2021
Annual Repor t
Table O f Contents
Letter to Shareholders .......................... 3
United Community Bank Foundation . ...10
Sharing the Good ................................12
Client Stories ......................................14
Executive Officers ...............................18
Financial Statements ...........................20
Financial Highlights................................... 20
Consolidated Balance Sheets .................... 21
Consolidated Statements of Income ......... 22
Selected Data—Quarterly Summary ......... 23
Corporate Information .........................24
Blairsville, Georgia
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 | 1
To our United communit y:
At United, we are focused on building what we call a “Legendary
Bank”—a bank that not only has financial strength and strong
performance, but also one that employees believe in, customers
love, and our communities value.
It’s not easy to do. We offer multiple products, in different
geographies, to many types of customers. We have many
competitors, some larger and some smaller. But we are successful in
large part because we are passionate about what we do and enjoy
working and winning together as a team.
As we describe our values, team comes first, because there is
nothing that we deliver to a customer that doesn’t require multiple
teammates, from different areas of the bank, to collaborate and
work together. Then, trust and truth: to win, we have to trust each
other and be comfortable telling each other the truth. We sum up
our values by striving to live out what we call the Golden Rule of
Banking—treating each other and our customers the way we would
like to be treated.
There is no single secret to creating this environment. It is often the
small things, performed consistently and with purpose.
We focus on internal recognition with our U-Rock program,
our Chairman’s Circle Culture Awards, and local and regional
success celebrations.
Communication is key, including market visits, all-employee
video meetings, and consistent CEO communication to the
entire team.
Leadership training also plays a part, whether in our annual
Spring Leadership Conference, our Leadership Academy, or
our Operational Excellence Program.
One of our most impactful actions has been our regular all-
employee survey, where we listen and then take steps to
improve how we work together.
These are some of the reasons the United culture is continually
recognized as a Great Place to Work, and we were excited in 2021 to
once again be recognized by American Banker for this honor.
Falls Park in Greenville, South Carolina
Uni ted Com muni t y Ba nk s, I nc. 20 21 Annu al R e por t | 3
Culture is also a large part of how we evaluate acquisition
opportunities. Our overall acquisition strategy is to move into
high-quality growth markets via traditional bank M&A and to add
expanded product sets to the company via non-traditional M&A.
In both cases, we prioritize the compatibility of the cultures. We
have preferred smaller bank transactions, as they tend to share our
passion for customer service and employee experience. Like us,
they also have a geographic delivery and management structure,
which allows us to retain more of the acquired leadership.
We believe in growing what we
buy, and we have a par ticular focus
on credit culture in acquisitions.
By this, we mean more than just loss rates or inherent risk, but
the real question of whether we are similar at our core. We ask
ourselves, “Do we share an approach to customer selection,
underwriting, and product mix so that we can grow together?”
In 2021, we were fortunate to have found two great banks in
great markets, Aquesta in Charlotte and Reliant in Nashville,
which we will be able to grow with for many years to come. We
were also fortunate to partner with FinTrust Capital Advisors, a
wealth management firm based in Greenville, SC, and Athens,
GA. Together with Seaside Wealth Management, a strong wealth
advisor platform we acquired as part of Seaside Bank and
Trust in Orlando, Florida, and our existing United Community
Advisory Services, we believe we can craft a strategy to provide
additional financial planning and advisory services throughout
our footprint.
Lake Norman in Charlotte, North Carolina
financial companies
While we expect to remain active in finding
great banks and
in
Southeastern growth markets, we also know
that traditional bank M&A has a limited time
horizon. As time passes, there are simply
fewer and fewer potential targets of the
quality we desire in markets we believe are
important to our future.
That is why we have always
invested, and continue to
invest in, organic growth.
lift-outs, our addition of new
Our banker
specialty lending focus areas, our select new
branches, and our
in digital
delivery and marketing have all been
successful in driving organic growth.
investments
invest
We also are keenly aware of the need to
continue to
in technology. During
2021, we expanded our use of e-signatures
in our lending processes, strengthened our
Cybersecurity program, expanded our use of
Cloud Computing, and created an Innovation
Team focused on improving both customer
and banker experience. We invested in three
fintech funds and are active in conversations
with the companies represented in those
funds. We believe this will help us to see new
concepts and technology tools as they’re
developed and brought to market.
