TOOLKIT
COMPLAINT HANDLING
IN CENTRAL BANK
TOOLKIT
2
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
1 INTRODUCTION 3
2
SCOPE AND PRINCIPLES 4
2.1. Scope and denitions 4
2.2. Principles 5
3
COMPLAINT HANDLING APPROACHES 7
3.1. Institutional arrangements 7
3.2. Complaint handling lifecycle 11
4
COMPLAINT HANDLING IN CENTRAL BANKS 12
4.1. Staff training 12
4.2. Process 13
4.3. Tools and techniques to support complaint
handling
21
4.4. Data management and privacy 25
5 IMPLEMENTATION ASPECTS 26
6 CONCLUSION 28
ABBREVIATIONS 29
BIBLIOGRAPHY 29
ANNEXES 31
© 2022 (January), Alliance for Financial Inclusion. All rights reserved.
CONTENTS
ACKNOWLEDGMENTS
This toolkit is a product of the Consumer Empowerment and
Market Conduct Working Group (CEMCWG).
Contributors:
The following AFI member institutions and CEMCWG members
institutions provided specic insights to a survey and in-depth
review of the nal document: Moses Musantu (Bank of Zambia),
Som Kossom (National Bank of Cambodia), Immanuel Hawanga
(Bank of Namibia), Ligia Marcela (Comisión Nacional de Bancos
y Seguros de Honduras), Phillip Bangura (Bank of Sierra Leone),
Solofomamy Rakotomavo (Direction Générale du Trésor, Ministère
de l'Economie et des Finances, Madagascar), Moustapha Aw
(Banque Centrale de Mauritanie), Dr. Nephil Maskay (Nepal Rastra
Bank), Gerard Nsabimana (National Bank of Rwanda), Teresa
Ku (Banco Central de Timor-Leste), Ayman Elsaeed (Central
Bank of Egypt), Sakiusa Nabou (Reserve Bank of Fiji), Fathimath
Sadiq (Maldives Monetary Authority), Rose Larue (Central Bank
of Seychelles), Angela Avetisyan (Central Bank of Armenia),
Vladimir Futi (Banco Nacional de Angola), Francisco Nhavoto
(Banco de Moçambique), Chinyere Jane Nwobilor (Central Bank of
Nigeria), Cristina Araujo (Superintendencia General de Entidades
Financieras de Costa Rica), Samer Saleh Ahmad Affaneh (Palestine
Monetary Authority), Rosette Muhimbise (Bank of Uganda) and
Nthati Mokitimi (Central Bank of Lesotho).
From the AFI Management Unit, led by Eliki Boletawa (Head
of Policy Programs and Regional Initiatives) with support from
Sulita Levaux (Policy Specialist, CEMC); and Arthur Pokrikyan
(consultant).
We would like to thank AFI member institutions, partners,
industry experts and donors for generously contributing to the
development of this publication.
Photo by Andrii Yalanskyi/Shutterstock.
3
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
digitalization. According to the AFI survey on consumer
protection for digital nancial services (DFS), 50% of
regulators were concerned about the complaints and
redress mechanisms in place. Having an effective
complaint handling mechanism needs a systematic
effort and should not be confused with a mechanism for
feedback, queries or products/services information.
3
The need to have a proper mechanism of complaint
handling in a central bank is core to effective consumer
protection. Market conduct regulation and supervision
as an important driver for nancial inclusion have been
addressed by AFI several times. The exponential growth
of digitalization should not pose any risks to consumer
protection or complaint handling.
4
1.2. OBJECTIVES AND TARGET AUDIENCE
FOR THE TOOLKIT
This toolkit has been developed to support
AFI member institutions in the process of
designing and implementing policy measures
related to the complaint management
process and enforcement actions.
Specically, the toolkit:
> provides practical guidance on the implementation
component of the Complaint Handling in Central
Bank Framework by clearly outlining various
approaches, models, tools and methods to deal with
the nancial complaints efciently
> provides clear directions to ensure enforcement of
market conduct rules
> presents experiences of AFI member countries in
complaint handling mechanisms to support
supervision of the market conduct.
This toolkit is intended for policymakers, regulators,
local and international organizations, FSPs and
other stakeholders interested in the advancement
of complaint handling mechanisms. It provides tools
and methods, case studies and examples by outlining
some critical directions to improve complaint handling
practices across the AFI member countries.
1
INTRODUCTION
1.1. RATIONALE FOR THE TOOLKIT
The complaint handling mechanism plays
an important role for a reliable nancial
system, keeping nancial service providers
(FSPs) publicly accountable and ensuring
continuous development.
Effective complaint handling signicantly supports
central banks and other regulatory authorities to keep
a safe and sound nancial system by expanding public
condence over time.
1
The Complaint Handling in
Central Bank Framework developed by AFI members
highlights the relevance of the appropriate feedback
mechanisms, allowing consumers to raise their
concerns, and make comments and suggestions.
Further insights are
available in AFI Complaint
Handling In Central Bank
Framework
> View Framework
The framework and the toolkit were developed
keeping in mind that most AFI member countries have
established an authority responsible for receiving and
resolving nancial consumer complaints (80%). Although
central banks are the competent authorities to resolve
nancial consumer complaints, due to the institutional
arrangement, the scope of complaints is limited only
to commercial banks. It is important to highlight that
just 14% of countries use the Ombudsman ofce as
an alternative dispute resolution (ADR) mechanism.
Reporting statistics on complaints and enforcement
action is uncommon among the AFI member countries,
as well, as only 38% have an established approach
of sharing complaint-related information publicly.
Given these statistics, effective complaint handling in
central banks can become an important breakthrough
in providing necessary protection before establishing
other mechanisms.
2
Effective complaint handling
becomes even more challenging considering extensive
1 AFI. 2020. Complaint Handling in Central Bank Framework.
2 AFI Data Portal.
3 AFI. 2021. Consumer Protection for Digital Financial Services: A Survey
of the Policy Landscape.
4 AFI. 2020. Policy Model on Consumer Protection for Digital Financial
Services.
4
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
In some cases, only complaints that result in a nancial
loss, material inconvenience or material distress
are addressed by central banks or other regulators.
However, it is also important to consider the complaints
that are non-material (misbehaving, service quality,
etc.).
EXTERNAL DISPUTE RESOLUTION (EDR)
A process of escalating a nancial consumer complaint
by engaging one or more external authorities that have
the regulatory power to resolve complaints, and provide
sectoral expertise and enforcement action.
Complaint handling in central banks is not intended to
replace the complaint handling process at FSPs. Rather,
it complements it by acting as an EDR mechanism that
requires extensive (resolving complaints) or targeted
(mediating complaint handling process, providing
sectoral expertise) involvement, depending on the
institutional arrangement. The EDR mechanism is
intended to ensure effective complaint handling for
all consumers, inform policy measures in the areas
of consumer protection, market conduct regulation
and supervision, and promote consumer trust and
condence in the nancial system. The Framework
recommends it is important to make a complaint to
the FSP rst and then escalate the issue to central
banks and other authorities if the complainant is not
satised with the response/outcome. Moreover, in order
to resolve nancial consumer complaints faster, more
targeted Financial Ombudsman ofces are established
and provide an ADR mechanism.
INTERNAL DISPUTE RESOLUTION (IDR)
A process that allows consumers to make a complaint
directly to FSPs before escalating it with an external
organization or authority.
FSPs have an interest and responsibility to efciently
handle consumer complaints as soon as they are led by
mitigating reputational risks and encouraging effective
decision-making within the organization. FSPs should
use a consistent and standardized complaint handling
strategy with key performance indicators (KPI) to
resolve complaints and ensure that an effective IDR
mechanism. It is also important that FSPs ensure that
dedicated mechanisms for tracking and reporting
complaint-related statistics are in place. Periodic
information on the matter from FSPs to regulatory
2
SCOPE AND PRINCIPLES
2.1. SCOPE AND DEFINITIONS
The extent to which complaints are handled
in central banks varies depending on the
institutional arrangement for nancial
consumer protection in a country.
The Framework outlines key rules of thumb in
complaint handling in central banks. Considering the
differences in institutional arrangement, it is important
to elaborate on the key concepts and scope of
complaint handling. The following denes the scope of
complaint handling in central banks.
INSTITUTIONAL ARRANGEMENT
Financial system-related regulatory framework,
policies, systems and processes that differentiate
the roles and responsibilities of central banks and
other authorities in dealing with nancial consumer
complaints and efciently coordinating the appropriate
activities to full their mandate.
Depending on the institutional arrangement, the scope
and regulatory power of the central bank to resolve
nancial consumer complaints can be limited to specic
sectors and priorities.
CONSUMER
A consumer means an individual or a small rm who
uses, has used or contemplates using any of the
products or services provided by FSPs.
In complaint handling, depending on the regulations,
usually micro, small and medium enterprises (MSME) are
considered individual consumers due to their limited
resources and capabilities. The precise denition of
the MSME in relation to its turnover and/or the number
of employees is not signicant for the purposes of this
toolkit.
COMPLAINT
An expression of dissatisfaction made to the central
bank/authority on a particular issue with FSP(s), the
complaint handling process or the nancial system in
general where a response or resolution is explicitly or
implicitly expected.
5
5 Consumers can make inquiries, requests, suggestions and provide
information not necessarily considered a complaint. The toolkit uses the
term “complaint” to refer to all.
5
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
The principles outlined in the Framework can be further
elaborated and presented as follows:
1. CONSUMER FOCUS
Maintaining a consumer-centric focus is not always
straightforward, particularly during IDR and EDR
processes which lack a specic institution responsible
for consumer protection and market behavior. FSPs and
central banks should adopt a consumer-centric mindset
to ensure effective processes and appropriate priorities.
Although this may require greater effort, compromise
and communication skills, it will always pay off in terms
of increased consumer trust and condence.
2. VISIBILITY
There should not be consumers who do not know where
and how to le a nancial complaint. Information about
how and where to complain must be well-publicized
to consumers, staff and other interested parties.
Consumers should also have a clear understanding
of complaint handling process, requirements related
to the processing of complaint (number of days) and
possible outcomes.
authorities will signicantly support effective policy
action in consumer protection, market conduct,
nancial education and inclusion.
6
2.2. PRINCIPLES
Authorities should ensure that the complaint
handling mechanisms are accessible,
affordable, independent, fair, accountable,
timely and efcient.
These mechanisms should not require additional costs,
inconvenience, burden or delay. Instead, they should
ensure that consumers can efciently exercise their
rights to make a complaint. This is important both for
the IDR and the EDR mechanisms. Specially tailored
channels might be also needed for specic groups
(remotely located, illiterate, disabled consumers). This
will help ensure the model employed is approachable
and effective on addressing issues (language barriers).
7
Effective complaint handling techniques require more
than just an expertise in complaint management. In
designing effective complaint handling mechanisms,
it is important to divide the complaint handling
process into three directions: facilitating complaints,
responding to complaints and accountability.
6 Center for Financial Inclusion by Accion. 2019. Handbook on Consumer Protection for Inclusive Finance.
7 OECD. 2011. G20 High-Level Principles on Financial Consumer Protection.
FIGURE 1: COMPLAINT MANAGEMENT
FACILITATING
COMPLAINTS
RESPONDING TO
COMPLAINTS
ACCOUNTABILITY
6
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
9. REVIEW
Consumers should always have an option to request an
additional internal or external review and/or appeal,
depending on the resolution of a complaint. These
review mechanisms should be clearly explained to
consumers and empower them to protect their rights
further.
10. ACCOUNTABILITY AND COLLABORATION
Establishing accountability and collaboration
mechanisms for complaint handling enhances the
public’s awareness and trust towards nancial products
and services. On the other hand, these mechanisms
help policymakers, FSPs and relevant authorities to
share appropriate data, monitor and report to each
other, ensure targeted use of resources and achieve
continuous improvement of the nancial system.
11. CONTINUOUS IMPROVEMENT
A exible and forward-thinking attitude toward
complaint management systems enables effective
implementation and adoption of technological
improvements by fully harnessing potential of
complaints as a source for improvement of the nancial
system. This becomes even more essential considering
the global COVID-19 pandemic's aggressive digitalization
initiatives, the growing importance of data
management, protection, and privacy, the upcoming
FinTech, RegTech and SupTech revolutions, etc.
3. ACCESSIBILITY AND SIMPLICITY
Consumers should have an easy access and
understanding of the process for ling and investigating
a complaint. Typically, FSPs and authorities enjoy
complicated procedures and erecting barriers that have
little practical applicability in the nancial system.
4. RESPONSIVENESS
Communication is critical during the complaint
resolution process. Even if the procedures are intricate
and time-consuming, it is key to contact consumers on
an ongoing basis and keep them informed of the status
of their complaint. Complaints should be acknowledged
and prioritized immediately, and consumers kept
informed throughout the process.
5. OBJECTIVITY AND FAIRNESS
Complaints should be resolved in an objective and
unbiased manner. The authority responsible for
resolving complaints should invest resources to build
trustworthiness in the complaint handling process.
6. CONFIDENTIALITY AND PRIVACY
Personal information has to be kept condential. Data
privacy is an important prerequisite for trust and there
should be clear regulations on collection and processing
of personal data during complaint handling.
7. RESOLUTION
Consumers want to have tangible results of their
complaint. Depending on the institutional framework,
it is not always clear who is ultimately responsible
to make decisions and resolve the complaint. If a
complaint is resolved in the consumer's favor, the FSP
should give adequate compensation, if any. Otherwise,
the consumer should receive a clear justication for the
nal decision. Compensation should be proportionate
to the nature of the complaint and consistent with all
similar complaints.
8. RESPONSIBILITY
A dedicated person should always be responsible
for processing the complaint, communicating with
consumer and dealing with related stakeholders. It
is important that complaint handling specialists are
properly trained and can communicate details in
simple language making sure the consumer understands
various aspects of the complaint handling. These
specialists should also have a holistic understanding
of the complaints, the FSP’s products, services and
procedures, and have a consumer-centric attitude.
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COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
1. SINGLE (INTEGRATED) AGENCY MODEL
Financial consumer protection supervision
responsibilities fall under a single nancial sector
authority responsible for all aspects of supervision
(prudential and nancial consumer protection) of all
FSPs. Countries where this institutional setup is applied
include Armenia, Mauritania and Malawi.
