Annual Report 2014 - Innovation Credit Union

Annual Report

2014

Annual Report 2014 • 1

Contents

Table of Contents ........................................................................................... 1

Board President Message ............................................................................. 2

CEO Message and Executive Team ............................................................ 3

Members First/Product and Service Enhancements .......................... 4

Vision Story ........................................................................................................ 5

Our Company.................................................................................................... 6

Measuring Performance - 2014 Strategic Intents ................................ 7

Credit Union Deposit Guarantee Corporation Message ................... 8

Innovation Credit Union

Annual Report2014

A Message from Your Board PresidentInnovation Credit Union and its members have enjoyed another very successful year financially, through collaborative partnerships, expanded products and services, and staff training opportunities. The ultimate goal of these accomplishments is to create an exceptional experience for any member who deals with us.

Our members continue to need different ways to access the services of our credit union while still receiving financial guidance and education. We are determined to achieve this goal through strong leadership from the board and management, support by our staff teams, and exceptional products and services such as true no-fee accounts, being able to access Innovation accounts at other credit unions, and remote deposit through tablets and smartphones. I am proud of these achievements and am confident that our strategic plans will continue to make Innovation Credit Union a leader in the future.

Innovation Credit Union had another very strong year financially; this is the foundation that will enable everything we want to achieve in the future. We realize we can attain our goals faster and more efficiently and effectively through partnerships and have expanded our collaboration agreement with Conexus Credit Union to include two new partners, Cornerstone and Synergy Credit Unions. We are also working with credit union partners across Canada on projects that will benefit our membership.

We realize the importance of knowledge and education. Our board and staff members are enrolled in various training programs that will allow them to fully reach their potential. This increased knowledge will meet new requirements from our regulators.

Our goal is to help our members and grow the communities we serve. We are committed to even greater success in the future.

Thank you,

Gord Lightfoot, Board President

2 • Annual Report 2014

2014 Innovation Credit Union

Board of Directors

Gord LightfootPresident

Mike Davis2nd Vice President

Gwen Humphrey

Denis Perrault

Ian Twidale

Bruce Sack1st Vice President

Jerome Bru

Darlene Kingwell

Russ Siemens

Bill Volk

A Message from Your Chief Executive OfficerOur research indicates that our members and future members would like Innovation to be more responsive, mobile and provide advisory guidance for their financial success. Our members would like us to provide excellent service and guidance across multiple channels, at their convenience. We agree!! That is why our credit union transformed to become an innovative world class financial institution.

The 2015 business cycle is vital for a number of reasons: a few years back we introduced two overarching strategies to ensure long term success; this created an elevated level of change to our organization as we continue to refine our operations so that we are more efficient. Further, 2015 contains a continued strategic theme to ensure operational and cultural readiness for our omni-channel vision.

Investing in our people will continue to be a focus. Our high performance team at Innovation Credit Union has proven to adapt to the changing landscape and at the same time provide the advisory, mobile and responsive qualities our members demand and deserve. We will use collaboration and openness to amplify innovation in our organization.

Continued investment in technology, member insights and our omni delivery channels are vital. We will start to leverage our new structure and actualize on our mission and vision as we move towards doing things ONE way.

Credit unions are collaborative cooperatives operating in an environment of hyper competition and high regulation. To ensure the long term viability of our credit union, we will continue to make responsible decisions that consider impacts to stakeholders, appropriate financial return and enterprise risk.

I’d like to thank all the board and employees for their continued commitment and adapting to the never ending change that defines not only the credit union sector, but all sectors.

Thank you,

Daniel Johnson, Chief Executive Officer


Executive Team

Executive Team

Sheldon HessChief Financial Officer

Rosalie PayneChief Retail Officer

Tim SlettenChief Integration and Administration Officer

Kent JesseChief Operating and Innovation Officer

Brad AppelChief Risk Officer


FreeStyle No-Fee Account

In true co-operative spirit, Conexus, Cornerstone and Innovation credit unions launched a no-fee account for personal members in March 2014. The account is truly free, offering unlimited transactions with no monthly service charges--even Interac e-Transfers are free. The credit unions were the first full service financial institutions in Saskatchewan to offer this type of an account.

2.99% Mortgage

We were pleased to once again offer a competitive 5-year fixed closed mortgage product in March and April of 2014. In addition to exceptional rates, Innovation offers 20/20 pay-down options and mobile mortgage specialists to meet with members when and wherever best suits them.

NEW MemberDirect® Services

We were pleased to upgrade our online banking services to include a Personal Financial Management (PFM) program in the spring of 2014. PFM programs assist users in a variety of ways including budgeting, setting goals, and organizing their finances. No other financial institution at the time had a PFM program integrated into their online banking system.

Humanomics Youth Savings Account

Humanomics, a national initiative resulting from the collaboration of five credit unions including Credit Union Atlantic, Coast Capital, Innovation, Prospera and Sunshine Coast, launched a youth savings account in May 2014. The account was aimed at helping 11 and 12 year olds jumpstart their savings with up to $125 for free.

Website Update

In late July 2014, we launched our new website which featured an integrated online banking system. The new site offered additional application forms, advice areas, and staff member biographies.

Mobile App

We were thrilled to launch our free mobile app, compatible with iPhone® and Android® products, in September 2014. Users can view account balances, pay bills, transfer funds, find a Advice centre/branch or ATM and more all from their smartphones or tablets.

Remote Deposit Anywhere™

December 11th members no longer need to visit an Advice centre or ATM to deposit a cheque with the introduction of Deposit Anywhere. With Deposit Anywhere, members can use our mobile banking app on their smartphones to take a picture of a cheque and submit the image as a deposit directly into their account.

Members FirstAt Innovation Credit Union we want to be known for our unwavering commitment to providing exceptional member service at every opportunity. Our employees are encouraged to provide members with the kind of service that they themselves would want to experience. In 2014, we provided extended training on our “MemberFirst” philosophy to enhance our three C’s approach (competence, courtesy, and concern for members). We now look to be more responsive to member needs in an anywhere/any time service environment. Our new services launched in 2014 are part of that extension, adopting new methods of serving you to match how you would like to conduct your business.

Product and Service EnhancementsWe strive to continually enhance our product offerings and service delivery to better meet the needs of our members. We were pleased to make the following notable product and service enhancements in 2014:

Our Strategic DirectionMission

To provide world class financial services wherever you are and whenever you need us.

VisionTo be the most responsive and innovative financial services organization.

Vision storyInnovation Credit Union strives to be the most responsive and innovative financial services organization. We look to continuously improve our internal operations and enhance the member experience you have with us each day. We explore new methods of serving you better through the adoption of technology, listening to how and when you would like to conduct your business.

Our mission is to provide world class financial services wherever you are and whenever you need us. Our staff members are actively engaged with our membership and each other, providing a culture of collaboration.

We believe in community. Part of creating exceptional value is giving back to the communities we serve to ensure they prosper.

We are financially strong, maintaining sound business practices and efficient levels of risk for long term sustainability.

We are dedicated to adding value to your life. Thank you for being a member.


A N I N N O VAT I O N PA R T N E R

Meadow North Agencies


Meota AgenciesA N I N N O VAT I O N PA R T N E R

North Battleford Agencies


Dickson AgenciesA N I N N O VAT I O N PA R T N E R

Battleford Agencies

Our CompanyFinancial OfferingsFitting your financial lifestyle with individualized service and a wide range of products is a commitment we take pride in at Innovation Credit Union. Our credit union advice centres/branches offer banking, lending, investments, financial planning, agricultural, business, trust and estate services. You’ll also find general insurance products available through Battleford Agencies, Dickson Agencies, Meadow North Agencies, Meota Agencies and North Battleford Agencies.

AccessInnovation is Saskatchewan’s third largest credit union offering personalized banking services for individuals and businesses. With 22 advice centres/branches at locations across the western part of the province, Innovation Credit Union employees are available to help meet your financial needs. Our mobile team willing to come to your place of business, farm, or meet with you electronically via video conference or phone. As well, our Credit Union Dealer Finance Corporation is available to offer onsite financing for vehicle and leisure craft purchases. We want to break the traditional service barriers to provide you with the exceptional service experience you deserve. Innovation is Saskatchewan’s third largest credit union offering personalized banking services for individuals and businesses.

Banking OptionsMembers at Innovation Credit Union are able to access services virtually anywhere around the world. The convenience of online banking is available 24 hours a day at www.innovationcu.ca. In addition, we offer automated telephone banking at 1.800.699.9946. If you need to talk to a friendly voice, our Call Centre representatives are available extended hours from Monday to Saturday by calling 1.866.446.7001. They can assist with all your banking needs over the phone. Innovation Credit Union offers all of these services in addition to worldwide ATM access. We also offer mobile banking and a comprehensive website that includes the iChat feature where you can chat live with one of our account managers.

Wealth ServicesManaging your money is an important step to securing your financial future. Our wealth management team offers expert financial advice to make your money work harder for you. Innovation Credit Union ensures our members have access to the highest quality of wealth management products and services in the industry. Our experts can help you with retirement saving, estate planning, education planning, business succession and retirement income.

Insurance SubsidiariesOffering a full line of products including home, farm, auto, licensing, commercial auto, commercial property and aircraft, our insurance subsidiaries make your life easier by offering professional advice on all insurance products. You can count on the insurance professionals at Battleford Agencies, Dickson Agencies, Meadow North Agencies, Meota Agencies and North Battleford Agencies.

Wealth Services



Measuring PerformanceCorporate planning provides the basis upon which the whole organization, from the Board of Directors to the frontline employees, comes together for the common purpose of delivering financial products and services to exceed our members’ expectations. Our Mission (or purpose) will answer “Why do we exist?” and “What are we here for?” Our Vision is our inspiring, overarching, long term goal. Innovation’s Balanced Scorecard includes strategic initiatives that are supported by our divisional strategic projects and activities.When planning and operating, Innovation is constantly assessing risk. Risk management activities are integrated with the development and implementation of the strategic plan. Key performance targets are based on active consideration of the trade-offs between risk and reward.Our four strategic intent areas are:

PeopleInnovation staff members have pride, feel valued and are actively engaged with our members. They help us achieve our corporate vision while pursuing their career goals, and members’ financial goals. We are a high performance, unified culture of innovation and collaboration. We continue to adapt to change and our changing environment.BusinessWe are an effective, responsive and efficient organization improving our internal operations through a continuous adoption of technology, innovation, process improvement and sound business practices.GrowthWe are a responsive and innovative financial partner to our membership. We deliver on all of their financial needs through an exceptional “MemberFirst” advisory experience anywhere in the world. We partner with community leaders and builders to strengthen the long‐term viability and sustainability of our communities.FinancialWe are a strong, successful organization through effective financial management practices. We maintain or exceed our financial and capital targets for long term sustainability.RiskWe employ sound business practices that support the organizational risk appetite statement and drive our day to day decisions. We operate in a highly regulated industry, therefore we employ strong compliance functions which balance regulatory needs, operational flexibility and ingenuity.

Staff Conference 2014


Credit Union Deposit Guarantee Corporation

Annual Report Message

January 2015

Deposits Fully Guaranteed

Credit Union Deposit Guarantee Corporation is the primary regulator for Saskatchewan credit unions. The Corporation is given its mandate through provincial legislation, The Credit Union Act, 1998, for the main purpose of guaranteeing the full repayment of deposits held in Saskatchewan credit unions. The Corporation has successfully guaranteed the repayment of deposits held in Saskatchewan credit unions for over 60 years. By guaranteeing deposits and promoting responsible governance, the Corporation contributes to confidence in Saskatchewan credit unions.

The Corporation will continue research and development to respond to regulatory changes at the international and federal levels such as those for liquidity and capital requirements, and accounting standards changes. We will engage with stakeholders and inter-jurisdictional regulators to promote and advocate for common approaches to liquidity in support of a strong and stable provincial credit union system.

