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OUR MEMBERSOUR PEOPLEOUR COMMUNITIES2021 Q3 Leadership Report

ContentsCompany Profile 3Our Purpose 4Our Values 4Our Culture 4CEO Thoughts 6Strategic Direction 2020-2022 8OKR #1 – Attract and Retain Top Talent 10OKR #2 – Increase Profitability 12OKR #3 – Enhance Member & Broker Experience 16OKR #4 – Optimize Capital & Support Scalability 24Financial Results Q3 2021 26Investments 31Other Information 32Enterprise Risk Management 36Risk Management 38Think Ahead. Think Nova. 52One Planet Living 54CONTENTS

3NET RISK RATIO 111.8%CLAIMS RATIO 64.3%GROSS RISK RATIO 130.0%COMBINED RATIO 105.7%ROI 3.6%EXPENSE RATIO 41.4%ROE 0.7%INVESTMENTS $38.3MMCT 396%June 31, 2021Company Profile as of September 30, 2021AGENTS 3EMPLOYEES 50BROKERS 20DISTRIBUTION SPLITBroker–86%Agent–14%Digital–0%Automobile–31%Commercial–23%Farm–18%Residential–28%LINE OF BUSINESS SPLITANNUAL GWP 10 YEAR GROWTH10 YR CAGR 10.2%$10$14.6$14.4$14.3$15.0$16.3$18.5$21.4$25.2$30.3$35.1$36.02012 2013 2014 2015 2016 2017 2018 2019 20202021PLAN2021FORECAST$15$20$25$30$35

INTEGRITYRESPECTCOURAGEHUMANITYSIMPLICITYPRACTICALTRUSTOur PurposeOur Values“TO PROTECT THE UNIQUE LIFESTYLES OF EACH OF OUR MEMBERS BY EMPOWERING OUR PEOPLE TO PROVIDE SOLUTIONS THAT ARE CREATIVE, TRANSPARENT AND MEMBER CENTRIC.”Our CultureGUIDING PRINCIPLES1) Humanity above Bureaucracy2) Simplicity above Complexity3) Practical above Hypothetical4) Trust above All#WheneverWhereverWhateverINTEGRITYWe are open, honest and ethical. We hold authenticity and transparency in the highest regard.RESPECTWe treat others the way they want to be treated. We show empathy for others by listening and keeping an open mind.COURAGE We believe it takes courage to lead. We respond, adapt and embrace the changing world in which we operate.

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CEO ThoughtsAs a complement to the concepts of Individual Ownership and Team Accountability that we introduced in Q2, Q3 was reserved for Senior leadership to do a deep dive on what Leadership looks like for Nova Mutual and how it fits in with the Servant Leadership model introduced in Q1. Our referencing “Self Leading Teams” was a bit overwhelming, even for senior leadership.In that deep dive with consultant Maddi Rundle, it is as important for Senior Leadership to be on the same page when interacting with each other as it is when we are interacting with our respective Teams (Brand/Operations/Finance/IT). Our numerous exercises consisted of leveraging common language, tools, practices, and behaviours which will enable us to create our own powerful and innovative leadership style.These exercises were “simple, but not easy.” “Who we are is HOW we lead” was a fascinating first lesson in this journey. One of the key exercises was to identify and share two core values. This exercise was both enlightening and deeply challenging. After hearing each Leader’s core values, I observed that even though we did not all choose Humility as a core value, we all held Humility in high regard.

