Annual report - 2019
Mar 19 2020 FINANCIAL RESULTS. SOCIAL AND COOPERATIVE RESPONSIBILITY. UNI IS… Overview of 2019. UNI Financial Cooperation 5 ...
Annual report
Monday to Friday
DESJARDINS GROUP
Desjardins Financial. Services Firm. Fonds de sécurité. Desjardins Financial Security. Assistel ... UNI Financial Cooperation and Caisse Financial Group.
Derrick Smith
In May 2017 Derrick Smith joined the UNI Financial Cooperation team as Vice-President Operations. & Optimization. Throughout his career
annual report - 2017 – 2018
provincial and federal governments UNI. Financial Cooperation and the Northern New. Brunswick Airport Authority's Board of Directors
AssisT Guide
Choose UNI Financial Cooperation from the list of financial institutions. 5. Log on to AccèsD (see page 5). 6. Enter the answer to the security question
Lynn L. LeBlanc B. Sc. Kin
ICD.D - Director
Organizational chart of Desjardins Group as of July 1 2020
Jul 1 2020 Desjardins Financial. Services Firm. Desjardins ... 1 caisse (UNI) operating. 51 business locations ... UNI Financial Cooperation.
Éric St-Pierre CMA
Finance Background
Marc-André Comeau
From 1995 to. 2000 he held the position of Personal Finance Advisor at the Caisse populaire de Caraquet
Table of contents - UNI Coopération financière
Overview of 2019 As at December 31 2019 $2 4M in donations sponsorships and scholarships $115M net financial income up 18 62 Surplus of $21 12M up 25 65 $4 4B in assets
What happened to UNI Financial Cooperation in 2022?
The total assets of UNI Financial Cooperation rose by $141 million in 2022 to reach $5.4 billion. For the year ended December 31, 2022, Acadia's largest financial institution reported a surplus of $30 million. From the beginning, UNI has been committed to making a positive impact on the lives of individuals, businesses and the community.
What is the management report for UNI Financial Cooperation?
NOTE TO THE READER This management report provides a general overview of UNI Financial Cooperation. It complements the information provided in the combined financial statements of Caisse populaire acadienne ltée. It should therefore be read together with these statements and accompanying notes for the year ended December 31, 2020.
How many credit unions does UNI Financial Cooperation have?
The Fédération became a single administrative entity with the merger of its 15 individual credit unions ( caisses ), operating 51 business locations from its headquarters in Caraquet. [1] As of December 31, 2016, UNI Financial Cooperation had 155,000 members and CA$3.8 billion in assets.
Who was the first president of UNI Financial Cooperation?
A copy of the original charter, issued by the Department of Agriculture, hangs today at the headquarters of UNI Financial Cooperation. The main caisse opened its doors in Caraquet in 1947. Also that year, Martin J. Légère became the first president, holding that position until 1981.
Past day
UNI Financial Cooperation
UNI Financial Cooperation named one of CANADA'S MOST ADMIRED CORPORATE CULTURES in 2022. This national program recognizes best-in-class Canadian organizations for having cultures that have helped them enhance performance and sustain a competitive advantage. lgo algo-sr relsrch lst richAlgo" data-196="645fe93f85999">www.uni.ca › enUNI Financial Cooperation www.uni.ca › en Cached
Annual report
Table of contents
HEADQUARTERS
Overview of 2019
Management"s
discussion and analysisMessage from the chief executive officerConsolidated financial
statements2019 highlightsNew strategic plan
Managing our talent
in a culture of changeDiversifying our investment
solutions and offering responsible investment optionsBenefiting locally
from nationwide business financingOffering simplified,
faster technologyContributing to the social
vitality of communitiesOverview of 2019
FINANCIAL RESULTS
SOCIAL AND COOPERATIVE RESPONSIBILITY
UNI IS...
ff Core purpose UNI's core purpose and values are the pillars on which our conduct and actions rest. In fact, they express UNI's raison d'être the substance of our ultimate purpose. Together for the prosperity of UNI and its client membersSolidarity
WORKING TOWARD
A COMMON CAUSE
Courage
REJECTING
COMPLACENCY
Responsibility
CHAMPIONS
OF OUR CAUSE
Values of engagement
Message from the
chief executive officerComing into compliance
with national regulationsDiversifying investment solutions
for our client members and offering responsible investment optionsFinancing businesses outside
our region while generating benefits locallyAdapting our distribution network
in response to new realitiesDeveloping our new three-year plan
Financial results propelling
us into the futureEngaged social responsibility
for sustainable developmentExpanding identity theft protection
Our commitment to always working in the best interest of our client members against the backdrop of a rapidly evolving industry requires from us the courage to reinvent our offerings, our tools and even the ways in which we distribute our products and services. The year 2019 was a stepping stone in terms of preparing for the future and focusing our planning efforts on modernizing and streamlining the delivery of our services. Efforts in this area will continue to expand in 2020.Revisiting our core purpose and values
Personal courage guiding our actions
Business locationsVirtual Caisse
Northeast Area
Northwest Area
Southeast Area
Online and mobile services available
around the clock, 365 days a year.Unrivalled presence
across the provinceRegional offices
Or find us at
youtube.com/caissespopulaires facebook.com/unicooperation instagram.com/unicooperation 2019Our main strategic
priorities for 2020-2022Our client members
are changing.Our objectives
Strategies for achieving our ambitions
Adapt our
offering and increase profitabilityImprove our
performance to interact even more effectively with our client membersDevelop
our talent and foster and maintain an engaging workplaceStreamline
and simplify our operations to generate more value for our membersReview the client experience to capitalize on opportunities for attraction and retentionLeverage our business intelligence to better understand our client members and focus our effortsDevelop our tools for interacting with our client membersUNI is changing.