Dix’s Park in Raleigh, North Carolina
Uni ted Com muni t y Ba nk s, I nc. 20 21 Annu al R e por t | 7
Centennial Park in Nashville, Tennessee
But our real secret to success has been our commitment to customer
service. United was founded on customer service more than 70
years ago, and we have maintained a commitment to gathering
customer feedback and building that feedback into our training and
recognition programs. We continue to be recognized by Greenwich
and CSP as a service leader. In 2021, J.D. Power once again named
us #1 in customer satisfaction in the Southeast and awarded us the
second-highest Net Promoter Score in the nation among the top 100
publicly traded banks.
That is the story of United, and 2021 was an exceptional year. In
the face of COVID, competition, and managing significant growth,
our teams delivered record EPS ($2.97 on a GAAP basis; $3.09 on an
operating basis), a Return on Assets of 1.37%, and a Return on Tangible
Common Equity of 17.3%. We believe these performance ratios place
us in the top 25% of our peers, which is our long-term goal.
Looking forward, we know that 2022 brings both opportunities
and challenges. Increasing rates will likely increase our margin
and earnings but will also bring some risk of economic slow-down
and increasing credit costs. Expense pressures from continuing
technology investments and inflationary pressures on wages will
challenge us to work harder to continue to drive positive operating
leverage, another one of our goals.
Regardless of what the environment might
bring, we are excited about the future and
our journey to build a Legendary Bank.
We believe the passion of our people, the strength of our markets, and
the strength of our credit culture will enable us to have strong, high-
quality loan growth and remain a top-quartile performer through
cycles. Our momentum, earnings strength, and, most importantly,
the quality of our leadership team throughout the bank makes us
believe that the best part of our story is still to come.
Lynn Harton
Chairman, Chief Executive Officer, and President
United Community Banks, Inc.
8 | United Communit y Banks, I nc. 202 1 Annual R epor t
Piedmont Park in Atlanta, Georgia
United Communit y Bank Foundation
We cannot tell our story without talking
about our commitment to our communities.
Community is our middle name, and that’s
more than just a motto. We take pride in our
efforts to strengthen our neighborhoods
and improve the economies where we live.
2021 marked the one-year anniversary of
the creation of the United Community Bank
Foundation. Our efforts now stretch across
five states, thousands of employees, and
hundreds of communities. Through the
foundation, we support programs that fall
under four key areas that align with our
interests, contributions, and
employees’
volunteer efforts: Economic Empowerment,
Artistic Expression, Housing Strategies, and
Youth Development.
To date, we’ve donated close to $300,000 to
more than 100 organizations and non-profits.
We also are celebrating the first anniversary
of our Together for Good Council, a team of
ambassadors that leads our volunteer and
charity efforts. The Power of U Diversity and
Inclusion Council also marked its inaugural
year helping us to be mindful and proud of our
differences and doing work to make United a
place where everyone feels welcome.
We are always looking for ways to come
together for good. We don’t want that to
just be our creed—we want it to be our
conviction. We know that as individuals we
are capable and strong, but together, we
are even better.
Savannah, Georgia
10 | United Communit y Banks, I nc. 2 0 21 Annual R e por t
Uni ted Com muni t y Ba nk s, I nc. 20 21 Annu al R e por t | 11
Boys and Girls Clubs
In 2021, United Community Bank made its largest acquisition
to date. We grew our footprint by adding Reliant Bank, an
organization with a culture we found to be similar to ours.
The employees in the Middle Tennessee area were out in
their communities, volunteering their time, making their
hometowns stronger, and gaining a sense of pride in who they
were and who they worked for.
Those values mirrored United’s, and as the merger closed, the
United Community Bank Foundation sought out an opportunity
to give back in a way that would reflect the combination of the
similar cultures.
