To g e t h e r F o r G o o d
T a b l e O f C o n t e n t s
Financial Highlights
Letter to Shareholders
- Introduction
- Together for Employees
- Together for Customers
- Together for Shareholders
- Together for Communities
- Looking Ahead
Executive Officers
Financial Statements
- Consolidated Balance Sheets
- Consolidated Statements of Income
- Selected Data—Quarterly Summary
- Corporate Information
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5
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6
6
7
8
8
9
11
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15
16
U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 19 A N N UA L R E P O R T | 1
“
United Community Bank has been
the right partner to help us fulfill our
business purpose and our goals.
Tom Merritt, OOBE
U N I T E D C O M M U N I T Y B A N K
C U S T O M E R S I N C E 2 017
2 | U N I T E D CO M M U N I T Y B A N K S , I N C . 20 19 A N N UA L R E P O R T
F i n a n c i a l H i g h l i g h t s
(in millions, except per share data)
Earnings Summary
Net interest revenue
Provision for credit losses
Noninterest income
Noninterest expense
Income tax expense
Net income—GAAP
Merger-related and non-operating charges, net of tax benefit
Net income—operating(1)
Per Common Share
Diluted earnings—GAAP
Diluted earnings—operating(1)
Cash dividends declared
Book value
Tangible book value(2)
Performance Measures
Net interest margin
Allowance for loan losses to loans
Return on assets—GAAP
Return on assets—operating(1)
Return on common equity—GAAP
Return on tangible common equity—operating(1)(2)
Equity to total assets
Total common equity to tangible assets
Tier I risk-based capital ratio
As of Year-End
Loans
Investment securities
Total assets
Deposits
Shareholders’ equity
Common shares outstanding (thousands)
Employees
Banking offices
2019
2018
$ 469.3
$ 438.7
(13.1)
104.7
(322.2)
(53.0)
185.7
5.7
(9.5)
93.0
(306.3)
(49.8)
166.1
5.9
$ 191.4
$ 172.0
$ 2.31
2.38
$ 2.07
2.14
0.68
20.53
16.28
0.58
18.24
14.24
4.07 %
3.91 %
0.70
1.46
1.51
11.89
15.81
12.66
10.32
13.21
0.73
1.35
1.40
11.60
15.69
11.59
9.29
12.42
$ 8,813
$ 8,383
2,559
12,916
10,897
1,636
79,014
2,341
149
2,903
12,573
10,535
1,458
79,234
2,344
149
(1) Excludes the effect of merger-related and other non-operating charges of $7.36 million and $7.35 million, respectively, in 2019 and 2018.
(2) Excludes the effect of acquisition-related intangibles and associated amortization.
U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 19 A N N UA L R E P O R T | 3
“
At United, we feel passionate
about creating opportunities for
our customers. We recognize that
customers have many banking
choices, and we are grateful to those
who choose to bank with us.
United Communit y Bank
2019
4 | U N I T E D CO M M U N I T Y B A N K S , I N C . 20 19 A N N UA L R E P O R T
L e t t e r t o S h a r e h o l d e r s
I begin this letter with a tremendous sense of pride about what
our employees continue to accomplish. It is truly amazing what
the United team has delivered over the past several years. Since
2012, we have increased our total assets by 90% and our number
of banking offices by 45% as we moved into new growth markets
in the states of South Carolina and North Carolina. Our earnings
have increased by nearly seven times, and our return on assets has
increased from 0.49% to 1.46%. We have received recognition by
Forbes as being “One of the Best Banks in America” several times
and have received recognition from J.D. Power, Customer Service
Profiles and Greenwich Associates for being a leader in customer
service. The recognition I am most proud of however, is being on
American Banker’s list of “Best Banks to Work For in the United
States” each of the past three years. Our strategy starts with being
a great place for great people to work, and I want to recognize each
of our 2,341 employees for their outstanding accomplishments.
“
The recognition I
am most proud of
however, is being on
American Banker’s
list of “Best Banks
to Work For in the
United States” each of
the past three years.
Turning to 2019, we continued to grow, moving into the Athens,
Georgia market with the acquisition of First Madison Bank & Trust.
We accelerated our hiring of commercial relationship managers, with a focus on Atlanta, and opened new
loan production offices in Charlotte and Greensboro, North Carolina, and Columbia, South Carolina. At the
same time we made these investments, we also managed expenses carefully and reached record levels of
profitability, with a return on assets of 1.46% for the year and 1.50% in the fourth quarter.