In 2014 the Corporation completed a multi-year project to revise its supervisory framework. The revised framework aligns with industry best practices and regulatory expectations, including methodology to assess a credit union’s risks, risk management practices and corporate governance. In 2015 credit unions will see the Supervisory Framework implemented along with re-designed tools that correspond with the revised framework and methodology.

The Corporation acknowledges that Saskatchewan credit unions have a long history of holding themselves to high standards, and have demonstrated their willingness to adopt credible, industry-based standards. This helps to ensure Saskatchewan credit unions can successfully meet the challenges of a rapidly changing financial services industry and increasing regulatory requirements.

For more information about deposit protection, the Corporation’s regulatory responsibilities and its role in promoting the strength and stability of Saskatchewan credit unions, talk to a representative at the credit union or visit the Corporation’s website at www.cudgc.sk.ca.

www.innovationcu.ca 866.446.7001

Scorecard Category

People

Growth

Business

Finance and Risk

Strategic Objectives Performance Measures

• Continue to be an employer of choice. Foster a respectful, constructive, and Innovation culture.

• Develop staff to provide, retain and enhance member services.

• Demonstrate and enhance member/ client experience. Members who consider us primary.

• Exhibit community engagement and community development.

• Community leadership - maintain a positive corporate image.

• Ensure efficient processes and productivity.

• Prudently manage growth.

• Achieve earnings equal to or better than budget.

• Build capital to support operations, enterprise risks and growth.

Actual TargetEmployee engagement score 51% 55%

Training investment factor 91% 100%

Actual TargetEfficiency ratio 71.11% 73.04%

Actual Target

Net Promoter Score (NPS) 54.3% 55%

Volunteer hours per year 12,007 12,000

Expense as a % of pretax profits 2.7% 2.0-4.0%

Actual Target

Assets under management $2.37 Billion $2.39 Billion

Return on assets 0.78% 0.60%

Return on equity 11.80% 9.23%

Risk weighted capital adequacy 12.32% 11.23%

Scorecard Results20

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2014 Annual Report

Management Discussion and Analysis

Management Discussion and AnalysisThis Management’s Discussion and Analysis (MD&A) is presented to enable readers to assess material changes in the financial condition of operating results of Innovation Credit Union (Innovation) for the year ended December 31, 2014, compared with prior years, planned results and future strategies. This MD&A is prepared in conjunction with the Consolidated Financial Statements and related Notes for the year ended December 31, 2014 and should be read together. The MD&A includes information up to March 4, 2015. Unless otherwise indicated, all amounts are expressed in Canadian dollars and have been primarily derived from Innovation’s annual Consolidated Financial Statements. 2010 through 2014 Consolidated Financial Statements and MD&A figures have been prepared in accordance with International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board (IASB).

Caution Regarding Forward-Looking StatementsThis MD&A may contain forward-looking statements concerning Innovation’s future strategies. These statements involve uncertainties in relation to prevailing economic, legislative and regulatory conditions at the time of writing. Therefore, actual results may differ from the forward-looking statements contained in this discussion.

Factors that may Affect Future ResultsAlthough Innovation is focused in Saskatchewan, the economic and business conditions in Canada and abroad can impact Canada and local economies, affecting business, consumer prices, and personal incomes. The prevailing conditions nationally can impact financial markets and the Bank of Canada’s monetary policy, causing changes in interest rates and the value of the Canadian dollar. Fluctuations in the capital markets and the extent of local competition can impact the market share and price of Innovation’s products and services. All these factors impact the environmental conditions in which Innovation operates and, accordingly, affects performance.

Innovation Credit Union operates in a very competitive industry with competition coming from traditional banking institutions along with a host of non-traditional and new market entrants. This heightened level of competition along with the rapid pace of change in technology and consumer behavior has strong influences over how the organization provides financial services to current and future members.

Economic ConditionsFrom a global perspective, annual economic growth ended 2014 at 3.1 per cent which was a slight increase from 2013 results of 3.0 per cent. China witnessed a slight decrease in annual growth, falling to 7.4 per cent in 2014 which was down from 7.7 per cent in 2013. This reduction was offset by improvements in the U.S. economy which grew by 2.4 per cent in 2014, an increase from 2.2 per cent in 2013.

The Canadian economy grew by 2.5 per cent in 2014 which was up from 2.0 per cent in 2013. This improvement was fueled by an increase in exports which grew by 5.4 per cent in 2014. This annual result was an improvement over 2013 annual growth of 2.0 per cent. Imports also grew in 2014 by 1.7 per cent which was an increase when compared to 2013 results of 1.3 per cent. Household disposable income in current dollars grew 3.4 per cent in 2014 which was the slowest pace in five years. As a result, the household saving rate declined from 5.2 per cent in 2013 to 4.0 per cent in 2014.

The population of Saskatchewan as at October 1, 2014 was 1,129,899 which represents a year-over-year growth rate of 1.4 per cent. This annual growth rate is well ahead of the Canadian average of 1.1 per cent and ranks the province as the second highest across the country. As at January, 2015 the unemployment rate within the province was 4.9 per cent, second lowest across the country and well ahead of the Canadian average of 7.0 per cent. While 2014 economic growth figures have yet to be released, the anticipated year-over-year growth in real GDP for 2014 is anticipated to be 1.2 per cent. This result is well below the Canadian average of 2.5 per cent for 2014 and will rank the province in 8th position. Looking forward, the most recent economic forecast calls for provincial economic growth to increase to 2.0 per cent for 2015.



Economic and Financial Service OutlookGlobal crude oil prices have fallen by more than 55 percent since their recent peak in June 2014. These lower oil prices are expected to boost global economic growth while moderating growth and inflation in Canada. From a global perspective, the Bank of Canada anticipates global economic growth to reach approximately 3.5 per cent over the next two years.

As stated in the Bank of Canada’s January 2015 Monetary Policy Report, “The main area of strength is the United States, Cana-da’s largest trading partner. Economic growth in the United States is expected to become increasingly self-sustaining, further propelled by the large positive impact from oil-price declines, despite the drag from the appreciation of the U.S. dollar.” As included in the Bank of Canada’s most recent monetary policy report, global economic growth is anticipated to once again be led by China over the foreseeable future however the rate of growth China will experience is expected to slow over the next two years.

2014 and will rank the province in 8th position. Looking forward, the most recent economic forecast calls for provincial economic growth to increase to 2.0 per cent for 2015.

Economic and Financial Service Outlook Global crude oil prices have fallen by more than 55 percent since their recent peak in June 2014. These lower oil prices are expected to boost global economic growth while moderating growth and inflation in Canada. From a global perspective, the Bank of Canada anticipates global economic growth to reach approximately 3.5 per cent over the next two years.

As stated in the Bank of Canada’s January 2015 Monetary Policy Report, “The main area of strength is the United States, Canada’s largest trading partner. Economic growth in the United States is expected to become increasingly self-sustaining, further propelled by the large positive impact from oil-price declines, despite the drag from the appreciation of the U.S. dollar.” As included in the Bank of Canada’s most recent monetary policy report, global economic growth is anticipated to once again be led by China over the foreseeable future however the rate of growth China will experience is expected to slow over the next two years.

The large decline in oil prices has a significant impact on the Canadian economy. “The negative impact of lower oil prices will be gradually mitigated by stronger U.S. growth, the weaker Canadian dollar and the beneficial impact of lower oil prices on global economic growth.” (Bank of Canada) Due to the volatility and speed at

2014 and will rank the province in 8th position. Looking forward, the most recent economic forecast calls for provincial economic growth to increase to 2.0 per cent for 2015.

Economic and Financial Service Outlook Global crude oil prices have fallen by more than 55 percent since their recent peak in June 2014. These lower oil prices are expected to boost global economic growth while moderating growth and inflation in Canada. From a global perspective, the Bank of Canada anticipates global economic growth to reach approximately 3.5 per cent over the next two years.

As stated in the Bank of Canada’s January 2015 Monetary Policy Report, “The main area of strength is the United States, Canada’s largest trading partner. Economic growth in the United States is expected to become increasingly self-sustaining, further propelled by the large positive impact from oil-price declines, despite the drag from the appreciation of the U.S. dollar.” As included in the Bank of Canada’s most recent monetary policy report, global economic growth is anticipated to once again be led by China over the foreseeable future however the rate of growth China will experience is expected to slow over the next two years.

The large decline in oil prices has a significant impact on the Canadian economy. “The negative impact of lower oil prices will be gradually mitigated by stronger U.S. growth, the weaker Canadian dollar and the beneficial impact of lower oil prices on global economic growth.” (Bank of Canada) Due to the volatility and speed at


The large decline in oil prices has a significant impact on the Canadian economy. “The negative impact of lower oil prices will be gradually mitigated by stronger U.S. growth, the weaker Canadian dollar and the beneficial impact of lower oil prices on global economic growth.” (Bank of Canada) Due to the volatility and speed at which oil prices have declined over the past year, there is a substantial level of uncertainty regarding where oil prices will move to over the next short term and their overall impact on the Canadian economy.

The Bank of Canada anticipates real GDP growth will slow to around 1.5 per cent in the first half of 2015 and will gradually strengthen starting in the second half of 2015. When looking at inflation, the Bank of Canada states, “As the economy reaches and remains at full capacity by around the end of 2016, both core and total CPI are projected to be about 2 per cent on a sus-tained basis.”

In response to the uncertainty the Bank of Canada unexpectedly cut its benchmark overnight rate by 25 basis points to 0.75 per cent on January 21, 2015. This announcement sent shockwaves throughout the country as leading up to this scheduled an-nouncement many believed the next move to be made by the central Bank was for an increase. Following this announcement markets almost immediately began pricing in another cut by the Bank at its next scheduled announcement on March 4, 2015. The Bank announced no change to its overnight rate on March 4 stating, “Financial conditions in Canada have eased materially since January, in response to the Bank’s recent monetary policy action and to global financial developments. This easing is re-flected across the yield curve and in a wide range of asset prices, including the Canadian dollar. These conditions will mitigate the negative effects of the oil price shock, further boosting growth through stronger non-energy exports and investments.”

While the possibility of future rate decreases is still evident, many economists now anticipate the Bank of Canada will hold at the current level throughout the balance of 2015 with possible increases commencing in 2016.

Financial Performance to PlanEach year Innovation develops a corporate plan through a comprehensive budget and planning process. The following table provides an overview of key financial measures compared to targets for 2014. Actual results for 2013 have also been included for comparison.

Financial Position Review The financial position review provides an analysis of our major statement of financial position categories and a review of our loans, deposits, capital, and liquidity positions. The review is based on the Consolidated Financial Statements and credit union only results where appropriate. Consolidated Financial Statements include the operational results of the credit union as well as the insurance and holding company subsidiaries.

Formatted: Not Highlight

Financial Position ReviewThe financial position review provides an analysis of our major statement of financial position categories and a review of our loans, deposits, capital, and liquidity positions. The review is based on the Consolidated Financial Statements and credit union only results where appropriate. Consolidated Financial Statements include the operational results of the credit union as well as the insurance and holding company subsidiaries.

DepositsThe primary driver of Innovation’s balance sheet growth is deposits, as nearly all of its assets are funded by member deposits. Asset growth, in particular member loan growth, that cannot be funded on-balance sheet through member deposits are either funded through loan syndication, loan securitization or using corporate borrowings. These funding alternatives enable Innovation to continue to meet member loan demand while maintaining prudent liquidity levels.

During 2014, Innovation Credit Union experienced moderate deposit growth. Deposits ended 2014 at $1.72 billion ($1.62 billion in 2013), which represents growth of 5.91% (9.16% in 2013). Innovation’s deposits consist of funds from both personal and commercial members.


The composition of our deposit portfolio shifted slightly in 2014 into longer term fixed rate deposit products. Attractive pricing along with new fixed rate deposit product options contributed to this change.