7Humility is directly related to our ability and willingness to learn, making us better problem solvers. Those that are humble are genuinely open to feedback. They recognize the dierences between feedback and criticism: feedback pertains to the event in question while criticism pertains to the individual. They tend to see failure as part of the developmental process and understand that “making good decisions” comes from the learning of “making bad decisions”. To be a humble leader is to be aware of Ego, while seeking to develop and elevate others in their team.Humility fosters trust, engagement, creativity, and strategic thinking which will inevitably contribute to high performance.As much as I saw Humility as an emerging collective character trait of our Leadership team, the most important lesson I learned from this process was that balance will be essential to achieve optimal performance in ones self. It will also be the biggest challenge.Aristotle believed that there were states of being in both the deficiency and excess with the balanced state being the virtue. As an example, the extremes of Cowardice (deficiency) and Foolhardiness (excess) had a balance state of Courage. (virtue)He believed this balanced state of virtue forms your character and that everyone should strive to be virtuous. It is a skill that can only be learned through experience to gain practical wisdom. Being virtuous is doing the right thing at the right time, in the right way and the right amount towards the right people. This sounds rather vague however, there is no need to be specific because if you are virtuous, you know what to do all the time. You know how to handle yourself and how to get along with others. You have good judgement!This was a lot of work and there is more to follow. We will continue to find our Leadership balance and pass that along to our teammates so they can truly operate as high performing, self-led teams working towards our company’s common purpose.

Strategic Direction 2020-2022The foundation of our strategic focus is building upon the research of McKinsey’s “Strategy Beyond the Hockey Stick”. We are adopting the theme of “strategy” is about playing the odds.Not every decision is going to result in a win, however, companies that increase their shots taken, so to speak, are more likely to succeed. Strategy is probabilistic, not deterministic.Their study revealed that “insurers can take concrete, evidence-backed actions to move them in the right direction and, cumulatively, improve their odds of long-term success.”WE WILL PROVIDE OUR MEMBERS SUBSTANTIALLY MORE VALUE THAN THE COMPETITION WHILE OPERATING PROFITABLY ENABLING US TO GIVE BACK TO OUR COMMUNITIES.

9 These purposeful, concrete and evidence-backed actions are referred to as Bold Moves. McKinsey’s study found that insurers who did the following dramatically improved their odds of reaching the top quintile of economic profit over a ten-year period: • Dynamically shift resources between businesses.• Reinvest a substantial share of capital in organic growth opportunities.• Pursue thematic and programmatic M&A.• Enhance underwriting margins.• Make game-changing function improvements in productivity.We will undertake these Bold Moves in parallel to give us an opportunity to move into the top quintile of the Power Curve and substantially increase the amount of value creation.

OKR #1 – Attract and Retain Top TalentANN BANDA joined the Commercial Underwriting team in early July. With a solid background in commercial auto/fleet as well as farm auto the commercial team was thrilled to welcome her expertise to the team. With over 9 years in the industry Ann brings enthusiasm and drive to the growing Commercial Auto department. Nova is pleased to welcome her and excited to see how the Commercial Auto team grows.AMANDA PONA joined the Nova team in early August. Beginning her career in Personal Lines Amanda quickly moved over to the Commercial side. A graduate of Mohawk College’s Insurance Business Program, Amanda holds her R.I.B.O license as well as her Canadian Risk Management Designation. Amanda is an asset to the commercial team and we are grateful to have her on board.UPLIFTING OUR TEAM MEMBERS This quarter the Brand team put a focus of Uplifting our team members and telling their stories. Just as everyone here at Nova is unique so is the way in which we were able to showcase them. With 4 podcast episodes, 3 produced videos and plenty of social media post we are working toward the goal of Uplifting our team and one by one introducing them to our followers.

11OKR #1 – Attract and Retain Top TalentA Value is a way of being or believing, that we hold important. Values are operationalized when we demonstrate them through our BEHAVIOURS, through our words, thoughts and actions. Employee Experience is taking strides in the process of operationalizing our values to be used as tool moving forward to drive our culture and expand it beyond what we know today. Integrity is the quality of being honest and having strong moral character. Respect is showing consideration for the thoughts, feelings, beliefs and rights of someone else. Courage is choosing to do something that frightens U because U know it may be painful or dicult.OPERATIONALIZING OUR VALUES At Nova, we are called to live into the following values:1 2 3ACT WITH INTEGRITYBE RESPECTFULHAVE COURAGE

