Building a Better Future Starts Now

As is to be expected, this pandemic has forced us all to think deeply. Like us all, I have had to adapt my behaviour, both as a manager and as a member of society. From hosting conference calls with family members and ordering groceries online, to participating in a virtual Annual General Meeting or video calls with client-members and employees from home, we have all had to adapt very quickly. 

While 2019 was spent preparing our business for the future and guiding our efforts to modernize our services, it won’t come as a surprise to many that the current global landscape has dramatically changed the way we do business. We are responding by accelerating our digital transformation and accessibility for each client-member. This has been well demonstrated in communities where points of service have been closed in response to COVID-19. 

I see this adaptation as UNI’s duty as a cooperative and socio-economic leader in the province. We will continue to support our membership by adapting to new ways of offering our services, both to remain relevant and to meet the expectations of consumers and client-members. Adapting today will allow for a smoother transition to a modern cooperative of the future. 

The new definition of customer experience 

For some time now, I have closely followed the evolution of customer service in industries that historically demanded face-to-face contact with clients, to consumers in those industries now valuing, and even demanding, autonomy. In our sector, one of the major impacts of COVID-19 has been the near rejection of cash and card terminals due to fears of contagion. This underlying trend of consumer demand for remote access, which has already been present for several years, has accelerated since the beginning of the pandemic. 

Accordingly, at UNI, the use of online and telephone services has increased significantly since the beginning of the pandemic and we expect these consumer habits to continue, in line with wider societal and global trends. Our client-members have not only adapted to and appreciated our proactive approaches to supporting them but have also appreciated the flexibility to transact digitally wherever and whenever they want. 

The resilience of local businesses and the determination of their leaders 

In my role at UNI, I have had the chance to speak with local entrepreneurs during the crisis. I am always inspired by the passion and winning attitude that defines us so well. I am also relieved to see how our local business leaders are already in solution mode. Many are innovating, thinking ahead, and becoming even more agile than before this crisis. Although government programs are numerous, our local businesses are determined to stay the course toward a prosperous future regardless of government subsidies or assistance, and that makes me very happy. 

Our local entrepreneurs are far-sighted and looking beyond this pandemic with confidence in their thinking, ability, and mission to offer quality products and services. Our local identity is an immense asset, and an increasing push towards buying local will undoubtedly highlight how COVID-19 has further increased our pride in the people who make up this province.  

What is the new normal? 

Like many business leaders, I think we need to strike a delicate balance between returning our employees to how things were before, and the reality that it will no longer be the same. Many have found a safe space to work in their homes, however, the psychological implications of confinement and deconfinement are complex. It is crucial for me to harness and maintain the energy that unfolds in our management meetings, in our exchanges on new programs, and in our strategic planning sessions to continue offering the very best to our client-members. 

Business leaders have understood that, despite government permissions to move forward, we must move forward gradually. CEOs must be cautious in returning to normal operations, even if it means waiting until the virus is under control before bringing people back to work. A tour de force is needed to return to a new reality, one that has changed, but where we will work together to bring out the best in all of us: courage, responsibility, and solidarity. 

Sustainable changes  

When I look at the impacts of the pandemic, I see both health and economic challenges. But I also see an opportunity to learn. Specifically, for UNI, I see an opportunity to accelerate our modernization, building on the existing habits of our client-members and employees. My personal commitment to these changes is to assure you that our cooperative will emerge stronger and do its part in the recovery of our economy, in collaboration with our client-members and our communities.