ARMENIA
As a mega regulator, the Central Bank of Armenia (CBA)
has the authority to regulate and supervise activities
of all participants in the nancial sector. CBA has a
complaint handling procedure in place. It has the
authority to apply sanctions against FSPs in case of
violation of market conduct regulation. However, CBA
cannot resolve consumers complaints because it has
no authority to intervene in the contractual relations
between consumer and FSPs.
MAURITANIA
Banque Central de Mauritanie (BCM) also follows a
single agency model. BCM is responsible for handling
of consumers complaints. The role of BCM is to resolve
complaints, coordinate and engage all stakeholders to
support complaint handling.
3
COMPLAINT HANDLING
APPROACHES
3.1. INSTITUTIONAL ARRANGEMENTS
Establishment a complaint-handling system
in the country should be a driving force
in exploring and developing policies for
consumer protection, nancial inclusion
and nancial education. As a result, each
institutional setup for nancial consumer
protection in a country requires a distinct
complaint handling method.
Although the Framework provides key directions and
guidance on complaint handling in central banks, to
take grounded actions and effectively apply this toolkit,
it is important to thoroughly discuss institutional
arrangements in a country by outlining the key benets
and challenges of each approach. Existing approaches
can be classied into four major types:
8
FIGURE 2: SINGLE AGENCY MODEL
ALL
FINACIAL
CONSUMER
ALL FSPs
IDR
EDR
8 World Bank. 2017. Global Financial Inclusion and Consumer Protection Survey: 2017 Report.
Prudential
Market
conduct
SINGLE
REGULATOR
(E.G. CENTRAL BANK)
8
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
protection) of FSPs operating within specic nancial
sectors (banking). Single (integrated) agency model
and Multiple sectorial (integrated) agency model also
include what is deemed “Variant Twin peaks” in the
sense that although the market conduct function is
within the regulatory authority/central bank and the
prudential supervision, the market conduct function
is highly independent of the prudential function.
Countries where this institutional setup is applied
include Cambodia and Namibia.
CAMBODIA
Cambodia has an integrated sectoral nancial sector
authority model where the National bank of Cambodia
(NBC) is only responsible for the consumer protection
and market conduct (CPMC) in the banking industry.
Insurance and capital markets are under the non-
bank supervisory authority. According to the existing
regulation on complaint handling
9
, all consumers who
have difculties or are dissatises with the products
and services of the banking FSPs can contact NBC's
complaint unit on the hotline. However, NBC only has
a role of coordinating and engaging stakeholders, and
providing expertise to support complaint handling.
The central bank doesn’t have the mandate for
enforcement to solve consumer complaints.
The key benet of this approach to complaint handling
is that it is centralized, especially in terms of complaint
management and statistics. The regulator has a
complete overview of the system and can initiate more
efcient policies on prudential and market conduct.
One of the drawbacks is that this approach requires a
lot of resources and capacity inside a single institution
and can lead to management and coordination-related
issues. Another problem might arise when market
conduct and prudential objectives contradict each
other and there is a trade-off in terms of high-level
decision making. It takes time and resources to deal
with certain conicting arguments between enforcing
prudential and market conduct requirements, especially
in areas that do not necessarily align (protability and
extension of repayment holidays, interest freezes and
restructure due to the COVID-19 pandemic). At the
same time, the stability of the nancial system can be
mostly counted as a priority, thus limiting the scope of
consumer protection. These issues should be monitored
very closely in this model.
2. MULTIPLE SECTORIAL (INTEGRATED) AGENCY MODEL
Financial consumer protection supervision
responsibilities fall under multiple nancial sector
authorities, each responsible for all aspects of
supervision (prudential and nancial consumer
FIGURE 3: MULTIPLE SECTORIAL AGENCY MODEL
SECTOR
FINACIAL
CONSUMER
SECTOR
FSPs
IDR
EDR
9 Prakas on Resolution of Consumer Complaints, October 25, 2018. Available at: https://www.nbc.org.kh/download_les/legislation/prakas_eng/Prakas_
on_Resolution_of_Consumer_Complaints_ENG.pdf
Prudential
Market
conduct
MULTIPLE
SECTOR
REGULATORS
(CENTRAL BANK,
INSURANCE, CAPITAL
MARKETS ETC)
9
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
3. DEDICATED FINANCIAL CONSUMER PROTECTION
AUTHORITY MODEL (TWIN PEAKS)
Financial consumer protection supervision
responsibilities fall under a single authority primarily
dedicated to nancial consumer protection or market
conduct. Countries where this institutional setup is
applied include Australia and South Africa.
AUSTRALIA
Australia was the rst to adopt the dedicated nancial
consumer protection authority model (“twin peaks”
model) where the Australian Securities and Investments
Commission holds responsibility for market conduct for
the entire nancial sector.
SOUTH AFRICA
South Africa has become the eighth country to adopt
the “twin peaks” model. South African Reserve Bank
is given an express and expanded nancial stability
mandate as the central bank. The conduct “peak” is
called the Financial Sector Conduct Authority and it
assists consumers with corelated legislative complaints
dealing with the conduct of regulated companies and
contravention of acts by which they are governed.
However, it cannot assist with claim disputes and
contractual disagreements.
NAMIBIA
Bank of Namibia (BN) is only responsible for the CPMC
in the banking industry, as well. Non-bank industries
are regulated by the Namibia Financial Institutions
Supervisory Authority (NAMFISA). BN only acts as a
mediator between consumers and banks but does not
have the power to decide or interject in court cases.
Although the complaint statistics are not centralized in
one authority, there is still a strict sectorial separation.
The regulators have a complete overview of their
specic sector. There is a need for active collaboration
and some standardization. However, each regulator
can independently initiate efcient policies related
to prudential and market conduct. In this case, the
management and coordination challenges inside the
authority will be less problematic although it will
require more time and efforts to collaborate with
external stakeholders. The problem of the trade-off
between market conduct and prudential supervision
objectives will be still relevant. Countries where
market conduct is part of prudential supervision run a
high risk to neglect market conduct objectives in case
of contradiction. Countries applying the “variant twin
peaks” approach may need a lot of coordination and
resources for prompt decision making.
FIGURE 4: DEDICATED FINANCIAL CONSUMER PROTECTION AUTHORITY MODEL
ALL/SECTOR
FINACIAL
CONSUMER
ALL/SECTOR
FSPs
IDR
EDR
Prudential
SINGLE/
MULTIPLE
REGULATORS
(CENTRAL BANK,
ETC)
DEDICATED
CONSUMER
PROTECTION
AUTHORITY
Coordination
Market conduct
10
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
In this approach, the link between nancial regulator(s)
and general consumer protection authority is not
strong. Since the general consumer protection authority
is also responsible for non-nancial complaints, it
requires many resources and a specic focus. Although
there is a complaint handling, the benets and
challenges are akin to nancial complaints handled by
courts.
ADR
All previous types of institutional arrangement assumed
that the authority responsible for the market conduct is
also responsible for complaint handling. However, there
is a growing tendency to establish a dedicated authority
(Financial System Ombudsman) as an ADR mechanism
in countries which do not have market conduct
regulation and supervision mandate, but a mandate
to resolve nancial consumer complaints. In this case,
the complaint handling process becomes more efcient
and focused without affecting the overall institutional
arrangement.
ARMENIA
The Ofce of Financial System Mediator (FSM) is
called to resolve disputes between individuals and
nancial institutions (FIs). The dispute resolution is
free of charge. The Ofce for FSM, founded by CBA, is
established pursuant to the Armenian Law on FSM.
In this approach, complaint handling can be more
focused because there is a dedicated regulator for
consumer protection. However, the nancial system’s
consistency and overall success are largely dependent
on effective coordination and collaboration between
the nancial regulators which may have contradicting
objectives. In that case, the collaboration and
coordination challenges are more intense than the rst
two approaches where prudential and market conduct
function within the same authority.
4. GENERAL CONSUMER PROTECTION AUTHORITY MODEL
Financial consumer supervision responsibilities fall
under one or more authorities responsible for general
consumer protection supervision within the jurisdiction,
including non-nancial activities. Country where this
institutional setup is applied is Costa Rica.
COSTA RICA
Costa Rica does not have a specic law dealing with
nancial complaint handling. Nevertheless, there is
a law dealing with the matter at a general level, the
Law for the promotion of competition and effective
defense of the consumer (Act 7472). This Law does not
differentiate between regular or nancial consumers
and does not specify who can make a nancial
complaint. Each nancial supervisor in the country has
rules for complaint handling in their sectors, but the
Ministry of Economy, industry and commerce is the
sole responsible for consumer protection regulation
(CPR) and supervision of all sectors.
FIGURE 5: GENERAL CONSUMER PROTECTION AUTHORITY MODEL
SECTOR
FINACIAL
CONSUMER
SECTOR
FSPs
IDR
EDR
Prudential
SINGLE/
MULTIPLE
REGULATORS
(CENTRAL BANK,
INSURANCE, CAPITAL
MARKETS ETC)
GENERAL
CONSUMER
PROTECTION
AUTHORITY
(INCLUDING
NONFINANCE)
Market conduct
11
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
3.2. COMPLAINT HANDLING LIFECYCLE
According to the Framework, it is important
to establish a sound complaint handling
process at the central bank.
The process derives from the complaint handling
lifecycle which can be divided into three stages:
internal dispute resolution (IDR), external dispute
resolution (EDR), and general dispute resolution (GDR).
At each stage, different dispute resolution mechanisms
are applied; central banks act as an EDR authority.
Figure 6 below illustrates three dispute resolution
mechanisms. In an ideal case, they follow one another.
The Framework for effective complaint handling
recommends consumers rst apply IDR mechanisms
of complaint handling, then escalate to the EDR
mechanisms and then avail of an option to use
the GDR mechanisms available in the country. In
the complaint handling lifecycle, the institutional
arrangement is mostly important for EDR mechanisms
and predetermines the roles and responsibilities of
central banks and other authorities.
11
Consumers should
receive clear instructions about all mechanisms of
the complaint handling lifecycle. A regulation should
provide appropriate means of IDR mechanisms in case
of DFS or digital banks.
12
SOUTH AFRICA
The Ofce of the Ombud for Financial Services
Providers (FAIS) in South Africa has the mission to
promote consumer protection and enhance the
integrity of the nancial services industry through fair
and expeditious resolution of complaints, informally
and free of charge. Before submitting a complaint
to the FAIS, consumer must endeavor to resolve the
complaint with the FSPs.
MALAYSIA
In Malaysia, the Financial Mediation Bureau provides
consumers seeking redress with a convenient and
efcient alternative to the courts. It provides an
alternative redress mechanism for consumers of FSPs
under the purview of the Bank Negara Malaysia.
ADR mechanisms help consumers to resolve their
nancial complaints without courts, making the process
relatively quicker and cheaper. AFI ADR Survey report
provides an overview of ADR systems for resolving
disputes between FSPs and their consumers. It also
discusses case studies done in Armenia, Colombia and
Malaysia in detail.
10
FIGURE 6: DISPUTE RESOLUTION STAGES
> FSPs (commercial
banks, non-bank
nancial institutions
> Central bank
> Other regulatory
authorities
> Financial ombudsman
> Financial arbitration
> Court
> General consumer
protection authority
(including non-
nancial complaints)
INTERNAL
DISPUTE
RESOLUTION
EXTERNAL
DISPUTE
RESOLUTION
GENERAL
DISPUTE
RESOLUTION
10 AFI. 2017. Alternative Dispute Resolution: Survey Report.
11 The focus of this toolkit is on complaint handling from the perspective of central banks. Some guidelines from above might be also successfully applied by
other EDR mechanisms outlined in the complaint handling lifecycle.
12 AFI. 2021. Policy Framework on the Regulation, Licensing and Supervision of Digital Banks.
12
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
4.1. STAFF TRAINING
Effective complaint handling requires
sufcient personnel equipped with proper
knowledge, skills and attitude to deal
with consumers, and internal and external
stakeholders.
Complaint handling specialists have the following roles
and responsibilities:
> Communicating directly with consumers and receiving
complaints through different channels (hotline,
email, website, etc.)
> Screening complaints, checking their validity and
obtaining additional clarications from consumers,
if needed
> Recording and tracking complaints in a dedicated
system
> Collaborating and communicating with market
conduct supervisors and other internal and external
stakeholders to resolve a complaint
> Preparing information notes and reports for various
parties.
These responsibilities require strong social and
analytical skills, deep knowledge of the subject matter
and consumer-centric personality. In addition, Central
bank of Philippines highlights the following skills and
capabilities: interpersonal and consumer service skills,
listening, written and verbal communication, handling
nancial consumer feedback, dealing with difcult
people, problem solving and conict resolution.
Although skills are important and can be developed
through intensive and regular trainings, choosing
people with the right attitude could be more important
because the personality type can be an important
predeterminant of good service. Staff working
with consumers needs to be extroverted, caring,
consumer-centric and positive. These qualities will
help capture the underlying causes for complaints and
effectively communicate with consumers no matter the
resolution.
15
Beyond strong analytical and social skills, and personal
integrity, training should also focus on providing
knowledge and understanding of consumer protection,
institutional arrangement, complaint handling lifecycle
13 AFI. 2020. Complaint Handling in Central Bank Framework.
14 Central banks might have other means of communication with different
parties (media, general public, partners) including a mechanism of
receiving certain applications unrelated to CPMC function. This toolkit
only considers complaints related to CPMC.
15 Bangko Sentral ng Pilipinas. 2014. BSP Regulations on Financial
Consumer Protection.
4
COMPLAINT HANDLING
IN CENTRAL BANKS
Effective complaint handling, as
highlighted before, depends on institutional
arrangement in a country and effective
setup of dispute resolution mechanisms
at the different stages of the complaint
handling lifecycle. On the other hand,
the level of central banks involvement
in nancial complaint handling is mainly
determined by their mandates.
This toolkit considers central banks have a mandate
to resolve nancial consumer complaints related
to all types of FSPs by providing an effective EDR
mechanism to resolve consumer complaints. While
discussing the complaint handling in central banks,
it is important to highlight it is assumed there is an
effective IDR mechanism in place, which allows a
unied and standardized process for all FSPs before
referring consumers to the central bank, if they remain
dissatised with the complaint resolution.