OKR #2 – Increase ProfitabilityNEW BROKER APPOINTMENTSKENNY INSURANCESt. Thomas, ON London, ONMILLER INSURANCE Hanover, ON Kincardine, ON Owen Sound, ON Port Elgin, ON Southampton, ON Teeswater, ON Cliord, ON Harriston, ON

13RATE INCREASE HIGH VALUE HOMESWe undertook a review of our rates for High Value Homes (homes valued between $850,000 and $2.5M*) for an update to ensure competitiveness, and so in Q3 we implemented a 7.5% rate increase for these properties. This represents a potential increase in annual premium of over $40,000.00. *We do not write high value dwellings over $2.5M unless the policyholder is a full-time Farmer. (This is a Farm Re requirement.)LOSS PREVENTION Loss Prevention is pleased to report that outstanding inspections were cut in half, and we anticipate that our backlog will be fully resolved by the end of Q4 2021.From a Member Experience standpoint, we enlisted the help of our Nova Support Specialists to start unpacking the scheduling process and see where Brand can oer some influence and enhancement. Through an honest look at Loss Prevention and considering our new territories that we will be covering with the appointment of new Brokers Miller and Josslin, we will be taking steps to add to the Loss Prevention team in Q4 2021.OKR #2 – Increase Profitability

OKR #2 – Increase ProfitabilityLEARNING FROM LOSSES One of the challenges that we face as a Mutual is quick access to real-time data on losses. OPS response has been to work with a reality-based mindset and thus, when we experience a ‘special and extraordinary’ loss, we bring cross-functional team members together for a discussion.We are committed to looking at risks and claims holistically, and so instead of a total moratorium on a class of risks (say, hog farms), we take a closer look so that we are not throwing the baby out with the bathwater. We may not always be able to find that perfect compromise, however even in ‘not’ doing so, we establish equally important boundaries that ensure our Brokers and Agents understand our true appetite based on real data and the expertise of our Team Members.Here are some of the outcomes we have implemented because of Learning from our Losses:From our large commercial realty loss in April, we added several London area codes that to our “no fly zones”. Brokers have been very understanding.Our Lifeworks Partnership was an initiative born from these cross-functional collaborations. (see OKR #3)After our large hog farm loss in June, we have now developed SwinePro with the mandatory PrevTech component. SwinePro has launched to our Brokers as of October 14, 2021.After experiencing a recent poultry loss where another brand of device failed to deliver, we have partnered with PrevTech as our preferred loss prevention solution.Inspections for dwellings valued at $1M have now been implemented by our Farm Underwriters for Agribusiness Members.Guaranteed Replacement Cost endorsements and Total Insured Value. These two initiatives are related, but not the same. Much work has taken place in this space this quarter and OPS will report on the deliverables once changes are able to be implemented.

15CLAIMS EFT UPDATEYou will remember that last quarter we launched EFT (electronic funds transfer) payments for our Claims vendor partners. This quarter we are delighted to share that 26 claims vendors have been set up for EFT thanks to the eorts of both our Claims and Finance Teams. To give you some context, last year we produced nearly 600 claims cheques. A recent week’s worth of EFT transactions was 22 payments made to 5 vendors in ONE transaction through the bank. EFTs represent a huge savings in time and a total elimination of lost or stale-dated cheques.CLAIMS VOLUMESeptember has been an eventful month for Claims. From an average number of new claims per month, prior to September we were at 56, with January being our lowest at 33 and June’s high being 68. From May to August we were in the 60’s each month and now September’s total is 127. Our Claims Team has taken this in stride, despite being in a deficit from an adjuster perspective. One Team Member remains on LTD (long term disability) so our property claims are being looked after by two Team Members, and so, we have developed some criteria around delegating some of these away to our Independent Adjusters. We will take a realistic look at our team complement in Q4 2021 in terms of ensuring adequate capacity.ACCIDENT BENEFITS AUDIT Rachel Bennett, Nova’s only in-house Accident Benefit adjuster does a wonderful job of holding down this fort. Late August was FSRA’s Annual Accident Benefit Audit. Rachel scored 97% on Fraud Compliance and 93% on File Handling/Claim Compliance. 2021’s group numbers are not available yet, however for context, in 2020 the industry average (for stock companies and mutual insurers) was 92% and 75% respectively.One of the recommendations from the audit this year was that Rachel has a very high file count and that Nova needs to take steps to adding another adjuster to the team. Thankfully, we have already engaged in some recruitment eorts and plan to post publicly soonOKR #2 – Increase Profitability