Employees at Reliant were already associated with Boys and Girls
Clubs in the area, like longtime Reliant employee John Wilson,
who served on his local Boys and Girls Clubs board. As the merger
closed, the United Community Bank Foundation gave a $25,000
donation to the Boys and Girls Clubs of Middle Tennessee.
“It shows that we’re going to keep building on something that
we’ve worked hard for. It shows that United is committed to
making sure our community and our boys and girls are getting
the best support from all of us,” Wilson said.
The funding from United helped facilitate programs like
Industry Clubs, which are intense eight-week job shadowing
programs, where their teens follow a career professional
around, learning about industry, hard work, and future careers.
United Community Bank Chairman and CEO Lynn Harton said,
“Our people are what make us strong. We added a group of
incredible people with huge hearts and a mindset that they
want to make where they live better. We just wanted to be a
part of that.”
12 | United Communit y Banks, I nc. 2 0 21 Annual R e por t
Boys and Girls Clubs of Middle Tennessee
United Community Bank President and CBO, Rich Bradshaw, and Client Advisor, Steve Altier,
touring the Tervis Factory.
Ter vis Tumbler
As American as apple pie, the Tervis Tumbler has become a
classic in cupboards across the country. But there was a time
during 2020 when the famous tumbler-maker nearly took a
tumble. During the heart of the pandemic, the family-owned
Tervis had to shut down its manufacturing facility in Venice,
FL for a month—a blow to any business.
That’s when Steve Altier came into the picture. Steve, a
Client Advisor for Seaside Bank and Trust, had fostered a
relationship with the company’s leaders for years. In the past,
however, Seaside lacked the resources to support the robust
needs of a company like Tervis. When Seaside was acquired
by United Community Bank, it was just around the time that
Tervis needed some help.
“The timing was right,” Steve said, “and I made my move. We
were able to come in, provide the right funds, and get them
back on their feet.”
Steve’s years of relationship-building and perseverance paid
off. Tervis leaders were happy to have a name they knew and
trusted supporting them during a challenging time.
More than 70 years after opening their doors, Tervis Tumbler
is still stacking up against the competition, and they still
guarantee that their cups will last a lifetime. Steve hopes,
with help from United Community Bank, they can keep that
promise for generations to come.
From Left to Right: Chris Willman, CRE Lending Specialist; Rogan Donnelly, President & CEO of Tervis;
Rich Bradshaw, President and CBO; Hosana Fieber, CFO/COO of Tervis; and Steve Altier, Client Advisor
14 | United Communit y Banks, I nc. 2 021 Annual R e por t
Uni ted Com muni t y Ba nk s, I nc. 20 21 Annu al R e por t | 1 5
Paycheck Protec tion Program
Two years ago, on a Monday morning in March, Dr. Tim Hughes
went into work at his orthodontist office in Greenville, SC.
Tuesday he was told he had to shut down. He was supposed
to be closed for two weeks so that the spread of COVID-19
could be slowed. It would be two months before he opened
back up again.
Dr. Hughes first started his practice back in 1988 and worked
hard to grow and expand the business. Over the years, he
established a strong presence in his community. “Every day,
I see patients I used to treat bringing in their own kids,”
Hughes said.
His patients, and his close-knit staff, were at the front of his
mind when he was told he had to temporarily close. Hughes
kept paying his employees, even though he was the only
one in the office, answering the phones and tending to
emergency-only patient needs. “It was a frightening time as
a business owner. At first, it was two weeks, then two more
weeks, and after that, I thought ‘this is getting serious,’”
Hughes said.
That’s when Rich Bradshaw, President and Chief Banking
Officer of United Community Bank, entered the picture.
When Bradshaw learned about Dr. Hughes’ situation, he
helped secure a Paycheck Protection Program loan to help
with the mounting bills. “Rich and the team worked late at
night—and then they’d be back early in the morning, helping
businesses survive this,” Hughes said.
