As a condition of the merger with AgBank, effectiveJanuary 1, 2012, the FCA requires <strong>CoBank</strong> to maintain aminimum days liquidity of 130 (40 days greater than the90 day regulatory minimum). Additionally, throughDecember 31, 2014, if days liquidity were to fall below 150for five consecutive days, the Bank must notify the FCA andsubmit to them a written plan to restore and maintain the 150days level.Our liquidity plan covers certain contingencies in theevent our access to normal funding mechanisms is disrupted.We purchase only high credit quality investments to ensureour investment portfolio is readily marketable and available toserve as a source of contingent funding. Our investmentportfolio may also be used as collateral to borrow funds tocover maturing liabilities. Pursuant to FCA regulations, nonagencymortgage- and asset-backed securities that are nolonger rated triple-A by at least one major rating agency mustbe excluded from our liquidity reserve. In addition, suchsecurities must be disposed of within six months of beingdowngraded unless approval to continue to hold thesesecurities is obtained from the FCA. Approximately$192.7 million of our non-agency investment securities havebeen downgraded to ratings below triple-A and are no longerincluded in our liquidity reserve as of December 31, 2011.With the exception of three securities pending approval, theFCA has granted us approval to continue to hold all suchsecurities. We continue to closely monitor market and creditconditions affecting all of our investment securities.We have identified certain portions of our loan portfoliothat we believe could be sold or participated in the event ouraccess to normal funding mechanisms is disrupted. Theseloans serve as an additional source of contingent funding. Wealso maintain uncommitted lines of credit with variousfinancial institutions that could provide liquidity duringunanticipated short-term disruptions in funding. However, it isuncertain whether we would be able to sell or participate loansor fully utilize uncommitted lines of credit in the event of asystemic funding disruption.Operational Risk ManagementOperational risk is inherent in all business activities andthe management of such risk is important to the achievementof our objectives. Operational risk represents the risk of lossresulting from conducting our operations, including theexecution of unauthorized transactions by employees; errorsrelating to loan documentation, transaction processing andtechnology; the inability to perfect liens on collateral;breaches of internal control systems; and the risk of fraud byemployees or persons outside the Bank. This risk of loss alsoincludes potential legal actions that could arise as a result ofoperational deficiencies, noncompliance with regulatorystandards, employee misconduct or adverse businessdecisions. In the event of a breakdown in the internal controlsystem, improper access to or operation of systems orimproper employee actions, the Bank could incur financialloss or face regulatory action.We utilize a risk management framework, well-controlledbusiness policies and processes and employee training tomanage operational risk. Under this framework, businesssegments have direct and primary responsibility andaccountability for identifying, controlling and monitoringoperational risk. Business managers maintain controls with theobjective of providing proper transaction authorization andexecution, proper system operations, safeguarding of assetsfrom misuse or theft and ensuring the reliability of financialand other data. Employees receive regular training on businessethics, fraud identification and prevention, compliance withlaws and regulations, and information security. We alsomitigate operational risk through the use of insurancecoverages.Business continuity and disaster recovery planning is alsoimportant to effectively manage our operational risks. Eachcritical business unit, as well as our Information TechnologyDivision, is required to develop, maintain and test such plansat least annually to ensure that continuity and recoveryactivities, if needed, could sustain critical functions includingsystems and information supporting customers and businessoperations. While we believe that we have designed effectivebusiness continuity policies and procedures, there is noabsolute assurance that business disruption or operationallosses would not occur in the event of a disaster.Our Risk Management Group is responsible for, amongother matters, coordinating the completion of ongoing riskassessments and ensuring that operational risk management isintegrated into business decision-making activities. Inaddition, this group, in coordination with the Audit Committeeof the Board of Directors, determines the scope and level ofreview performed by the internal audit function. Our internalaudit function validates the system of internal controls throughrisk-based, regular and ongoing audit procedures, and reportson the effectiveness of internal controls to executivemanagement and the Audit Committee of the Board ofDirectors.To enhance our governance and internal controls, weapply policies and procedures that mirror the materialprovisions of the Sarbanes-Oxley Act of 2002, includingsection 404, Management Assessment of Internal Controls.<strong>CoBank</strong> 2011 <strong>Annual</strong> <strong>Report</strong>53
Reputation Risk ManagementReputation risk is the risk to earnings and capital arisingfrom negative public opinion. Such risk encompasses the lossof confidence, trust and esteem among customers, investors,partners, policymakers, shareholders and other keystakeholders. Like all businesses, the Bank is subject to a widevariety of reputation risk factors both within and outside itscontrol, including credit difficulties with individual customersor industries, business disputes, lawsuits, credit marketdisruptions, regulatory events and public allegations ofmisconduct against employees. As a member of the FarmCredit System, the Bank could be indirectly impacted byevents that damage the reputation of another System entity.The Board of Directors and management regard theBank’s reputation as a critical asset and have implemented anumber of policies, procedures and programs to ensure it iswell protected. The controls and processes surrounding creditrisk, interest rate risk, liquidity risk and operational risk alsomitigate reputation risk by lowering the likelihood ofsignificant problems in each of those areas. In addition, theBank has a formal crisis communications plan in place inorder to help it manage communications with stakeholders ifan unplanned, reputation-impacting event occurs. The