INSURANCE INSTITUTE SYMPOSIUM WEST Nova’s unique approach to Broker Experience has been noticed in the industry and among our Broker Partners. The Insurance Institute Symposium approached Nova’s Broker Experience Director, to speak as a panel member for the Insurance Institute Symposium West discussion on The Art of Resilience: It’s Not What We Face, It’s How We Face It. Also on the panel was one of our broker partners, Stephen Billyard, President of Billyard Insurance Group, and Dionne Bowers, Owner of D.B. Solutions. Nova Mutual was a proud sponsor for the session which delved into the unprecedented challenges the industry has faced since the start of the pandemic, from the hardening of the market brewing long before the pandemic hit and the lag of technological advances to increased racial microaggression in the workplaceBROKER EXPERIENCEWEBINAR  EMBRACING CHANGE With 191 people in attendance, and 1 personal skills RIBO credit, this webinar looked at the fundamentals of change and why some people find it dicult, but more importantly it provided our attendee’s with valuable tips and strategies on how to manage their response to change.Webinars took a pause for the summer months, we are looking forward to our next scheduled webinar with Burnout Specialist, Bonita Eby.OKR #3 – Enhance Member & Broker Experience

17OKR #3 – Enhance Member & Broker ExperienceNOVA GALAXYBrand is delighted to ocially launch a project that has been in the making for several months! Nova Galaxy makes our stories and training sessions accessible to our most important audiences. This video library ensures our video content has a long lifespan and continues to tell the story of Nova to our Members, our colleagues, Brokers, and our Community at large. We invite U to explore the Galaxy to find educational webinars, digital field trips, member spotlights, community givebacks and team member videos. Nova Galaxy is an on-going project that will continue to grow and evolve.LAUNCH YOURSELF INTO THE GALAXYNOVA GALAXY

OKR #3 – Enhance Member & Broker ExperienceWORKING TOGETHER MATTERS  BROKER EDITION Nova was proud to work with our Broker Partners at Haldimand Insurance Brokers to Uplift the community of Jarvis. Our second mural project embraces the community and history of the neighborhood while providing a piece of public art for everyone to enjoy. Nova’s very own Digital Media Specialist, Shane Drever, is the artist of this beautiful piece. The community supported us enthusiastically, and the mural could not have been possible without everyone involved. This large-scale art installation is getting great reviews and plenty of attention including this article in the Haldimand Press.

19OKR #3 – Enhance Member & Broker ExperienceMEMBER EXPERIENCEWORKING TOGETHER MATTERS  MEMBER EDITIONThree of our Members were Uplifted through our Working Together Matters initiative this quarter. STRAWBERRY TYME FARMSWe took a Digital Field trip to one of our members, Strawberry Tyme Farms in Simcoe. Through digital story telling we were able to uplift our member during their prime growing season. The video was launched into Nova Galaxy and through our social channels.BURNING KILNThis working together matters project was in collaboration with our members at Burning Kiln. Sponsoring the Live Music Series for the summer months was an opportunity for our members to oer more opportunities for bringing people into the vineyard, to our county as well as an opportunity to Uplift the artist and get them back to doing what they love.SAN MARCOS & THE NIAGARA SYMPHONY ORCHESTRAIn times of crisis, art and music have brought forward a sense of community; something we all need. Nova was proud to Uplift the community of Port Colborne, The Niagara Symphony Orchestra and San Marcos Ristorante with a night of exceptional music paired with fine Italian fare. We could not have completed the project without the help of Mark Guilbeault and Associates who went above and beyond to make the night a success.