Innovation’s deposits along with accrued interest are 100% guaranteed by the regulator of credit unions of Saskatchewan, Credit Union Deposit Guarantee Corporation (CUDGC). Loans Innovation Credit Union continues to focus on ensuring an appropriate balance sheet mix is realized. The organization enacts strategies to obtain a desired structure based on capital and liquidity constraints. During 2014 the total loan portfolio held on the balance sheet grew by $118.95 million to end the year at $1.60 billion ($1.48 billion in 2013). The annual growth realized during the year equated to 8.03%. The following illustrates Innovation’s historic loan growth.

Growth Innovation exhibited moderate growth in 2014. Total funds under management ended 2014 at $2.37 billion ($2.20 billion in 2013) which represents total growth of $166.06 million or 7.54% during the year. On-balance sheet assets ended 2014 at $1.96 billion ($1.82 billion in 2013), representing growth of $140.13 million or 7.69% during 2014. Other funds under management, or off-balance sheet assets under administration, include wealth management assets of $402.18 million ($371.46 million in 2013), an increase of $30.72 million or 8.27% in 2014. Off-balance sheet assets also include syndicated loan balances of $5.02 million ($9.81 million in 2013) which represents a decrease of $4.79 million in 2014.

Deposits The primary driver of Innovation’s balance sheet growth is deposits, as nearly all of its assets are funded by member deposits. Asset growth, in particular member loan growth, that cannot be funded on-balance sheet through member deposits are either funded through loan syndication or securitization. These funding alternatives enable Innovation to continue to meet member loan demand while maintaining prudent liquidity levels. During 2014, Innovation Credit Union experienced moderate deposit. Deposits ended 2014 at $1.72 billion ($1.62 billion in 2013), which represents growth of 5.91% (9.16% in 2013). Innovation’s deposits consist of funds from both personal and commercial members.



Innovation’s deposits along with accrued interest are 100% guaranteed by the regulator of credit unions of Saskatchewan, Credit Union Deposit Guarantee Corporation (CUDGC).

Loans Innovation Credit Union continues to focus on ensuring an appropriate balance sheet mix is realized. The organization enacts strategies to obtain a desired structure based on capital and liquidity constraints.

During 2014 the total loan portfolio held on the balance sheet grew by $118.95 million to end the year at $1.60 billion ($1.48 billion in 2013). The annual growth realized during the year equated to 8.03%. The following illustrates Innovation’s historic loan growth.


Innovation’s deposits along with accrued interest are 100% guaranteed by the regulator of credit unions of Saskatchewan, Credit Union Deposit Guarantee Corporation (CUDGC). Loans Innovation Credit Union continues to focus on ensuring an appropriate balance sheet mix is realized. The organization enacts strategies to obtain a desired structure based on capital and liquidity constraints. During 2014 the total loan portfolio held on the balance sheet grew by $118.95 million to end the year at $1.60 billion ($1.48 billion in 2013). The annual growth realized during the year equated to 8.03%. The following illustrates Innovation’s historic loan growth.

A significant portion of Innovation’s loan portfolio continues to be comprised of stable, low risk, consumer mortgages. The composition of Innovation’s total loan portfolio shifted slightly higher into consumer loans with a small decrease in the commercial loan category during 2014 as shown in the following illustration:

Credit quality Past Due Loans A loan is considered past due when a counterparty is contractually in arrears but where payment in full is expected. Delinquency greater than 90 days was 0.44% in 2013, a decrease from 0.81% in the prior year. Loan delinquency is a natural risk faced by all financial institutions. Historic delinquency trends are illustrated as follows:



Credit QualityPast Due LoansA loan is considered past due when a counterparty is contractually in arrears but where payment in full is expected. Delinquency greater than 90 days was 0.44% in 2014, a decrease from 0.81% in the prior year. Loan delinquency is a natural risk faced by all financial institutions. Historic delinquency trends are illustrated as follows:


Credit quality Past Due Loans A loan is considered past due when a counterparty is contractually in arrears but where payment in full is expected. Delinquency greater than 90 days was 0.44% in 2013, a decrease from 0.81% in the prior year. Loan delinquency is a natural risk faced by all financial institutions. Historic delinquency trends are illustrated as follows:

Impaired Loans Impaired loans are loans considered to be of a higher risk for possible default. Total impaired loans ended 2014 at a level of $7.54 million, a decrease from the 2013 year-end figure of $11.17 million. Impaired loans as a percentage of total loans decreased to 0.47% in 2014 (0.75% in 2013). The following depicts the historic trends of the impaired loans held by Innovation Credit Union:

Allowance for credit losses Innovation monitors its exposure to potential credit losses and maintains both individual and collective allowances accordingly.


Impaired LoansImpaired loans are loans considered to be of a higher risk for possible default. Total impaired loans ended 2014 at a level of $7.54 million, a decrease from the 2013 year-end figure of $11.17 million. Impaired loans as a percentage of total loans decreased to 0.47% in 2014 (0.75% in 2013). The following depicts the historic trends of the impaired loans held by Innovation Credit Union:

Allowance for Credit LossesInnovation monitors its exposure to potential credit losses and maintains both individual and collective allowances accordingly.

Individual allowances are based on estimates of the net realizable value (NRV) of impaired loans. This NRV includes any estimated future cash flows from loan payments as well as proceeds from the sale of any security. Total individual loan allowances decreased from $3.70 million in 2013 to $2.89 million in 2014.

Collective allowances provide for probable losses that exist in the portfolio that have not been specifically identified as impaired. Collective allowances are calculated using historical loan loss data and economic conditions. Total collective allowances decreased to $0.30 million in 2014 from $0.32 million in 2013.

Impaired Loans Impaired loans are loans considered to be of a higher risk for possible default. Total impaired loans ended 2014 at a level of $7.54 million, a decrease from the 2013 year-end figure of $11.17 million. Impaired loans as a percentage of total loans decreased to 0.47% in 2014 (0.75% in 2013). The following depicts the historic trends of the impaired loans held by Innovation Credit Union:

Allowance for credit losses Innovation monitors its exposure to potential credit losses and maintains both individual and collective allowances accordingly.

Individual allowances are based on estimates of the net realizable (NRV) of impaired loans. This NRV includes any estimated future cash flows from loan payments as well as proceeds from the sale of any security. Total individual loan allowances decreased from $3.70 million in 2013 to $2.89 million in 2014. Collective allowances provide for probable losses that exist in the portfolio that have not been specifically identified as impaired. Collective allowances are calculated using historical loan loss data and economic conditions. Total collective allowances decreased to $0.30 million in 2014 from $0.32 million in 2013.

Provision for credit losses Once the allowance for credit losses and write-offs has been assessed, a provision for credit losses is charged to the Consolidated Statement of Comprehensive Income. Provision for credit losses (individual and collective) was $0.36 million in 2014 ($1.91 million in 2013) which has a negative impact on net income. The loan loss provisions as a percentage of total loans decreased to 0.02% in 2014 (0.13% in 2013).


Individual allowances are based on estimates of the net realizable (NRV) of impaired loans. This NRV includes any estimated future cash flows from loan payments as well as proceeds from the sale of any security. Total individual loan allowances decreased from $3.70 million in 2013 to $2.89 million in 2014. Collective allowances provide for probable losses that exist in the portfolio that have not been specifically identified as impaired. Collective allowances are calculated using historical loan loss data and economic conditions. Total collective allowances decreased to $0.30 million in 2014 from $0.32 million in 2013.

Provision for credit losses Once the allowance for credit losses and write-offs has been assessed, a provision for credit losses is charged to the Consolidated Statement of Comprehensive Income. Provision for credit losses (individual and collective) was $0.36 million in 2014 ($1.91 million in 2013) which has a negative impact on net income. The loan loss provisions as a percentage of total loans decreased to 0.02% in 2014 (0.13% in 2013).

Provision for Credit LossesOnce the allowance for credit losses and write-offs has been assessed, a provision for credit losses is charged to the Consolidat-ed Statement of Comprehensive Income. Provision for credit losses (individual and collective) was $0.36 million in 2014 ($1.91 million in 2013) which has a negative impact on net income. The loan loss provisions as a percentage of total loans decreased to 0.02% in 2014 (0.13% in 2013).

Liquidity ManagementOne of Innovation’s primary objectives as a financial institution is to prudently manage liquidity to ensure Innovation is able to generate or obtain sufficient cash or cash equivalents in a timely manner, at a reasonable price, to meet commitments as they become due, even under stressed conditions. Innovation’s liquidity management framework, targets and strategies are established and documented in a Liquidity Plan which is approved by the board on an annual basis.

The principles of Innovation’s liquidity management framework are: maintaining a strategy and policies for managing liquidity risk, maintaining a stock of liquid assets, measuring and monitoring funding requirements, managing market access to funding sources, contingency planning, and ensuring internal controls over liquidity risk management process.

Innovation has an established policy with respect to liquidity, and has a number of processes and practices with respect to the management of funding requirements. Innovation has built and maintains access to numerous funding sources. Innovation’s primary source of funds is member deposits in the amount of $1.72 billion.

In addition to member deposits, Innovation maintains external borrowing facilities from various sources. Innovation has an authorized line of credit with SaskCentral in the amount of $25.20 million (CDN) as well as an authorized line of credit with SaskCentral in the amount of $0.50 million (USD). In addition, Innovation also has a demand loan in place with SaskCentral in the amount of $9.00 million. Innovation also has access to a demand loan with Concentra Financial with an authorized limit of $40.00 million. Lastly, Innovation has an available credit facility with Desjardins in the amount of $50.00 million. In 2014 Innovation used external borrowing facilities minimally with no outstanding amount on any credit facility as at 2014 year-end.

The next source of liquidity for Innovation is the ability to securitize assets for the purpose of generating funds on the capital markets. Loans are also potentially syndicated with numerous credit unions for liquidity purposes. In 2014, Innovation conducted a securitization transaction in the amount of $39.18 million through the Canada Mortgage Bond Program.

Innovation also maintains a cushion of high quality, liquid assets to be drawn upon to meet unforeseen funding requirements. Utilizing these various funding sources achieves liquidity diversification.

Saskatchewan credit unions are required by the provincial regulator, Credit Union Deposit Guarantee Corporation (CUDGC), to maintain 10% of their prior quarter-end liabilities on deposit with SaskCentral as manager of the Provincial Liquidity Program. Throughout 2014, Innovation held the required amount of investments with SaskCentral for the purpose of maintaining its obligation to the Provincial Liquidity Program. In addition to the statutory liquidity investments on deposit with SaskCentral, Innovation maintains a high quality pool of securities to satisfy payment obligations and protect against unforeseen liquidity events. The majority of Innovation’s marketable securities are held with Concentra Financial and Canadian (Schedule 1) Chartered Banks. continued on page 9


Innovation continues to monitor liquidity risk utilizing a stress testing program which models the impacts of eight distinct scenarios and calculates the resulting impacts on organizational liquidity measured over five different time periods. The results of this stress testing program are reported on a quarterly basis. In addition to this stress testing program, liquidity risk continues to be measured based on the organization’s loan to asset ratio. As at the end of 2014, the loan to asset ratio was 81.50% which is an increase from 81.24% as at the end of 2013.

Financial Performance ReviewThe financial performance review provides an analysis of the consolidated financial performance for the current fiscal year in relation to prior fiscal year results.

ProfitabilityNet income after tax for the year was $15.28 million, an increase from $14.22 million in the prior year. For 2014, the total annualized return on assets (ROA) was 0.78% which was the same level as realized in 2013.

Net income is comprised of the following items:

• Net interest margin – is total interest revenue less total interest expenses and member distributions while factoring in any provisions for credit and investment impairment. Net interest margin, after provision for credit losses, increased to $52.14 million in 2014 up from $47.07 million in 2013, which represents an annual growth rate of 10.77%. Expressed as a percentage of total assets, net interest margin ended 2014 at 2.66% which is an increase when compared to 2013 year-end results of 2.58%.

Financial Performance Review The financial performance review provides an analysis of the consolidated financial performance for the current fiscal year in relation to prior fiscal year results. Profitability Net income after tax for the year was $15.28 million, an increase from $14.22 million in the prior year. For 2014, the total annualized return on assets (ROA) was 0.78% which was the same level as realized in 2013.