According to the AFI Complaint Handling in Central Bank
Framework,
13
there is a critical need to have a separate
CPMC function independent of prudential supervision
to avoid conict in supervisory objectives, and achieve
effective and fair complaint resolution. The complaint
handling in the CPMC function of central banks can
be made by the market conduct supervisors or by a
separate team.
If market conduct supervisors handle the complaint,
there is a trade-off between their focus on supervisory
activities (market monitoring, on-site and off-site
examinations, and enforcement actions) and efforts
on complementary activities (handling complaints,
resolving inquiries, providing information to the general
public or government agencies).
On the other hand, if a separate team is responsible
for complaint handling there is a need of coordination,
collaboration and communication between complaint
handling specialists and market conduct supervisors.
14
Regular complaint handling reporting will help market
conduct supervisors use complaint data for supervisory
activities.
13
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
16 Financial Ombudsman Service, Training Academy.
in a country, FSP’s products and services, complaint
handling framework at central banks, procedures, data
protection issues, ethics, technical skills related to the
tools used in the process, etc.
The implementation of training programs can differ
among countries and institutions. One example is
the United Kingdom’s Financial Ombudsman Service’s
training academy which takes four months of extensive
skill development and hands-on workshops.
16
4.2. PROCESS
The Framework provides the process map for complaint
handling in central banks with clear instructions for
each stage. Figure 7 provides more details and tips to
organize each stage of complaint handling in a more
efcient way.
1. Determine if the
complaint can be
resolved quickly
and easily by
recipient
2. To acknowledge
complaints through
emails, phone,
letter
3. Provide reference
number and date
4. Provide anticipated
time for nal
response
A
RECEIPT AND
RECORDING
OF COMPLAINT
1. Assess if the
complaint is valid
(if invalid, reject
with reasoning)
2. Assess whether the
FSP was initially
engaged
3. Screen complains
according to
priorities and
importance.
B
SCREENING
OF
COMPLAINTS
1. Resolution by
negotiation,
mediation etc.
2. Resolution through
investigation
3. Resolution by
soliciting for
evidence from
complainants,
concerned FSPs
etc.
4. Convey the
resolution status to
the Complainant(s)
5. Provide the reason
(s) if the decision
goes against the
complainant and
close the le
C
COMPLAINT
INVESTIGATION
AND
RESOLUTION
1. Provide scope for
appeal if resolution
is not satisfactory
to the
complainant(s)
2. Review the
resolution process
and decision by the
higher authority
D
PROVIDE
AVENUE
FOR APPEAL
1. Ensure all the data
and documentation
are
properly collected
2. Analyse the
complaint data and
provide insights
in form of
reports to various
stakeholders
3. Use these insights
to inform market
conduct supervision
E
REPORTING
AND
ENFORCEMENT
FIGURE 7: PROCESS MAP FOR COMPLAINT HANDLING
14
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
14
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
A)
RECEIPT AND
RECORDING
OF COMPLAINT
PROCESS
1. Determine if the complaint can be
resolved quickly and easily by the
recipient.
2. Acknowledge complaint through
email, phone, letter, etc.
3. Provide reference number and date.
4. Provide anticipated time for nal
response.
Central banks can use various ofcial
channels to receive a complaint from
consumers. Applications can be received in
the ofce, via post, email, hotline, social
media channels and website.
In some cases, consumer physically signs the
application. In other, the complaint is processed even
if there is no physical signature. Diversity of channels
allows consumers to have better access to le a
complaint with central banks. In addition, advantages
of one channel allow to compensate challenges raised
by another.
It is important to have a centralized system where
all complaints are recorded no matter the channel.
It is also important to have detailed information
about the complaint in the system, which will help in
evidence-based policymaking. The following minimum
information might be needed:
1. Complaint unique identication number,
2. Date of receiving complaint by central bank,
3. Full name of the consumer,
4. Contact details of the consumer,
5. Preferred method for receiving follow-up
information relevant to the complaint,
6. Channel used to make a complaint,
7. Staff receiving a complaint: full name of the
responsible person,
8. Product or service type the complaint refers to
(loan, deposit, insurance),
9. FSP sector the complaint refers to (commercial
bank, credit organization),
10. Name of the FSP,
11. FSP branch concerned (if applicable),
12. Full name of the FSP contact person (if applicable),
13. Date/period complaint occurred,
14. Description of the complaint,
15. Desired resolution for the consumer,
16. Date FSP received complaint (if applicable),
17. Resolution of the complaint by FSP (if applicable),
18. Status (based on the complaint handling process at
the central bank)
19. Any supporting documentation provided by the
consumer.
It is important to track the time between receiving a
complaint and recording it in the centralized system,
depending on different channels.
15
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
15
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
TABLE 1: CENTRAL BANK CHANNELS FOR CONSUMER COMPLAINTS
CHANNEL ADVANTAGES CHALLENGES
IN PERSON
Allows direct interaction with the consumer by
exploring all details of a complaint.
Difcult for consumers to access if from remote
locations. Some might also have difculties
writing the complaint if there is no support staff
at the ofce.
POSTAL SERVICE
Postal ofces usually have wide representation
across the country which reduces geographical
barriers to making a complaint.
Illiterate consumers might have difculties
writing the complaint. It also takes time until
the letter arrives in the central bank.
HOTLINE
A relatively easy way to make a complaint
without any costs because hotlines are usually
free. Requires verbal interaction and might
be accessible also during non-working hours.
Consumers can receive an immediate response
to their question/complaint and/or information
on how it will be resolved.
Difcult for consumers to access if they do not
have cell phones or a landline.
EMAIL ADDRESS
Easy and fast for consumers to use if they have
access to a computer and email address and
are sufciently literate. Does not bear any
additional costs and allows quick response time.
Allows consumers to make condential and/or
anonymous complaints.
Might fail to be a relevant channel if consumers
do not have proper access to computer and the
internet.
WEBSITE AND
SOCIAL MEDIA
Publicly posted responses may help answer
questions and solve problems for other
consumers who see them.
Responses may be limited, to preserve the
institution’s public image.
USE OF AI
Prompt and automatic collection of complaint
data saving time and resources in all steps of
complaint handling. Semantic analysis of texts
allows generate insights on actual complaints
and general public feelings.
Requires initial investment and dedication to
build an effective working model.
16
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
16
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
B)
SCREENING OF
COMPLAINTS
PROCESS
1. Assess if the complaint is valid;
if invalid, reject with reasoning.
2. Assess whether the FSP was
initially engaged.
3. Screen complaints according to
the priority and importance.
After recording complaints in the
centralized system, the complaint handling
specialist at the central bank needs to make
the initial screening and categorization
of the complaint according to different
characteristics.
The complaint handling specialist also needs to validate
the complaint in accordance with the complaint
handling framework in the central bank. The central
bank may not deal with cases when a complaint:
17
> is not in the scope of the nancial complaint
handling framework at the central bank
> contains incomplete information
> was not rst reported to the FSP
> was not reported within a reasonable timeframe
(six months from the date the consumer received
a response from the FSP)
> is already submitted and awaiting resolution or
has already been resolved by other institution
(mediation, arbitration, court)
> has been resolved previously by the central bank a
nd the new complaint does not contain any new
information
> involves a FSP exercise of its commercial judgments
on lending policy (refusal to give a loan), unless
there was failure on the part of an FSP to follow the
correct procedures and this unfairly affected the
complainant.
Based on the complaint characteristics, priorities are
set and the investigation process may start. There
might be a need to set specic KPIs to help to track
the screening, categorization and validation process
(the time spent on screening, time spent on validation,
proportion of validated complaints in total complaints,
proportion of different categories of complaints).
17 AFI. 2020. Complaint Handling in Central Bank Framework.
17
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
17
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
18 Ombudsman Western Australia. 2020. Guidelines on Complaint Handling.
19 World Bank. 2019. Complaints Handling within Financial Service
Providers: Principles, Practices, and Regulatory Approaches.
C)
COMPLAINT
INVESTIGATION
AND RESOLUTION
PROCESS
1. Resolution by negotiation, mediation,
etc.
2. Resolution through investigation.
3. Resolution by soliciting for evidence
from complainants, concerned FSPs,
etc.
4. Convey the resolution status to the
complainant(s).
5. Provide reason(s) if the decision
goes against the complainant and c
lose the le.
Depending on the complaint all the
relevant departments in the central
bank may engage to investigate the
case properly. In some cases, external
stakeholders should be also involved in
the investigation process.
18
The complaint handling specialist is the primary
investigator and should organize, communicate and
engage with all internal and external stakeholders to
expeditiously resolve the issue. Central bank may have
a dedicated specialist for receiving a complaint and
for investigation. Specialized staff help to make the
process more effective, especially when central banks
are directly engaged in the complaint resolution.
It is critical to inform the consumer about the
procedure throughout the process. KPIs should be
established for each stage of the investigation. It is
critical to establish deadlines for both internal and
external stakeholders participating in the inquiry
process. For the resolution there are various possible
outcomes.
Although establishing clear and simple timelines for
resolving complaints is essential, this depends on the
complaint handling framework in place. On the one
hand, complaint handling process should be sufciently
fast as to not to discourage consumers.
On the other, there should be enough time allowed
to perform quality investigation. complaint should
be resolved immediately, if possible. Otherwise,
investigation and resolution should take ten to 15
working days. In some cases, depending on the
complexity of the issue, this can be prolonged to a
maximum of 20-30 working days.
19
18
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
INVESTIGATION STEPS POINTS TO CONSIDER
STEP 1:
EXAMINE THE
COMPLAINT
Study and
determine the
root cause of the
complaint and
actions required
to resolve the
complaint.
> Does the complaint involve only a communication problem that can be easily
resolved through proper explanation and discussion with the consumer?
> Consider all appropriate means of dealing with the issue.
> Be prompt in notifying internal and external stakeholders related to the
complaint.
> Collect as much background information about the complaint as possible.
Request additional information from the consumer, if needed.
> Consider similar complaints resolved previously.
> Assess the signicance of the issue for the complainant, FSP and nancial
system in general.
STEP 2:
APPLY APPROPRIATE
INVESTIGATIVE
APPROACH
Depending on
the existing
requirements,
the nature,
signicance and
scope of the issue,
possible short-term
and long-term
consequences.
> Evidence-focused approach can be applied when meeting all legal and
procedural requirements is crucial. This can be especially relevant for the
new issues when there is a need to fully understand the problem and take
some preventive actions to avoid similar complaints in the future.
> Outcome-focused approach can be applied when quickly identifying and
xing the problem is preferable and ensuring sufcient information for a fair
and informed judgement is easy. This approach can be used for insignicant
issues of repetitive nature and have been already addressed many times
before.
STEP 3:
INVESTIGATION
PLANNING
Develop an
investigation plan
by identifying the
scope, stakeholders
and key action
items.
> Identify questions that need to be answered, information required to answer
those questions and the best way to obtain it.
> Consider action items with strict deadlines, responsible parties (internal and
external) and outcomes.
> Develop a communication plan with all stakeholders, including the
consumer.
STEP 4:
INVESTIGATION
POWERS AND
AUTHORITY
During
investigation,
assess whether
there are necessary
powers to obtain
evidence and
information from
relevant parties.
> Ensure engagement of decision-makers from internal and external
stakeholders in complaint handling.
> Ensure proper delegation of tasks and assignment of responsible persons for
each stakeholder.
> Distinguish between the right to ask and the power to demand.
> Ensure the primary investigator has the authority to conduct the
investigation.
STEP 5:
OBTAIN
EVIDENCE
Gather sufcient
reliable information
to properly address
the issue
> Engage consumers in the process of investigation to effectively manage their
expectations.
> If the issue is signicant or sensitive, consider having approved terms of
reference and adequate resources to resolve the complaint within deadlines.
STEP 6:
RESOLUTION
AND
RESPONDING
Summarize
investigation steps
in your response to
the consumer about
the resolution.
> Wherever possible, separate the investigation and decision-making
functions.
> Ensure proper step-by-step documentation of the investigation: how
investigation was conducted, relevant facts, conclusions, ndings and
recommendations.
> Ensure proper communication and explanation about the resolution by
highlighting all key details to the consumer.
STEP 7.
DATA MANAGEMEMENT
AND REPORTING
Ensure proper
data management
for reporting to
all stakeholders
at the end of
investigation.
> Fill in full data for every complaint by capturing as many details as possible.
> Make sure to ll the relevant data according to the relevant step of
investigation.
> Establish a proper communication mechanism with stakeholders and, if
necessary, make customized reporting about the investigation and resolution
of specic complaints or generally.
TABLE 2: INVESTIGATION STEPS
18
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
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COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
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COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
TABLE 3: EXAMPLES OF RESOLUTION OUTCOMES
RESOLUTION DESCRIPTION
EXPLANATION
AND EDUCATION
Since consumers often have
complaints due to the lack of
awareness or literacy issues, it may be
possible to resolve the complaint by
providing additional information and
educating about specic aspects of the
complaint.
APOLOGY
Depending on the issue, a prompt
apology can be extremely effective.
Consumers value empathy and a
human-centered approach.
RECONSIDERING
CONDUCT
It is okay to reconsider the resolution
in light of new information or
information that may have been
unintentionally ignored during the
original investigation.
CHANGING
POLICY,
PRACTICE,
REGULATION
Some complainants are satised that
changes will be made to prevent
future similar issues. However,
it is important to communicate
results, as well. Consumers will feel
appreciated if they were able to make
an improvement. Once the change
happens, appreciation letter to the
consumer can be an important follow-
up step.
MITIGATION
Mitigation reduces the impact of the
problem and may involve correcting
records, providing additional time,
refunding fees, etc.
COMPENSATION
Covering costs incurred due to the
awed decision, including monetary
costs, time, trouble involved, etc.
D)
AVENUE
FOR APPEAL
PROCESS
1. Provide scope for appeal if resolution
is unsatisfactory to the complainants.
2. Review the resolution process and
decision by the higher authority.
There are cases when consumers might
not be happy with the resolution of a complaint.