We delivered these results in what continues to be a challenging environment of technology disruption,
increased competition and ongoing speculation about the next recession. 2019 and early 2020 have also
been marked by a record number of “merger of equals” announcements as many similar-sized organizations
come together to attempt to remain competitive and gain scale. Becoming more efficient is an important
goal and scale can be an important driver of efficiency. Our M&A strategy is focused on three key elements:
1) moving the company into high growth markets, believing that positioning ourselves in the path of
good growth gives us a great chance of being successful; 2) expanding our market share in our existing
markets to take advantage of the brand awareness that scale brings; and 3) adding new products to our
portfolio that we can deploy across our footprint. We believe that size and scale are natural results of this
approach, but are not the sole drivers of our strategy. While we are open to larger acquisitions under the
right circumstances, to this point, we have focused on relatively small acquisitions.
At United, we continue to be confident in our belief that long-term value is accomplished by focusing on
the basics of delivering a quality product to our customers through empowered employees who enjoy
coming to work every day. If we do that, we believe we have the scale to be successful for many years and
we can be open to, rather than driven by, whatever merger and acquisition opportunities come our way. In
the meantime, we believe that both our customer acquisition efforts and our M&A efforts will be helped
by the disruption caused by the large announcements in our market areas.
U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 19 A N N UA L R E P O R T | 5
Together for Employees
At United, our first goal is to be a great place for great people to work.
Our success lies in our ability to inspire our team members to bring their hearts and minds to work each day
with the goal of helping our customers live better lives by delivering high-quality financial products and
services. Our culture gives us a competitive edge both as a place to work and a place to bank.
As part of our continued focus on culture, since 2013, we have implemented and learned from three employee
surveys. Our Leadership Academy program was a direct result of those surveys, and we are proud to have
recently welcomed our fourth class of participants. This program has been a success in both retaining talented
employees, strengthening relationships across the company and introducing our future leaders to a deeper
understanding of our goals and strategies. This year, we also continued our effective Operational Excellence
program, which is focused on bringing much of the same material to the leadership of our key support areas.
This program has now been completed by more than 80 operational managers from teams across the bank.
Entered 3 New Markets
Hired 29 Commercial Employees
As we continue to develop our existing talent, we are also
adding new teammates who will help us reach our goals. As
mentioned, in 2019 we hired 29 commercial team members
in high growth markets that both expanded our presence
in places like Atlanta and Raleigh and established a new
presence for us in Charlotte, Columbia and Greensboro.
This was under the direction and leadership of our newly
promoted Chief Banking Officer, Rich Bradshaw, and our new
state leadership model that was fully rolled out in 2019. We
began 2020 by creating a new position to focus on elevating
our retail sales and service offerings across the footprint.
Finally, we were pleased to place a larger focus on our company’s Diversity and Inclusion efforts this year, and
we look forward to seeing this continue to grow. We began with training at the executive level, conducted an
all-employee survey on the topic and have created a Diversity and Inclusion Council that will drive the bank’s
efforts to be a leader in having an open, welcoming, and forward-thinking place to build a career.
Together for Customers
At United, we feel passionate about creating opportunities for our customers. We recognize that customers
have many banking choices, and we are grateful to those who choose to bank with us. We are proud to
come together with our customers to help them make financial decisions and reach their personal and
business goals.
To be an effective partner, we recognize that we must meet customers where they are. And in today’s
world, that will not always be at our offices. We are proud that over the past year, we have launched a new
website designed specifically to meet their needs whenever and wherever it is convenient for them. The new
ucbi.com is intended to feel like a visit to a branch location, with all the warmth and customer service we are
known for, but with all the digital services they desire. This includes the ability to open a deposit account,
apply for a mortgage, apply for an unsecured loan or line of credit and more.
In 2019, we were pleased that our efforts to serve our customers were once again recognized as industry
leading. We were honored to be ranked first in overall satisfaction by Customer Service Profiles (CSP) among
banks with $5–25 billion in assets and ranked highest in the Southeast for Net Promoter Score® by J.D. Power’s
6 | U N I T E D CO M M U N I T Y B A N K S , I N C . 20 19 A N N UA L R E P O R T
“
United Community Bank clearly listens and
understands the vision of our firm, resulting
in an outstanding relationship and support
of our financial goals and growth.