Financial Performance Review The financial performance review provides an analysis of the consolidated financial performance for the current fiscal year in relation to prior fiscal year results. Profitability Net income after tax for the year was $15.28 million, an increase from $14.22 million in the prior year. For 2014, the total annualized return on assets (ROA) was 0.78% which was the same level as realized in 2013.



Net interest margin – is total interest revenue less total interest expenses and member distributions while factoring in any provisions for credit and investment impairment. Net interest margin, after provision for credit losses, increased to $52.14 million in 2014 up from $47.07 million in 2013, which represents an annual growth rate of 10.77%. Expressed as a percentage of total assets, net interest margin ended 2014 at 2.66% which is an increase when compared to 2013 year-end results of 2.58%.

Other income – includes such items as insurance subsidiary revenues, account services charges and annual

loan fees. Consolidated other income increased to $19.38 million in 2014 up from $18.87 million in 2013, which represents an annual growth rate of 2.71%. Expressed as a percentage of total assets, other income decreased to 0.99% in 2014, down from 1.04% in 2013.


Net interest margin – is total interest revenue less total interest expenses and member distributions while factoring in any provisions for credit and investment impairment. Net interest margin, after provision for credit losses, increased to $52.14 million in 2014 up from $47.07 million in 2013, which represents an annual growth rate of 10.77%. Expressed as a percentage of total assets, net interest margin ended 2014 at 2.66% which is an increase when compared to 2013 year-end results of 2.58%.

Other income – includes such items as insurance subsidiary revenues, account services charges and annual

loan fees. Consolidated other income increased to $19.38 million in 2014 up from $18.87 million in 2013, which represents an annual growth rate of 2.71%. Expressed as a percentage of total assets, other income decreased to 0.99% in 2014, down from 1.04% in 2013.

• Other income – includes such items as insurance subsidiary revenues, account services charges and annual loan fees. Consolidated other income increased to $19.38 million in 2014 up from $18.87 million in 2013, which represents an annual growth rate of 2.71%. Expressed as a percentage of total assets, other income decreased to 0.99% in 2014, down from 1.04% in 2013.

• Operating expenses – includes various operating costs such as general business, occupancy, organizational, personnel and security. Consolidated operating expenses increased to $53.30 million in 2014, an increase from $51.12 million in 2013 which represents an annual growth rate of 4.25%. Expressed as a percentage of total assets, operating expenses decreased to 2.72% in 2014, down from 2.81% in 2013.

Operating expenses – includes various operating costs such as general business, occupancy, organizational, personnel and security. Consolidated operating expenses increased to $53.30 million in 2014, an increase from $51.12 million in 2013 which represents an annual growth rate of 4.25%. Expressed as a percentage of total assets, operating expenses decreased to 2.72% in 2014, down from 2.81% in 2013.

Efficiency The efficiency ratio measures the percentage of income earned that is spent on the operation of the business. A low efficiency ratio indicates efficient use of resources. The ratio is calculated as non-interest expenses divided by the sum of net interest income (before credit losses and member distributions) and other income. The improvement in the efficiency ratio in 2014 to 71.11%, down from 72.28% in 2013, was driven by the fact that total revenues increased in 2014 by $4.21 million while total operating expenses grew by $2.17 million.


EfficiencyThe efficiency ratio measures the percentage of income earned that is spent on the operation of the business. A low efficiency ratio indicates efficient use of resources. The ratio is calculated as non-interest expenses divided by the sum of net interest income (before credit losses and member distributions) and other income.

The improvement in the efficiency ratio in 2014 to 71.11%, down from 72.28% in 2013, was driven by the fact that total rev-enues increased in 2014 by $4.21 million while total operating expenses grew by $2.17 million.

Member DistributionsThe board of directors declared total member distributions of $3.07 million based on 2014 earnings. As part of this approved distribution, the board authorized a dividend payment based on 5.00% of active member equity accounts outstanding as at December 31, 2014. This total dividend payment will be approximately $0.58 million and will be paid directly to the member-ship. Also included in the declared member distribution was a new special youth dividend which will result in all members under the age of 18 as at December 31, 2014 receiving a cash dividend payment of $20.00. The approximate remaining $2.45 million of the total authorized member distribution will take the form of a patronage allocation and will be distributed into member’s equity accounts based on total interest paid on qualifying loans as well as total interest earned on qualifying depos-its during 2014. The historic authorized member distribution amounts are depicted in the following illustrations

In addition to this member distribution, Innovation views the FreeStyle No-Fee personal account as another method by which profits are repatriated to the membership. An up-front real-time benefit is provided to all personal members as there are no monthly service charge fee tied to this account.

Innovation contributes a significant amount to Saskatchewan communities each year. For 2014, $0.47 million ($0.39 million in 2013) was returned to communities around the province in the form of contributions to various community projects. This amount is included in operating expenses under the general business category.

Operating expenses – includes various operating costs such as general business, occupancy, organizational, personnel and security. Consolidated operating expenses increased to $53.30 million in 2014, an increase from $51.12 million in 2013 which represents an annual growth rate of 4.25%. Expressed as a percentage of total assets, operating expenses decreased to 2.72% in 2014, down from 2.81% in 2013.

Efficiency The efficiency ratio measures the percentage of income earned that is spent on the operation of the business. A low efficiency ratio indicates efficient use of resources. The ratio is calculated as non-interest expenses divided by the sum of net interest income (before credit losses and member distributions) and other income. The improvement in the efficiency ratio in 2014 to 71.11%, down from 72.28% in 2013, was driven by the fact that total revenues increased in 2014 by $4.21 million while total operating expenses grew by $2.17 million.

Member Distributions

The board of directors declared total member distributions of $3.07 million based on 2014 earnings. As part of this approved distribution, the board authorized a dividend payment based on 5.00% of active member equity accounts outstanding as at December 31, 2014. This total dividend payment will be approximately $0.58 million and will be paid directly to the membership. Also included in the declared member distribution was a new special youth dividend which will result in all members under the age of 18 as at December 31, 2014 receiving a cash dividend payment of $20.00. The approximate remaining $2.45 million of the total authorized member distribution will take the form of a patronage allocation and will be distributed into member’s equity accounts based on total interest paid on qualifying loans as well as total interest earned on qualifying deposits during 2014. The historic authorized member distribution amounts are depicted in the following illustrations.

In addition to patronage allocations, Innovation contributes a significant amount to Saskatchewan communities each year. For 2014, $0.47 million ($0.39 million in 2013) was returned to communities around the province in the form of contributions to various community projects. This amount is included in operating expenses under the general business category. Capital management Innovation’s capital management framework is designed to maintain an optimal level of capital. Accordingly, capital polices are designed to ensure that Innovation meets its regulatory capital requirement, meets its internal assessment of required capital and builds long-term membership value. Innovation retains a portion of its annual earnings in order to meet these capital objectives. Once these capital objectives are met, additional earnings are allocated to members through member distributions authorized by the board of directors. The current member equity program allocates earnings to member’s equity accounts based on interest paid on qualifying loans and interest received on qualifying deposits during the year in which an allocation is declared. Innovation has also implemented a dividend payment to members based on outstanding balances held in member equity accounts. This cash dividend is paid directly to members. Member equity accounts are included in the determination of total capital for internal and regulatory purposes. Credit Union Deposit Guarantee Corporation (CUDGC), the regulator of Saskatchewan credit unions, has prescribed capital adequacy measures and minimum capital requirements. Effective July 1, 2013 the capital adequacy rules issued by CUDGC have been revised and are now based on the Basel III capital standards framework established by the Bank of International Settlements and adopted by financial institutions around the globe, including Canadian banks.










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Capital ManagementInnovation’s capital management framework is designed to maintain an optimal level of capital. Accordingly, capital polices are designed to ensure that Innovation meets its regulatory capital requirement, meets its internal assessment of required capital and builds long-term membership value. Innovation retains a portion of its annual earnings in order to meet these capital objectives. Once these capital objectives are met, additional earnings are allocated to members through member distributions authorized by the board of directors. The current member equity program allocates earnings to member’s equity accounts based on interest paid on qualifying loans and interest received on qualifying deposits during the year in which an allocation is declared. Innovation has also implemented a dividend payment to members based on outstanding balances held in member equity accounts. This cash dividend is paid directly to members. Member equity accounts are included in the determination of total capital for internal and regulatory purposes.

Credit Union Deposit Guarantee Corporation (CUDGC), the regulator of Saskatchewan credit unions, has prescribed capital ad-equacy measures and minimum capital requirements. Effective July 1, 2013 the capital adequacy rules issued by CUDGC have been revised and are now based on the Basel III capital standards framework established by the Bank of International Settle-ments and adopted by financial institutions around the globe, including Canadian banks.

CUDGC prescribes four tests to assess the capital adequacy of credit unions:

• Common Equity / Total Risk Weighted Assets

• Tier 1 Capital / Total Risk Weighted Assets

• Total Eligible Capital / Total Risk Weighted Assets

• Total Eligible Capital / Total Leverage Assets

Common equity capital is defined as a credit union’s primary capital and comprises the highest quality of capital elements. Common equity capital for Innovation includes retained earnings less various deductions which include goodwill and intan-gible assets. Total tier 1 capital includes common equity capital plus additional forms of capital that qualify as a tier 1 classifica-tion. Innovation Credit Union currently has no capital sources that qualify as additional tier 1. Total eligible capital includes total tier 1 and tier 2 capital sources. Tier 2 capital sources include member shares, member equity account balances and the collective allowance.

The full implementation of the revised capital adequacy framework is scheduled to occur on January 1, 2016 at which time the 2.5% capital conservation buffer will come into effect. Achieving minimum regulatory capital levels are paramount to Innova-tion. Current board policies have been approved as follows:

CUDGC prescribes four tests to assess the capital adequacy of credit unions: Common Equity / Total Risk Weighted Assets Tier 1 Capital / Total Risk Weighted Assets Total Eligible Capital / Total Risk Weighted Assets Total Eligible Capital / Total Leverage Assets

Common equity capital is defined as a credit union’s primary capital and comprises the highest quality of capital elements. Common equity capital for Innovation includes retained earnings less various deductions which include goodwill and intangible assets. Total tier 1 capital includes common equity capital plus additional forms of capital that qualify as a tier 1 classification. Innovation Credit Union currently has no capital sources that qualify as additional tier 1. Total eligible capital includes total tier 1 and tier 2 capital sources. Tier 2 capital sources include member shares, member equity account balances and the collective allowance. The full implementation of the revised capital adequacy framework is scheduled to occur on January 1, 2016 at which time the 2.5% capital conservation buffer will come into effect. Achieving minimum regulatory capital levels are paramount to Innovation. Current board policies have been approved as follows:

This standard setting is the first line of defense to ensure capital levels exceed regulatory minimums even in times of significant loss or unplanned growth. Capital planning is integral to Innovation’s business planning. Innovation’s business plan must demonstrate its ability to strive to meet board level capital standards. In addition to striving to meet board level standards for capital adequacy, management (as part of the Strategic Financial Management Committee) sets operating objectives for capital levels. Innovation manages capital to these operating objectives. Balance sheet strategies are designed to ensure these capital levels are achieved in addition to achieving other strategies, such as growth and profitability targets. Innovation experienced strong capital growth in 2014, adding to its sound financial position. In 2014 the total capital position of Innovation increased by $21.04 million from $134.50 million in 2013 to $155.54 million in 2014. These results represent an annual growth of 15.64% in 2014. The first capital adequacy ratio focuses on the common equity tier 1 capital as a percentage of total risk weighted assets. An improvement in this ratio was experienced in 2014 as shown below:

The final capital adequacy ratio focuses on total eligible capital as a percentage of total leverage assets. This ratio is commonly referred to as the leverage ratio. Total leverage assets include on-balance sheet assets less deductions from capital along with specified off-balance sheet items such as the undrawn balances on approved loans and letters of credit. This ratio experienced an improvement in 2014 as shown below:



This standard setting is the first line of defense to ensure capital levels exceed regulatory minimums even in times of significant loss or unplanned growth. Capital planning is integral to Innovation’s business planning. Innovation’s business plan must demonstrate its ability to strive to meet board level capital standards. In addition to striving to meet board level standards for capital adequacy, management (as part of the Strategic Financial Management Committee) sets operating objectives for capital levels. Innovation manages capital to these operating objectives. Balance sheet strategies are designed to ensure these capital levels are achieved in addition to achieving other strategies, such as growth and profitability targets.

