty in response to our consistent delivery against the commitments we have taken on.

In 2025, customer experience management focused on the systematic improvement of service quality, the expansion of digital solutions, and the strengthening of customer loyalty. Particular attention was given to process stability, transparency in handling customer requests, omnichannel interaction, and the implementation of unified quality standards. The further development of automated services, the scaling of a unified system for recording and processing customer queries, and the introduction of new feedback tools helped shorten response times, improve customer satisfaction, and maintain consistently high levels of loyalty. Regular customer experience research and the harmonisation of evaluation methodologies have created a solid foundation for informed management decisions and the continued enhancement of service across all key stages of customer interaction.

Our customers

FESCO provides its services to the most essential industries.

Mechanisms of customer communication

Contact centre service improvements

In 2025, Service Level KPI achievement remained at 93%, confirming the consistently high quality of service delivery. The average operator response time went down to eight seconds, while the average customer rating of consultations reached 4.8 out of 5, reflecting both the professionalism of the team and the high level of customer satisfaction with the support provided.

During the reporting period, the voice assistant was also optimised, with improvements made to speech recognition accuracy and response speed.

Service automation

In 2025, the Company’s 24/7 chatbot remained the primary channel for customer support, boasting uninterrupted assistance to clients around the clock. The service remained highly efficient, with a consultation quality rate of 94% and an average response time of less than 3.5 minutes, ensuring timely resolution of customer queries without compromising service quality.

An important step in the development of digital communication channels was the launch of a dedicated chatbot for Dalreftrans. The solution provides the company’s customers with omnichannel support, expanding available interaction scenarios and enabling faster response.

Customer query management upgrade

2025 saw further development of the unified system for recording and processing customer queries introduced back in 2024. On average, over 30 queries are processed each month. The time from a query acceptance for processing to the delivery of a resolution to the customer does not exceed three days.

To improve service accessibility for VMTP customers, a feedback form was introduced on the website and in the personal account. The tool is integrated into the unified query management system, ensuring processing transparency and faster response to customer initiatives.

Customer experience analysis

Key loyalty metrics

In 2025, integrated customer loyalty indicators were measured on a regular basis. The Net Promoter Score (NPS) reached 68%, while customer satisfaction with the services provided (CSAT) amounted to 90%. These results highlight a high level of trust in FESCO and recognition of the quality of its services across all stages of customer interaction.

Customer experience research

During the reporting period, further improvements were made to the Company’s customer service practices. The methodology for conducting in‑depth interviews was refined, enabling a more accurate identification of pain points and underlying customer needs in order to improve products and services. A unified methodology for calculating NPS and CSAT was rolled out across all offices in Kazakhstan, Uzbekistan, and Belarus. This made it possible to standardise quality benchmarks across all FESCO markets and obtain comparable data for management decision‑making. To enhance transparency, the collection of feedback on non‑standard services was expanded, and a systematic evaluation of account managers’ performance was introduced. These measures contributed to greater personal accountability and more targeted resolution of customer concerns. Particular attention was given to document management. Processes for handling queries related to accounting and closing documents were streamlined, enabling customers to receive comprehensive consultations on these matters when contacting the contact centre. This improvement accelerated the resolution of financial issues and reduced operational risks for customers.

In 2025, the Company continued to study customer experience through focus groups, in‑depth interviews, and its annual customer survey. These activities examined customer feedback on their interactions with FESCO across all touchpoints. Special attention was paid to the assessment of digital solutions. 64% of respondents identified FESCO as the company offering the most convenient digital solution. Customers also gave high scores to the functionality of the MY.FESCO personal account and to the availability of information through digital channels. Based on the research findings, corrective measures were implemented to enhance customer experience. As a result of the research and subsequent improvements, FESCO has reinforced its reputation as a company with high‑quality customer service.

Digital transformation

The Company builds its relationships with customers on a deep understanding of the target audience’s needs, a holistic analysis of all touchpoints, and the continuous improvement of engagement with FESCO. The continuity of the end‑to‑end customer journey is supported by the Company’s corporate information systems, including the MY. FESCO customer personal account, the 1C:FMS production systems, and the CRM BPMSoft platform.

Key priorities in developing the customer experience include the unification of customer interaction business processes and their scaling across all Group companies.

In 2025, the development of the corporate CRM BPMSoft system focused on the following areas:

• enhancement of the functionality for approving discounts from the base tariff;
• development of the loyalty and privileges programme;
• automation of pipeline management (marketing and sales);
• processing of customer queries (after‑sales service);
• automation of sales planning;
• marketing mailings;
• system roll‑out (including the integration of Dalreftrans).

Advances in the automation of key business processes delivered the following results:

• improved service continuity and a 15% increase in service quality;
• a 20% reduction in customer query processing time;
• an 18% improvement in the efficiency of marketing activities;
• a 35% increase in sales manager productivity and a reduction in operational errors;
• customer satisfaction (CSAT) reached 90%;
• the Net Promoter Score (NPS) amounted to 68%.

These results reflect strong employee engagement in achieving shared goals, a high level of customer trust in FESCO, and recognition of the Company’s service quality across all stages of customer interaction.