System of Controls

Armagh Credit Union

System of Controls

This policy was adopted by the Board of Directors of Armagh Credit Union Limited.

Signed:-

------Position ______

Armagh Credit Union is authorized and regulated by the Financial Conduct Authority and Prudential Regulation Authority: Registration Number 573925: Version Dec2015 Armagh Credit Union

Organization Structure

1 History Armagh Credit Union was founded in May 1962 in Handel House. By January 1963, £500 in savings had been accumulated and the first loans were issued to members. By the end of that year due to increased membership and a greater volume of business the Credit Union moved to Market Street. The first manger was appointed in 1967 and the Credit Union purchased the old cinema in Russell Street from where it continues to operate its expanding business. We now have around 8000 members with total shares and reserve in excess of £23 million and loans issued in excess of £8 million.

2 CORPORATE STRUCTURE AND RÔLES The affairs of Armagh Credit Union are managed and controlled by the Board of Directors & Supervisory Committee, plus a series of committees as outlined below:

The officers are appointed by the Credit Union members at the Annual General Meeting. Directors and committee members are appointed for a period of up to three years, after which they may be eligible for re-election. In the event of vacancies, the Board may approve the co-option of Directors or Committee members who will serve until the next AGM (subject to ILCU rules).

1.1 RÔLES & RESPONSIBILITIES

1.1.1 BOARD OF DIRECTORS

Subject to the law and Armagh Credit Union Rules, Policies and Procedures, the Directors will be responsible for the general control, direction and management of the affairs, funds and records of the Credit Union. The Board of Directors must have at least five members and not more than fifteen which may include President, Vice President, Treasurer, Secretary and a series of committee chairs to look after Nominations, Membership, Credit, Credit Control, Risk Management, Youth Development, Compliance, the Business Plan, Finance & Investments, Infrastructure, Training & Promotion, plus Invoices & Correspondence. In addition, we have a Training Liaison Officer and a Board Liaison Officer.

Details of Board Members [Directors] are available in the Credit Union office. Directors should normally attend all Board meetings. Any apologies should be notified giving as much notice as possible. The Supervisory Committee will keep a register of attendance at Board meetings which will be reported to the AGM. The agenda for each regular Board meeting will be agreed by the Chair and will normally include the following items –

Quorum

• Apologies • Declarations of Interest • Minutes of Previous Meeting • Matters Arising, Review of Action of previous Minutes • In-depth discussion item of the month

Reports:  Manager’s Report

 Health & Safety  Supervisory (including Internal Audit)  Money Laundering  Invoices  Nominations  Membership  Credit  Credit Control  Compliance & Governance here we need to review a variety of different policy documents monthly according to the time-table given below  Insurance  Finance & Investments (+ Business Plan)  Infrastructure  Training, Staffing & Promotion  Youth Development

* Correspondences * Any Other Business * Date of Next Meeting

The Agenda for any special or ad hoc Board meetings called to discuss a particular topic may not necessarily include any of the standard agenda items. Each quarter, the Board needs to review its Risk Management via an in-depth discussion of the various risks, see Risk Management policy.

Policy Review Schedule

Month Topic Policies January Credit Credit Policy, Credit Control, Strategy Plan, Business Plan

February Operations Information Security, Information Management, (Assets) Internet Policy, Data Protection, Business Continuity

March Operations Health & Safety, Maternity Leave, Parental Leave, (Employment/Safety) Flexibility Working, Annual Leave, Sickness, Visitors

April Operations Tiger Kidnapping, Expenses, Opening Hours, (Employment/Safety) Performance Appraisals, Training

May Operations AML Policy, Membership Policy, Cash Handling, (Fraud/Cash Handing) Internal Audit Policy, Cheque Signing Policy

June Governance Ethics, Equal Opportunities, Complaints Handling, Listing of Risks, Use of Information

July Governance SCV file, System of Controls, Succession Plan

August Governance Fitness & Propriety, Appointment of NED, Appointment to a SMF

September Capital Provisioning & Bad Debt, Investments, Liquidity, Financial Risk Management