Innovation experienced strong capital growth in 2014, adding to its sound financial position. In 2014 the total capital position of Innovation increased by $21.04 million from $134.50 million in 2013 to $155.54 million in 2014. These results represent an annual growth of 15.64% in 2014.


The first capital adequacy ratio focuses on the common equity tier 1 capital as a percentage of total risk weighted assets. An improvement in this ratio was experienced in 2014 as shown below:

The second capital adequacy ratio focuses on total tier 1 capital as a percentage of total risk weighted assets. This ratio also experienced an improvement in 2014 as shown below:

The third capital adequacy ratio focuses on total eligible capital as a percentage of total risk weighted assets. While still trailing internal policy targets, significant improvements occurred in 2014 as shown below:


The third capital adequacy ratio focuses on total eligible capital as a percentage of total risk weighted assets. Similarly, this ratio experienced an improvement in 2014 as shown below:


The third capital adequacy ratio focuses on total eligible capital as a percentage of total risk weighted assets. Similarly, this ratio experienced an improvement in 2014 as shown below:



Enterprise Risk ManagementAs a financial institution, Innovation Credit Union is exposed to a variety of risks. As a result, each year Innovation Credit Union spends significant resources measuring and assessing risks and ensuring we are adequately prepared to serve our communities now and in the future. This process is called enterprise risk management or ERM for short and is a requirement of credit unions in Saskatchewan as laid out by the Credit Union Deposit Guarantee Corporation. The ERM approach is used for the identification, measurement and monitoring of risks. Innovation Credit Union has in place and is constantly enhancing a structured ERM program and framework that actively manages all of its risks.

Risk GovernanceRisk governance includes setting the risk appetite and policy, determining an appropriate organizational structure and clearly defining authority and responsibility for risk decisions. Following are the groups and committees with authority and responsibility for risk decisions within Innovation Credit Union.

Board of Directors:• Approve risk policies and overall risk appetite, and oversees execution of our ERM program by management• Monitor overall risk profile, key and emerging risks and risk management activities• Review and assess the impact of business strategies, opportunities and initiatives on overall risk position

The Risk and Conduct Review Committee and the Audit and Finance Committee of the Board:

• Monitors major risks and recommends acceptable risk levels to the board• Reviews the appropriateness and effectiveness of risk management and compliance practices• Provides oversight of external and internal audit functions

Internal Audit, Compliance and ERM areas:These specialized areas each have a direct channel to report to the Risk and Conduct Review Committee and the Audit and Finance Committee of the Board

• Monitor compliance with policy and procedure and assess the adequacy of controls• Provide independent and objective assurance on the effectiveness of risk management and control processes to

management and the respective Committees of the Board• Oversee enterprise-wide management of risk and compliance throughout the organization


Executive Management:• Implements strategies and policies approved by the board• Develops processes that identify, measure, monitor and control risks• Co-ordinates the completion and documentation of board and operating policy and procedures• Co-ordinates the strategic and operational planning process• Oversees the insurance risk management program• Establishes credit policies and oversees credit risk management• Monitors credit risk profile, and risk exposures• Monitors compliance with credit risk policies

Strategic Financial Management Committee (SFM)• Establishes market and liquidity risk policies and oversees related programs and practices• Monitors overall market and liquidity risk profile, key and emerging risk exposures and risk management activities• Monitors compliance with market and liquidity risk policies• Establishes balance sheet operational strategies with a focus on achieving financial targets, managing marketing and

liquidity risk, and optimizing the use of capital

Corporate Finance• Establishes capital management policies and oversees related strategies and practices• Monitors capital and liquidity position• Establishes pricing policies and tools

Corporate Finance• Establishes capital management policies and oversees related strategies and practices• Monitors capital and liquidity position• Establishes pricing policies and tools

Significant Risk AreasThrough Enterprise Risk Management, six categories of risk were identified as significant to Innovation Credit Union and they are as follows:

A. Strategic RiskStrategic risk is the risk that adverse business decisions, ineffective or inappropriate business plans or failure to respond to changes in the competitive environment, customer preferences, product obsolescence or resource allocation will impact our ability to meet our objectives. This risk is a function of the compatibility of an organization’s strategic goals, the business strate-gies developed to achieve these goals, the resources deployed against these goals and the quality of implementation.

Key Strategic Risks

Strategic risk is inherent in providing products and services to consumers. The Board direction and how it is translated into day-to-day activities must be compatible with what the consumer wants. Products and services must be competitive and profitable and resources must be used appropriately in order for Innovation Credit Union to be successful.

Strategic Risk Management

Innovation Credit Union has annual strategic planning sessions for the Board and Executive Management. Strategic objectives, performance measures and key initiatives are identified and form part of the balanced scorecard which is communicated to all staff and used to measure organizational performance. Strategies are regularly reviewed and adapted as necessary due to the changing financial environment. Management is responsible to execute business plans and quarterly progress reports track performance.


B. Market RiskMarket risk is the exposure to potential loss from changes in market prices or rates. Losses can occur when values of assets and liabilities or revenues are adversely affected by changes in market conditions, such as interest rate or foreign exchange move-ments.

Key Market Risks

The key risk in this category are market changes and other specific risks including price risk, interest rate risk, foreign exchange risk and derivatives risk which can impact the credit union’s financial strength. At Innovation Credit Union, market risk primarily arises from movements in interest rates, and is caused specifically from timing differences in the re- pricing of assets and liabili-ties, both on and off statement of financial position.

Market Risk Management

Effective management of market risk includes documented policies which address roles and responsibilities, delegation of au-thority and limits, risk measurement and reporting, valuation and back testing, hedging policies and exception management. Some elements of market risk management have been discussed in other parts of this report. Market risk exposure limits have been set in Innovation Credit Union policy; methods of scenario and stress testing are carried out to determine if the limits are exceeded. The corporate finance department is responsible for reporting on and monitoring market risk, with oversight by the Audit and Finance Committee of the Board. Corporate finance monitors market risk exposure by measuring the impact of interest rates on the financial position and earnings through a number of models and tests given various interest rate scenarios. Interest rate risk management includes the use of derivatives to exchange floating rate and fixed rate cash flows.

C. Liquidity RiskLiquidity risk is the potential inability to meet obligations, such as liability maturities, deposit withdrawals, or funding loans without incurring unacceptable losses. Liquidity risk includes the inability to manage unplanned decreases or changes in fund-ing sources.

Key Liquidity Risks

Liquidity risk falls into three categories: Mismatch – the risk that the demand for repayment of deposit obligations will outstrip the capacity to raise new liabilities or liquidate assets. Contingent – the risk of not having sufficient funds to meet future sud-den and unexpected short-term obligations. Market – the inability to sell assets at or near fair market value. The key risk identi-fied in this area is if liquidity restraints impact member service, financial strength and reputation.

Liquidity Risk Management

Innovation Credit Union uses a variety of sources to fund operating requirements, such as: member deposits, cash and securi-ties, lines of credit and corporate borrowings, sale of assets through securitization and syndication and provincial and national statutory liquidity programs. Some of these sources of funds are immediate and some require more long-term planning.

The elements of liquidity risk management are similar to the other risk categories already discussed. Effective management of liquidity involves policies, limits, reporting and proactive management. Liquidity policies and limits are well documented at In-novation Credit Union. The liquidity risk management plan is updated annually and presented to the Board. Corporate finance measures and monitors available liquidity daily, weekly and forward over a twelve-month time horizon. The Audit and Finance Committee of the Board receives quarterly reports on the liquidity position and sets operating targets. The Board also receives regular reports on liquidity.


D. Credit RiskCredit risk is the risk of loss arising from a borrower or counterparty’s inability to meet its obligations.

Key Credit Risks

At Innovation Credit Union, credit risk comes primarily from our direct lending activities and to a lesser extent, our holdings of investment securities. Individual risks identified in this category are; default risk, portfolio concentration risk, inadequate allowance risk, and policy exceptions risk. The key risk is that asset impairments could impact financial strength.

Credit Risk Management

Credit risk management focuses on underwriting and pricing loans according to their risk and ensuring the overall portfolio is well diversified. There are five parts to credit risk management including policy, credit granting, monitoring and exposure, portfolio management and audit.

Tolerances and lending practices are set by Board and operating policy and procedure. Review and revision of lending policy and procedures is done on an ongoing basis with regular reviews and updates.

Credit granting includes analysis, pricing, terms and documentation of lending. Loan pricing tools are in place to support lenders in pricing decisions. Consistent lending documentation is used by all Innovation Credit Union branches.

Reports based on North American Industry Classification System (NAICS) codes are used to monitor exposure by industry.

The Audit and Finance Committee and the board committee meet on a quarterly basis and review liquidity and capital risk as well as financial results on a quarterly basis.

The internal audit department carries out credit review as part of their regular, ongoing audit plan.

E. Legal & Regulatory RiskLegal and regulatory risk is the risk arising from potential violation of, or nonconformance with laws, rules, regulations, prescribed practices, or ethical standards.

Key Legal & Regulatory Risks

As a financial institution, Innovation Credit Union operates in a heavily regulated environment. In addition, each of the industries that our subsidiary companies operate in has their own specific regulatory requirements. As a business operating within Saskatchewan, we are also subject to all provincial and federal legislation applicable to our operations, such as labour and anti-money laundering laws. Key risk in this category is that compliance failures impact operational effectiveness, member service and Innovation Credit Union’s reputation.

Legal & Regulatory Risk Management

Governance, policy and procedures and awareness aid Innovation Credit Union in complying with laws and regulations, and therefore, are effective ways to manage legal and regulatory risk. Innovation Credit Union has established compliance functions that provide an oversight role to ensure that operational areas are aware of applicable laws and regulations. The compliance functions are also responsible to co-ordinate reporting to the Risk and Conduct Review Committee of the Board on compliance.

There are specific departments that are responsible for creating and updating operating policy and procedures. These departments are responsible to make sure that policy and procedures take into consideration all applicable legal and regulatory parameters.

All departments are knowledgeable in the regulations that pertain to their areas. In some cases third party expertise is used through contracted services. For example, Concentra Financial is our resource for trust and estate services and is the administrator of our registered products. The governance area also provides support to Innovation Credit Union in regulatory matters and external legal advice is sought when necessary.


F. Operational RiskOperational risk is the risk of loss resulting from inadequate or failed internal processes, people and systems or external events. Exposures to this risk arise from deficiencies in internal controls, technology failures, human error, employee integrity or natural disasters.

Key Operational Risks

At Innovation Credit Union, operational risk exists in all products and services and our delivery of them, including supporting back office processes and systems. We categorize our operating risk into three main areas; people, systems and processes. People refers to our human resources area and includes risks such as the ability to attract and retain appropriate talent. Systems address technology and our reliance on it, encompassing such risks as a security breach or failure of a critical system for an extended period. Processes are the way we do things and include risks such as inadequate policy or procedures.

Key risks in this category are inefficient systems and processes impact on cost effectiveness, customer service and employee satisfaction; insufficient management information system impact on decision making; problems with banking system impact on customer service, staff and resources; the talent management strategy is ineffective in managing our human resources to ensure a highly motivated, engaged workforce.

Operational Risk Management

It is often difficult to quantify and track this kind of risk, but, as with all other categories, the use of policy and procedures and controls and monitoring are the most effective ways to manage operational risk.

Innovation Credit Union has online procedures available for most processes related to product and service delivery and retail operations. Updates and additions to these procedures are continuous.

