CUA has committed to increasing its community investment four-fold and will spend up to three per cent of pre-tax profit on philanthropic, community and shared value projects.The mutual released details of its 2015/16 financial results yesterday, reporting a 5.8 per cent increase in net profit to A$51.7 million. Net interest income grew 10.3 per cent to $232.8 million.Home loan balances grew 8.2 per cent to $10.7 billion.CUA chief executive Rob Goudswaard said that, along with the increase in community investment, staff volunteer days would increase from one to three."We believe mutuals should be playing their part," he said.CUA has joined the London Benchmarking Group which provides a global benchmark to allow members to measure their contribution to the community, including impacts. A number of other Australian financial institutions, including ANZ, National Australia Bank and Australian Unity, are members.CUA's chief of corporate affairs and community, Jo Kearney, said the mutual had two community partners currently - School Fun Run and SIDS and Kids. She said CUA would be looking for other partnerships.It would also be looking at "shared value" projects, where a social issue intersects with the business.CUA is also maintaining its investment in the enhancement of its products and services following the completion of a core system upgrade. Earlier this year it launched a new range of credit cards, ending a white label arrangement with Citibank and bringing the account back on balance sheet as a way of improving customer service.Goudswaard said a lot of current investment was going into CUS's digital capability, to allow customers to do their banking 24/7."We want members to be able to customise the interface to make sure they are getting the information they want when they log on.He said another opportunity for CUA was improve the loan origination process.One surprising feature of the result was a big increase in new personal lending - up 14.7 per cent to $186.1 million.Goudswaard said CUA's personal lending policies were out of date and had been revised to make the application process less cumbersome. As a result, a part of the business that had been running down got the benefit of an improved customer experience.