To ensure that consumers can exercise their rights,
it is always important to allow consumers to apply
GDR mechanisms, particularly courts, to resolve
their complaint. Institutional arrangements might
be also important in terms of GDR mechanisms to
dene the roles and responsibilities of authorities
for general consumer protection, if any.
However, these authorities also lack specialized
expertise in nancial complaint handling.
Nevertheless, courts remain the last resort for
dispute resolution if a consumer is unhappy with the
outcome of IDR and EDR mechanisms.
20
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
20
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
E)
REPORTING AND
ENFORCEMENT
PROCESS
1. Ensure all data and documentation is
properly collected.
2. Analyse complaint data and provide
insights in form of reports to various
stakeholders.
3. Use these insights to inform market
conduct supervision.
Based on the complaint data different
regular reports are created and shared
with public, and internal and external
stakeholders. Specic complaints might be
also highlighted for the market conduct
and prudential supervision to ensure proper
enforcement action.
The regularity of making and sharing reports based on
the complaint data should be decided for each case.
Public reports can be annual, bi-annual and quarterly;
reports shared with external stakeholders can be more
regular and reports for internal use should be the most
regular. In some cases, internal stakeholders might
gain access to the centralized system of complaint
handling with certain level of restrictions to ensure
personal data privacy. For example, the Reserve bank
of Fiji (RBF) publishes quarterly reports on complaints
management by including information about the key
statistics related to complaints, types of complaints,
performance indicators related to resolving complaints,
etc.
20
Depending on the outcome of the investigation, there
might be a need for enforcement action that targets
changing a specic practice of an FSP. The types of
corrective measures highly depend on the institutional
arrangement and regulatory mandate of a central
bank or other competent authorities in a country. The
following are the most used sanctions that might be
imposed:
> warning letters to FSP
> mandatory awareness-raising and nancial education
activities
> letter of apology to the consumer
> compensation to the consumer depending on the
complaint
> monetary penalties
> adverts cancellation
> product recall
> forced change in the internal practice and regulation
to comply with laws
> restriction of certain activities
> suspension from inter-bank activities
> suspension/removal of Board/management or staff/
employees
> referral to law enforcement agencies for prosecution
> suspension/withdrawal/revocation of licenses.
20 Reserve Bank of Fiji. Complaints Update Data.
21
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
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4.3. TOOLS AND TECHNIQUES TO SUPPORT
COMPLAINT HANDLING
Central bank may use various tools and
techniques to ensure effective complaint
handling for nancial consumers. These
tools might be related to the specic aspect
of the complaint handling or the framework
in general.
A) CERTIFICATION AND AUDIT FOR IDR MECHANISMS
Central banks can design and develop a standardized
framework for IDR mechanism for FSPs, provide
certication training courses for the complaint handling
specialists of FSPs and conduct regular audit to
ensure the proper functioning of the IDR mechanisms.
The audit of IDR mechanism can be performed as a
required part of market conduct supervision. CBA has a
regulatory framework that denes minimum conditions
and principles for internal rules, regulating the
procedure for examination of complaints in FSPs. CBA
has the authority to apply sanctions against FSPs in case
of violation of the regulation.
In case of standardized framework, central banks
need to dene the process of complaint handling in
case of IDR mechanism, mandatory functions within
the FSPs, a minimum number of employees and their
responsibilities, data management and reporting
practices, communication instructions with consumers
and public, etc. Based on this framework, the content
of certication training courses must be developed for
complaint handling specialists of FSPs. The certication
training course should also focus on developing soft
skills, deep knowledge of nancial system, products and
services, regulatory aspects of consumer protection and
procedural aspects of complaint handling.
B) DIGITAL CHANNELS
Central banks need to have properly working digital
channels (email, website, social media) to receive a
complaint. The more standardized these channels,
the faster complaint handling specialists can screen,
categorize and validate complaints. Digital channels
can be effectively integrated into the holistic system
solutions for complaint handling and also ensure proper
communication with consumers. For example, with
Central bank of Russia, consumers can le a complaint
and receive nancial consultation on different
nancial services and products, nancial education and
regulatory framework 24/7 using a mobile application
Even though enforcement actions may vary widely
across countries, it is important to focus on prevention
of misconduct. The supervisory activity should
target prevention. The enforcement action should
appropriately discourage FSPs from further violations.
Moreover, there should be mechanisms that will allow
FSPs to change practices based on cases of other FSPs
(public reports of the central bank on complaints case
studies wit redacted private data) can be included
to demonstrate how enforcement applies based on a
complaint outcome.
Additionally, the range of measures should be applied
corresponding to the gravity of a situation. Central
banks should monitor the compliance with its sanctions
during the off-site and on-site examination of the FSPs.
In case of the risk-based market conduct supervision,
complaints can be an especially important source of
information to determine signicant activities that may
pose a risk to a nancial system.
21
21 AFI. 2016. Guideline Note on Market Conduct Supervision of Financial
Services Providers: A Risk-Based Supervision Framework.
22
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
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COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
These activities will also enable consumers to make
nancial complaints in case of any issue. For example,
the Financial Education Network in Malaysia is an
inter-agency platform comprising of institutions
and agencies committed to improving the nancial
literacy of Malaysians. Its members include Ministry of
education of Malaysia, Bank Negara Malaysia, Securities
commission Malaysia, other relevant government
ministries, industry associations, institutions, consumer
groups and other key stakeholders to deliver, monitor
and measure nancial education initiatives under the
National Strategy for Financial Literacy (2019-2023) of
Malaysia. Similar network also exists in Armenia.
In Nigeria, Financial Inclusion Steering Committee is
the highest governance structure in development and
implementation of nancial literacy programs in the
nancial system. It provides strategic direction and
oversight for all nancial literacy issues in Nigeria.
In addition, awareness-raising and nancial education
must also focus on consumer responsibilities. This
will ensure consumers are informed of their role as
responsible players in the nancial system. This can also
lead to reducing the number of complaints because the
consumers will have a chance to ask the right questions
when served by an FSP, etc.
In line with rapid digitalization, it is important to
formulate and implement digital nancial literacy
activities, as well. Consumers need to rapidly learn and
adapt to the increasing sophistication, complexity and
variety of DFS. Otherwise, there can be a signicant
risk of declining trust in the nancial system. For
example, one of the strategic goals highlighted in
the National Financial Inclusion Strategy 2018-2020
of Jordan is to set appropriate measures to safeguard
consumers’ rights based on the grievances received
through complaints handling mechanisms.
22
(CB online). Another example, RBF accepts nancial
consumer complaints via post, email, website and social
media (Facebook, Twitter, etc.).
C) STANDARDIZED TEMPLATES
Standardized templates can be developed and used in
all stages of complaint handling. These templates will
also be automatically generated and used in case of the
holistic system solutions for complaint handling. The
following templates can be developed:
> complaint ling form
> standardized response to consumer once the
complaint is proceeded
> meeting minutes templates if meetings are
organized with the consumer or any stakeholder
> standardized template to receive additional
information from consumer
> standardized reports, etc.
For example, Bank of Mozambique has a standardized
form for complaints. Consumer must submit the
following information: full name, contact information
(phone number, e-mail), ID number, bank account
number, FSP name, nancial product/service and
complaint narrative. Bank of Namibia also has a
standard form for consumer complaint which contains
complainant (and authorized person, if available) full
name and contact information, FSP name, branch
and contacted person full name, short description
of complaint, relevant documents, a clear and short
statement of specic assistance sought and any other
relevant information. Central Bank of Sri Lanka provides
a specic QR code for consumers to download the
complaint submission form easily.
Annex 2 includes some
samples of standardized
templates, which can be
used by central banks for
complaint handling.
> View here
Different templates are provided in Annex 2, including:
D) AWARENESS-RAISING AND FINANCIAL EDUCATION
Dedicated awareness-raising and nancial education
activities in cooperation with FSPs, and internal and
external stakeholders to ensure that all consumers are
properly aware of all aspects of complaint handling.
22 AFI. 2021. Digital Financial Literacy Toolkit. and AFI. 2021. Guideline
Note on Digital Financial Literacy.
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COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
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COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
based and repetitive processes. These are tasks that
do not require in-depth decision-making or thinking.
For example, RPA can help organize, categorize and
prioritize consumer complaints and immediately provide
pre-formatted responses for repeated use, etc.
23
According to the market research done by the
consulting company Grand View Research, the global
RPA market size is expected to reach USD 13.74 billion
by 2028. Major US banks like Citibank and Bank of
America are using robotics to strengthen consumer
service and security.
24
In one of Armenian banks you can meet Robin – the rst
robot of the nancial system. Robin still has limited
functions. It presents the bank’s news, learns partners
opinions on the quality of bank services and talks with
them.
25
H) CHATBOTS
Chatbots are solutions designed to simulate
conversation with consumers by mimicking a real
person. These solutions are widely used for online
consumer services on FSPs websites or other digital
communication channels. Advanced chatbots also
benet from possibilities of machine learning algorithms
allowing for improved performance. For example, the
Africa Digital Financial Inclusion Facility by Ghana,
Rwanda and Zambia aims to establish a complaints-
handling system for nancial regulators using multi-
lingual chatbots and AI that interface with key FSPs of
countries. It incorporates key local languages for ease
of use, records consumer complaints, including audio
complaints from those unable to read and write, and
tracks their resolution across all regulated FIs. Bangko
Sentral ng Pilipinas (BSP) also has a chatbot to assist
consumers in their complaints processes.
26
E) FORUMS AND CONFERENCES
In the spirit of collaboration, central banks can
organize forums once or twice a year to discuss with
FSPs, other agencies that handle complaints and
relevant stakeholders (depending on the institutional
arrangement) trends and matters in the nancial
sector. This will allow reporting areas of interest based
on data received from FSPs and provide a platform
to openly discuss industry challenges that may be
leading to nancial consumer complaints. An example
of such a forum is the one organized by RBF, chaired
by the Deputy Governor and a representative from
the private sector. Various stakeholders are part of
the forum (representatives of the FSPs, consumer
protection advocates, representatives of banking and
other associations and other authorities that oversee
consumer issues).
F) SOFTWARE SOLUTIONS
Specic software solutions might be applied for data
management, hotline and other aspects of complaint
handling in central banks. In some cases, software
solutions might target complaint handling and the
whole relationship management. Customer relationship
management(CRM)-like solutions to ensure an effective
and automatic complaint handling process from receiving
a complaint to its resolution and following up with a
consumer. For example, the Central Bank of Nigeria
(CBN) uses Consumer Complaints Management System
(CCMS) to automate the complaint handling processes.
The CCMS software has three working portals: for
CBN, for FSP and for consumers to submit a complaint.
According to the system, FSPs must assign a tracking
number for every complaint received from their
consumers, issue an acknowledgement to the consumer
with the assigned tracking number and upload complaints
to the CCMS every day. The CCMS allows CBN to have
the whole picture of complaints in the nancial system
and check if FSPs comply with timelines for resolution of
various categories of complaints stipulated in the CCMS.
G) ARTIFICIAL INTELLIGENCE
Articial intelligence (AI) is a eld of computer
science that leverages technology to mimic the
problem-solving and decision-making capabilities
of humans by performing tasks (speech recognition,
language processing, visual perception). Based on AI
technologies, robots can ask questions, discover and
test hypotheses, generate insights and automatically
make decisions based on big data and machine learning
applications. Currently, robots are already used in
many different industries, including nance. Robotic
process automation (RPA) in nancial system, especially
banks, allows full automatization of manual, rule-
23 Retiwalla R. 2020. What is Robotic Process Automation in Banking?
24 Grand View Research. 2021. Robotic Process Automation Market Size
Worth $13.74 Billion By 2028.
25 Evocabank. 2020. Hi, Robin!
26 https://www.bsp.gov.ph/Pages/InclusiveFinance/
ConsumerAssistanceChannelsChatbot.aspx
24
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COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
dependent on the culture, beliefs and social norms in
the society. There are many reasons why consumers
may not voice their complaint and it is especially hard
when they fail to see their power of inuence and
ownership. Studies related to consumer complaint
behavior distinguish four main reasons that urge
consumers to le a complaint:
1. Getting a compensation for the loss
2. Escaping emotional stress, anger, feeling of injustice
and recover self-esteem
3. Helping to have better service quality
4. Altruism to prevent other people experiencing the
same problem.
34
This means that any behavioral intervention targeting
one of these triggers can help to enable complaints.
For example, the Central Bank of Ghana conducted
behavioral research and unearthed several barriers to
submitting a formal complaint. It helped to reveal why
consumers sometimes do not act as expected or in the
way that might be best for their welfare.
I) BIG DATA
27
Big data technologies are digital tools and information
systems that can analyze large volume of different
types of data from varied sources in real-time.
Moreover, they are also able to generate insights to
support decision making. The increased availability of
structured data in the nancial system, availability of
methods to process unstructured data, increased data
storage capabilities, advances in computing power and
specialized parallel computer architectures are the key
drivers of data economy. To benet from this, central
banks need to have in-house teams of data scientists,
data analysts and data engineers who will develop
customized solutions to support different activities of
central banks, including the complaint handling. For
example, central banks can assess misconduct risk of
FSPs by using the complaints data or automatically
screening contracts for suspicious terms and conditions
during complaint investigation.
28
J) REGTECH AND SUPTECH
29
Technologies targeting policymakers’ regulatory
and supervisory efforts are enabled by developing
innovative or cutting-edge approaches. These allow
supervisors to carry out their work more effectively and
efciently. The impact of technology in the nancial
system changed the relationship between consumers
and FSPs. The new innovative solutions also require
new regulatory and supervisory tools powered by
technology. RegTech and SupTech allow disruption in
the regulatory and supervisory landscape within the
nancial industry in the directions such as regulatory
reporting, risk management, identity management,
compliance, transaction monitoring, etc.
30
For example,
BSP complaints management system is enabled by
an application programming interface and a natural
language processing-powered text engine where
consumers can submit complaints using either smart
or feature phones on a variety of messaging platforms,
including Facebook messenger, SMS or a chatbot
embedded on an FSP’s website.
31
The National Bank of Rwanda is one of the rst
supervisory agencies to use an automated reporting
system (data pull approach). This technology extracts
data directly from the IT systems of supervised
institutions. It is done automatically every 15 minutes,
24 hours or even a longer period depending on data
type.