A formal Business Continuity plan is being developed and implemented to allow Innovation to react to possible events that could disrupt normal business operations.

Operational risk relating to people is managed by having documented procedures and by strong talent management practices such as employee training and performance management. This is an ever evolving area and is under constant change. More work is being done on procedural development as processes and product and service changes occur.

Risk related to systems is managed through effective and secure technology solutions.

Innovation Credit Union has comprehensive insurance coverage in place for property, liability and financial operations.


Notes:

2014 Annual Report

Corporate Governance

The governance of Innovation Credit Union is anchored in the co-operative principle of democratic member control.

Governing Legislation and RegulationInnovation Credit Union (the Credit Union) is regulated by The Credit Union Deposit Guarantee Corporation of Saskatchewan (the Corporation). The credit union must comply with The Credit Union Act, 1998; the Credit Union Regulations 1999; The Standards of Sound Business Practice; credit union bylaws and policy; and, other applicable provincial and federal laws. The Credit Union provides regular reporting to the Corporation and is subject to periodic risk based examinations.

Credit Union Governance FrameworkInnovation Credit Union is committed to meeting the standards of legal and regulatory requirements in order to maintain member confidence and demonstrate financial success.

Code of Conduct and Ethics On an annual basis, every director, officer and employee must sign and acknowledge that they have read, understood and complied with the code of conduct.

Board of DirectorsMandate and Responsibilities

The board is responsible for the strategic oversight, business direction and supervision of management of Innovation Credit Union. In acting in the best interests of the credit union and its members, the board’s actions adhere to the standards set out in The Credit Union Act 1998, the Standards of Sound Business Practice and other applicable legislation.

Key roles include:

Each board member shall:

• meet qualifications pursuant to section 102 of the Act;

• act honestly and in good faith with a view to the best interests of the credit union;

• exercise the care, diligence and skill a reasonably prudent person would exercise in comparable circumstances; and

• comply and cause the credit union to comply with legislation pertaining to credit unions, orders of the Registrar, orders of the Corporation, the Standards, financial and business practice directives, and the credit union’s articles and bylaws. The credit union board of directors is ultimately responsible for ensuring the credit union is managed and operated in a sound and prudent manner.


2014 Innovation Credit Union

Board of Directors

Gord LightfootPresident

Mike Davis2nd Vice President

Gwen Humphrey

Denis Perrault

Ian Twidale

Bruce Sack1st Vice President

Jerome Bru

Darlene Kingwell

Russ Siemens

Bill Volk

Board CompositionThe board is composed of 10 individuals elected on a district basis. Terms are three years and tenure is limited to four consecutive terms. Nominations are made by submission of nomination papers to the Corporate Governance and People Committee through the process identified in the credit union bylaws. Voting is by electronic and/or paper ballot as decided by the Board of Directors and election results are announced at Innovation Credit Union’s annual general meeting.

CommitteesThe responsibilities of the board of a modern financial services organization involve an ever-growing list of duties. Innovation Credit Union maintains a number of committees comprised of directors. This partitioning of responsibilities enables a clear focus on specific areas of activity vital to the effective operation of our credit union.

• Executive Committee

The Executive Committee is composed of the President, 1st Vice and 2nd Vice Presidents. These positions are elected amongst the Board members in the first meeting following the Annual Meeting.

• Audit and Finance Committee

The Audit and Finance Committee oversees the financial reporting process, reviews financial statements, liaises with internal and external auditors and regulators, and reviews internal control procedures. The committee consists of at least four directors. The board determines the skills and abilities needed on the committee and the Executive Committee assign directors accordingly.

• Corporate Governance and People Committee

The Corporate Governance and People Committee establish and maintain effective governance guidelines, ensure the performance and succession of senior leadership, and ensure compliance with governance policies and Innovation Credit Union bylaws. The Committee oversees the nomination and election processes for elections of credit union directors. The committee is chosen through an expression of interest by the director and Executive Committee assigns directors accordingly.

• Risk and Conduct Review Committee

The Risk and Conduct Review Committee ensures that Innovation Credit Union acts with the full integrity and objectivity of its directors and employees, by having in place policies, processes and practices that protect people and the organization from claims and from the perception of unfair benefit or conflict of interest. The committee is chosen through an expression of interest by the director and Executive Committee assigns directors accordingly.

• Community and Member Relation Committee

The Community and Member Relation Committee ensures an effective framework for social responsibility by ensuring the credit union is effectively linked to and contributing to the community. The committee establishes efficient and effective service delivery channels to serve current and future members and to oversee the implementation of member education programs. It also maintains an effective mechanism to understand member needs and ensures the membership’s voice is integrated in governance and operations. The committee is chosen through an expression of interest by the director and Executive Committee assigns directors accordingly.

• Subsidiary Board

The Subsidiary Board has four directors who oversee the operation of the Subsidiary Companies to ensure compliance legislatively, in conjunction with executive management representation.

Compensation and AttendanceThe board holds a regular board meeting each month (with the exception of August). In addition to the regular board meetings, the credit union has 5 standing committees as well as four board members who are appointed to the Subsidiary Board.

2 • Annual Report 20142 • Annual Report 2014

CompensationThe Corporate Governance and People Committee reviews directors’ compensation annually to ensure it is competitive and consistent with peer credit unions. In 2014, the total remuneration paid to all directors was $212,237; (2013 - $145,872); (2012 - $144,233). Travel costs associated with the responsibilities of fulfilling their obligation to be an effective director were $18,722; (2013 - $27,573); (2012 - $26,425). Travel costs also include hotel accommodations for attending meeting/training away from home.

The following table summarizes the board of director attendance for regular board as well as committee meetings in 2014.

(1) Corporate Governance and People Committee (2) Audit & Finance Committee (3) Risk & Conduct Review Committee(4) Community & Member Relations Committee(5) Subsidiary Board(6) SkCentral Delegate

All directors have met their meeting attendance requirements as set in the bylaws. In addition to the meetings listed above, the board also held 3 days of strategic planning meetings - 2 days in April as well as 1 day in October which was the joint planning session with Conexus, Cornerstone and Synergy credit unions.

Annual Report 2014 • 3Annual Report 2014 • 3

The following table summarizes the board of director attendance for regular board as well as committee meetings in 2014.

Director Board Meeting

Attendance

Committee Meeting Attendance

Gord Lightfoot (board chair)

10 of 10 (100%) Board chair is ex-officio of all committees and attends as required.

Bruce Sack (1st Vice) (1) (3) (5) (6)

8 of 10 (80%) 14 of 14 (100%)

Mike Davis (2nd Vice) (2) (3) (5) (6)

9 of 10 (90%) 11 of 11 (100%)

Jerome Bru (3) (5)

10 of 10 (100%) 8 of 9 (88%)

Betty Goddard

*retired in March 2014

1 of 3 (33%) 4 of 4 (100%)

Gwen Humphrey (1) (2) (4) *elected in March 2014

7 of 8 (88%) 10 of 11 (90%)

Darlene Kingwell (1) (4) (6)

10 of 10 (100%) 10 of 10 (100%)

Denis Perrault (2) (4)

*elected in March 2014

8 of 8 (100%) 7 of 8 (88%)

Russ Siemens (1) (2) (3) (6)

8 of 10 (80%) 11 of 12 (90%)

Ian Twidale (1) (2) (4) (5)

10 of 10 (100%) 14 of 14 (100%)

Bill Volk (3) (4)

6 of 10 (60%) 3 of 6 (50%)

Audrey Yee

*retired in March 2014

1 of 3 (33%) 3 of 4 (75%)

(1)Corporate Governance and People Committee (2) Audit & Finance Committee (3) Risk & Conduct Review Committee (4) Community & Member Relations Committee (5) Subsidiary Board

Director Training/DevelopmentDuring 2014, the board continued to demonstrate their educational due diligence with all three of our Accredited Directors maintaining their accreditation by completing required classes. Accredited Directors through Dalhousie University are Darlene Kingwell, Russ Siemens and Ian Twidale. Bruce Sack also became an Accredited Director in 2014 by successfully meeting the requirements. Denis Perrault has also completed all three levels in the Credit Union Director Achievement (CUDA) program. Russ Siemens enrolled in the Institute of Corporate Directors program (ICD) and completed the first module of the program. Other directors also participated in Director Training and other various webinars.

The credit union supported Board of Directors in attending conferences. On average there was $3,988/director spent on training and conference registrations.

EvaluationRegular incamera meetings are held without management personnel in attendance to evaluate the board and committee meeting performance. As well all board members were involved in a self assessment exercise to evaluate their current knowledge levels – this information will be used in determining any gaps of knowledge on the board.

Co-operative Industry Directorships held by Directors:

- Director, Russ Siemens, serves as a SkCentral delegate as well as a board member to SkCentral. He also serves on the Concentra Financial board of directors.

Roles and ResponsibilitiesExecutive Management – active planners and decision makers; ensure appropriate information is provided to the board. Innovation Credit Union has an experienced executive management team. This team is responsible for providing leadership and direction for the credit union’s current and future operations.

CEO Performance Management - The board is responsible for developing performance objectives for the CEO, evaluating performance and recommending the CEO’s compensation. Emphasis is placed on appropriate balance to incent achievement of short-term objectives and long-term success. The board determines the form and amount of CEO compensation based on market data rand ecommendations from consultants. The board utilizes an external party to facilitate the CEO performance management process.


2014 Annual Report

Social Responsibility and Innovation Credit Union


fresh approaches, stronger communities, the spirit of co-operation

Social Responsibility andInnovation Credit Union

Canadian credit unions are unique in the ways we conduct business and serve our members. We open accounts, complete transactions, accept deposits, offer business services and much more. But what we celebrate as the credit union difference extends far beyond our financial services.

As a member-owned co-operative, Innovation Credit Union has a long, distinguished history of reflecting the strength of its co-operative values in forging stronger communities. Locally, this spirit drives community economic development, dedicated volunteerism, community sponsorships, scholarships and a wide range of charitable giving. In each of our communities this commitment to sustaining strong communities is at the core of the credit union difference.

Social responsibility is the principle of considering interests and community welfare well beyond direct business practices. As a financial co-operative, owned and controlled by our member-customers, Innovation Credit Union brings fresh approaches to social responsibility that are as individual and exceptional as the communities we serve.

$471,962In sponsorships and

community development

$28,100In scholarships

and spirit awards

12,007In staff

volunteer hours


Caring is at the heart of the credit union movement. In today’s business world, many organizations have added some form of community outreach to their core activities. For credit unions, social responsibility and accountability go to the very core of our daily operations.

In a world of globalization and the quest for broader markets, credit unions are local and anchored in our regions. While the average Canadian corporate charitable giving level has consistently hovered near 1% of profits, many Canadian credit unions consistently meet or exceed higher targets. At Innovation Credit Union, our goal is to give back 2-4% of pre-tax profits each year. In 2014 we gave back more than 2.7% of pre-tax profits or $471,962 in the form of sponsorships, financial services, scholarships and spirit awards. This is up from $391,000 in 2013.

For more than 100 years, credit union membership has meant local control for ordinary people building financial futures for their families and friends. Organized locally, according to a co-operative model, credit unions have consistently provided urgently needed savings and lending services at fair rates.

Like our peers across the country, Innovation Credit Union is a modern financial institution playing a vibrant role in the local economy. We pride ourselves on being a cornerstone of community strength, growth and giving.

V A L U E SIntegrity

We say what we do; we do what we say

TeamWe are successful

together

RespectWe are courteous and

concerned

Accountability

We take ownership

CommunityWe are involved and

proud of it

KnowledgeableWe have the answer

for you

ServiceWe deliver excellence.

Members First!