OKR #3 – Enhance Member & Broker ExperienceSOCIAL MEDIA PERFORMANCENova continues to perform well among our Mutual Community. Through the recalibration that took place in the previous quarter we identified the need to enhance our Team and place a focus on our Member Experience. Member Experience has been a constant focus throughout the evolution of Nova’s Brand and now the time has come to place a dedicated individual in this role to further enhance our opportunities allowing us the space to play at the level of excellence we desire. Instagram has quickly become our mainstay in how we communicate with our members and community partners. With an increase in followers of 6.4% we are above-average to our competitors who sit at an average of 5.2% change in growth. LinkedIn continues to be a focus area for growth opportunities, with trending posts related to Culture, Human Resources, and the “Great Resignation” or “Mass Exit” facing the corporate world, Nova has plenty of content and conversation to contribute with the ultimate goal of shoring up our “attracting top talent” objective.MEMBER EXPERIENCECLAIMS LIFEWORKS PARTNERSHIP This collaboration between Employee Experience and Claims is a living example of how our Team Members take a people-focused approach to our Claims Experience. We are now proud to partner with LifeWorks to be able to oer our Members who are experiencing particularly dicult or traumatic claims with some counselling supports on a time-limited basis. LifeWorks tells us we are the first insurance company to provide this service and they have been a willing and cooperative partner in the implementation of this program. We have already had a Member utilize these services and our Claims Team feel empowered to utilize this tool as a means of supporting even they themselves in dolling out emotional support to our Membership; something that often inadvertently falls upon our compassionate adjusters.At the present time, we have not ocially ‘advertised’ this member service enhancement to our Agents and Brokers. We will reconsider once we have some time to obtain some data around usage and success stories. For now, it remains one of Nova’s best kept secrets.

21MUTUAL GROUP  FACEBOOKOKR #3 – Enhance Member & Broker Experience

OKR #3 – Enhance Member & Broker ExperienceMUTUAL GROUP  INSTAGRAM

23upliftwith NOVA MUTUALUplift with Nova Mutual isn't a "Joe Rogan" or an "NPR"; we are a Southern Ontario community-based podcast with a solid organic reach. Uplift shares the unconventional stories of our policyholders, community members and team members. SPONSORSHIP OPPORTUNITYAdvertising Opportunites15-30 second advertisement read by our Podcast host at the top of the episode. You will provide the script - we are happy to consult!An advertisement placed in the podcast description 1 Episode$3751 Month4 episodes, Released everyWednesday at 5:00am$1200$300/episode $250/episode1 Quarter12 episodes, Released everyWednesday at 5:00am$3000Questions?Contact Jodi Prouse, Chief Brand Officer: jprouse@novamutual.comALL TIMEDOWNLOADSUSERRETENTION30 DAY AVG.DOWNLOAD1800+100% 170HIGHLIGHTSWe have gone from an average of 100 downloads per monthto 200from February 2021 to June 2021WHERE OUR AUDIENCE COMES FROMCANADA - 1.3KUNITED STATES - 100OTHER - 50SOMEONE IN AUSTRALIA LISTENSSEMI-REGULARILY.OKR #3 – Enhance Member & Broker ExperienceUPLIFTWrapping up Q3 Uplift produced it’s 40th episode. Uplift shares the unconventional stories of our policyholders, community members and team members. Uplift was noticed this quarter through a vendor partner exploring an opportunity through sponsorship. This process has allowed us to dive deeper into what Uplift truly is and how we are able to leverage it as our fastest growing fortuity. Here are few Highlights from Uplift Studios:

NOVA MUTUAL PROPERTY  33 PARK ROAD SIMCOEWe have received the lease from Madorin Snyder and have provided Morison Insurance with a copy that they have signed and returned.We will be working with a local real estate broker to list this property for sale. SERVER MOVEThe team successfully relocated Nova Mutuals core server infrastructure to a Toronto co-location facility. The upgraded network connectivity that is now available because of this change will allow Nova Mutual more flexibility when installing upgrades, performing backups, and falling back into a disaster recovery state. Centralizing the core resources will also allow the Team Members across Ontario better access to the network.Additionally, we have upgraded the internet connectivity to the Jarvis oce with a 1,000-megabit line (was originally 50). This will allow better streaming connectivity for Uplift productions and allow Team Members more stable access to the internet when in the physical oce.OKR #4 – Optimize Capital & Support Scalability

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OVERVIEWThe third quarter has definitely been a challenging one. Premiums have slowed modestly however are keeping pace with expectations, the claims team has been very active in the quarter with a number of fires, auto and weather-related claims.From a top line (Premium) perspective Q3 was solid with GWP of $8.6, YTD of $27.1M. Forecasted premiums are still expected to reach $35.5M or 1.5% above Plan of $35.1M.Claims was another tough quarter. More details are provided below in the claims section.General expenses continue to run below plan helping out the bottom line.YTD Underwriting profit is now below expectations and investment performance has slipped as well.The YTD Combined Ratio is 105.7%.PREMIUMSYTD premiums are up 14% versus the prior year and are 2% below Plan. Nova Mutual has written $4.1M in new business up 5% from the prior year. The increase in premiums is primarily in our specialty lines of businesses where there is a strong focus on growth and retention. YTD Agribusiness and Commercial premiums are up over last year by 28% and 32% respectively. Specialty lines accounted for 41% of premiums YTD versus 36% in the prior year. No specific product price increases were implemented in the year however as mentioned earlier starting with the September 2021 renewals the inflation factors on home packages, seasonal and rented dwellings will increase from 4% to 7% as a result of significant price increases in building supplies due to the pandemic. This change will be reviewed in a years’ time. In addition, in Q3 a rate increase of 10% was implemented on high value homes.Financial Results Q3 2021GROSS WRITTEN PREMIUM Up 14% from 2020 Down 2% from plan22.9202026.5Plan26.12021

27NET WRITTEN PREMIUM Up 11% from 2020 Down 5% from plan20.2202023.5Plan22.42021NET PREMIUM EARNED Up 14% from 2020 Down 3% from plan17.8202020.9Plan20.32021Financial Results Q3 2021YTD Total YTD Agent YTD Broker2020 2021 2020 2021 2020 2021Automobile29.3% 39.9% -100.7% 22.3% 63.9% 44.2%Commercial24.5% 83.7% 5.9% 1.4% 25.6% 87.6%Agribusiness22.1% 101.7% 9.8% 9.5% 25.4% 119.8%Garage Auto0.0% 0.0% 0.0% 0.0% 0.0% 0.0%Residential20.0% 71.7% -19.6% 25.8% 28.7% 81.4%Total24.3% 69.5% -46.1% 19.7% 38.9% 78.3%CLAIMS RATIOS  LOSS RATIOS1 BY LINE OF BUSINESS1Excludes Reinsurance, IBNR’s, internal adjusting expenses, and allocated expenses.