Rich Hagins and Euleta Hagins Alston, US&S
U N I T E D C O M M U N I T Y B A N K
C U S T O M E R S I N C E 2 0 0 8
Retail Banking Satisfaction Study. We also received five Greenwich Excellence Awards for Small Business
Banking and Middle Market Banking, including a national award for “Overall Satisfaction in Small Business
Banking.” Only 36 banks in the country were recognized by this award, which was based on interviews of
more than 14,000 businesses in the United States with sales of $1–10 million. We believe these recognitions
are a testament to our promise that we are small enough to know our customers personally, but large enough
to meet all of their financial needs.
Together for Shareholders
We earn our right to remain independent by providing our shareholders with a solid long-term return. In
2019, UCBI stock achieved a total return of 45%, versus peers at 22%. Execution of our long-term strategies
has resulted in outperformance relative to peers not only in 2019, but over both the past three- and five-year
periods. During the same period, we have consistently increased our dividends paid to shareholders, reaching
$0.68 per share in 2019, up 17% from 2018, as we increased our quarterly dividend twice during the year. We
appreciate the support of our owners and work every day to build a great company they can be proud of.
T O TA L S H A R E H O L D E R R E T U R N
80%
70%
60%
50%
40%
30%
L
20%
10%
0%
79.70%
Peer Group
69.46%
44.66%
UCBI
Peer Average
21.77%
10.27%
5.21%
1 Year
3 Year
5 Year
Source: Bloomberg
South State Corporation
Ameris Bancorp
Pinnacle Financial Partners, Inc.
Atlantic Union Bankshares Corporation
Commerce Bancshares, Inc.
Trustmark Corporation
First Financial Bankshares, Inc.
Old National Bancorp
United Bankshares, Inc.
BancorpSouth Bank
First Commonwealth Financial Corporation
First Merchants Corporation
TowneBank
Fulton Financial Corporation
Home Bancshares, Inc. (Conway, AR)
CenterState Bank Corporation
Renasant Corporation
UMB Financial Corporation
Simmons First National Corporation
First Financial Bancorp.
S&T Bancorp, Inc.
WesBanco, Inc.
SSB
ABCB
PNFP
AUB
CBSH
TRMK
FFIN
ONB
UBSI
BXS
FCF
FRME
TOWN
FULT
HOMB
CSFL
RNST
UMBF
SFNC
FFBC
STBA
WSBC
U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 19 A N N UA L R E P O R T | 7
Together for Communities
Fundamentally, a bank is a reflection of the economic success of the communities it serves. If our communities
are not economically successful, we will not be successful. We believe it is in our long-term interest to
invest our time and hearts into making each of our communities a better place to live and work. Our team
members serve as inspirational leaders across their communities, completing more than 260 volunteer
opportunities over the past two years. Whether it is through Relay For Life, United Way, March of Dimes or
other organizations, our local teams genuinely enjoy giving back to their communities.
The Johnston County, North Carolina team participated in Johnston
Health Foundation’s 5k for the sixth year in a row. Over 60 team
members and family participated and raised $2,700 for the cause.
The Greer, South Carolina team collected and donated 600
backpacks, $500 in food items and more than $3,000 in cash for
Feed the Future, a local weekend backpack ministry.
We also seek partnerships and opportunities that help us create a richer quality of life for our friends and
neighbors. In 2019, we were excited to celebrate the opening of a dynamic office location in Spartanburg,
South Carolina, that is not only a valuable place for our employees and customers, but also revitalizes an
important corner in a growing community. We are also proud to sponsor cherished traditions throughout
our footprint that provide cultural enrichment for their communities like Greenville’s Ice on Main, the North
Carolina Apple Festival and the Savannah Philharmonic. In 2019, our sponsorships of this type totaled nearly
$1 million. Just recently, we were honored to be recognized for our commitment to arts and culture in
South Carolina as the recipient of the Elizabeth O’Neill Verner Governor’s Award for the Arts from the
South Carolina Arts Commission.
Looking Ahead
As we enter a new decade, it is time for us to reflect on the success we have earned in the past ten years.
Through careful planning, a thoughtful growth strategy, and a focus on fundamental values, we have built one
of the best financial institutions in the South. The ability of our team to come together to pursue a common
purpose has given us a foundation for growth of which I am extremely proud.
Without a doubt, 2020 and this next decade will be marked by change. Continued change in technology and
the way people bank, change in political and regulatory environments and change in the industry with large-
scale mergers will continue to affect all of our markets and customers. As we continue to anticipate and adapt
to change, we rely on our fundamental belief that we can add to our long-term value by focusing on the people
who make us great: our employees and our customers. With exceptional people leading the way in providing
class-leading service to our customers, we are confident we can continue to provide strong returns to our
shareholders—and we know we will make a significant positive impact in our communities. Thank you for your
support and once again, congratulations to the 2,341 United employees who make this company great.