Our Strong Values


Member Feedback and ResearchMember participation and feedback is crucial to the overall success of Innovation Credit Union. In 2014, we conducted a research survey with our consumer members. The objective of the survey was to measure and benchmark Innovation Credit Union’s Net Promoter Score (NPS) for Balanced Scorecard purposes. The survey also identified areas that Innovation Credit Union should focus on to ensure we are giving members what they want from their financial institution.NPS is based on the theory that every company’s customers or members can be divided into three categories: Promoters, Passives, and Detractors. Simply by asking the question, “How likely is it that you would recommend Innovation Credit Union to a friend or colleague?” Innovation can gain clear measures of its performance through its members’ eyes.Innovation Credit Union’s NPS scores for 2014 for each category are as follows:

How likely are you to recommend Innovation Credit Union to a colleague or friend?

Consumer members who consider Innovation their primary financial institution: 54.3% (51.9% in 2013 and 39.0% in 2012). This is a great improvement over 2013 and it gives Innovation Credit Union the highest NPS ranking among other Saskatchewan retail banks and credit unions. Of course, we are always striving for improvement.

Innovation Credit Union | Consumer Net Promoter Score | Final Report | 2014

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4.2.1 ICU Promoters, Passives and Detractors —Overall and Bank Comparisons (Primary)

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•

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Figure 12: Innovation Credit Union’s NPS and Breakdown Compared to Saskatchewan Benchmarks (Primary Financial Institution)

Note: Only institutions with a minimum sample size of 30 were included


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GivingSocial giving strengthens and binds credit unions to their roots – sustainable, vibrant communities. After all, sharing is one of the strengths at the heart of the credit union movement. In 2014 Innovation Credit Union donated nearly $472,000 in support of local charities and non-profits, in areas such as health care, sports, culture and education. We also provided more than $28,100 in the form of awards and scholarships.

Giving TimeSaskatchewan leads the country in volunteerism with 58% of residents volunteering according to Statistics Canada. At Innovation, we’re proud to be part of that tradition. In 2014 we met our goal to positively affect the communities we live in by volunteering 12,007 hours. We see this number continuing to grow as we work to create more opportunities for our staff to volunteer and impact the communities they live and work in. From sitting on boards to coaching and raising funds, Innovation Credit Union employees make a tremendous difference.

Continued on page 4


Economic DevelopmentCommunity development brings local people together to work toward priorities or goals established by the community for the community, based on shared experiences and values. For credit unions and their communities, community economic development projects have a significant impact on both social and economic growth. The economic leadership that credit unions provide can assume many forms – from giving direct financial assistance to providing low-cost financial services, to volunteering the initiative and financial expertise needed to pull together community resources to achieve a worthwhile community objective.

Investing in CommunitiesHelping communities grow represents a major priority for credit unions across Canada. We have a history of engaging in projects that emphasize community self-help and deliver clear social and economic benefits. Over the years, credit unions have earned a reputation for their concern for community, often through philanthropy and community service.

Continued on page 5

FundraisingCredit unions not only give back to their communities with direct donations, we’re connected and involved in fundraising for community causes. Saskatchewan credit unions have a long history of raising funds for charitable organizations and causes. These efforts generate donations by employees, credit union members and the public. Fundraising includes a wide variety of activities on behalf of local causes, as well as national and international relief programs.

Together with our members, Innovation Credit Union has helped raise funds for Telemiracle, the Canadian Cancer Society, local health foundations, Children’s Wish Foundation, Red Cross disaster initiatives and many other worthy causes.

Much of this volunteering is outside regular business hours. However, through new corporate initiatives, employees can now volunteer during their work day as well. Finding employees with character built on philanthropy and volunteerism is one of the many reasons for our organizational success. We are proud of our staff’s commitment to community. High Standards – Community involvement is one of eight key areas measured by Canada’s Top 100 Employers in its annual rankings. As the following graph demonstrates, volunteerism at Innovation Credit Union compares favourably with some of Canada’s best employers in 2014 (Eluta).

0

5

10

15

20

25

30

TD Bank Mars Canada Telus InnovationCredit Union

Average Volunteer Hours Per Employee

TD Bank

Mars Canada

Telus

Innovation Credit Union

Scholarships and Spirit AwardsInnovation Credit Union has a strong commitment to our youth. We believe that higher education creates a world of opportunities and we’re proud to help open those doors. In 2014 we provided $28,100 in scholarships and spirit awards. This includes:

• 13 $1,000 scholarships to graduating grade 12 students enrolling in a full-time post-secondary educational program

• 27 $300 spirit awards • $7,000 in college sponsorships for students at Great Plains Regional and North West Regional colleges

Rewarding community spirit – Community involvement and spirit help make Saskatchewan the best province to call home. Our spirit awards reward students throughout our region who display outstanding spirit and attitude through school activities and community involvement. Winners are selected by their school administration and are not required to attend a post-secondary school to receive their award.


At Innovation Credit Union, we take that a step further by challenging ourselves to make community responsibility and sustainability a core part of our business. “Community” is built into our strategic plan as one of our values. We believe creating exceptional value includes giving back to the communities and regions we serve to ensure they prosper. We participate in local economic development initiatives from conception to completion through effective partnerships with community-based organizations.

In 2014 we supported Battlefords Trade & Education Centre, Southwest Youth Emergency Shelter and Eastend Community Swimming Pool. We also enhance our communities by reducing or waiving service charges for non-profits and charitable organizations. In 2014 we forgave more than $36,000 in service charges and account fees.

Innovation operates 22 locations in 22

communities across Western Saskatchewan. We reach as far north as Buffalo Narrows and as

far south as Frontier.

Random Acts of Kindness In 2014 we took the opportunity to show members how much we value our relationships with them by giving back in a unique way. Led by Innovation’s Young Leaders, our iSquad went out during Co-op Week to pay it forward with random acts of kindness. Throughout the districts we serve, they worked with local businesses to treat people to freebies, including coffee, lunch, carwashes and movies. They also helped out around our communities in a variety of ways, including:

• washing windows for seniors• helping with school breakfast and lunch programs• carrying groceries• delivering flowers to special care homes

The iSquad was out again in December making surprise donations to 41 deserving organizations. We handed out more than $31,000 at a time when many organizations were looking for additional funding.

Fundraising Credit unions not only give back to their communities with direct donations, we’re connected and involved in fundraising for community causes. Saskatchewan credit unions have a long history of raising funds for charitable organizations and causes. These efforts generate donations by employees, credit union members and the public. Fundraising includes a wide variety of activities on behalf of local causes, as well as national and international relief programs.

Together with our members, Innovation Credit Union has helped raise funds for Telemiracle, the Canadian Cancer Society, local health foundations, Children’s Wish Foundation, Red Cross disaster initiatives and many other worthy causes.

***Chart or graph*** Breakdown of areas supported by sponsorships and fundraising

Scholarships and Spirit Awards Innovation Credit Union has a strong commitment to our youth. We believe that higher education creates a world of opportunities and we’re proud to help open those doors. In 2014 we provided $28,100 in scholarships and spirit awards. This includes:

13 $1,000 scholarships to graduating grade 12 students enrolling in a full-time post-secondary educational program

27 $300 Spirit Awards $7,000 in college sponsorships for students at Great Plains Regional and North West

Regional colleges

Rewarding community spirit – Community involvement and spirit help make Saskatchewan the best province to call home. Our Spirit Awards reward students throughout our region who display outstanding spirit and attitude through school activities and community involvement. Winners are selected by their school administration and are not required to attend a post-secondary school to receive their award.

Scholarships and Spirit Awards 2014

Total value of scholarships & awards given $28,100

Number of scholarships given 19

Number of spirit awards given 27


Social ResponsibilityFor credit unions, social responsibility means taking responsibility for the impact of business activities on members/customers, employees, shareholders, other community members as well as the environment. It’s a core principle leading to voluntary steps to improve the quality of life for employees and their families as well as the local community and society at large. In recent years, many of Canada’s credit unions have led the way with responsible employment, governance, environmental and investment programs and policies. And throughout their history, credit unions have empowered Canada’s consumers with innovative products and services, which have often been imitated by other financial institutions.

Market CodeInnovation Credit Union voluntarily adheres to a Credit Union Market Code, jointly developed by Saskatchewan credit unions, SaskCentral and Credit Union Deposit Guarantee Corporation to ensure the protection of credit union members. The code sets out guidelines in the following areas:

• the process for handling complaints regarding the service, products, fees or charges of Innovation Credit Union• fair sales, including the roles and relationship of staff to all members/clients in accordance with the financial services

agreement• our financial planning process • how we protect the interests of those who do business with Innovation Credit Union by ensuring all member/client

information is kept confidential and used only for the purpose for which it is gathered• professional standards

Continued on page 7

Member DistributionsIn addition to accessing financial services from Innovation Credit Union, members are owners and decision-makers that have a say in their credit union’s direction. Being an owner means sharing in the credit union’s success. Over the years, Innovation Credit Union has rewarded its members for their patronage by sharing our profits through member distributions. These allocations are authorized at the board’s discretion and in keeping with prudent business practices. Since 2001 Innovation Credit Union has distributed approximately $23 million to members in the form of patronage allocations and cash dividends. In addition to giving back to the members who’ve helped us grow, these allocations help Innovation Credit Union build equity to ensure we remain strong and capable of meeting the needs of our business, our members and our communities well into the future.For 2014 the board approved a member distribution of $3.07 million, which includes:

• a cash dividend totaling $578,190 based on 5% of existing active member equity accounts• a first-ever youth cash dividend of $20 each, totaling $38,280• a patronage payment to be deposited to member equity accounts totalling $2.45 million based on interest earned on

deposits and interest paid on loans• Introduction of FreeStyle No-Fee Account to reduce monthly fees and provide real time patronage

Summer Student ProgramOur summer student program was built to guide our newest professionals in the workforce with an effort to hire them permanently before they are even finished school. Our approach to the program has evolved from simply providing a summer job to students so they can earn money, to a legitimate opportunity to learn aspects of our business. We accepted 12 students last year and have committed the same for this year with a focus on regional equality. Students gain experience in all areas of our organization from front-line to support roles and even have the opportunity to work on meaningful projects. They study our values, our culture, and observe some of the challenges we face striving to be a financial provider of choice.Our efforts to move to a more mobile, omni-channel environment is often viewed by our students as exciting and in line with their wants as a member so it’s easy to gain buy-in from our newest potential employees. At the conclusion of summer, we discuss organizational goals combined with the summer students’ goals and look at opportunities to add another year to the skillset based on commitment to their career aspirations, our membership and organization.


Socially Responsible InvestingSocially responsible investing integrates personal values, as well as environmental and social factors, with investment decisions. Underpinning this approach is the view that investors care where their money goes and want to make a profit on their investments – but not at any cost.Credit unions have been pioneers in socially responsible investing. Founded by credit unions in 1992, Ethical Funds® is Canada’s leader in this area. It’s the country’s most comprehensive family of sustainable investments. Companies with strong financial performance and good environmental, social and governance practices have the greatest potential to outperform and mitigate risk in the long term. That’s why Ethical Funds’ work is about both financial performance and improving how companies do business. Ethical Funds is Canada’s largest and most comprehensive family of sustainable investments.