October Conduct Whistleblowing, Disciplinary, Grievance

November Performance Marketing, Share-to-Loans, Dividend & Interest Rebate,

Roles and responsibilities of non-executive directors

All credit union directors will be non-executive directors i.e. they are volunteers who are not involved in the day to day running of the credit union (i.e. they do not operate in an executive capacity). This note covers the role of a non-executive director in performing the roles in (1) to (4), below:  the role of chairman of the board of directors;  the role of chairman of the nomination committee;  the role of chairman of any other committee (irrespective of whether performing that role is itself a designated senior management function);  the general non-executive director role. The role of a non-executive director performing a general non-executive director role is to:  provide effective oversight and challenge; and  help develop proposals on strategy. To deliver this, their responsibilities include:  attending and contributing to board and committee meetings and discussions;  taking part in collective board and committee decisions, including voting and providing input and challenge; and  ensuring they are sufficiently and appropriately informed of the relevant matters prior to taking part in board or committee discussions and decisions. Other key roles of a non-executive director include:  scrutinising the performance of management in meeting agreed goals and objectives;  monitoring the reporting of performance;  satisfying themselves on the integrity of financial information;  satisfying themselves that financial controls and systems of risk management are robust and defensible;  providing objective views on resources, appointments and standards of conduct; and  being involved in succession planning. Role of a non-executive director as chair of the board or a committee

Subject to any specific governance arrangements, rules or requirements applicable to the board or particular committees, a non-executive director’s responsibility as chairman of the board or a committee includes:  ensuring that the board or committee meets with sufficient frequency;  ostering an open, inclusive discussion which challenges executives, where appropriate;  ensuring that the board or committee devotes sufficient time and attention to the matters within its remit;  helping to ensure that the board or committee and its members have the information necessary to its and their tasks;  reporting to the main board on the committee’s activities; and  facilitating the running of the board or committee to assist it in providing independent oversight of executive decisions;  in relation to the nomination committee, safeguarding the independence and overseeing the performance of the nomination committee. The chair of the nomination committee should take reasonable steps to ensure that the nomination committee complies with nany specific and relevant requirements relating to the committee or to the matters within the committee’s responsibilities.

General approach to the role of a non-executive director

The regulators recognise that non-executive director s individually do not manage a firm’s business in the same way as executive directors. Therefore, the responsibilities for which non- executive director s are accountable are likely to be more limiteensuring that the board or committee meets with sufficient frequency; fostering an open, inclusive discussion which challenges executives, where appropriate; ensuring that the board or committee devotes sufficient time and attention to the matters within its remit; helping to ensured. A non-executive director is neither required nor expected to assume executive responsibilities. Although non-executive director s who are subject to the senior management regime for SMF managers have individual duties under that regime, the FCA views the regime and its application as consistent with the principle of collective decision-making. The standard of care, skill and diligence that the regulators would expect from a non-executive director is the care, skill and diligence that would be exercised by a reasonably diligent person with:

 the general knowledge, skill and experience that may reasonably be expected of a person carrying out the functions carried out by the non-executive director in relation to the firm; and  the general knowledge, skill and experience that the non-executive director has

1.1.2 SUPERVISORY COMMITTEE

The Supervisory Committee looks after our members interests and is independent of the Board and its role is to ensure that the duties of the officers and other volunteers of the Credit Union are carried out in accordance with Armagh Credit Union Rules/ILCUs, Policies, Procedures, FCA and PRA Regulations. It is the responsibility of the Supervisory Committee to safeguard the assets of the Credit Union by ensuring that it is run according to the law and the rules of the Credit Union and that effective procedures and controls are in operation. They are also responsible for verifying the separation of functions within the Credit Union.

The Supervisory Committee has particular responsibilities as outlined in FCA and PRA/ILCUs rules and the Internal Audit Procedure. The Supervisory Committee will deal with internal disputes or breach of rules or policy rulebook. The Supervisory Committee must have at least three members and not more than seven. Further details are contained in the Supervisory policy.

No Director may be a member of the Supervisory Committee. A Supervisory Committee member should attend Board meetings to report on the Committee's activities and findings and in particular give a report (written) of the internal audit.

