Welcome to the March update! The results from the Organizational Culture Inventory (OCI) and member poll are hot off the press, and we are pleased to share them with you.
What We Heard From Employees….
In February 2025, we engaged with Human Synergistics to do an Organizational Culture Inventory® (OCI). Again, we thank you for your participation as we had strong employee engagement with a response rate of 77% from Conexus, 83% from Cornerstone and 89% for Synergy.
The intent of this survey was to assess the unique cultures of our three organizations through a consolidated lens. This assessment was an important part of the due diligence process as we consider integrating operations and moving to a combined high-performing culture.
All three credit unions have predominately Constructive cultures (defined below), which is desired, and are very similar in their profiles, as shown in the following side-by-side charts.
| Conexus | Cornerstone | Synergy |
 |  |  |
The blue-coloured elements of the culture charts above are referred to as the Constructive cluster. Constructive culture is a technical term, a more user-friendly description is a positive and productive culture. A positive and productive work culture exists when:
- Quality matters more than quantity: People focus on doing things well, not just getting things done fast.
- Creativity is encouraged: New ideas and fresh thinking are valued more than just following the usual way of doing things.
- Teamwork is a priority: Working together is seen as more effective than competing against each other.
- Success is measured by the big picture: The focus is on how well the whole organization is doing, not just individual parts.
In this kind of environment, leaders involve others in decision-making, making sure everyone’s ideas and contributions are considered.
Based on the results of the assessment, Human Synergistics rates our probability of merger success as “very high” whereby people from the three credit unions will work collaboratively and constructively to make the merger a success. The results suggest many are used to working in a Constructive culture and enjoy their jobs and embrace challenges. They are experienced with the expectations to think independently, seek creative solutions and opportunities, treat others with dignity and respect, and work together to solve problems.
What We Heard From Members…
Member Awareness and Engagement
The member poll confirms that awareness of the potential merger is strong across all three credit unions. The efforts through email, websites, microsites, and member-facing staff have played a key role in keeping members informed and engaged. However, there is still work to be done to ensure that members have all the information they need to make an informed decision.
Support and Key Considerations
Support levels vary across the credit unions. Conexus members show strong support, hovering just at the threshold required for the merger to pass. However, support at Cornerstone and Synergy falls short of the necessary level, signaling the need for further engagement and communication.
Remember that we have not yet entered the recommendation phase and still have more information to share with our members, which should have a positive impact on member support.
Members who support the merger believe that a larger organization will bring greater benefits, including better access to branches, expanded services, and more product options. However, there are also mixed views and some uncertainty. Common concerns include a preference for smaller institutions, fears of losing the personalized credit union experience, and a need for additional information. At Conexus, the primary hesitation comes from members wanting more details. At Cornerstone, concerns center around potential branch closures and a perceived loss of community focus—similar concerns are also present at Synergy.
Challenges and Voting Intentions
For those against the merger, the main reasons include worries about losing the personal touch that credit unions are known for and a preference for maintaining smaller, community-driven institutions. Cornerstone members, in particular, have expressed concerns due to past negative experiences with mergers.
When it comes to voting, there is a significant portion of members who intend to participate, with engagement levels fairly similar across the three credit unions. However, there are still challenges to a positive vote, including uncertainty about the merger, limited information, and the possibility of simply forgetting to cast a vote.
With strong awareness but mixed levels of support, the focus moving forward will be on addressing concerns, clarifying uncertainties, and ensuring members feel confident in their decision.
What’s Next?
- Business Case will be presented to the Boards of Directors in early April
The final touches are being made with the business case that will be presented to the Boards of each partner credit union. If the business case is approved, you’ll see and hear more communications throughout April as we move from the Exploration phase to the Recommendation Phase.
- Additional Support for Member Conversations
We will develop some additional messaging to address some of the questions and insights that were provided from the member poll. We will provide key message training to support employees as we prepare to engage in meaningful discussions in April through June with members. For now, please leverage the existing key messages to continue having conversations with our members today. More details will be shared in the coming weeks.
Our Ask of You
As we continue forward on this journey, we encourage you to:
- Stay informed by visiting www.thrivingtogethersk.ca for updates and key messages.
- Reach out with your questions! We’ll do our best to answer. https://thrivingtogethersk.ca/for-employees/#Contact
- Talk to members. Remember that as employees, you are also key ambassadors. How we communicate with members will help build trust and confidence in the path ahead.