BORICA — Employee Satisfaction Measurement

BORICA, Bulgaria's national payment card operator and a critical piece of the country's financial infrastructure, needed a way to continuously measure employee satisfaction beyond traditional annual engagement surveys. With over 200 employees across multiple departments, the organization recognized that yearly questionnaires provided outdated snapshots rather than actionable insights.

Traditional approaches suffered from low participation rates and long turnaround times. By the time survey results were compiled, analyzed, and presented to management — often weeks or months later — the underlying issues had already evolved. Departments experiencing friction or declining morale went undetected until the problems became severe enough to affect retention or performance.

Management needed real-time visibility into team morale across all departments, with the ability to spot negative trends early and intervene before they escalated. At the same time, the system had to guarantee complete anonymity to ensure honest, unfiltered feedback from employees at every level of the organization.

BORICA achieved an internal NPS score of +95 — an exceptional result by any standard, and one that reflects genuinely high employee engagement across the organization. For context, an NPS above +50 is considered excellent in most industries; +95 places BORICA among the highest-performing organizations in employee satisfaction.

Management now has real-time visibility into team morale across all departments, enabling proactive interventions rather than reactive damage control. Issues that previously took quarters to surface and address are now identified and resolved within days. The HR team uses the data to inform decisions about team structure, workload distribution, and leadership development.

The system transformed employee feedback from a periodic formality into a continuous improvement loop that is embedded in BORICA's operational culture. The success of the implementation has been recognized internally as a model for how financial institutions can apply modern feedback technology to human capital management.