27 CONSOLIDATED ANNUAL REPORT 2026 Belmont Road Gardens We undertook a landscaping project to enhance the gardens at our Belmont Road location. The work was contracted to the National Conservation Commission and successfully completed in February 2026. This initiative reflects our commitment to maintaining and improving the overall environment of our facilities. The plants selected for the project were chosen for their resilience and ability to withstand increasingly hot weather conditions, ensuring that the gardens remain sustainable and enduring. This enhancement not only improves the aesthetic appeal of the property but also supports our broader efforts to create welcoming and environmentally conscious spaces across our network. Property at Warrens, St. Michael During the period, we successfully negotiated and leased the previously vacant lot at Warrens, St. Michael for a one year term. This arrangement transforms a non productive space into an income generating asset for BPWCCUL, strengthening our portfolio and optimizing property utilization. In addition, the location also serves as a venue for member focused activities and promotional initiatives, thereby maximizing its value and reinforcing our commitment to both financial growth and member engagement under the terms of the lease agreement. Lower Broad Street Project The Lower Broad Street project officially achieved several significant milestones during the period. We were able to undertake and successfully complete the following: • All design drawings and construction issues drawings for architectural, structural engineering and mechanical, electrical and plumbing drawings. • Fully coordinated the digital model of the project where architectural, engineering and services designs were all overlaid and a full digital model produced, which has been used to resolve potential clashes ahead of construction works commencing on site, and reduce any downtime as a result. • Received planning permission from the Planning and Development Office to proceed with redevelopment of the building located at the Lower Broad Street, Bridgetown St, Michael and made successful applications to the Ministry of Finance for consideration for Approved Developer Status under the Carlisle Bay Special Development Area, which is covered under the Special Development Areas Act, Cap 237A. • With the tendering process completed successfully, we anticipate that the ground breaking should soon occur as the Project Quantity Surveyor has issued a full Bill of Quantities to the selected main contractors for submission. Organisation Strategy Refresh Strategic Roadmap The 2024–2029 Strategic Business Plan sets out a clear and ambitious path for the Barbados Public Workers’ Co-operative Credit Union Limited (BPWCCUL). It is designed to reinforce financial resilience, operational excellence, and member-centric growth in a rapidly evolving economic and technological environment. This roadmap reflects our co-operative principles and our role as a trusted financial partner to our members. Over the next five years, BPWCCUL will pursue strategic goals that align with our mission to enhance the financial, economic, and social well-being of our members. Key milestones include: • Achieving total revenue growth of 13.7 percent by 2027 • Expanding the deposit base by 4.1 percent by 2027 • Completing the Lower Broad Street facility expansion by 2028 • Maintaining employee and member engagement scores between 80–90 percent by 2028 To realize these ambitions, the organization will focus on four strategic pillars: 1. Member Satisfaction and Growth - Enhance relationship management, invest in digital transformation, and elevate the member experience to deepen loyalty and attract new members across diverse demographics. 2. Financial Stability and Profitability - Diversify product and service offerings, strengthen risk management, and improve cost efficiency to ensure sustainable profitability and long-term financial health. 3. Operational Excellence - Optimize digital infrastructure, reinforce governance frameworks, and adopt data-driven decision-making to improve performance and responsiveness. 4. Workforce Development and Culture - Implement robust employee engagement and wellness programs, expand learning and career development opportunities, and foster an inclusive workplace culture that reflects our core values.
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