Financial Results Q3 2021NET CLAIMS INCURRED Up 84% from 2020 Up 6% from plan7.1202012.3Plan13.02021CLAIMSThere were 254 new claims reported in the quarter with an average gross claim cost of $27K. Year to date Claims count activity is up 9.7% year over year due in part to weather related claims in September. The lower cost per claim relative to Q2 2021 of $46K is a result of several fires in April 2021 and large barn (Hog) fire in June 2021. Although frequency is up the severity per claim is down.Gross incurred claims in Q3 2021 were $8.0M over 3 times higher than the previous year. Year to date gross incurred claims is $20.2M, almost three and a half times higher than the previous year. Q3 saw several claims related to weather conditions particularly water and wind. There was also a 2018 Accident Benefit claim that filed for catastrophe coverage with a corresponding increase in reserve of over $0.8M. Reinsurance recoveries on a year-to-date basis are now $7.1M.Year to date large claims analysis (claims > $500K and excluding IBNR’s and Adjusting costs) provides some food for thought. There were six large claims during the first three quarters of the year with gross claims incurred costs of $7.6M. They were all fires, 3 residential, 2 commercial and 1 farm. Of the six claims, 2 or 33% with a claims cost of $3.7M were from new business written in 2021. This is a improvement from Q1 2021. Compared to last year at this time, there was 1 residential fire just over retention from a policy with an inception year of 2008.When looking at total gross claims incurred in 2021, $4.2M or 27% of all gross claims incurred came from new business. In 2020 $0.3M or 4% of gross incurred claims came from new business.Included in the Year-to-date results are increases in the Incurred but not Reported (IBNR’s) of $900K on a Net basis. The Year to date fully allocated Claims ratio of 64.3% is basically on Plan of 59.2%.Excluding the large Agribusiness claim of $3.0M the loss ratio would be 49.5%

29COMMISSIONS & GENERAL EXPENSESYear to date commissions as a percentage of GWP of 16.1% are higher than anticipated (15.8%) partially due to a higher 2020 Contingent Profit Commission (CPC)payment compared to what was accrued for at year end coupled with the sales mix of business dierent from Plan. In addition, Q3 YTD 2021 due to a change in the CPC calculation eective Jan 2021, the CPC accrual has been updated to reflect this new calculation. Because of the increase in volume of claims and the impact it has on the CPC the YTD accrual has been reduce by $0.1M in the third quarter and is reflected in the YTD commissions. The expected full year CPC is estimated to be approximately $289K at this time. The Prior Year average commission rate for Q3 YTD was 14.7%. Year to date General expenses of $4.1M are $850K below Plan of $5.0M primarily the result of lower personnel costs due to timing, savings due to lower severance costs, lower conference costs as the OMIA conference was held virtually again in 2021, lower marketing costs in events due to COVID 19 and higher expense allocations to Claims. Partially osetting these favourable items is higher sta training costs from the Higher Power Academy and wellness work for sta.Year to date Nova Mutual has hired a net new 9 FTE’s: 13 new hires, 1 return from maternity leave and 5 terminations/departures. Nova Mutual’s Full Time Equivalent (FTE) current Team compliment is 46.The YTD expense ratio of 41.4% is better than the Plan of 44.2%.Financial Results Q3 2021GENERAL EXPENSES Up 19% from 2020 Down 17% from plan5.020205.0Plan4.12021

DISTRIBUTION  Q2Premiums sourced through the Agent channel and Broker channel are shown in the charts below. The agency channel continues to focus on working with members on ensuring the correct insured to value. In addition, a rebalancing of the agency portfolio between Nova’s three agents is taking place to ensure the correct focus, attention and service meets the member’s needs. Nova has an active agent job posting looking to add a new agent in the fourth quarter. Overall premiums from the agency channel are up 1% relative to the prior year with new business down 9% for the same period. Renewal premiums are up 2% which includes the current inflation factor on residential properties.Premiums sourced through the Broker channel are up 17% from the prior year with new business up 6% year to date. Renewal premiums are performing very well, up 19% from the same period last year. Both Commercial and Agribusiness continue strong growth.Line Written Premium New Business RenewalsAutomobile-1% -21% +0%Commercial-1% -22% +2%Agribusiness-2% -37% -0%Garage Auto+0% +0% +0%Residential+6% +42% +4%+1% -9% +2%Line Written Premium New Business RenewalsAutomobile+6% -21% +12%Commercial+33% +38% +32%Agribusiness+34% +21% +39%Garage Auto-12% -35% -26%Residential+6% -19% +10%+17% +6% +19%AGENT Q3 YTD BROKER Q3 YTDWrittenPremium+1%NewBusiness9%Renewals+2%Financial Results Q3 2021WrittenPremium+17%NewBusiness+6%Renewals+19%UNDERWRITING PROFIT Down $4.8M from 2020 Down $0.3M from plan4.020200.5Plan0.82021