1.1.3 Responsibilities map

1.1.4 GENERAL RESPONSIBILITIES

All officers and other volunteers will act in a friendly, helpful manner in order to encourage and promote an interest in the Armagh Credit Union. Duties will be carried out according to the rules and in line with any policies and procedures adopted by the Armagh Credit Union. All duties will also be carried out with a mind to equality and security. Strict confidentiality will be maintained at all times.

1.1.5 DECLARATION OF SECRECY

A Confidentiality Agreement form will be signed and witnessed by all officers and volunteers in the Armagh Credit Union. It must be signed before any work for the Armagh Credit Union is undertaken and will be kept as part of the minutes of the Board of Directors.

1.2 CODE OF CONDUCT / PROBITY - DECLARATIONS OF INTERESTS

1.2.1 CONNECTED PERSONS AND CONFLICTS OF INTEREST

No more than one person from any direct family (parent, child, sibling, partner) or from one address:

May sit on one of the two principal committees of the credit union;

May operate a collection point;

No person may be part of the decision-making process which concerns any member of their direct family (parent, child, sibling, partner).

A member of the Supervisory Committee should take no part in the auditing of any of the Credit Union's activity where one of their direct family members (parent, child, sibling, partner) is involved.

A member of the Loans Committee should take no part in the loan decision or credit control process of any member who is one of their direct family relatives (parent, child, sibling or partner) or is a member of the same household.

All agendas for formal meetings shall include at their commencement an item where anyone present can declare an actual, or potential, conflict of interest under any of the topics to be discussed. The meeting shall decide to what extent this precludes the individual affected from discussion or voting processes. Their decision shall be recorded in the minutes of that meeting.

2 MEMBERSHIP Minors, aged sixteen and above, can become full members and save with the Credit Union but cannot take out a loan or serve as officers of the Credit Union until the age of eighteen. Children under the age of sixteen can join the Credit Union as Young Savers. They are not full members of the Credit Union. Young Savers are not eligible to vote or take out a loan.

Accounts for Young Savers can be opened on their behalf by a parent or guardian. On attaining the age of sixteen, a young savers account will automatically transfer to an ordinary members account.

2.1 JOINING PROCEDURE

Prospective members will need to complete a membership application form via the tellers onto the credit union computer system. Applicants must provide documentary evidence as proof of identity and address, plus a recent utility bill (see membership policy). Applicants who work within the area but do not reside within the area, will, in addition, need to provide documentary evidence as proof of workplace and status, and whether on permanent or temporary contract. All

Armagh Credit Union is authorized and regulated by the Financial Conduct Authority and Prudential Regulation Authority: Registration Number 573925: Version Dec2015 Armagh Credit Union original application forms and documentation will be retained, securely and confidentially, at the Credit Union registered address.

2.2 NON QUALIFYING MEMBERS

Non qualifying members are those members who have left the common bond. Such members may retain membership and voting rights in the Credit Union and continue to save. They may also continue to take out loans. In accordance with regulations, non-qualifying members will not exceed 10% of the total membership. Members who become non-qualifying members will be contacted to determine arrangements for the continuing operation of their share and loan accounts.

3 SYSTEMS AND CONTROLS POLICY

The Board of Directors will:  prepare a three-year rolling strategic plan, updated every 3 months,  maintain and develop planning systems appropriate to the Credit Unions circumstances and the changing business environment,  ensure there is an integrated system of planning, budgeting, forecasting, financial accounting, monitoring of results and the use of findings to inform Board decisions,  ensure the planning system is clearly defined, documented and tasks allocated,  require conclusions, recommendations, projections and assumptions, supported by analysis and adequate evidenced research, to be clearly set out in any planning proposal,  conduct a risk analysis and identify a range of possible outcomes.

Planning will take account of the following aspects:

 financial budgets to match needs to resources,  forecast of workloads, including fluctuations in supply and demand,  time management to ensure operations match events,  numbers of people and appropriate skills required,  clearly set targets, standards and deadlines,  clear and understandable systems and procedures,  physical and material resources matched to where and when required.  identify its present and future manpower and skill requirements,  clearly defined recruitment, training and development targets,

 arrangements in place to ensure current and future Directors, officers, volunteers and staff have appropriate skills and knowledge.