Bankalso has a variety of initiatives in place to ensure thatcustomer-owners are communicated with openly and haveaccess to the information they need to accurately evaluate theBank’s overall business and financial performance.Furthermore, customers, Farm Credit partners and others haveregular access to members of the Board of Directors andmanagement through numerous meetings and events held bythe Bank throughout the year.We place considerable emphasis on ethical behavior andensure that our employees receive regular training related tobusiness ethics, fraud identification and prevention,compliance with laws and regulations, and informationsecurity. In addition, as discussed on page 140, each year allemployees certify their compliance with our AssociateResponsibilities and Conduct Policy. Finally, the Bankactively supports and participates in the Farm Credit System’sreputation management committee, which consists ofrepresentatives of banks and associations from across theSystem.Other Risk FactorsJoint and Several Liability for the Debt of theFarm Credit SystemWe, along with the other banks in the System, obtainfunds for our operations primarily through participating in theissuance of Systemwide Debt Securities by the FundingCorporation. Systemwide Debt Securities are the joint andseveral liabilities of the System banks and are not obligationsof, nor are they guaranteed by, the U.S. government or anyagency or instrumentality thereof, other than the Systembanks. Under the Farm Credit Act, each System bank isprimarily liable for the portion of the Systemwide DebtSecurities issued on its behalf. At December 31, 2011, wewere primarily liable for $53.8 billion of Systemwide DebtSecurities. Additionally, each System bank is contingentlyliable for Systemwide Debt Securities of the other Systembanks. At December 31, 2011, the total aggregate principalamount of the outstanding Systemwide Debt Securities was$184.8 billion.Although the System banks have established mutualcovenants and measures, which are monitored on a quarterlybasis, there is no assurance that these would be sufficient toprotect a System bank from liability should another Systembank default and the Insurance Fund be insufficient to cure thedefault. See Note 15 to the accompanying consolidatedfinancial statements for a more complete description of theinterbank agreements among the System banks.The Insurance Fund, which totaled $3.4 billion as ofDecember 31, 2011, is available from the InsuranceCorporation to ensure the timely payment by each Systembank of its primary obligations on Systemwide DebtSecurities. Under the Farm Credit Act, before joint and severalliabilities can be invoked, available amounts in the InsuranceFund would first be exhausted. There is no assurance,however, that the Insurance Fund would have sufficientresources to fund a System bank’s defaulted obligations. If theInsurance Fund is insufficient, then the remaining Systembanks must pay the default amount in proportion to theirrespective available collateral positions. Available collateralapproximates the amount of total shareholders’ equity of theSystem banks.To the extent we must fund our allocated portion ofanother System bank’s portion of the Systemwide DebtSecurities due to a default, our earnings and totalshareholders’ equity would be negatively impacted. TheInsurance Corporation does not insure any payments on oursubordinated debt, preferred stock or common stock. SeeNote 5 to the accompanying consolidated financial statementsfor more information about the Insurance Fund.Our Funding Costs Could Be Negatively Impacted byDowngrades of the Long-Term U.S. Sovereign CreditRating and the System’s Long-Term Debt RatingAs a member of the System, we have historicallybenefited from the favorable funding costs and fundingflexibility associated with the debt securities issued throughthe Funding Corporation. We (as well as the other Systembanks) are not legally authorized to accept deposits andtherefore cannot use deposits as a funding source. Instead, weraise funds for our operations primarily through SystemwideDebt Securities issued on our behalf by the FundingCorporation.<strong>CoBank</strong> 2011 <strong>Annual</strong> <strong>Report</strong>54
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Everett DobrinskiChairmanRobert B.
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“ We firmly believe the combined
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- Page 17 and 18: KansasNew MexicoUtahFC of Ness City
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- Page 51 and 52: Total nonaccrual loans were $134.9
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- Page 67 and 68: Business OutlookWe closed our merge
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Note 15 - Commitments and Contingen
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Note 18 - Subsequent Events (Unaudi
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Supplemental District Financial Inf
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Supplemental District Financial Inf
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Report of Independent AuditorsCoBan
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Management’s Report on Internal C
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Annual Report to Shareholders Discl
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Board of Directors Disclosure as of
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Board of Directors Disclosure as of
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Board of Directors Disclosure as of
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Board of Directors Disclosure as of
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Senior OfficersCoBank, ACBRobert B.
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Senior Officers Compensation Discus
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Senior Officers Compensation Discus
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Senior Officers Compensation Discus
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Senior Officers Compensation Discus
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Senior Officers Compensation Discus
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Senior Officers Compensation Discus
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Code of EthicsCoBank, ACBCoBank set
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CERTIFICATIONI, Robert B. Engel, Pr
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LeadershipCoBank, ACBRobert B. Enge
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OfficeLocationsCoBank National Offi