Dr. Timothy E. Hughes, DMD
Dr. Hughes’ office in Greenville, SC
Bradshaw says it was a part of the bank’s responsibility during
that time, and one he’s proud of. “United as a whole did more
than 20,000 PPP loans for a total of $1.8 billion. Nearly 99% of
those are in forgiveness status. Our team worked around the
clock because we knew that people in our communities were
hurting – and this was how we could help,” said Bradshaw.
The Paycheck Protection Program, which supplied small
businesses with forgivable loans to pay their employees
during the pandemic, ended in 2021, but the stories, like Dr.
Tim Hughes’, continue to be told.
Dr. Hughes says they need to be. Thanks to the loans, he
never missed a paycheck for his staff. He was so grateful for
the hard work and dedication from the United team that he
left his former bank to become a United customer.
“They were awesome then,” he said of his United bankers,
“and they have been since.”
16 | United Communit y Banks, I nc. 2 021 Annual R e por t
Uni ted Com muni t y Ba nk s, I nc. 20 21 Annu al R e por t | 1 7
E xecutive O f f icers
Lynn Harton
Chairman, Chief Executive
Officer, President, UCBI
Chairman and Chief
Executive Officer, UCB
Rich Bradshaw
Chief Banking Officer, UCBI
President and Chief
Banking Officer, UCB
Rob Edwards
Chief Risk Officer
Melinda Davis Lux
General Counsel
Corporate Secretary
Holly Berry
Chief Human
Resources Officer
Jefferson Harralson
Chief Financial Officer
Mark Terry
Chief Information Officer
18 | United Communit y Banks, I nc. 2 0 21 Annual R e por t
Kraft Azalea Garden in Winter Park, Florida
Financial Highlight s
Consolidated Balance Sheets
($ 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—operating1
Pre-tax pre-provision income2
Per Common Share
Diluted earnings—GAAP
Diluted earnings—operating1
Cash dividends declared
Book value
Tangible book value3
Performance Measures
Net interest margin
Allowance for loan losses to loans
Return on assets—GAAP
Return on assets—operating1
Return on common equity—GAAP4
Return on tangible common equity—operating1, 3, 4
Equity to total assets
Total common equity to tangible assets3
Tier 1 risk-based capital ratio
As of Year-End
Loans
Investment securities
Total assets
Deposits
Shareholders’ equity
Common shares outstanding (thousands)
Employees
Banking offices
2021
2020
$ 549.0
$ 501.8
37.6
157.8
(396.6)
(78.0)
269.8
10.8
(80.4)
156.1
(368.0)
(45.4)
164.1
5.7
$ 280.6
$ 169.8
$ 310.2
$ 290.0
$ 2.97
3.09
$ 1.91
1.98
0.78
23.63
18.42
0.72
21.90
17.56
3.07 %
3.55 %
0.87
1.37
1.42
13.14
17.33
10.61
8.09
13.17
1.20
1.04
1.07
9.25
12.24
11.29
8.81
13.10
$ 11,760
$ 11,371
5,653
20,947
18,241
2,222
89,350
2,583
171
3,645
17,794
15,232
2,008
86,675
2,426
160
1 Excludes the effect of merger-related and other non-operating charges of $14.0 million and $7.02 million, respectively, in 2021 and 2020.
2 Excludes income taxes and provision for credit losses.
3 Excludes the effect of acquisition-related intangible assets.
4 Net income less preferred dividends divided by average realized common equity, which excludes accumulated other comprehensive income (loss).