Armagh Credit Union will appoint an FCA and PRA Compliance Officer with the responsibility of monitoring regulatory changes and reporting to the Board on the Credit Unions compliance with existing and proposed legislation

4 POLICY DOCUMENTS  Annual Leave  Anti-Money Laundering and Terrorist Financing  Business continuity/disaster recovery  Cash Handling, Disbursements and Banking  Cheque Signatories  Complaints Handling  Conflicts of Interest & Connected Persons  Credit Control incorporating Arrears Management and Credit Collection  Data Protection  Disciplinary/Dismissal Procedures  Equal Opportunities  Ethics  Financial Risk Management  Flexible Working  Health & Safety  Information Security  Information Management  Internal Audit  Internet  Investments  Lending - including large exposures  Life Saving & Loan Protection

 Listing of Risks  Liquidity  Marketing  Maternity Leave  Membership  Opening Hours  Parental Leave

 Provisioning and Bad Debt Write Offs

 Grievance  Share-to-loans  Sickness  Single Customer File  Succession Planning  Strategic Plan  Staff Appraisals  System of Controls (Organization Structure)  Travel Expenses  Training  Whistleblowing  Risk Management  Dividend & Interest Rebate  Appointment of Non-Executive Director  Appointment to a Senior Management Function  Visitors

5 Summary of Roles and Responsibilities

BOARD OF DIRECTORS

The Board of Directors shall have responsibility for the general control, direction and management of the AFFAIRS, FUNDS and RECORDS of the Credit Union.

DIRECTION

The Board of Directors will set the direction of the credit union through the following:  Formation of a Vision and Mission statement together with a Strategic Plan.  Development of a Strategic PLAN.  Development of WRITTEN OBJECTIVES AND POLICIES.  Establishing and approving OPERATING POLICIES AND BUDGETS.

CONTROL

The Board of Directors is responsible for the FINANCIAL RESOURCES of the credit union. This is achieved by; (a) ESTABLISHING POLICIES (e.g. Lending, Credit control, Internal Control etc.), (b) EXAMINING THE MONTHLY ACCOUNTS for key important areas such as Income and Expenditure, rescheduled loans, regular reviews of interest rates and dividend policy. (c) MONITORING OPERATIONS for soundness and stability. This is achieved by analysing the critical areas of CAPITAL, LIQUIDITY GROWTH and PRODUCTIVITY.

MANAGE

The Board of Directors is responsible for,

ORGANISING THE BOARD

(a) Organizing the Board of Directors including electing principal post directors, (b) Establishing committees to carry out the operational work in line with board policy, (c) Evaluating the performance of the board, directors, chair, vice-chair, secretary and treasurer, (d) Maintaining board discipline, (e) Inducting new board members, (f) Establishing director training and development plans.

OPERATIONAL FUNCTION

In order to effectively control how the credit union is managed, the board must set clear guidelines for all those to whom authority is delegated to carry out duties and tasks such as the committees, individual volunteers, the manager and employees of the credit union. The Board have setup a series of committees (see p2), with the Chair of each committee reporting to the Board each month.

COMMITTEES

The Board of Directors must clearly establish the extent of authority it is prepared to delegate to each committee. Each committee must be provided with the following; (a) Clear Terms of Reference, (b) Written Policy on the level of decision making that is delegated to the committee, (c) Written procedures, (d) Reporting requirements, (e) Recourse requirements in terms of budgets and employee assistance.

INVESTMENT

The Chair of the Investments Committee will prepare and present to the Board of Directors a schedule of all current investments together with any accrued interest due and not yet received on a monthly basis.

CREDIT CONTROL

 The Chair ofCredit Control Committee will present to the board of directors a report detailing the problem accounts together with any arrears and the actions taken by staff to ensure that these are kept to a minimum on a monthly basis.  The Chair of the Credit Control Committee will review problem accounts on at least a weekly basis and advise the staff and the Board of Directors of the actions taken to minimize any potential bad debts. In summary, the Board requires:  Excel Credit Control spread-sheet A summary of the FCA/PRA Bad Debts Provision A report of action taken with regard to loans in arrears

MANAGER

The Board of Directors is responsible for defining the duties and responsibilities of the Manager. This should include:  Function of the manager  Support for the manager  Control of the manager

GENERAL SCOPE OF ROLE:

The Manager will be responsible for and accountable to the Board of Directors for the general direction, management, operation and day-to-day administration of the Credit Union’s offices and of staff in the discharge of their duties

MAIN PURPOSE OF THE JOB:

The Manager will develop and maintain an agreed range of services to the Credit Union membership. He/she will establish and maintain standards of performance for all services provided as expected of a high quality provider. He/she will provide and maintain a high standard in servicing the needs of the Board.

