RHB links branch and digital banking in push for better customer service
RHB has given staff a shared view of customer requests across service channels; DBS and OCBC show other ways banks are changing support and advisory work.
RHB Bank is changing how branch and contact-centre staff handle customer requests that cross digital channels. A newly rolled-out system puts interactions, service requests and business opportunities into a shared view, according to an 8 October announcement. When a customer moves from online banking to a branch or contact-centre employee, the shared request record is intended to carry the handoff. The announcement does not identify the countries where the system has been deployed.
The bank says more than 2,800 staff across branches and contact centres use the system. It connects web, mobile banking, internet banking and email through more than 75 integration points. The change extends across retail, wealth and small-business banking, where service work often involves more than one employee or channel.
Service work as a banking investment
RHB group chief executive Mohd Rashid Mohamad wants employees to spend less time moving between systems and more time on advice, problem-solving and relationships. The project fits RHB’s PROGRESS27 strategy, which links service excellence with digital journeys, data capabilities and profitability. By 2027, RHB aims for a 12 per cent return on equity and a group cost-to-income ratio below 44.8 per cent.
The work differs across banks. DBS says its Joy chatbot gives corporate and small-business customers support around the clock. Its customer-facing channel addresses access to help, while RHB is changing the information available to staff when they handle a request.
At OCBC’s private-banking arm, Bank of Singapore, a Source of Wealth Assistant extracts and organises customer records, identifies gaps and prompts follow-up. OCBC reports that these document-preparation tasks, which previously took up to ten days, now take about an hour. Relationship managers and compliance teams retain judgment and final approval.
These named examples put attention on the service work behind digital banking: how staff find customer information, how business clients reach support, and how advisers prepare a review. For clients, availability of help and time for advice matter more than the software label. RHB has not reported whether its new workflow has improved service speed or customer outcomes.
Sources: BUSINESSNEXT’s 8 October release with RHB executive attribution; RHB’s PROGRESS27 strategy; DBS 2025 annual report CIO statement; OCBC 2025 annual report on customer-service work.