Investing in our EmployeesAs member-owners of our credit union, virtually all employees have a key stake in our organization. This gives them a profound influence on the policies that affect them and their enthusiasm for their work. Credit unions and other co-operative organizations tend to be employers of choice, with progressive, forward-looking employment policies – reflecting co-operative values and principles.As employers, Canadian credit unions are recognized for progressive policies such as competitive fixed and variable compensation, flexible benefit plans, flexible work schedules, supporting volunteer work, employee wellness plans and educational support. At Innovation Credit Union we work to ensure our employees are proud, feel valued and are actively engaged in the achievement of our corporate vision.iMentor Program – This iMentor program allows more experienced Innovation employees to give back by helping others grow. It gives participants an opportunity to expand their personal networks, build confidence and prepare for future opportunities. Not necessarily in formal leadership roles, our mentors are employees who have knowledge, skills and experience they’d like to share. The program increases engagement, which ultimately supports the overall success of our credit union. We’re proud to say that the iMentor program is growing and will see 12 employee pairings in 2015. Building Future Leaders – Growing the talents of future young leaders is one of the most important goals of the Canadian credit union system. The National Young Leaders Committee focuses on developing, promoting, and connecting with young and emerging leaders in the Canadian credit union system. It includes young leaders from across the country with a vision to make the credit union system the number one employer for young leaders in the financial services industry.The Innovation Young Leaders Committee, formed in 2013, works to attract and educate this essential demographic of membership to grow our credit union and attract, educate and retain our very own young leaders. The committee hosts staff

development opportunities on topics such as leadership, generational differences and other issues that affect credit unions. The committee also leads or co-leads some credit union initiatives. In 2014 this included our Random Acts of Kindness and the seminars Innovation hosts for graduating high school students.Learning and Development – Employee learning and development plays a significant role in our organization. Our MemberFirst training program focuses on treating members with competence,

courtesy, and concern. It also concentrates on fully meeting our members’ needs by suggesting and recommending all the Innovation Credit Union products that can enhance our members’ financial well-being.In addition to more than 500 hours of traditional face-to-face training in 2014, our employees completed more than 7,400 hours of online training through our extensive library of foundational training programs developed specifically for credit unions. In 2014 about 15% of employees completed credit union industry and post-secondary courses, while nine completed designation, degree or certificate programs.To support succession planning and strategic workforce planning, we introduced online talent assessments in 2014. We also introduced Just in Time Training, a series of videos created internally and placed on our staff intranet.

Continued on page 8

Young Leaders

• how we ensure our capital structure aligns with our risk philosophy• the business and industry standards we follow for financial reporting• governance practices and how we adhere to the intent and stipulation of our corporate bylaws, approved by the

membership of Innovation Credit Union• how we employ risk management to ensure all risks are measured and managed in an acceptable fashion

Building Engagement – The financial services industry faces an exciting time of transition as we work to meet our members’ growing needs, increasing competition and mounting regulatory pressure. Many of these changes require our employees to think progressively and find innovative solutions.In this environment, it’s important that Innovation employees have the support and resources they need to be effective, engaged and satisfied at work. In 2014 we continued our work with AON Hewitt, one of North America’s leaders in measuring employee engagement, to gauge our effectiveness in this area. We’re proud to report that in 2014, Innovation saw three times the average growth in organizational engagement over a one-year period. Engagement will remain a primary focus as we continue to support our exceptional employee group.

Sharing Innovative IdeasCredit unions keep the spirit of co-operation alive by practising the principle of “co-operation among co-operatives.” They share innovations and breakthroughs in service delivery to benefit credit union members across the country. This collaboration allows credit unions to innovate to meet member and business needs, while creating the efficiencies necessary to support financial success. Credit Union Collaboration – In 2014 Innovation Credit Union worked with Credit Union Atlantic in Nova Scotia, along with Coast Capital, Prospera and Sunshine Coast in BC to begin strengthening financial literacy among Canadians, especially youth. The group launched Humanomics, a national program designed to raise awareness and foster good financial habits. In addition to launching Canada’s first-ever bonus savings account for 11- and 12-year olds, the group developed a free, online workbook designed to create a money skills conversation between youth and parents.Working with our peers in Saskatchewan, we introduced two innovative products in 2014. We were among the first financial institutions in Canada to fully integrate personal financial management (PFM) tools into an online and mobile banking platform. This lets members seamlessly track spending and expenses, set and monitor budgets and link their accounts held at other financial institutions across North America. Innovation also worked in 2014 with a group of Saskatchewan credit unions to launch FreeStyle, a no-fee personal account. Products and services like this are just another way that membership pays. Based on the success of this type of co-operation, we formalized our commitment to collaborate with Conexus, Cornerstone and Synergy credit unions – a group we’ve worked with informally in the past. This unique agreement will enhance the member experience in ways none of our credit unions could achieve on our own. For members, the result will be greater access and convenience, as well as enhanced products and services. For Innovation and its partners, the deal will bring improved understanding of member financial needs, enhanced technology resources, economies of scale and growth without compromising our local brands and community relationships. Co-operative Innovation – In 2014 Innovation Credit Union began to collaborate with Conexus Credit Union and the Filene Research Institute to replicate the institute’s i3 methodology for using co-operation to create innovation. Over 15 months, 12 employees from different functional areas worked in small teams to research, formulate and pitch four innovative ideas to address problems our members experience. Two of the ideas put forward are now being implemented by both credit unions. CU Grow helps entrepreneurs partner with their credit union to grow their businesses outside traditional channels. Travel mate is a comprehensive travel service that provides financial security and access while traveling.Both credit unions have made long-term commitments to this exciting partnership. Innovation has dedicated resources to the process in 2015 and beyond.

Award of ExcellenceThe Award of Excellence is Innovation Credit Union’s performance recognition program that rewards employees who go above and beyond what is normally expected of them in their regular positions duties. These staff exemplify the characteristics and behaviors of exceptional employees and Innovation Credit Union recognizes these employees for their invaluable contributions. We believe that giving our employees exposure to best practices helps them to expand their skills. The World Council of Credit Unions (WOCCU) acts as an advocate of the credit union advantage, a platform for innovation and exchange of knowledge amongst its members and an agency for the development of the credit union movement internationally. Giving our employees who exemplify excellence the opportunity to attend WOCCU’s annual conference benefits the individual, the organization, and ultimately our member-owners.


2014 Annual Report

Consolidated Financial Statement

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4 ; < � � � � % � � � = � !> ? @ A B C D E F C F G C ? H C I H @ A B G J I H C K A L M N O P Q R S T UV W X X Y Z [ \ Z ] ^ _ Y [ ` a Y a b Y Z c Y cd e f f g h i j g f k l m n o p q r o p N r q s R t u R U t u T vw m x e y i z g h i y { l f j f k l f j g f k l m y P | q p o } ~ � � � � t � R U �o p } q ~ p | } o R t R � � t R u R� Y � Y X X Y � \ Z ] ^ _ Y [ ` a � X Y ] ^ � Y X � � Y a b Y Z c Y� f k � k h � i k l h � h m f g � g f y � � l { i g z j l f � f � m k { { g f g h � g y � P p o ~ N p | | q � � T t v � S t u U T �� X ^ � \ c \ ^ Z � ^ X \ Z ] ^ _ Y [ ` a Y c n N p o } | p O O ~ s � � � t U � T� � C I ? @ A B C D E F C F G C ? H C L A J D � C � C E J @ E ? � C J C @ A ? @ I � C K D A D � C E @ @ A � ? D I ? � ? C D I ? @ A B C E H L A � � A � H M� � � � � ¡ ¢£ ¤ ¥ ¦ § ¨ © ¨ ª ¦ « ¨ ¬ « ¦ ® ¯ ® ¦ ¤ ª ¦ « ® ¤ ¥ ¦ § ¨ ° ± ² ¨ ¯ ³ � ´ µ ¶ · · µ ¶ ¸ ¸ ¹ ¡ º » ¼ » ¡ ½ �¾ ¦ § © ® ¤ ¨ ¿ ª ¨ ¿ ¨ « ± À ± ¤ ¿ ¬ « ¦ ® ¤ ¥ ® ± À ° ± ² « ± ° ¨ � ´ Á � ½ Â£ ¤ ¥ ¦ § ¨ ° ± ² ¨ ² ¬ ¨ ¤ ¯ ¨ ± ° ¯ ° ± ° Ã ° ¦ « Ä « ± ° ¨ � µ ´ ¶ ´ µ � Å ¶ º » � ¢ » º ÆÇ ¿ È Ã ¯ ° ¨ ¿ ª ¦ « ¨ ª ª ¨ ¥ ° ¦ ª ÉÊ ¦ ¤ Ë ¿ ¨ ¿ Ã ¥ ° ® © À ¨ ¨ ² ¬ ¨ ¤ ¯ ¨ ¯ Ì � � � µ Í � ¶ Î Ï Ð » � ½ Ñ¾ « ¨ ¿ ® ° Ò ¤ ® ¦ ¤ « ± ° ¨ « ¨ ¿ Ã ¥ ° ® ¦ ¤ Ì � µ � · � µ � Í Å Î Ï ¡ » ¼ ¡ » ¡ º Ó ÑÊ ¨ ° « ¨ ± À ® Ô ± ° ® ¦ ¤ ¦ ª ° ¨ § ¬ ¦ « ± « Ä ¿ ® ª ª ¨ « ¨ ¤ ¥ ¨ ¯ « ¨ À ± ° ¨ ¿° ¦ « ¨ À ± ° ¨ ¿ ¬ ± « ° Ä À ¦ ¯ ¯ ¨ ¯ Õ Ï ¡ » � ½ ½ » Ó Ð ÑÖ ¨ ª ¨ « « ¨ ¿ ® ¤ ¥ ¦ § ¨ ° ± ² ¨ ² ¬ ¨ ¤ ¯ ¨ « ¨ ¯ Ã À ° ® ¤ × ª « ¦ § « ± ° ¨ ¥ Ø ± ¤ × ¨ ¯ Ì Å · Å µ Í � � Î Ï � � » Ó ¡ º ÑÙ ° Ø ¨ « � � ¶ µ Å � · Ó ¡ » ½ Ó �³ � µ Å ´ ¶ µ � � ¸ ³ Æ ½ Æ » ¢ Æ ¡> ? : Ú Û Ü Ý L C K C J E � � C � I H � E D I A ? @ � E ? � C K I B G E @ D I ? � D � C E K K I D I A ? E � K C K � @ D I A ? L A J @ J C K I D � ? I A ? H Þ � � C@ � E ? � C I H � C I ? � G � E H C K I ? L J A B : Ú Û Ü D � J A � � � : Ú Û ß Þ � � C G J C à I A � H � � C ? E @ D C K L C K C J E � D E F J E D C A LÛ Û á I ? : Ú Û : I ? @ J C E H C K D A Û Û Þ â : á I ? : Ú Û Ü Ý Û : Þ â á I ? : Ú Û 9 Ý Û Ü Þ 9 á I ? : Ú Û ã Ý Û 9 Þ : á I ? : Ú Û ã E ? KÛ ß á I ? : Ú Û ß Ý L A J I ? @ A B C C � I � I � � C L A J D � C E K K I D I A ? E � @ J C K I D � ? I A ? K C K � @ D I A ? Þ � � C G J A à I ? @ I E � J E D CA L : á � E H ? A D @ � E ? � C K L A J I ? @ A B C C � I � I � � C L A J D � C E K K I D I A ? E � @ J C K I D � ? I A ? K C K � @ D I A ? Þ

ä å å æ ç è é ä æ å ê ë ì í ä é î å ä æ åå æ é ì ï é æ é ð ì ê æ å ï æ ñ ä í è é ì í ò ä å è å ê ä è ñ ï é è é ì ó ì å é ïô õ ö ÷ ø ù ú ù û ö ù ü ý ù ý í ù þ ù ÿ � ù ö � � � � � � �

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� ä å ê æ ó ì é è � ì ï � � � � � � � � � �� ! � � � � � � " � � � #$ % & ' ( ) * +, - . - / / - 0 1 2 3 4 5 - 6 7 8 7 9 9 - 6 9 7 / - 3 4 5 : / 1 9 - 04 . 6 ; - . 4 < < 4 = 1 2 > ?@ A B C D E $ F G H I F ' ' % J * K L M N K + N OP Q R S T $ & & F U & U * ( ) K ) * V@ A D D W B T T X Y A T Z B T [ D & F $ G \ F G \ I * K M ( O K M ) OE ' F $ U & F % & & J + K * V + K N ) V, - . - / / - 0 1 2 3 4 5 - 6 7 8 < 1 7 ] 1 < 1 6 1 - 9 7 / - 3 4 5 : / 1 9 - 04 . 6 ; - . 4 < < 4 = 1 2 > ?^ T A _ S T Q X B C [ S ` a b _ c S C Q E ' U F I $ ' J + M + K d N dE ' U F I $ ' J + M + K d N d

Annual Report 2014 - Innovation Credit Union

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