CONFORMANCE WITH THE RULES OF THE CREDIT UNION:

The Manager, in exercising the authority delegated by the Board and in discharging the duties and responsibilities of the office of Manager, as set out in this job description, shall, at all times, act in conformance with the Rules of the Credit Union in force at the relevant time and will promote the values and benefits of the credit union at all times.

HEALTH AND SAFETY

The Manager will ensure the health and safety of all members, staff, visitors and tradesmen.

POLICIES & PROCEDURES

The Manager will ensure that the Credit Union policies and procedures are up to date and in conformance with best practice.

The Manager will be responsible for staff management and will ensure that the staff are aware of;  Health and Safety Policies and procedures including fire drills, attempted robberies, loss of vital services, etc.,  All current credit union policies and procedures,  Any changes to policies and procedures,  All training and promotion opportunities,  Any changes proposed by the Board of Directors.

TRAINING AND PROMOTION

The Manager (in conjunction with the Training Officer and the Board Staff Liaison Officer) will ensure that the staff are trained and competent to complete the work assigned to them. This duty includes carrying out staff appraisals, arranging rotation of duties as required and identifying and implementing training needs.

MONTHLY REPORTING

The Manager will present to the Board of Directors a signed monthly report detailing the following;

 Health and Safety report,  Monthly management report,  Monthly Accounts,  Business Plan (every 3 months)  Complaints and their outcome or progress,  Correspondence,  Matters for the attention of the Board of Directors.  The SCV summary sheet

COMPUTERS

 The Manager is responsible for all aspects of the computer system and ensures that all staff are fully trained in its operation.  The Manager should regularly review the Business Continuity Policies and procedures to ensure that they are relevant and up to date.  The Manager will review all back up policies and procedures including all security software and advise the board of their status on a regular basis.

SCV FILE

The Manager will generate the SCV file every month, giving to the Board a copy of the summary page plus a report on any problems encountered during its generation (this is an FCA and PRA requirement).

ACCOUNTS

The Manager will prepare the monthly accounts in a timely and accurate fashion;

 All differences, variance and unusual transactions will be highlighted and explained,  All matters that need to be referred to the Board of Directors will be highlighted at the monthly board meetings,  All matters that need immediate attention will be referred to the treasurer, chairperson and relevant director,  All monthly accounts will be prepared on an accruals basis,  All relevant provisions should be relevant and accurate,

 All relevant reports required by ILCU and FCA/PRA must be prepared, approved and submitted to the relevant bodies in a timely and accurate fashion.

PAYROLL

The Manager will prepare the monthly payroll in a timely and accurate fashion. All payroll disbursements relating to Salaries, PAYE, NIC, Pensions and voluntary deductions will be supported with back-up details which will be countersigned by the manager, President, Treasurer or Secretary confirming their accuracy and reliability. All payroll costs will be posted to the nominal ledger in a timely and accurate fashion.

COMPLAINTS

The Manager will investigate all complaints in a timely and accurate fashion in accordance with FCA AND PRA guidelines. All notes and actions taken should be retained in the members file. All resolved complaints should be signed and dated. The Manager will present a report to the Board of Directors detailing any complaints received and their progress to date. The report should be submitted even when there are no complaints lodged. In the absence of the Manager, the Assistant Manager will deal with the compliant.

 Before countering-signing any loan application, a check on the details of the application must be made to ensure procedures/checks are followed.

MEMBERS

The Manager will ensure that the current members’ register is up to date and accurate and will take remedial action to address any issues in relation to the register.

INSURANCE

The Manager will ensure that all insurance policies are in place and are adequate for the needs of the credit union.

FINANCIAL LIBILITIES

 The Manager will ensure that all liabilities of the credit union are recognized and included in the monthly accounts.