Lynn Harton
Chairman and Chief Executive Officer
8 | U N I T E D CO M M U N I T Y B A N K S , I N C . 20 19 A N N UA L R E P O R T
E x e c u t i v e O f f i c e r s
Lynn Harton
Chairman
Chief Executive Officer
Rich Bradshaw
Chief Banking Officer
Rob Edwards
Chief Risk Officer
Jefferson Harralson
Chief Financial Officer
Melinda Davis Lux
General Counsel
Corporate Secretary
Mark Terry
Chief Information Officer
U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 19 A N N UA L R E P O R T | 9
“
United Community Bank
understood what we were
trying to do and they made
things happen.
Chad Odom, Encore Container
U N I T E D C O M M U N I T Y B A N K
C U S T O M E R S I N C E 2 014
1 0 | U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 1 9 A N N UA L R E P O R T
C o n s o l i d a t e d B a l a n c e S h e e t s
(in thousands, except share data)
Assets
Cash and due from banks
Interest-bearing deposits in banks
Cash and cash equivalents
Debt securities available-for-sale
Debt securities held-to-maturity (fair value $287,904 and $268,803)
Loans held for sale, at fair value
Loans, net of unearned income
Less allowance for loan losses
Loans, net
Premises and equipment, net
Bank owned life insurance
Accrued interest receivable
Net deferred tax asset
Derivative financial instruments
Goodwill and other intangible assets, net
Other assets
Total assets
Liabilities and Shareholders’ Equity
Liabilities:
Deposits:
Noninterest-bearing demand
Interest-bearing deposits
Total deposits
Federal Home Loan Bank advances
Long-term debt
Derivative financial instruments
Accrued expenses and other liabilities
Total liabilities
Commitments and contingencies
Shareholders’ equity:
Common stock, $1 par value; 150,000,000 shares authorized;
79,013,729 and 79,234,077 shares issued and outstanding
Common stock issuable; 664,640 and 674,499 shares
Capital surplus
Retained earnings (accumulated deficit)
Accumulated other comprehensive income (loss)
Total shareholders’ equity
Total liabilities and shareholders’ equity
2019
2018
$ 125,844
389,362
515,206
2,274,581
283,533
58,484
8,812,553
(62,089)
8,750,464
215,976
202,664
32,660
34,059
35,007
342,247
171,135
$ 12,916,016
$ 126,083
201,182
327,265
2,628,467
274,407
18,935
8,383,401
(61,203)
8,322,198
206,140
192,616
35,413
64,224
24,705
324,072
154,750
$ 12,573,192
$ 3,477,979
7,419,265
10,897,244
-
212,664
15,516
154,900
11,280,324
$ 3,210,220
7,324,293
10,534,513
160,000
267,189
26,433
127,503
11,115,638
79,014
11,491
1,496,641
40,152
8,394
$ 1,635,692
$ 12,916,016
79,234
10,744
1,499,584
(90,419)
(41,589)
$ 1,457,554
$ 12,573,192
U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 19 A N N UA L R E P O R T | 11
“
Our culture gives us a competitive
edge both as a place to work and a
place to bank.