32
K) BEHAVIORAL INSIGHTS
Policy interventions based on behavioral insights and
nudging can effectively change certain behaviors of
both consumers and FSPs.
33
Complaint behavior is highly
27 AI, machine learning, big data and solutions based on these technologies
although closely related are intentionally separated in the toolkit to
highlight different aspects of each.
28 Doerr S., Gambacorta L., Serena J. 2021. Big data and machine learning
in central banking.
29 FinCoNet International Financial Consumer Protection Organization.
2020. SupTech Tools for Market Conduct Supervisors.
30 Deloitte. 2021. RegTech Universe.
31 AFI. 2021. Mitigating the Impact of COVID-19 on Gains in Financial
Inclusion. And World Bank. 2021. The Next Wave of Suptech Innovation:
Suptech Solutions for Market Conduct Supervision.
32 B roeders D., Prenio J. 2018. Innovative technology in nancial
supervision– the experience of early users.
33 Mazer R., McKee K., Fiorillo A. 2014. Applying Behavioral Insights in
Consumer Protection Policy.
34 Lovelock Ch., Wirtz J. 2011. Services Marketing: People, Technology,
Strategy, 7th edition.
25
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4.4. DATA MANAGEMENT AND PRIVACY
Carefully handling data is a crucial part
of complaint handling process. It is
important that complainants trust that their
personal data is securely kept and ethically
treated.
Running a comprehensive database is essential to
continuously improve the service and develop new
digital products to enhance complainants’ experience.
Some part of database should be automated whereas
others can be handled manually.
Ideally, database may also generate standardized
reports on complaints trends with in-depth complaints
analysis. There should be enough comprehensive data
to allow central banks to aggregate complaints data
and analyze them by type (loan questions, employee
misconduct, location) and other relevant factors.
Data management should be done in a way that it
supports not only the resolution of individual cases, but
also helps market conduct regulation and supervision
function and not only. Databases may allow to check
information related to the:
> number of complaints received over certain period
> number of complaints resolved
> number of complaints pending
> number of complaints received by age, location and
gender of complainant
> number of complaints by product and/or service
type
> number of complaints received by nature of
complaint
> number of complaints received by channel type, etc.
The complaint handling specialists review these reports
periodically (quarterly), looking for potential issues that
are systemic and/or consistent over time. In this way,
complaints data is a valuable form of market research
and can also be used to avoid client complaints in the
future.
The data management should support the processes
of complaint handling from receiving the complaint
until reporting. In order to have holistic approach,
it is important that database of complaints is not
operated separately from other tools. It will be more
effective to have an end-to-end solution covering data
management and standardized reporting. The solution
can be used at a different scale by including only the
competent complaint handling unit at the central bank
35 Behavioral Insights Team. 2019. CMA market study on online platforms
and advertising.
36 AFI. 2021. Guideline Note on Data Privacy for Digital Financial Services.
or all stakeholders and consumers. The latter will
allow a centralized approach and holistically cover
all aspects of complaint handling. In this case, it will
also be possible to apply unied privacy protocols,
allow different users to access different information by
applying special permissions. Aggregation of complaints
data will benet from the contemporary data science
techniques (social media web-scraping) and allow
identication of trends and patterns.
35
Privacy obligations apply to personal information,
including personal information collected and used to
resolve a complaint. Personal information is information
that identies or could identify an individual. It can also
be a combination of information. It is essential that the
complainant gets acquainted with privacy policy before
submitting any complaint.
The key elements of privacy, relevant to managing
complaints records, are:
> keeping complete, accurate and up-to-date records
of complaints
> collecting only the information that is core to the
complaint
> keeping records secure and condential.
At the outset of investigation, the complainant should
be informed that their personal information will
likely to be shared with other stakeholders. It will be
effective to have the approval of consumer to process
personal data right in the application.
In line with increasing use of DFS, many privacy issues
arise; this should be considered while managing
complaint data, as well. For this reason, it is important
to study the AFI guiding principles for data privacy.
36
5
IMPLEMENTATION ASPECTS
The implementation of the toolkit is crucial for effective complaint handling in place.
The following steps and guidelines are suggested to start the implementation.
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COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
IMPLEMENTATION STAGES GUIDING QUESTIONS
STEP 1:
EXPLORATORY
REFLECTION
Exploratory reection research
aims to dene priorities and key
objectives the complaint handling
framework in central bank should
address.
To understand the current stage better, there is a need to
conduct initial research reecting on the following:
1. What are the existing problems for sectors and FSPs?
This information can be collected using the complaint data
provided by FSPs and insights from the market conduct
supervision. Knowing existing problems will help identify
whether there is a problem in facilitating complaints in the
country or specic regions of the country (rural/urban).
2. Why don’t consumers complain even if there are existing
issues?
This study will help understand the root causes for refraining
from ling a complaint, identify access-related issues,
preferable channels for ling complaints, etc.
3. What is the current institutional arrangement in the country?
This will help explore existing capacity to solve complaints,
identify responsible authorities and their roles, highlight the
role of central bank, existing regulatory gaps, etc.
STEP 2:
CONCEPT AND
ROADMAP
DEVELOPMENT
Based on the exploratory reection
there is a need for a concept paper
for complaint handling, which
will dene vision of the complaint
handling in a country. Detailed
roadmap should also be developed.
Depending on the high-level country development strategy there
is a need to setup a vision for complaint handling, which will
dene the ideal complaint handling framework for the country:
1. What is the ultimate goal of complaint handling?
2. How does the introduction/reform of complaint handling
impact consumer protection, market conduct regulation and
supervision, nancial inclusion, nancial education or other
functions of central bank?
3. What are the regulatory implications?
4. Who are the stakeholders and what are their roles and
responsibilities?
5. What are the suggested channels to be implemented,
capacities to be developed, resources to be acquired?
6. Who is responsible for the implementation of complaint
handling framework?
7. What are the timelines and deadlines?
Etc.
Introduction/reform of the complaint handling framework should
be considered a separate project with concrete action items,
teams and deliverables.
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COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
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IMPLEMENTATION STAGES GUIDING QUESTIONS
STEP 3:
REGULATORY
REFORMS
The complaint handling should be
appropriately regulated and the role
of central banks should be clearly
outlined.
Regulatory reforms should be implemented based on the specic
procedures in a country.
It is important to engage and collaborate with all stakeholders in
the process and use the process for awareness-raising among the
public. In the regulatory reforms, it is important to also consider
the data processing-related aspects.
STEP 4:
CAPACITY
DEVELOPMENT
Staff training on specic aspects of
the complaint handling framework
is crucial to set up an effective
mechanism upfront.
Considering the scope of regulatory reforms, there might be a
need for functional/structural changes in central banks, as well.
After these changes are made, it is also important to develop
professional capacities of the team who will be directly handling
complaints.
STEP 5:
MECHANISM
SETUP
Application of all tools and
techniques, and internal and external
processes should be implemented,
tested and adopted.
1. What channels are used? How does each of them work?
2. How do stakeholders communicate and collaborate?
3. What reports are submitted? What is the regularity of reports?
What information should be included in the public reports?
4. How does data management work?
5. What software is used for all processes? Are AI, big data,
RegTech or SupTech solutions implemented?
Every detail in the setup stage is important. Competent
professionals should be engaged to consult the process.
STEP 6:
PILOT AND
SETUP OF KPIs
After the staff is trained and
mechanisms are set, it is important
to start piloting the process
and adopting all the details to
have awless experience for all
involved parties (consumers, staff,
stakeholders)
Piloting of the whole framework with a small group of consumers
and improving based on feedback. It is important to use both
quantitative and qualitative methods of gathering feedback to
be able to set up appropriate KPIs both related to the process of
complaint handling (number of days for investigation) and impact
of complaint handling (trust increased towards the nancial
system).
STEP 7:
PUBLIC LAUNCH
Announcement to the general
public about the start of complaint
handling, active awareness-raising
and education to enable complaints.
This should be a well-planned campaign engaging all
stakeholders. It is especially important to draft key messages and
build promotion around a few key messages.
STEP 8:
CONTINUOUS
IMPROVEMENT
Review and development in the
process.
It is important to engage consumers in the continuous
development step to be able to improve.
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6
CONCLUSION
The Complaint Handling in Central Bank Toolkit
complements the framework and provides key
directions on implementation.
TOOLKIT HIGHLIGHTS
THE IMPORTANCE
OF INSTITUTIONAL
ARRANGEMENT by
providing important
aspects considered before
implementing and/or
improving the complaint
handling framework in
the country.
Important aspects of the
implementation have also
been highlighted, such
as INTERNAL CAPACITY
DEVELOPMENT,
PROCESS-RELATED
DETAILS, TOOLS AND
TECHNIQUES, DATA
MANAGEMENT AND
ETHICS.
Although the toolkit
includes all the important
details on implementation
of complaint handling
framework, SPECIFIC
DOMAIN EXPERTISE IS
REQUIRED TO DRIVE
IMPLEMENTATION AND
ADOPT TO THE NEEDS
OF A SPECIFIC COUNTRY.
29
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COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
ABBREVIATIONS
ADR Alternative dispute resolution
AI Articial intelligence
BN Bank of Namibia
BSP Bangko Sentral ng Pilipinas
CBA Central bank of Armenia
BCM Banque Central de Mauritanie
CBN Central bank of Nigeria
CCMS Consumer Complaints Management System
CPMC Consumer protection and market conduct
CPR Consumer protection regulation
CSBF Banking and Financial Supervision Commission
DFS Digital nancial service
EDR External dispute resolution
FI Financial institution
FSM Financial System Mediator
FSP Financial service provider
GDR General dispute resolution
IDR Internal dispute resolution
KPI Key performance indicator
MSME Micro, small and medium enterprise
NAMFISA Namibia Financial Institutions Supervisory
Authority
NBC National bank of Cambodia
RBF Reserve bank of Fiji
RPA Robotic process automation
SUGEF Superintendencia General de Entidades
Financieras de Costa Rica
BIBLIOGRAPHY
AFI. 2013. Consumer Empowerment and Market
Conduct: Help and Redress for Financial Consumers.
https://www.a-global.org/publications/guideline-
note-9-consumer-empowerment-and-market-conduct-
help-and-redress-for-nancial-consumers/
AFI. 2016. Guideline Note on Market Conduct
Supervision of Financial Services Providers: A Risk-Based
Supervision Framework. https://www.a-global.org/
publications/guideline-note-21-market-conduct-
supervision-of-nancial-services-providers-a-risk-based-
supervision-framework/
AFI. 2017. ADR: Survey Report. https://www.a-global.
org/publications/cemc-survey-report-alternative-
dispute-resolution/
AFI. 2020. Complaint Handling in Central Bank
Framework. https://www.a-global.org/publications/
complaint-handling-in-central-bank-framework/
AFI. 2020. Policy Model on Consumer Protection for
Digital Financial Services. https://www.a-global.org/
publications/policy-model-on-consumer-protection-for-
digital-nancial-services/
AFI. 2021. Consumer Protection for Digital Financial
Services: A Survey of the Policy Landscape.https://
www.a-global.org/publications/consumer-protection-
for-digital-nancial-services-a-survey-of-the-policy-
landscape/
AFI. 2021. Guideline Note on Digital Financial Literacy.
https://www.a-global.org/publications/digital-
nancial-literacy/
AFI. 2021. Digital Financial Literacy Toolkit. https://
www.a-global.org/publications/digital-nancial-
literacy-toolkit/
AFI. 2021. Guideline Note on Data Privacy for Digital
Financial Services. https://www.a-global.org/
publications/guideline-note-on-data-privacy-for-digital-
nancial-services/
AFI. 2021. Mitigating the Impact of COVID-19 on Gains
in Financial Inclusion. https://www.a-global.org/
publications/mitigating-the-impact-of-covid-19-on-
gains-in-nancial-inclusion-early-lessons-from-
regulators-and-policymakers/
AFI. 2021. Policy Framework on The Regulation,
Licensing and Supervision of Digital Banks. https://
www.a-global.org/publications/policy-framework-on-
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COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
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COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
Applying-Behavioral-Insights-in-Consumer-Protection-
Policy-Jun-2014.pdf
OECD. 2011. G20 High-Level Principles on Financial
Consumer Protection. https://www.oecd.org/daf/n/
nancial-markets/48892010.pdf
Ombudsman Western Australia. 2020. Guidelines on
Complaint Handling. https://www.ombudsman.wa.gov.
au/Publications/Documents/guidelines/Binder-
Complaint-Handling.pdf
Reserve Bank of Fiji. Complaints Update Data. https://
www.rbf.gov.fj/category/complaints-update-data/
Retiwalla R. 2020. What is Robotic Process Automation
in Banking? https://www.productiveedge.
com/2020/06/18/banking-robotic-process-automation-
intelligent-automation/
World Bank. 2019. Complaints Handling within FSPs:
Principles, Practices, and Regulatory Approaches.
https://documents1.worldbank.org/curated/
en/773561567617284450/pdf/Complaints-Handling-
within-Financial-Service-Providers-Principles-Practices-
and-Regulatory-Approaches-Technical-Note.pdf
World Bank. 2017. Global Financial Inclusion and
Consumer Protection Survey: 2017 Report. https://
www.worldbank.org/en/topic/nancialinclusion/brief/
cpsurvey
World Bank. 2021. The Next Wave of Suptech
Innovation: Suptech Solutions for Market Conduct
Supervision. https://documents1.worldbank.org/
curated/en/735871616428497205/pdf/The-Next-Wave-
of-Suptech-Innovation-Suptech-Solutions-for-Market-
Conduct-Supervision.pdf
the-regulation-licensing-and-supervision-of-digital-
banks/
AFI Data Portal https://www.a-dataportal.org/
Bangko Sentral ng Pilipinas. 2014. BSP Regulations on
Financial Consumer Protection. https://rbap.org/
wp-content/uploads/2014/11/c857.pdf
Behavioral Insights Team. 2019. CMA market study on
online platforms and advertising. https://assets.
publishing.service.gov.uk/
media/5d6906b2e5274a1717b10863/Behavioural_
Insights_Team_-_Response_to_SoS.pdf
Broeders D., Prenio J. 2018. Innovative technology in
nancial supervision – the experience of early users, FSI
Insights on policy implementation No 9. https://www.
bis.org/fsi/publ/insights9.pdf
Center for Financial Inclusion by Accion. 2019.
