Firefighters Credit Co-operative was formed from the idea of the welfare officer from within the Metropolitan Fire Brigade (Mr Fred Tyson) being concerned with the welfare of firefighters and their families facing financial hardships in 1974.

After a series of meetings held in early 1975 in the old Eastern Hill fire station flats, a steering committee was formed and the Co-op was finally incorporated in February 1976. Formerly known as the UFU Credit Co-operative it was run on a volunteer basis with assistance from United Firefighters Union.

Firefighters Credit Co-operative Staff
General Manager
Bob Malcolm

Operations Manager
Rhonda Kirby

Field Officer
David Whyte

Senior Loans Officer
Mark Goodwin

Member Service Officer

Member Service Officer
Marian Elliott

Member Service Officer
Rhonnda Sayers

Firefighters Credit Co-operative’s financial year is from 1 July to 30 June.

Our Annual General Meeting is usually convened during the following November

The following documents are the Concise Annual reports of the Firefighters Credit Co-operative

Annual Report 2019

Annual Report 2018

Annual Report 2017

Annual Report 2016

Annual Report 2015

Annual Report 2014

Financial Claims Scheme (Federal Government Deposit Guarantee)

The Financial Claims Scheme (Federal Government Deposit Guarantee), managed by APRA, provides protection for your deposits. It means that the combined value of customer’s deposits/investments up to the value of $250,000 held by Firefighters Credit Co-operative are guaranteed by the Australian Government.

The key responsibilities of the Board include:

Strategy and Policy

• Approving the strategic direction of the Credit Co-operative.
• Monitoring the implementation of current strategic initiatives to ensure they are on schedule, on budget and producing effective results.
• Ensuring all major business risks are identified and appropriate policies are in place to effectively manage those risks.
• Approving major decisions, and, where appropriate, making recommendations to members via general meetings.
• Delegating appropriate authority to the Chief Executive Officer.
• Overseeing the establishment and maintenance of reporting systems and internal controls.
• Establishing appropriate communication structures with stakeholders.
• Ensuring an effective committee structure is in place to support the Board in its decision making process.
• Reviewing Board processes and effectiveness, including succession planning for the Board and key executives.