United Communit y Bank
2019
1 2 | U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 1 9 A N N UA L R E P O R T
C o n s o l i d a t e d S t a t e m e n t s o f I n c o m e
(in thousands, except per share data)
Interest Revenue
Loans, including fees
Investment securities:
Taxable
Tax exempt
Deposits in banks and short-term investments
Total interest revenue
Interest Expense
Deposits
Short-term borrowings
Federal Home Loan Bank advances
Long-term debt
Total interest expense
Net interest revenue
Provision for credit losses
Net interest revenue after provision for credit losses
Noninterest Income
Service charges and fees
Mortgage loan gains and other related fees
Brokerage fees
Gains from other loan sales, net
Securities (losses) gains, net
Other
Noninterest income
Total revenue
Noninterest Expenses
Salaries and employee benefits
Occupancy
Communications and equipment
FDIC assessments and other regulatory charges
Professional fees
Lending and loan servicing expense
Outside services - electronic banking
Postage, printing and supplies
Advertising and public relations
Amortization of intangibles
Merger-related and other charges
Other
Total noninterest expenses
Income before income taxes
Income tax expense
Net income
2019
2018
2017
$ 476,039
$ 420,383
$ 315,050
69,920
4,564
2,183
552,706
66,856
838
2,697
12,921
83,312
469,394
13,150
456,244
36,797
27,145
6,150
6,867
(1,021)
28,775
104,713
560,957
196,440
23,350
24,613
4,901
17,028
9,416
7,020
6,370
6,170
4,938
6,907
15,092
322,245
238,712
52,991
$ 185,721
73,496
4,189
2,012
500,080
39,543
1,112
6,345
14,330
61,330
438,750
9,500
429,250
35,997
19,010
5,191
9,277
(656)
24,142
92,961
522,211
181,015
22,781
21,277
8,491
15,540
8,697
6,623
6,416
5,991
6,846
5,414
17,194
306,285
215,926
49,815
$ 166,111
70,172
2,216
2,282
389,720
17,062
352
6,095
10,226
33,735
355,985
3,800
352,185
38,295
18,320
4,633
10,493
42
16,477
88,260
440,445
153,098
20,344
19,660
6,534
12,074
7,512
6,487
5,952
4,242
4,845
13,901
12,962
267,611
172,834
105,013
$ 67,821
Net income available to common shareholders
$ 183,346
$ 164,927
$ 67,250
Income per common share:
Basic
Diluted
Weighted average common shares outstanding:
Basic
Diluted
$ 2.31
2.31
$ 2.07
2.07
$ 0.92
0.92
79,700
79,708
79,662
79,671
73,247
73,259
U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 19 A N N UA L R E P O R T | 13
“
Through careful planning, a
thoughtful growth strategy, and a
focus on fundamental values, we
have built one of the best financial
institutions in the South. The ability
of our team to come together to
pursue a common purpose has given
us a foundation for growth.
United Communit y Bank
2019
1 4 | U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 1 9 A N N UA L R E P O R T
S e l e c t e d D a t a — Q u a r t e r l y S u m m a r y
(in millions, except per share data)
Earnings Summary
Net interest revenue
Provision for credit losses
Noninterest income
Noninterest expense
Income tax expense
Net income—GAAP
Merger-related & non-operating charges, net of tax benefit
Net income—operating (1)
Q4
Q3
Q2
Q1
2019
$ 116.6
(3.5)
30.2
(81.4)
(12.9)
49.0
(0.1)
$ 48.9
$ 119.3
(3.1)
29.0
(82.9)
(13.9)
48.4
2.0
$ 50.4
$ 117.8
(3.2)
24.5
(81.8)
(13.2)
44.1
3.1
$ 47.2
$ 115.6
(3.3)
21.0
(76.1)
(12.9)
44.3
0.5
$ 44.8
2018
Q4
$ 114.9
(2.1)
23.0
(78.2)
(12.5)
45.1
0.6
$ 45.7
Performance Measures
Per common share:
Diluted net income—GAAP
Diluted net income—operating (1)
Cash dividends declared
Book value
Tangible book value (2)
$ 0.61
0.61
0.18
20.53
16.28
$ 0.60
0.63
0.17
20.16
15.90
$ 0.55
0.59
0.17
19.65
15.38
$ 0.55
0.56
0.16
18.93
14.93
$ 0.56
0.57
0.16
18.24
14.24
Key performance ratios:
Net interest margin (3)
Return on assets —GAAP (3)
Return on assets—operating (1)(3)
Return on common equity—GAAP (3)(4)
Return on common equity—operating (1)(3)(4)
Return on tangible common equity—operating (1)(2)(3)(4)
Equity to total assets
Tangible common equity to tangible assets (2)
3.93 %
1.50
1.50
12.07
12.06
15.49
12.66
10.32
4.12 %
1.51
1.58
12.16
12.67
16.38
12.53
10.16
4.12 %
1.40
1.50
11.45
12.27
15.88
12.25
9.86
4.10 %
1.44
1.45
11.85
12.00
15.46
12.06
9.76
3.97 %
1.43
1.45
12.08
12.25
15.88
11.59
9.29
Asset Quality
Non-performing loans
Foreclosed properties
Total non-performing assets (NPAs)
Allowance for loan losses
Net charge-offs
Allowance for loan losses to loans
Net charge-offs to average loans (3)
NPAs to loans and foreclosed properties
NPAs to total assets
At Period End
Loans
Investment securities
Total assets
Deposits
Shareholders’ equity
Common shares outstanding (thousands)
$ 35.3
0.5
35.8
62.1
3.9
0.70 %
0.18
0.41
0.28
$ 30.8
0.1
30.9
62.5
2.7
0.70 %
0.12
0.35
0.24
$ 26.6
0.1
26.7
62.2
2.4
0.70 %
0.11
0.30
0.21
$ 23.6
1.1
24.7
61.6
3.1
0.73 %
0.15
0.29
0.20
$ 23.8
1.3
25.1
61.2
1.8
0.73 %
0.09
0.30
0.20
$ 8,813
2,559
12,916
10,897
1,636
79,014
$ 8,903
2,515
12,809
10,757
1,605
78,974
$ 8,838
2,620
12,779
10,591
1,566
79,075
$ 8,493
2,720
12,506
10,534
1,508
79,035
$ 8,383
2,903
12,573
10,535
1,458
79,234
(1) Excludes merger-related and other non-operating charges. (2) Excluded the effect of acquisition related intangibles and associated amortization.