Handbook on Consumer Protection for Inclusive Finance.
https://www.centerfornancialinclusion.org/handbook-
on-consumer-protection-for-inclusive-nance
Deloitte. 2021. RegTech Universe. https://www2.
deloitte.com/lu/en/pages/technology/articles/
regtech-companies-compliance.html
Doerr S., Gambacorta L., Serena J. 2021. Big data and
machine learning in central banking, BIS Working Papers
No 930. https://www.bis.org/publ/work930.pdf
Evocabank. 2020. Hi, Robin! https://www.evoca.am/
en/news/innovations/hi-robin/
Financial Ombudsman Service, Training Academy.
https://www.nancial-ombudsman.org.uk/who-we-are/
join-us/investigators/training-academy
FinCoNet International Financial Consumer Protection
Organization. 2020. SupTech Tools for Market Conduct
Supervisors. http://www.nconet.org/FinCoNet-Report-
SupTech-Tools_Final.pdf
Grand View Research. 2021. Robotic Process
Automation Market Size Worth $13.74 Billion By 2028.
https://www.grandviewresearch.com/press-release/
global-robotic-process-automation-rpa-market
Lovelock Ch., Wirtz J. 2011. Services Marketing:
People, Technology, Strategy, 7th edition. https://www.
researchgate.net/publication/263523474_Services_
Marketing_People_Technology_Strategy_7th_edition
Mazer R., McKee K., Fiorillo A. 2014. Applying
Behavioral Insights in Consumer Protection Policy.
https://www.cgap.org/sites/default/les/Focus-Note-
ANNEX 1:
COMPLAINT HANDLING FRAMEWORK
IN DIFFERENT COUNTRIES
To design and develop this toolkit a survey among AFI member countries have been initiated by covering various
aspects of complaint handling such as institutional arrangements, regulations, process, tools, and techniques etc.
Overall, 18 member institutions responded to the survey by providing certain insights to the raised questions. The
characteristics of countries related to the complaint handling practices are summarized in the table below.
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31
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
FINANCIAL
OMBUDSMAN
SYSTEM
SOFTWARE
COMPLAINT
DATABASE
INTERNAL
GUIDELINE
DIGITAL
CHANNELS
REPORTING
SYSTEM
STANDARDIZED
TEMPLATE
OR MINIMUM
REQUIREMENTS
FOR COMPLAINT
CAMBODIA
● ●
NAMIBIA
● ● ● ● ● ● ●
HONDURAS
● ● ● ● ● ●
SIERRA LEONE
● ● ●
MAURITANIA
●
●
NEPAL
● ● ● ●
RWANDA
● ● ●
●
TIMOR-LESTE
●
● ● ●
EGYPT
● ●
FIJI
● ● ● ● ●
MALDIVES
● ● ● ●
SEYCHELLES
● ●
●
ARMENIA
● ● ● ● ● ● ●
ANGOLA
● ● ● ● ● ●
MOZAMBIQUE
● ● ● ● ●
NIGERIA
● ● ● ● ● ●
COSTA RICA
● ● ● ● ●
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COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
that don't provide services directly to consumers. For
example, processing and clearing companies.
Recently, changes have been made to the existing
complaint handling process.
Individual entrepreneurs and micro-entrepreneurs were
included. The ways consumers can handle complaints
have been expanded, too. For example, receiving
complaints digitally is also available. With these recent
changes it is necessary to establish more exible
control mechanisms for Central Bank.
Complaints can be submitted through postal mail,
Email, Phone call (hotline), social media (Facebook,
Twitter, etc.), Website.
There is a requirement to contact the competent FSP
before FSM. Consumer rights protection and nancial
education centre is responsible for natural consumer
complaint response, but Central bank is not a dispute
resolution body. The Central Bank operates a Docow
system, through which document circulation is carried
out, including the response to written complaints.
Manual for acceptance, examination and response of
applications submitted by individuals to the central
bank of RA (The manual is not a public document)
regulates the process of receiving, reviewing, and
responding to the Applications submitted by the
Consumers in writing (by post, by hand, electronically
and by other means) to the Central Bank.
Manual of "Management and Response for Hotline of
Consumer Protection and Financial Education Center
“(The manual is not a public document) regulates
general rules of hotline management; rules of
communication through the hotline; hotline registration
processes; analysis of information received from
calls and processes of further actions; Procedures for
monitoring hotline operations.
Consumers should be instructed in writing to apply
relevant FSPs and /or FSM. Consumer rights protection
and nancial education center maintain Register
(database) of applications, where applications are
separated by type (complaint, request, suggestion), by
organization, by the nature of the problem, etc.
The minimum requirements for applications (also
complaint) submitted to the Central Bank are dened
by the MANUAL FOR ACCEPTANCE, EXAMINATION AND
RESPONSE OF APPLICATIONS SUBMITTED BY INDIVIDUALS
TO THE CENTRAL BANK OF RA (The manual is not a
public document).
Based on the survey results the country
cases have also been developed and the
selected cases are presented below:
ARMENIA
As a mega regulator, the CBA has the authority to
regulate and supervise activities of all participants
of the nancial sector. CBA has a complaint handling
procedure in place. It has the authority to apply
sanctions against FSPs in case of violation of market
conduct regulation, but cannot resolve consumers
complaints, because CBA has no authority to intervene
in the contractual relations between consumers and
FSPs.
The regulatory framework for complaint handling in the
nancial system of Armenia consists of:
> Law on FSM - This law regulates procedure
pertaining to Mediator’s examination of claims
arising from private legal relationships brought by
consumers against nancial organizations, status of
FSM, procedure and conditions on establishment and
operation of FSM’s ofce and other legal issues
relating to protection of consumer interests.
> IDR process in FSP - CB Board Resolution: Regulation
8/04” Minimum Conditions and Principles for
Internal Rules, Regulating the Procedure of
Examination of Complaints of Consumers”
> Reporting complaints data for FSP to the regulator
- CB Board Resolution: Regulation 8/07 "Minimum
Conditions and Principles for accounting,
Maintenance and Registration"
Denition of “consumer” covers individuals and sole
entrepreneurs. Consumer is any individual and sole
entrepreneur that used, has been using or intends to
use nancial services.
Consumers can also apply to the Central Bank, but the
latter is not a dispute resolution body.
Complaints addressed to the Central Bank serve as
signals for the business conduct of FIs.
By regulation, FSM - non-commercial organization, is
engaged in the complaint handling process. Its main
goal is to support activities of FSM and make consumers
aware about nancial sector.
The regulations listed above are common to all
organizations (banks, credit companies, insurance
companies, investment companies, pawnshops) licensed
by the Central Bank. Exceptions are organizations
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33
COMPLAINT HANDLING IN CENTRAL BANK TOOLKIT
Central Bank. Details are regulated by Regulation
8/07 CB Board Resolution: Regulation 8/07 "Minimum
Conditions and Principles for accounting, Maintenance
and Registration". This information and relevant data
is not public and they are not required by Central Bank
for publication such information like number, type of
complaints that they have received and resolved.
The semi-annual and annual reports are prepared by
the Consumer rights protection and nancial education
centre. This reports, are shared with CBA Board and
other interested departments. The information is not
public for others and there is no requirement to make it
public or sharing with external stakeholders.
We share common trends or signals received from
complaints with FIs.
These data are for the applications and hot line
received to the Central Bank from consumers in 2020:
> 1195 application (41% related to the banks, 24%
credit organization)
> 16 916 hot line call (41% related to the credit
organization, 31% banks)
Based on signals received by complaints Central bank
develops on-site and off-site supervision plan. In some
cases, they can make and share a circular letter.
In many cases, they include the top topics received
from complaints in nancial education programs. If the
cases are mor urgent, they prepare posts or article and
share by social site or website.
When they develop or change any regulations or laws,
they consider the signals and problems received from
the complaints.
CBA also receives semesterly complaints data for
FSM. The mentioned information also serves as an
effective way and source for regulation, supervision and
education.
Market conduct supervision and prudential supervision
are performed by different department. On-site
supervisions are carried out jointly.
Type of supervision:
> market monitoring (based on reported complaints
data),
> off-site and on-site inspections (in-depth interviews
and meetings, system checks, policy and procedures
reviews, among other activities),
> thematic reviews,
Extract from Manual – The Application submitted to the
Central Bank must at least include:
> Consumer name and (or) surname.
> Content of the application (subject).
> Consumer's place of residence and (or) other contact
information (by phone, e-mail address, etc.).
The minimum requirements for complaint submitted
to FSPs are dened by CB Board Resolution: Regulation
8/04” Minimum Conditions and Principles for Internal
Rules, Regulating the Procedure of Examination of
Complaints of Consumers”.
In this regulation there is a requirement that FSPs
must have a complaint template. CBA uses the number
of days to answer the consumer, % of satisfaction,
frequency of application. There are no unanswered
applications (also complaints), as Central bank
(administrative body also) have an obligation/mandate
under the legislation to respond to consumers.
Consumer satisfaction is assessed by Central bank staff
and for hot line by feedback survey and satisfaction
assessment.
The Central Bank is currently working on having a
unied, new digital capabilities database, which will
allow it to share with other departments.
The Central Bank is currently working on having a
unied, new digital capabilities database, which will
allow it to share with other departments. For the
moment it is handled by Docow system & MS Excel.
The database includes:
Complaint submission date, Unique tracking ID,
Channel, Complaint type, Consumer information,
nancial service/product type, FSP information,
other stakeholders (if any), Complaint narrative,
Complaint status, Complaint outcome, Complaint
related documentation, Satisfaction of complaints, was
directed to another structure or not.
Manuals for applications submitted by individuals
to the central bank of RA and for hotline denes
the procedures / requirements for preparing and
submitting reports. The semi-annual and annual reports
are prepared by the Consumer rights protection and
nancial education centre. This reports, are shared CBA
Board and other interested departments. They are not
public for others.
At the request of the Central Bank, Organizations
should provide reports on complaints received to the
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no mandate for enforcement to solve consumer
complaints. In Cambodia there is no separate
ombudsman authority as well.
Complaint handling process is coordinated by the
Complaint Unit under the Macro Surveillance and Data
Management Department at the NBC. Hotline is the
only channel to receive consumer complaints. The
consumers have to approach the bank rst to solve the
issue, and banks are required to submit the complaints
data to the central bank on a monthly basis.
The complaints are usually related to the pay-off loans
before the maturity, loan restructuring because of
covid, etc.
There is no framework in place to use the complaint
handling for the market conduct supervision, CPRor
nancial education. There is no complaint database and
dedicated procedure for analyzing complaint data and
making reports.
There are no clear procedures in place to use complaint
handling for off-site supervision, however they might be
used for on-site supervision to do mystery shopping. In
this case general sanctions can be set according to the
Law on banking and FIs.
COSTA RICA
Costa Rica has no specic law dealing with nancial
complaint handling. Nevertheless, there is a law
dealing with the matter at a general level, i.e., the
“Law for the promotion of competition and effective
defense of the consumer” (Act 7472) which does
not make differences between regular consumer or
nancial consumer and does not specify who can
make a nancial complaint. Additionally, each of the
nancial supervisors of the country has its own rules for
complaint handling in the sector under its supervision.
Currently there is no specic law dealing with complaint
handling in the nancial system. Nevertheless, there
is a law dealing with the matter at a general level,
i.e., the “Law for the promotion of competition and
effective defense of the consumer” (Act 7472) which
does not make differences between regular consumer
or nancial consumer and do not specify who can make
a nancial complaint. Additionally, each of the nancial
supervisor of the country has its own rules for complaint
handling in the sector under its supervision.
Complaint handling is done basically at four different
levels:
1. FI level: by prudential regulation each supervised
> consumer research (to gather demand-side data)
> mystery shopping (to identify how FSPs handle
complaints from the consumer perspective).
CBA may apply the following sanctions towards FSPs:
a) warning and directive on elimination of violations,
b) ne,
c) deprivation of the bank manager’s qualication
certicate,
d) recognition of the license as ineffective.
When a violation/not compliance is found by the
employee investigating the complaint, a protocol
is drawn up and sent to the Financial Supervision
Department. This violation/not compliance is discussed
and presented at the licensing session.
Based on signals received by complaints Central bank
develop on-site supervision plan. Detailed actions and
ways for supervision are indicated in the plan.
It is necessary to develop more effective supervision
tools, which will be less resource-intensive for
Central Bank. For example, for supervision of oral
communication between consumers and FSPs we use
on site supervision or mystery shopping, which is very
costly (staff, nancial needs.
CAMBODIA
Cambodia has an integrated sectoral nancial sector
authority model, where the NBC is only responsible
for the CPMC in the banking industry. Insurance and
capital markets are under the non-bank supervisory
authority. According to the existing regulation on
Complaint Handling, all consumers who have difculties
or dissatisfaction with the products and services of
the banking FSPs can contact NBC's Complaint Unit via
hotline. However, NBC has only a role of coordinating
and engaging the stakeholders, providing expertise to
support complaint handling. There is no mandate for
enforcement to solve consumer complaints.
Cambodia has an integrated sectoral nancial sector
authority model, where the NBC is only responsible
for the CPMC in the banking industry. Insurance and
capital markets are under the non-bank supervisory
authority. According to the existing regulation on
Complaint Handling, all consumers who have difculties
or dissatisfaction with the products and services of
the banking FSPs can contact the NBC's Complaint
Unit via hotline. However, the NBC has only a role of
coordinating and engaging the stakeholders, providing
expertise to support complaint handling. There is
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directly to the client).
There is an internal procedure for complain handling,
but it is not public.
They only handle complaints related to nancial
services provided by the oversight FIs due to our legal
mandate.
Currently, they do not have specic forms for
complaints submission, it is only required that the
nancial consumer explains the situation in the mail to
contact the FSP.
Although they have a record of monthly complaints,
they do not have KPIs for complaint handling process.
The complaints are registered in a “Consumer
Relationship Management” software, but, it does not
have analytical functions installed. They are taking part
in a joint project designed to automate the process
jointly for the four sectoral supervisors (nancial
intermediation, securities, insurances, and pension)
each of which handle the complaints of its own industry
according to their competence.