 The Manager will present to the monthly board meeting a schedule of all outstanding invoices together with a reconciled statement of all liabilities.  The Manager will pay any liabilities that have been approved by the Board in a prompt and orderly fashion.

 The Manager will regularly review the costs incurred by the credit union and will take all reasonable measures to ensure that these costs are necessary, reasonable and for the benefit of the members of the credit union.  The Manager will review all costs on the monthly accounts in line with the recommendations and requirements of ILCU/FCA/PRA.

 The Manager will regularly review the bank reconciliation and evidence this by signing and dating the reconciliation.  The Manager will ensure that the banking facilities and funds are adequate for its day to day and long term needs. Any concerns will be addressed to the Treasurer.

AUTHORITY:

The Manager has the authority to act as follows:

 To act on behalf of the Board within approved guidelines, to take all decisions and actions necessary for the discharge of the foregoing duties and responsibilities.

 To delegate responsibility for appropriate aspects of his/her own responsibilities, subject to proper procedures for monitoring and control, within the management structure of the Credit Union.

 To carry out action plans prepared by the Board to deal with any deviations from agreed operational plans and budgets within parameters as agreed by the Board.

 To bring to the Board's attention matters relating to hiring, disciplinary procedures and conditions of service of staff in accordance with procedures laid down in the Credit Union's personnel policy.

 To direct all levels of staff to undertake actions necessary for the implementation of

Credit Union policy.

OTHER DUTIES

In addition to the main duties listed above, the Manager may be asked from time-to-time by the Board to carry out reasonable additional duties.

PRINCIPLE PERFORMANCE MEASURES:

The Manager’s performance will be assessed on an annual basis under the following headings:

 The quality of service and support to the Board.

 The effectiveness of implementation of Board decisions and motions passed at AGM.

 The quality of policy proposals, position papers, etc., presented to the Board.

 The quality of decisions, acting on authority delegated by the Board.

 The achievement of operational plans for all Credit Union operations within the agreed budgets.

 The existence of up to date policy guidelines for all significant areas of operation.

 Evidence of an effective management team.

 Evidence of a well- trained, motivated and committed staff and harmonious industrial relations.

 Evidence of effective supervision of the performance of staff reporting to him/her.

 The level of complaints from members regarding the operation of the Credit union

ASSISTANT MANAGER

MAIN DUTIES

Assist the Manager in the smooth running of the credit union; Deputise for the Manager.

The Assistant Manager is responsible for

 Fire and evacuation drills.  Reporting accidents and near misses.  Issues and recommendations.  Health & Safety Reporting.  In the event of a major disruption to services, the Recovery Team Leader.

MONEY LAUNDERING

The Assistant Manager is the designated Anti-Money Laundering Reporting Officer, with a Director of the Board (see named person at the end of this document) assigned for overall responsibility.

Manage all staff;  Staff appraisals,  Staff Training,  Job Rotation,  Reviewing workloads,  Holiday /Leave rosters.  Staff Liaison Officer

ACCOUNTS

 Assist the Manager with the preparation of the Monthly Accounts,  Assist the Manager with ad hoc reports,  Monitor the business and financial performance and report to Manager,  Monitor ongoing costs on a monthly basis and report any concerns to the manager and or treasurer,  Oversee the administration of the office including premises/equipment repairs and maintenance, catering and secretarial,  Review system of internal controls and reporting on non- compliance items.

CREDIT CONTROL

To assist with credit control function to include;  Attendance at court hearings and other out of office activities,

 Preparation of reports on delinquency activities,  Assist the credit control committee in prevention and recovery of bad debt.

 Before countering-signing any loan application, a check on the details of the application must be made to ensure procedures/checks are followed.

ANY OTHER BUSINESS

Duties include assisting the Board of Director to prepare reports, Implementation of board policies, Assist in the preparations for the Annual General Meeting and any subsequent EGM.

CASHIER TELLER (FULL TIME & PART TIME) RESPONSIBILITIES

 To provide an effective and efficient service to all Credit Union members, visitors and members of the public.  To maintain the ethos of the credit union.  To promote the values of the credit union.  To identify and interpret members’ needs

The teller will be accountable to the Manager for carryuing out a range of administrative and operational activities (see below) that contribute to the effective running of the credit union.