(3) Annualized. (4) Net income divided by average realized common equity, which excludes accumulated other comprehensive income (loss).
U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 19 A N N UA L R E P O R T | 15
C o r p o r a t e I n f o r m a t i o n
Financial Information
Stock Price
Analysts and investors seeking financial
information should contact:
Jefferson L. Harralson
Chief Financial Officer
864-240-6208 | jefferson_harralson@ucbi.com
This Annual Report contains forward-looking
statements that involve risk and uncertainty
and actual results could differ materially from
the anticipated results or other expectations
expressed in the forward-looking statements.
A discussion of factors that could cause actual
results to differ materially from those expressed
in the forward-looking statements is included
in the Annual Report on Form 10-K filed with
the Securities and Exchange Commission.
This Annual Report also contains financial
measures that were prepared on a basis
different from accounting principles generally
accepted in the United States (“GAAP”).
References to operating performance measures
are non-GAAP financial measures. Management
has included such non-GAAP financial
measures because such non-GAAP measures
exclude certain non-recurring revenue
and expense items and therefore provide a
meaningful basis for analyzing financial trends.
A reconciliation of these measures to financial
measures determined using GAAP is included
in the Annual Report on Form 10-K filed with
the Securities and Exchange Commission.
High
Low
Close
Average Daily
Volume
$ 28.88 $ 20.23
$ 21.46
509,152
$ 29.79
$ 21.19
$ 24.93
28.98
29.28
31.66
24.91
25.24
27.01
28.56
28.35
30.88
507,207
427,652
357,739
363,152
2018
2019
4th
1st
2nd
3rd
4th
Investor Information
Registrar Transfer Agent
Investor information including this
report, Form 10-K, quarterly financial
results, press releases and various other
reports are available at ir.ucbi.com.
Alternatively, shareholders may contact
Investor Relations at 866-270-5900 or
investor_relations@ucbi.com.
Stock Exchange
United Community Banks, Inc. (Ticker:
UCBI) common stock is listed for trading
on the NASDAQ Global Select Market.
Independent Registered
Public Accountants
PricewaterhouseCoopers LLP, Atlanta, GA
Continental Stock Transfer & Trust Co.
17 Battery Park, 8th Floor
New York, NY 10004
212-509-4000 | continentalstock.com
Equal Opportunity
Employer
United Community Banks, Inc. is
an equal opportunity employer.
All matters regarding recruiting,
hiring, training, compensation,
benefits, promotions, transfers and
other personnel policies will remain
free from discriminatory practices.
Board Of Directors
Thomas A. Richlovsky
Lead Director
Retired Chief Financial
Officer and Treasurer
National City Corporation
Robert H. Blalock
Chief Executive Officer
Blalock Insurance Agency, Inc.
L. Cathy Cox
Dean
School of Law, Mercer University
Kenneth L. Daniels
Retired Chief Credit Risk
and Policy Officer
BB&T Corporation
Lance F. Drummond
Retired Executive Vice President
Operations and Technology
TD Canada Trust
H. Lynn Harton
Chairman
Chief Executive Officer
Jennifer Mann
Executive Vice President
Chief Human Resources Officer
SAS Institute, Inc.
David C. Shaver
Chief Executive Officer
Cost Segregation Advisors, LLC
Tim R. Wallis
Owner and President
Wallis Printing Company
David H. Wilkins
Partner
Nelson, Mullins, Riley & Scarborough, LLP
Executive Officers
H. Lynn Harton
Chairman
Chief Executive Officer
Jefferson L. Harralson
Chief Financial Officer
Robert A. Edwards
Chief Risk Officer
Melinda Davis Lux
General Counsel and Corporate
Secretary
Richard W. Bradshaw
Chief Banking Officer
Mark Terry
Chief Information Officer
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