(in thousands, except per share data)
Assets
Cash and due from banks
Interest-bearing deposits in banks
Federal funds and other short-term investments
Cash and cash equivalents
Debt securities available-for-sale
Debt securities held-to-maturity (fair value $1,148,804 and $437,193)
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
Long-term debt
Derivative financial instruments
Accrued expenses and other liabilities
Total liabilities
Commitments and contingencies
2021
2020
$
144,244
$
148,896
2,147,266
27,000
2,318,510
4,496,824
1,156,098
44,109
11,760,346
(102,532)
11,657,814
245,296
217,713
42,999
41,322
42,480
472,407
211,199
$ 20,946,771
1,459,723
-
1,608,619
3,224,721
420,361
105,433
11,370,815
(137,010)
11,233,805
218,489
201,969
47,672
38,411
86,666
381,823
226,405
$ 17,794,374
$
6,956,981
11,284,198
18,241,179
$ 5,390,291
9,842,067
15,232,358
247,360
25,145
210,842
18,724,526
326,956
29,003
198,527
15,786,844
Shareholders’ equity:
Preferred stock, $1 par value; 10,000,000 shares authorized; Series I, $25,000 per share
liquidation preference; 4,000 shares issued and outstanding, respectively
Common stock, $1 par value; 200,000,000 and 150,000,000 shares authorized;
89,349,826 and 86,675,279 shares issued and outstanding, respectively
Common stock issuable; 595,705 and 600,834 shares, respectively
Capital surplus
Retained earnings
Accumulated other comprehensive (loss) income
Total shareholders’ equity
Total liabilities and shareholders’ equity
$
96,422
$
96,422
89,350
11,288
1,721,007
330,654
(26,476)
2,222,245
$ 20,946,771
86,675
10,855
1,638,999
136,869
37,710
2,007,530
$ 17,794,374
20 | United Communit y Banks, I nc. 2 021 Annual R e por t
Uni ted Com muni t y Ba nk s, I nc. 20 21 Annu al R e por t | 2 1
Consolidated Statement s of Income
Selec ted Data — Quar terly Summar y
(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 and wealth management fees
Gains from other loan sales, net
Securities gains (losses), net
Other
Total 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
Preferred stock dividends
Undistributed earnings allocated to unvested shares
Net income available to common shareholders
Income per common share:
Basic
Diluted
Weighted average common shares outstanding:
Basic
Diluted
2021
2020
2019
$ 505,734
$ 494,212
$ 476,039
61,994
8,978
2,088
578,794
14,845
-
3
14,912
29,760
549,034
(37,550)
586,584
33,868
58,446
18,998
11,267
83
35,156
157,818
744,402
241,443
28,619
29,829
7,398
20,589
10,859
9,481
7,110
5,910
4,045
13,970
17,386
396,639
347,763
77,962
$ 269,801
6,875
1,657
$ 261,269
55,031
7,043
1,710
557,996
41,772
3
28
14,434
56,237
501,759
80,434
421,325
32,401
76,087
9,240
5,420
748
32,213
156,109
577,434
224,060
25,791
27,149
5,982
18,032
10,993
7,513
6,779
15,203
4,168
7,018
15,301
367,989
209,445
45,356
$ 164,089
3,533
1,287
$ 159,269
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
-
1,375
$ 184,346
$ 2.97
2.97
$ 1.91
1.91
$ 2.31
2.31
87,940
88,097
83,184
83,248
79,700
79,708
($ 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—operating1
Q4
Q3
Q2
Q1
2021
$ 137.6
0 .6
37.2
(109.2)
(14.2)
52.0
7.7
$ 59.7
$ 141.0
11.0
40.1
(96.7)
(21.6)
73.8
1.1
$ 74.9
$ 138.4
13.6
35.8
(95.5)
(22.0)
70.3
0.8
$ 71.1
$ 132.1
12.3
44.7
(95.2)
(20.2)
73.7
1.2
$ 74.9
2020
Q4
$ 145.4
(2.9)
41.4
(106.5)
(17.9)
59. 5
1.9
61.4
$
Pre-tax pre-provision income5
$ 65.6
$ 84.4
$ 78.7
$ 81.6
$ 80.3
Performance Measures
Per common share:
Diluted net income—GAAP
Diluted net income—operating1
Cash dividends declared
Book value
Tangible book value2
Key performance ratios:
Net interest margin3
Return on assets —GAAP3
Return on assets—operating1, 3
Return on common equity—GAAP3, 4
Return on common equity—operating1, 3, 4
Return on tangible common equity—operating1, 2, 3, 4
Equity to total assets
Tangible common equity to tangible assets2
Asset Quality
Non-performing loans
Foreclosed properties
Total non-performing assets (NPAs)
Allowance for credit losses - loans and leases
Net charge-offs
$ 0.55
0.64
0.20
23.63
18.42
$ 0.82
0.83
0.20
23.25
18.68
$ 0.78
0.79
0.19
22.81
18.49
$ 0.82
0.83
0.19
22.15
17.83
$ 0.66
0.68
0.18
21.90
17.56
2.81 %
0.96
1.10
9.32
10.74
13.93
10.61
8.09
3.12 %
1.48
1.50
14.26
14.48
18.23
10.89
8.53
3.19 %
1.46
1.48
14.08
14.25
17.81
11.04
8.71
3.22 %
1.62
1.65
15.37
15.63
19.68
10.95
8.57
3.55 %
1.30
1.34
12.36
12.77
16.23
11.29
8.81
$ 32.8
-
32.8
102.5
113.5
$ 44.9
0.4
45.3
99.6
110.9
$ 46.1
0.2
46.3
111.6
122.5
$ 55.9
0.6
56.5
126.9
135.6
$ 61.6
0.6
62.2
137.0
1.5
Allowance for credit losses - loans and leases to loans
Net charge-offs to average loans3
NPAs to loans and foreclosed properties
NPAs to total assets
0.87 %
0.01
0.28
0.16
0.89 %
0.02
0.41
0.23
0.98 %
(0.02)
0.41
0.25
1.09 %
(0.01)
0.48
0.30
1.20 %
0.05
0.55
0.35
At Period End
Loans
Investment securities
Total assets
Deposits
Shareholders’ equity
Common shares outstanding (thousands)
$ 11,760
5,653
20,947
18,241
2,222
89,350
$ 11,191
5,335
19,481
16,865
2,122
86,559
$ 11,391
4,928
18,896
16,328
2,086
86,665
$ 11,679
4,332
18,557
15,993
2,031
86,777
$ 11,371
3,645
17,794
15,232
2,008
86,675
1 Excludes merger-related and other non-operating charges.
2 Excludes the effect of acquisition related intangible assets.
3 Annualized.
4 Net income less preferred dividends divided by average realized common equity, which excludes accumulated other comprehensive loss.
5 Excludes income taxes and provision for credit losses.
22 | United Communit y Banks, I nc. 2 021 Annual R e por t
Uni ted Com muni t y Ba nk s, I nc. 20 21 Annu al R e por t | 2 3
Corp orate Information
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
2020
2021
High
Low
Close
Average Daily
Volume
$ 28.94 $ 16.69
$ 28.44
440,414
$ 36.67
$ 26.97
$ 34.12
35.53
33.35
37.24
31.18
27.62
31.85
32.01
32.82
35.94
475,944
379,238
425,858
544,805
4th
1st
2nd
3rd
4th
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.
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.
common stock (Ticker: UCBI) and
preferred stock (Ticker: UCBIO)
are 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.
Disclaimer
This statement has not been
reviewed, or confirmed for accuracy
or relevance, by the Federal Deposit
Insurance Corporation.
Board of Directors
Thomas A. Richlovsky
Lead Director, Retired Chief
Financial Officer and Treasurer
National City Corporation
H. Lynn Harton
Chairman
Chief Executive Officer
President
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
Jennifer M. Bazante
Chief Marketing Officer
Humana
Robert H. Blalock
Former Chief Executive Officer
Blalock Insurance Agency, Inc.
James P. Clements, Ph.D.
President
Clemson 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
Executive Officers
H. Lynn Harton
Chairman
Chief Executive Officer
President
Richard W. Bradshaw
Chief Banking Officer
Holly Berry
Chief Human Resources
Officer
Robert A. Edwards
Chief Risk Officer
Jefferson L. Harralson
Chief Financial Officer
Melinda Davis Lux
General Counsel and
Corporate Secretary
Mark Terry
Chief Information Officer
Charleston, South Carolina
Uni ted Com muni t y Ba nk s, I nc. 20 21 Annu al R e por t | 2 5