DUTIES

COMMUNICATIONS

 Listen and engage with members.  Treat every member and visitor with dignity and respect.  Confidentially.  Open and Honest discussions.  DATA protection.  Uniform.  Telephone, fax and e-mail manner.

Explain precisely and concisely any message given. Be aware of all the credit union policies and procedures.

NEW MEMBERS

 Advising potential members on the benefits; Loans Savings, Loan Protection and Death Benefit Insurance;  Opening accounts for new members.  Opening sub accounts for members.  Opening accounts for youth and minor members.  Processing Youth and School accounts.

COMPUTER

 Know how the system works.  Know what to do when the system doesn’t work.

RECEIVING CASH /CHEQUES/ STANDING ORDERS FROM MEMBERS

Always count cash in front of the member. Enter the details correctly onto computer system (Including member number, amount of cash etc.);  Issue computerized receipts,  Complete end of day reports,  Prepare and agree end of day lodgments  Record all shortages/ overages,  Process and pay out Share withdrawals and Shares in excess loans,  Record loans on loans cards,  Setting up, recording and accounting for standing orders,  Record pay-point sales accurately.

GENERAL HOUSEKEEPING

 Complete filing, shredding and keeping work area clean and tidy.  Review and report any shortages or upcoming requirements for pre-printed stationery.  General book keeping duties.  Assist staff and Board of Directors prepare ad-hoc reports.

STAFF APPRAISALS

The Appraisal Officer for all staff will be the Assistant Manager, while the Counter-signing Officer will be the Manager.

The Appraisal Officer for the Assistant Manager will be the Manager while the Counter-signing Officer will be the Treasurer.

The Appraisal Officer for the Manager will be the Treasurer while the Counter-signing Officer will be the

Training Liaison Officer.

A copy of the final page (i.e. recommendations/summary) should be retained by the Board Staff Liaison and copies presented to the next Board meeting.

ROLES & RESPONSIBLES DURING EMERGENCIES/ ACCIDENTS/ INCIDENTS

Emergency Planning Officer: The Manager Recovery Team Leader: The Assistant Manager Fire and evacuation drills: The Assistant Manager Accidents and near misses: The Assistant Manager Health & Safety Reporting: The Assistant Manager Media Contact: The President

ROLES OF INDIVIDUAL BOARD MEMBERS

DIRECTOR OFFICE FCA/PRA Ref No

G. Doyle, President, Chair of the Compliance Committee, Chair of the Infrastructure Committee, member of the Risk Management Committee, member of the Investments committee GXD01525 P. Gildea, Training Liaison Training (TLO), Chair of the Staffing, Training Committee, member of the Invoice Committee PGG01068 D. Hughes, Board Secretary, BOI on-line Administrator, Chair of the Nomination Committee, member of the Membership Committee, member of the of the Invoice Committee, Board Staff Liaison Officer DXH01913 R. Smyth, Treasurer, BOI on-line Administrator, Chair of the Investments Committee, member of the Compliance Committee RXS02345 D Marjoram, Chair of the Credit Committee DXM02421 E. Sullivan, Chair of Credit Control Committee, Chair of the Invoice Committee, member of the Training Committee EXS01449 C. Murphy, Chair of Membership Committee, member of the Infrastructure Committee, member of the Youth Development Committee CXM02191 C. Kierans, member of the Investment Committee, member of the ComplianceCommittee, member of the Invoice committee, insurance officer CXK011379

OTHER ROLES

A Murphy, Manager, Complaints Officer, Anti-Money Laundering Officer AXM03360 B. McGuirk, Supervisor, internal auditor BXM01703 S. Druse, Supervisor, internal auditor JSD01121 K. Grimley, Supervisor, internal auditor KPG01032 J. Clifford, Supervisor, internal auditor JGC01032 C. Vernon, member of the Credit Committee CMV01030 J. Perry, member of the Credit Committee JRP01206

P. Pender, member of the Credit Committee PXP01499 F. Francis, member of the Training Committee, member of the Youth Development committee FXF01215 Grainne Graham, Health & Safety

Armagh Credit Union is authorized and regulated by the Financial Conduct Authority and Prudential Regulation Authority: Registration Number 573925: Version Dec2015