The current database includes information about
complaint submission date, Unique tracking ID,
Channel, Consumer information, nancial service/
product type, FSP information, other stakeholders (if
any), Complaint narrative
It is important to mention that currently SUGEF does
not have legal power regarding nancial consumer
protection or market conduct. SUGEF´s power is limited
to prudential aspects. Data about complaints is mainly
used to identify possible matters of concern from a
prudential point of view.
SUGEF's is still handling complaints through the Credit
Information Centre, which contacts the competent FSP
to ask for explanations about the situation. Key issues
are related to credit loans, over indebtedness, and
credit score
The Ministry of Economy, Industry and Commerce is
responsible for CPRand supervision for all sectors.
FIJI
Both individual and MSMEs can submit their complaints.
Central Bank and FSPs are engaged in the nancial
complaint handling process by regulation. In the
Complaints Guidelines, complainants are supposed to
report issues rst to the FSPs. If they are not satised
institution must have a unit or process in charge of
handling the complaints of their clients.
2. At the industry level: several FIs have organized an
“Ofce for the defense of the nancial consumer”
for handling complaints that are not satisfactory
solved at the FI level. However, not all supervised
institutions are working under this scheme.
3. At the nancial supervisor level: there are four
sectoral supervisors (nancial intermediation,
securities, insurances, and pension) each of which
handle the complaints of its own industry.
4. At the judicial instances
The ombudsman usually handles complaints dealing
with public institutions (e.g., state-owned banks)
or matters affecting a signicant portion of the
population. Even though there is a regulation that
protects nancial consumer, the congress has not yet
approved a specic regulation for nancial consumers
protection.
As previously mentioned, a particular framework for
nancial consumers protection is still missing in Costa
Rica.
To have a complaint handling regulation for nancial
consumers, they need to tackle the institution's
dispersion, because two or three of them are handling
complaints right now. The framework that is already in
the study within the Legislative Assemble gathers these
efforts.
Central Bank does not have a mandate for complaint
handling.
Complaints are submitted via postal mail, Email, Phone
call (hotline).
The Department is Superintendencia General de
Entidades Financieras de Costa Rica (SUGEF) Credit
Information Center handles the complaints identically
regardless of the channel. This Department receives
complaints and contacts the competent FSP to ask for
explanations and clarications about the situation. The
FSP must inform SUGEF of the outcome.
Complaints are registered in a “Consumer Relationship
Management” software, but this software does
not cover the full process of complaint handling.
Because of that, currently, a joint project is being
managed to automate the process jointly for the
four superintendencies. Of course, each one resolves
according to their competence (that is, SUGEF only
transfers the complaint to the entity so that it responds
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The KPI is the number of days to respond to complaints,
% of solved complaints.
There is a centralized database for only internal
stakeholders at RBF. At this stage, a simple excel
spreadsheet is used for that. However, they are trialing
the usage of software program developed internally.
At this stage, it has reporting features but not specic
analytical functions. All analysis and interpretations
are done by Analysts. The database includes complaint
submission date, Unique tracking ID, Complaint type,
Consumer information, nancial service/product type,
FSP information, Complaint narrative, Complaint status,
Complaint outcome, Complaint related documentation.
Complaint’s data are collated, analyzed, and reported
on a quarterly basis within the Group then to Executive
Management and the RBF Board through information
papers. FSPs are required under the Policy to report this
to the RBF on a quarterly basis. However, there is no
requirement for them to report to the public. General
information and updates are aggregated by industry
and reported to Executive Management and the Board
through information papers and to stakeholders via
Forum Meetings. At times, the Bulletin is released to
the media for publication. The number of complaints
has decreased during the pandemic because most of the
complaints received were through traditional channels
i.e., walk-in complainants, and phone calls. The key
complaints are usually related to disclosure, high fees
and charges, fairness and improper explanation of
terms and conditions. The complaint handling process
identify the areas that need further investigation
through on-sites. Nature of complaints whether it
be process or personnel related, will be discussed
internally during the development of the inspection
plan to devise questions and inspection points. If issues
persist from a complaint handling standpoint, then
certain policy decisions need to be made whether a
review will be initiated. Should awareness be a constant
issue in resolving complaints, focus must then shift to
redoing/rening some of the educational projects that
were previously implemented.
Market conduct supervision and prudential supervision
are conducted by different groups. Market Conduct is
done by the development team which also administer
consumer educations and protection. Prudential
supervision is done by the supervision team who look at
a host of other things from a risk-perspective - Capital,
Credit, Governance, etc. There is however good
relationships and collaboration between the 2 Groups in
supervising FSPs.
with the response, then they have the opportunity of
escalating these issues to the Central Bank. The process
is the same for all complaints handling at the Central
Bank. One policy covers all nancial services provided
by licensed/supervised FIs. This includes all commercial
banks, credit institutions, insurers (including brokers,
agents), development bank, superannuation fund and
securities market players. Revision and streamlining to
consider nancial services offered by informal sector
i.e., moneylenders, MFIs, nancial cooperatives can be
considered. These are the factions where most of the
vulnerable are served.
The ultimate role of the Central Bank is in resolving
complaints, coordinating, and engaging stakeholders
to support complaint handling, using for prudential
supervision.
Complaints can be submitted via postal mail, Email,
social media (Facebook, Twitter, etc.), website. There
is a requirement in place to contact the competent FSP
before complaining to the RBF.
Financial System Development Group is responsible
for complaint handling at RBF. Email, phone query is
registered and assigned to an ofcer. Ofcer then liaises
with the complainant and the FSP to amicably resolve
the complaint.
They have an Excel spreadsheet database. Currently
developing an online program to efciently generate
reports, correspondence, and registrations. The RBF has
developed policy guidelines on complaints management
for:
> Banking Supervision Policy
> Capital Markets Supervision Policy
> Restricted Foreign Exchange Dealers and Money
Changers Supervision Policy
> Insurance Supervision Policy
Financial service complaints are dealt with at the
RBF. There is some collaboration however with other
agencies that deal with complaints like the Consumer
Council and the Commerce and Competition Commission
in discussing high level consumer issues.
The complaints are classied by industry (banking,
insurance, securities markets) and at times further
break down by types of services (consumer service,
fees & charges, contracts, and disclosure). There is no
specic form, however, when submitting a complaint,
one should include: identication, contact details, FSP,
nature of complaint.
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contract refused by an insurance company.
c. The association for the protection of insured
persons may in particular:
i. defend the interests of consumers of insurance
services.
ii. to take legal action for the purposes of:
• become a civil party for acts causing direct or
indirect damage to the interests of consumers of
insurance services.
• order the cessation of illegal acts or the
removal of an illegal or abusive clause.
• request the application of the legal provisions in
force favorable to consumer protection when the
initial request is aimed at compensation for
damage suffered by one or more consumers.
d. Alert by companies of any breach of consumer
protection rules by their IARs, distribution channels
and employees, and inform the EA Professional
Association and the CSBF General Secretariat
3. Banking law: In particular, consumer associations
can:
a. defend the interests of consumers of banking
services,
b. take legal action for the purposes of:
• become a civil party for acts directly or
indirectly prejudicial to the interests of
consumers of banking services.
• order the cessation of unlawful acts or the
removal of an unlawful or abusive clause.
• request the application of the legislative
measures in force favorable to consumer
protection when the initial request relates to
compensation for damage suffered by one or
more consumers.
c. alert the EC of any breach of consumer protection
rules by their employees or their distribution agents
and inform the professional association of the EC
concerned and the General Secretariat of the CSBF.
d. deliver its opinion on draft texts relating to
consumer protection rules.
e. inform the President of the CSBF in the event of
illegal exercise of the activity of a banking service
provider.
4. Law related to guarantees and consumer
protection
• associations duly declared with the explicit
statutory object of defending consumers' interests
may, if they have been approved for this purpose,
exercise the rights granted to the civil party in
relation to facts directly or indirectly prejudicial to
At this stage, RBF has the requirements under the Policy
to guide FSPs. However, sanctions can also be issued
under the general powers of the RBF Act.
Reports are submitted on a quarterly basis from FSPs.
These are analyzed by institution and industry and
reported to RBF's Financial System Policy Committee
and the Complaint Forum which comprise of regulators,
FSP representatives and other related stakeholders
from the private sector.
On-sites are conducted when required. The pandemic
has forced a lot of collaboration via virtual means
with restrictions in place. However, they anticipate
on-site to be conducted once normalcy resumes. The
Complaints team usually accompany the prudential
team during their on-site visits.
The framework for the supervision of complaints is
quite effective but can be improved further with the
use of technology and collaboration with agencies
handling similar roles.
MADAGASCAR
By regulation, the Public Treasury is responsible for
complaint handling. The following institutions are
engaged in the nancial complaint handling process in
Madagascar:
> Banking and Financial Supervision Commission
(CSBF) of the Central Bank setting by instruction the
rules aimed at ensuring the requirement of
transparency of nancial information, and a
complaints management mechanism. It also enacts
management rules aimed at monitoring the conduct
of the market, in the areas of consumer protection.
> Minister in charge of Trade giving authorization to
place a product on the market or it jointly with the
interested Ministers depending on the eld
concerned
> Ministry of Justice which decides cases brought
before the body concerned.
There are a few rules and regulations in Madagascar for
complaint handling in the nancial system:
1. Micronance law: referral to the CSBF by any public
body, any client victim of illegal treatment, or any
interested party or ex ofcio referral by the CSBF
2. Insurance law:
a. communication of information on consumer
complaints to the CSBF by insurance companies.
b. any person subject to compulsory insurance
subscription but subscription to an insurance
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support complaint handling.
In Mauritania, the central bank is responsible for
handling nancial complaints. The regulations are the
same for any kind of complaint submitting institution
and individuals. It should be established in the
banking law that consumer should, before taking their
complaint in a court, follow a process which should
start a rst in the FI and secondly the central bank or
institution in a charge of.
The central bank is ultimately responsible for resolving
complaints, coordinating, and engaging stakeholders to
support complaint handling, using for market conduct
supervision, using for prudential supervision.
Consumer empowerment department oversees complain
handling at the BCM. Complaints are received by postal
mail. The department can require more information
from the consumer if its needed, otherwise central
bank writes the FI to ask about the complaint. After
receiving information, they are treated, and the
consumer is informed if the complaint is justied or
not.
The central bank uses Excel for database management.
It includes complaint submission date, complaint type,
consumer information, nancial service/product type,
FSP information, complaint narrative. Excel is used to
analyze "statement of account" information. The bank
usually receives 2-3 complaints monthly.
The consumer complaint is forwarded to FSP in order
the get more information about the complaint. FSP
accept to automatically to resolve the problem.
Currently, the complaint handling is not really
supporting market conduct supervision. But, most
probably, in the future it’ll be the case. In fact, BCM
has taken a series of reforms. E.G a department of
complaint handling has been recently created; the
department has a nancial education service.
Both market conduct supervision and prudential
supervision are in the same general direction in the
central bank.
For off-site supervision of complaints, there's a person
in charge of all the process. Asking information to both
parts (consumer and FSP). Sometimes, if it's needed, he
can ask for an on-site verication.
On-site supervision of companies is generally
undertaken sending an inspector to the FSP to
verify directly through the information system if the
the collective interest of consumers.
• The consumer associations mentioned may ask the
civil court, ruling on the civil action, or the criminal
court, ruling on the civil action, to order the
defender or the accused, if necessary, under
penalty, any measure. intended to put an end to
illegal acts or to remove an illegal clause from the
contract or the type of contract offered to
consumers.
• Consumer associations can intervene before the
civil courts and request in particular the application
of the legislative measures in force favorable to
consumer protection, when the initial request is for
compensation for damage suffered by one or more
consumers for good reason. facts not constituting a
criminal offense.
The primary way of submitting a complaint is via post
mail, or a phone call (hotline). There are usually two
classications of complaints: unpaid claims and delayed
claims compensation.
The complaint le is processed and studied. An
investigation and research are carried out. The answer
to the consumer depends about his request, he could
be referred to the entity with which he has a problem
after exchanges between the department and the entity
in question or the department seizes the competent
authority (CSBF, Ministry of Commerce, etc.)
The Public Treasury of Madagascar does not have a
specic manual or detailed guideline or internal policy
on how to handle consumer complaints. If they are
not able to solve the problem, they try to forward the
case to the competent bodies. As a KPI they identify
the number of issues resolved in relation to cases
handled. There is no specic software and a database
for keeping the records. The corresponding department
only analyzes the content of the consumer letter and
start the treatment process. The Ministry in charge of
the nancial sector can request information concerning
FIs and the consumer from the CSBF / Central Bank.
The CSBF uses the tool to assess the level of compliance
with the regulations in force, that means with respect
to good practices. The CSBF will set up the complaints
management system and will monitor the media.
MAURITANIA
Banque Centrale de Mauritanie (BCM) has a single
sectoral nancial sector authority model as well.
Within the jurisdiction BCM is responsible for consumers
complaint handling. The role of BCM is to resolve
complaints, coordinate and engage all stakeholders to
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should contain:
a) the name and contact details of the complainant
and the name and contact details of the person
submitting the complaint, if different.
b) the name of the staff member who dealt with the
original complaint, and the name and branch of the
banking institution.
c) an accurate and short statement of facts giving rise
to the complaint supported by documents, if any,
and showing that the banking institutions acted
wrongly; the nature and proof of the extent of the
loss caused to the complainant.
d) a clear and short statement of the specic
assistance sought and
e) any other relevant information.
According to the procedure there are 15 working days
after receiving a response from a banking institution. A
banking institution also has 15 working days to respond
to a complainant. A complainant then 5 working days to
accept or appeal on the outcome of the complaint.
There is a database of complaints but only for internal
use in the Banking Supervision department. It is a
web-based system (e.g. intranet), which includes the
following information for each complaint: complaint
submission date, unique tracking ID, channel,
complaint type, consumer information, nancial
service/product type, FSP information, complaint
narrative
There is only basic analytics on complaints data, which
just includes the quantitative information about number
of received complaints, resolved status and unresolved
status, any refund amounts etc. The analytics is
done on a quarterly and yearly basis. There is also a
regulation for banks to keep a consumer complaint
register at each branch and head ofce, and to report
on a quarterly basis on complaints and whether it was
resolved or not.
