Annual Report 2020

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IN THIS REPORT

Federated Co-operatives Limited (FCL) introduced its ﬁrst report to the community in 2013 outlining how our co-op is committed to sustainable business practices. The 2020 FCL Annual Report combines the ﬁnancial reporting of our annual report with sustainability highlights, which have previously been showcased in the FCL Sustainability Report. The move to an integrated report is indicative of the overall CRS Sustainability Strategy, which aims to embed the social, economic and environmental impacts of our business into planning and decision-making.

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Patronage Allocation 118 million dollars

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PRESIDENT’S MESSAGE

We faced signiﬁcant challenges and drew on the strengths of our co-operative and our Federation to address them. From our people who demonstrate such support for one another and for our communities to our ﬁnancial resources and our supply chains, together we beneﬁtted from the strength of our co-operative model.

— Sharon Alford

President/Chair of the Board

CEO’S MESSAGE

This past year will forever be associated with the COVID-19 pandemic. We’ve needed to think diﬀerently and challenge historical norms and assumptions while ensuring we maintained uninterrupted delivery of our essential services across Western Canada. This year’s circumstances were extraordinary, requiring us to adapt and evolve, relying on one another and the unity of our Federation to manage through the disruption and uncertainty.

— D. Scott Banda

Chief Executive Officer

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Goal 1: People

Responding to a pandemic

Addressing a major pandemic such as COVID-19 isn’t part of our regular business operations. Risk management preparation can provide support in some aspects, but much of the year required us to be ﬂexible and quickly adapt to the ever-changing regulations, recommended protocols and overall uncertainty.

Since the pandemic took hold, our focus has been to minimize the risk to employee health, safety and well-being, support our local Co-ops and continue to serve our communities. We created a cross-functional Pandemic Team, which worked to develop processes to limit the speed and spread of the virus, continue critical business operations, motivate employees to take action and focused on achieving our business goals.

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Goal 2: Market

Increased focus on digital platforms

FCL expedited the click-and-collect pilots at select Co-op Food Stores as online sales surged because of the pandemic. By year’s end, the service was available at 14 locations across Western Canada. We have ambitious plans to roll it out to many more locations and introduce further enhancements in 2021. We also launched Co-op.crs, an updated central marketing website for Co-op to serve as a new destination for marketing and brand campaigns, including the We Are Co-op campaign.

Goal 3: Operations

Investing in facilities

In 2019, we developed a three-year plan to improve the energy eﬃciency of our warehouse facilities. This past year, we repaired the roof on our home and building distribution centre in Calgary and upgraded the roof and insulation at the Edmonton food distribution centre. We also began many other energy renewal projects – including air handling unit replacements, LED replacements, new building automation systems, a new heat recovery system and refrigeration control upgrades.

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Goal 4: Financial

Ag developments support growth

FCL opened its third regional fertilizer terminal in Grassy Lake, Alta., to deliver crop-nutrition products to Alberta farmers. A $42.8-million investment, the terminal has a storage capacity of 34,500 metric tonnes and features a loop track to accommodate up to 110 rail cars, which is essential to receive product from domestic and international suppliers.