Detailed Version - UFA.com

Roll-out “Service First” model in all stores by Q2, 2012
Accelerate marketing programs on a market specific tactical basis to support the integrated marketing plan
Successful completion of phases one and two in 2012 will afford us the opportunity to move on to phase three and
create strategic options for growth in the years to come.
Centralized Services
In 2011 as part of our “back to basics” approach to the business, we consciously aligned the priorities of our
support groups to our business unit priorities with their focus to enable enhanced business performance.
Our Finance organization made significant improvements in all key areas in 2011. Financial reporting, business
planning, and credit and collections performance all exceeded plans. Our Treasury team successfully
implemented the reporting requirements of our new Asset-Based Credit Agreement and managed these effectively
throughout 2011.
In Human Resources (HR) we focused on support to the significant AgriBusiness organizational changes that were
implemented as part of our business strategy. Work was completed in respect to Total Rewards and performance
management processes.
In late 2011 we made changes to the leadership of our HR team, and have re-set our strategic direction in HR. In
2012 we will continue to focus on enabling the business, while implementing process changes in the area of
compensation as a result of a comprehensive Canada Revenue Agency (CRA) audit in 2011. As our economy
continues to recover, the attraction, development and retention of strong team members is of paramount
importance to UFA.
Our Information Technology team delivered strong operational support in 2011, with day to day systems
performance metrics, all exceeding established targets. Scan gun technology was employed in our Farm & Ranch
stores to enable a more efficient inventory management system, and electronic invoicing was introduced to a
number of our commercial petroleum customers. In addition, a new point of sale system was introduced to WSS
Canada while our cardlock renovation project continued execution as planned.
In 2012 our focus is to leverage the capabilities of our SAP system, to complete disaster recovery and business
continuity plans, and to advance our e-commerce capabilities. Strategic and tactical alignment with business
objectives and requirements remains at the forefront of all priorities.
In late 2010, UFA recognized the need for full-time in house legal counsel, and in 2011 Legal Services was
formed. Our General Counsel serves as a member of the senior leadership team, and is the first point of contact
for all internal UFA and WSS legal matters. The Legal Services team is also responsible for insurance, real estate,
our corporate policy office, and management stewardship of our Enterprise Risk Committee.
At the start of 2011 our Health & Safety and Environment functions were dispersed in different parts of the
organization. We amalgamated this group into one EH&S team, which also encompasses asset management and
maintenance. The mandate of this team is to lead UFA in our objective to undertake all business activities in such
a way that we meet or exceed all legislative requirements. Our primary focus is to provide a safe workplace for all
employees, agents, members, customers, contractors and visitors.
Our unwavering commitment is to create a safe working environment facilitated by an overarching “safety first”
culture for the organization as a whole.
10 PRESIDENT AND CEO‟S MESSAGE
UFA 2011 Unabridged Annual Report 10