Information about the complaints is provided to other
departments inside the central bank on a quarterly
basis. Complaint’s statistics are also included in the
annual report of the BN.
Complaint handling process now acts as a standalone
activity and does not support the market conduct
and consumer protection processes actively due to
the regulatory limitations. There are no enforcement
mechanisms powered by the complaints data.
complaint is justied or not. General framework for the
supervision of complaints is rated medium.
NAMIBIA
Bank of Namibia (BN) is only responsible for the CPMC
in the banking industry as well. Non-bank industries
are regulated by the NAMFISA. BN only acts as a
mediator between consumers and banks though it can’t
adjudicate and interfere in cases that are in a legal
process.
Namibia has an integrated sectoral nancial sector
authority model, where the BN is only responsible for
the CPMC in the banking industry. Non-bank industries
are regulated by the NAMFISA.
The complaint handling process for the banks works
based on the Guidelines for Lodging Consumer
Complaints (January 2013). These guidelines
apply to complaints relating to claims of less than
N$1,000,000.00 (~68000 USD) in respect of services
and products offered by banking institutions. In this
regard a complaint is dened as an individual or small
business that expresses grievance or dissatisfaction to
the Bank regarding the usage of any of the product or
service provided by a banking institution and includes
a representative of such individual or small business.
The central bank only acts as a mediator between
consumers and banks though the central bank does
not have powers to adjudicate and interfere in cases
that are in a legal process. Currently the central
bank is working on legislative changes to get power
to adjudicate on complaints as resolving complaints
becomes one of the ultimate objectives.
Complaint handling process is coordinated by the
Banking Supervision Department at the BN. There are
several channels which can be used to complain such as
the postal mail, Email, Phone call (hotline), Website,
hand-delivered to our Ofces. There is also an active
collaboration between the BN and Namsa. In case if
complaints are related to non-bank such as insurance,
pension funds, capital markets, the complaint is
forwarded to Namsa.
The complaints are usually related to the home-loans,
insurance policy cessions, fees and charges, suspected
fraud, poor service, and unauthorized bank account
deductions.
We use the website and email for complaints, e.g.
Microsoft software.
There is a standard form for consumer complaint, which
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Insurance Corporation (NICOM) National Pension
Commission (PENCOM) etc.
In order to submit a complaint, one should write a clear
and concise complaint email or letter containing:
> Name of complainant
> contact phone no
> email
> address
> Name of your FI
> Location of the complaint
> Account details
The complaints are lodged with the FSPs, if the
FSP fail to engage or resolve the complaint, it is
escalated to the CBN. At escalation, the complaints
are acknowledged, and the petitioner informed of
the extant SLA on the resolution on each category of
complaint. Each complaint category has its timeline
established by regulation within which the complaint
should be resolved by the FI which is contained in
the Consumer Protection Regulation, 2019. FSPs are
required to provide reports: there is a centralized
database for all external and internal stakeholders.
The CCMS is used to collate complaints data from FIs.
FIs are required to provide rendition of complaints
received from their consumers daily, within 24 working
hours after receipt. Microsoft BI is used to analyze
data received through the CCMS. The system contains
the following data: complaint submission date, Unique
tracking ID, Channel, Complaint type, Consumer
information, nancial service/product type, FSP
information, Complaint narrative, Complaint status,
Complaint related CCMS documentation. Complaint’s
data is analyzed using power BI. The BI draws data from
the CCMS data pool and preset report are run regularly
presented to CBN Management. Types of report of
include the number of complaints per institution,
categories of those complaints and number resolved /
unresolved etc. The FSPs report annually in their annual
reports and daily to the CBN. The CBN usually furnish
Management and the general public with information on
the number of complaints received/ resolved/ category
and refunds made to consumers. Over 500 complaints
are escalated to the CBN monthly, with most bothering
on electronic channels related complaints e.g., ATM
and POS dispense errors, erroneous transfers, failed
transactions etc. Large value complaints are mostly
loan- related with complaints on excess charges etc.
The data generated from the CCMS is analyzed by the
department, this helps the CBN to develop a strategy
on carrying out routine examinations, spot checks
and mystery shopping. The analysis of the complaints
NIGERIA
In Nigeria, FIs are required to establish helpdesk in line
with the Central Bank of Nigeria (CBN) circular issued in
August 201. The CBN intervened in complaints against
institutions licensed by it, most of which are carrying
out banking businesses - which include, Commercial and
Micronance Banks, Finance Companies, Non-Interest
banks, etc. Likewise, the Securities and Exchange
Commission and the Nigeria Stock Exchange intervene
on complaints against institutions within the securities
and capital market etc. Institutions operating within
the space are required to investigate and resolve their
consumer complaints in line with extant regulations.
Dissatised consumers are encouraged to escalate
their complaints to the regulators. Each industry's
complaint handling process is established by the
industry's regulator. For example, the CBN established
the framework for complaint handling in the banks
and microcredit industry. The Central Bank’s role is
in resolving complaints, using for market conduct
supervision. Complaints are submitted via postal mail,
Email, social media (Facebook, Twitter, etc.). There is a
request to contact the competent FSP rst, and then to
the Central Bank. At Central Bank, Consumer Protection
Department is in charge for handling the consumer
complaints. The CBN deployed the CCMS to automate
the complaint handling process. The application has
three (3) portals- The FIs portal, the internal portal
for (CBN) and the public portal where the public can
escalate complaints unresolved by their FIs to the CBN.
The pilot phase of the Public Portal launched on 1st
October 2021.
The CBN intervened in complaints against institutions
licensed by it, most of which are carrying out
banking businesses - which include, Commercial and
Micronance Banks, Finance Companies, Non-Interest
banks, etc. Likewise, the Securities and Exchange
Commission and the Nigeria Stock Exchange intervene
on complaints against institutions within the securities
and capital market etc. Institutions operating within
the space are required to investigate and resolve their
consumer complaints in line with extant regulations.
Dissatised consumers are encouraged to escalate their
complaints to the regulators.
Each industry's complaint handling process is
established by the industry's regulator. For example, the
CBN established the framework for complaint handling
in the banks and microcredit industry. The CPR2019
provides guidelines for handling complaints. The central
bank forwards complaints to the appropriate FSP or
stakeholder: Securities and Exchange Commission (SEC)
Nigeria Deposit Insurance Corporation (NDIC) National
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category also aids the consumer education division
to develop Financial Education tips for each of the
target groups as identied in the National Financial
Literacy Framework (NFLF) to enable them to make
optimal, informed, and effective decision with respect
to their nancial resources. The data generated from
the CCMS is analyzed by the department, this helps
the CBN to develop a strategy on carrying out routine
examinations, spot checks and mystery shopping.
The analysis of the complaints category also aids the
consumer education division to develop Financial
Education tips for each of the target groups as
identied in the National Financial Literacy Framework
(NFLF) to enable them to make optimal, informed,
and effective decision with respect to their nancial
resources. Market conduct supervision is carried out
by the Consumer Protection Department because
the prudential supervision is carried out by other
departments. The tools and mechanism used based
on the complaints data are spot checks, consumer
compliance examination and risk-based conduct
supervision. Complaints are escalated by consumers to
the CBN, the complaints are processed by a relationship
ofcer who forward the complaints to the FI requesting
them to review and resolve the complaints in line
with extant regulation. The Central Bank visits the
FIs to carry out spot checks and examination. The
CBN developed a CPR which addresses global best
practices and the overarching principles stipulated in
the Consumer Protection Framework. The CPR are a set
of guidelines issued by the CBN to guide the conduct of
FSPs to engender consumer protection and condence
in their relationship with their consumers. The CPR
has helped to protect consumers against unfair and
unethical practices by FSP.
ANNEX 2:
STANDARDIZED TEMPLATES
Below are presented some samples of standardized templates, which can be used by central banks for complaint
handling.
STANDARDIZED COMPLAINT APPLICATION FORM: COMPLAINT APPLICATION TEMPLATE
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1. COMPLAINANT INFORMATION
1.1 Full name of individual/rm
1.2 Address
1.3 Phone No./Mobile No.
1.4 E-mail
1.5 ID/Passport information/CID
2. FSP (FSP) INFORMATION (if the application relates to a complaint against FSP)
2.1 Name of the FSP
2.2 Branch concerned (address/name)
2.3 Name of the FSP contacted person
2.4 Financial product/service
2.5 Did you apply this complaint to… (choose YES or NO, specify the outcome in case of choosing YES)
a FSP
Yes No
b Court
Yes No
c FSM
Yes No
d Other
(please, specify)
Yes No
APPLICATION
(Please, provide a description of the complaint and ensure that all the facts of complaint are explained clearly.)
Select the preferred channel to
get your complaint response:
Postal Mail E-mail
List of attached les:
Please, attach all the relevant support
documents or its’ photocopies e.g. Contract
Agreements, Statements, Submitted
Complaint Application to FSP etc
APPLICANT
Applicant’s/rm full name, application date,
signature)
Disclaimer about data privacy and processing.
CB LOGO
STANDARDIZED RESPONSE TO CONSUMER WHEN THE COMPLAINT IS PROCEEDED:
COMPLAINT STATUS TEMPLATE
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COMPLAINANT DETAILS
Complainant
(full name)
Receipt date and time
(day/month/year, hour/minute)
Registration Number
(provided by CB)
Complaint short description
(use nancial service type, name or type of FSP or the specic topic of the complaint)
Dear Applicant,
Thank you for your application. This is to notify that your complaint is accepted and proceeded. You will get your
response in
days.
✔ If additional information will be needed you will get a request to provide it.
✔ You can track your complaint using following tracking number ________
(provide all the possible tracking channels (eg. website, SMS tracking) if available).
✔ If you need additional information on the progress of your complaint contact us:
> Tel. no/Hotline/Contact Center :
> E-mail :
> Website :
CENTRAL BANK DETAILS
Address
Phone No./Mobile No.
E-mail
Contact person
(full name/department/position/signature)
STANDARDIZED TEMPLATE TO RECEIVE ADDITIONAL INFORMATION FROM CONSUMER:
REQUEST FOR INFORMATION TEMPLATE
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COMPLAINANT DETAILS
Complainant
(full name)
Receipt date and time
(day/month/year, hour/minute)
Complaint Number
(unique identication number from the system/software/complaint data)
Complaint heading
(use nancial service type, name or type of FSP or the specic topic of the complaint)
Dear Applicant,
Thank you for your application. This is to notify you that additional information is needed for the further examination
of your complaint. Please, provide (write the exact name of the needed document or information):
>
>
✔ You can track your complaint using ____(provide all the possible tracking channel (eg. website, SMS tracking) if
available).
✔ If you need additional information on the progress of your complaint contact us:
> Tel. no/Hotline/Contact Center :
> E-mail :
> Website :
CENTRAL BANK DETAILS
Address
Phone No./Mobile No.
E-mail
Contact person
(full name/department/position/signature)
STANDARDIZED TEMPLATE TO RESPOND TO THE CONSUMER’S INVALID COMPLAINT:
INVALID COMPLAINT RESPONSE TEMPLATE
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COMPLAINANT DETAILS
Complainant
(full name)
Receipt date and time
(day/month/year, hour/minute)
Complaint Number
(unique identication number from the system/software/complaint data)
Complaint heading
(use nancial service type, name or type of FSP or the specic topic of the complaint)
Dear Applicant,
Thank you for your application. This is to notify that your complaint cannot be considered by __________________
(write full name of central bank) according to the following reason(s):
>
>
(write the exact reason why the complaint cannot be considered. complaint is not in the scope of the nancial
complaint handling framework at the central bank, not reported within a reasonable timeframe, already submitted,
and awaiting resolution or has already been resolved by any other institution etc.)
CENTRAL BANK DETAILS
Address
Phone No./Mobile No.
E-mail
Contact person
(full name/department/position/signature)
MEETING MINUTES TEMPLATES TO BE USED IF MEETINGS ARE ORGANIZED WITH THE
CONSUMER OR ANY STAKEHOLDER: MEETING MINUTES TEMPLATE
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COMPLAINANT DETAILS
Complaint Number
(unique identication number from the system/software/complaint data)
Complainant information
(full name, contact information)
Complaint Receipt Date
(day/month/year)
MEETING DETAILS
Date/Time
(day/month/year, hour/minute)
Participants
Central Bank representative (full name/departement/position)
Financial Services Provider (FSP) (name)
FSP representative (full name/position)
Complainant/representative (full name)
Purpose
1.
2.
..
Result
2.
..
Next Steps
2.
..
Representatives:
1.
(full na me/signature)
2.
(full na me/signature)
3.
(full na me/signature)
4. ...
STANDARDIZED REPORTS:
COMPLAINT REPORT TEMPLATE
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Frequency (monthly/quarterly/annual)
Reporting Period (day/month/year - day/month/year
Reported Date (day/month/year)
1 COMPLAINTS
REPORTING PERIOD
(total number)
PREVIOUS PERIOD
(number/percentage change - increase and decrease
1.1 received
1.2 resolved
1.3 pending
1.4 by Individual applicants
1.5 by Firm applicants
1.6 by female
1.7 by male
1.8
repeated by the same
applicant
2
COMPLAINTS
channel of submission
REPORTING PERIOD
(total number)
PREVIOUS PERIOD
(number/percentage change - increase and decrease
1.1 manually
1.2 postal service
1.3 hotline
1.4 e-mail
1.5 Website and social
1.6 media
3
COMPLAINTS
by FSP types
(change the options
according to your
nancial system)
REPORTING PERIOD
(total number)
PREVIOUS PERIOD
(number/percentage change - increase and decrease
3.1 banks
A bank 1
B bank 2
C ...
3.2 credit unions
A credit union 1
B credit union 2
C ...
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3.3 insurance company
A insurance company 1
B insurance company 2
C ...
3.4
money transfer
organization
A
money transfer
organization 1
B
money transfer
organization 2
C ...
...
4
COMPLAINTS
by nancial services/
products
(change the options
according to your
nancial system)
REPORTING PERIOD
(total number)
PREVIOUS PERIOD
(number/percentage change - increase and decrease
4.1 personal loan
4.2 insurance
4.3
money transfer
organization
4.4 savings
4.5 ...
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