Our market
is changing.Develop our
talent and effect cultural changeGrow our
business and develop our offering 1Enhance
organizational performance and develop client interaction channels 231 2 3
Expand our
digital oeringReview our asset management modelContinue developing our subsidiariesAttract and retain
our young clientsSupport decision-making based on reliable business dataFoster external strategic partnershipsStrengthen our
connections to, and impact on, the communities we servePromote the overall development of our talentShape the
employee experience with a focus on engagement and mobilization in connection with the target client experienceBuild our organizational cultureOur roadmap for 2020-2022
Innovative business
locationManaging our talent
in a culture of changeThe changing face of UNI
as we change togetherCore purpose and values of engagement
Employee engagement
Employee experience
Development and training
An evolving organization
UNI among
Atlantic Canada"s
top employersUNI and Aviso Wealth:
A winning partnership!
Diversifying our investment solutions and offering responsible investment optionsSimplifying finances
ff ffff fifi fffi fffffi fffi fifi fififffiff¡fffi fifffiffPartnerships and market expansion
Business transfers: An important
challenge in numerous industriesNew administrative office in Miramichi
Benefiting locally
from nationwide business financingActive in the business community
Corporate Suite at the Avenir Centre
Annual general meeting
of the NewBrunswick
Maple Syrup Association
UNI Business Golf
Tournament
Province-wide tour
on the implications of business transfers and presentation of comprehensive offeringsGreater Moncton Roméo LeBlanc
International Airport
Annual general
meeting of the MaritimeFishermen's Union (MFU)
Bleuets NB Blueberries
annual conferenceOffering simplified,
faster technologyNew touchscreen ATMs
New | E-services via AccèsD mobile
Guiding the change process
Instant access
to the Home andVehicles
toolsContributing to the
social vitality of communitiesSponsorships, donations
and scholarshipsIn the last three years,
UNI has given back
more than $7M in group dividends to communities.Returned to the community
Promoting the fostering of new talent
and boosting the cultural industryCreating synergy with the business community
Contributing to the development of youth
Supporting community and
social development projectsFacilitating access to healthcare services
and to research for a better quality of lifeContributing to community vitality
For every $100 invested in communities in 2019
Notable
achievements $750,000 TO THEEVOLUTION
FUNDRAISING
CAMPAIGN OF
UNIVERSITÉ DE
MONCTON
Vox pop with students at U de M, November 2020
It's a world filled with loving hearts and open minds.Thank you for thinking of my future.To me, the future is education..I see a future without discrimination.
EXPO-KENT
PJ WALK
FOR KIDS
FONDATION
DES PETITS
DÉJEUNERS DE
LA PÉNINSULE
ACADIENNE
CHALEUR
TRANSPORTATION
COOPERATIVE
Cooperative
committees These committees respond to the specific needs of each region and oversee the successful completion of provincial projects.KASSIM DOUMBIA,
PRESIDENTANDRÉ MORAIS,
VICEPRESIDENTRAYMOND BRYAR,
SECRETARYBERTRAND BRIDEAU
RÉJEAN MICHAUD
Northeast Cooperative Committee
Southeast Cooperative CommitteeNorthwest Cooperative CommitteeUNI believes that
financial education benefits everyone "DREAM BIG WITH FINANCIALEDUCATION" CONTEST
FACEBOOK LIVE EVENT ON
RRSPs AND TFSAs WITH
ROBIN AND FRIENDS"
FREQUENT BLOG
POSTS PUBLISHED
AT UNI.CA
Children's Financial Education
Starts at Home
Financial Independence: How to Start
Working Less or Retire Earlier
Dene a household budget now
in order to avoid nancial headaches for the rest of the year!A must-see event:
Facebook Live on January 29!
Event details
Initiatives in
2019Elementary school tour
featuring Roland and BabalouAEFNB conference
Féeli Tout à mon école" contest
Management's
Note to
the readerTable of
contentsRisk managementEconomic and
financial outlookBoard of DirectorsExecutive
Committee
Financial position
Review of
financial results2019 surplus earnings
Net financial income
Operating expenses
Life and health insurance
Balance sheet review
Summary balance sheet
Capital management
Off-balance-sheet arrangements
MANAGEMENT"S DISCUSSION AND ANALYSIS
4344
48
49
50
53
55
Board of
Directors
ICD.DCaroline Haché,
MBAGuy J. Richard,
ICD.DWanita McGraw,
FCPA, CA, ICD.D
Brian L. Comeau
DIRECTOR
Guy Ouellet
DIRECTOR
Roland T. Cormier
DIRECTOR
Diane Pelletier
DIRECTOR
Sébastien Deschênes,
DBA, CFA, CPA, CA, ICD.D
Allain Santerre
DIRECTOR
Gilles Godin
DIRECTOR
Jean-François Saucier,
DBA, CFA, CPA, CA
COMMITTEES
COMMITTEES
TERMTERM Conduct Review
& Governance Performance Evaluation
& Remuneration of theChief Executive Ocer,
Chair Human Resources
Nomination, Chair
Risk Management
Audit
Board of Trustees
Nomination
Risk Management,
Chair Audit, Chair
Performance Evaluation
& Remuneration of theChief Executive Ocer
Risk Management Conduct Review
& Governance Human Resources
Performance Evaluation
& Remuneration of theChief Executive Ocer
Conduct Review
& Governance Human Resources
Risk Management Audit
Board of Trustees, Chair
Human Resources,
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