31InvestmentsYTD net investment income was $1.0M. The results are slightly below Plan and the prior year. Short term interest rates continue to be at all-time lows. The Bank of Canada’s overnight lending rate as of Oct 11th remains at 0.25%. The GIC portfolio continues to reinvest maturities however at much lower rates given the current interest rate environment. The Bank of Canada is actively watching inflationary factors before making a move to increase rates. Any increase in rates will have a negative impact on the overall portfolio. It is estimated rate could increase as soon as Q1 2022.As of September 30, 2021, the market value of investments under management with PH&N is $31.9M representing 83.4% of the total investment portfolio. The PH&N portfolio has performed well YTD generating net gains of $1.0M from Short-term bonds, Low Volatility Canadian and the Canadian Core Real Estate fund partially oset by losses in High Yield Bonds and Global equities.Broker loans are in good standing. YTD income is $29.5K.MCT SCOREThe MCT (Minimum Capital Test) score is a regulatory measure of financial strength. This test compares the company’s capital against the risk profile of the organization. The regulatory minimum MCT score is set at 150% while the company’s internal target is set at 300%. As of September 30, 2021 it is estimated that the MCT score will be in the range of 380% to 400%. This is down from the Q2 2021 MCT score of 396% primarily due to higher premium liabilities from the growth of business and higher unpaid claims due to increased number of claims and lower surplus due to lower income. Note: MCT score was 396% at June 30, 2021INVESTMENT MIXOther 0%Broker Loans3%Global Equities4%GIC’s7%Canadian Equities16%Bonds 63%Real Estate 7%

Other InformationTOTAL GWP BY MONTHAUTO GWP BY MONTHRESIDENTIAL GWP BY MONTH$2.0$2.5$3.0$3.5$4.0SEPAUGJULJUNMAYAPRMARFEBJAN$2,168,410$2,064,620$2,568,016$2,435,012$2,341,058$2,991,488$2,608,540$2,262,537$3,072,115$3,024,032$3,021,925$3,662,604$2,876,745$2,884,427$2,838,385$2,559,491$2,630,272$2,580,7412020 2021$0.6$0.8$1.0$1.2SEPAUGJULJUNMAYAPRMARFEBJAN$759,881$715,932$854,852$969,788$869,521$888,877$695,584$768,859$955,135$1,007,519$914,842$966,208$893,030$948,307$904,640$885,307$890,427$850,6042020 2021$0.4$0.6$0.8$1.0$1.2SEPAUGJULJUNMAYAPRMARFEBJAN$615,329$539,547$949,057$828,940$747,864$673,928$614,074$692,874$1,007240$852,058$908,522 $921,661$866,731$867,104$844,498$854,190$799,793$713,1332020 2021

33Other InformationCOMMERCIAL GWP BY MONTHAGRIBUSINESS GWP BY MONTHNET CLAIMS INCURRED BY MONTH$0.4$0.6$0.8$1.0$1.2SEPAUGJULJUNMAYAPRMARFEBJAN$411,342$511,581$734,640$544,670$428,720$557,101$654,274$501,815$1,009,893$695,132$636,649$571,505$463,787$457,002$511,740$804,878576,408$666,0542020 2021$0.3$0.4$0.5$0.6$0.7$0.8SEPAUGJULJUNMAYAPRMARFEBJAN$342,880$317,908$482,135$424,437$373,406$500,541$450,732$386,488$657,166$678,044 $679,263436,525$415,739$440,579$343,666$390,949$373,899$488,0152020 2021$0$0.5$1.0$1.5$2.0$2.5SEPAUGJULJUNMAYAPRMARFEBJAN$666,087$473,835$1,154,980$976,341$828,850$636,866$796,077$559,320$996,992$548,493$713,070$1,569,746$1,665,221$1,413,587$1,198,753$2,069,333$1,629,9962020 2021$2,236,596

Other Information

35Other Information

Enterprise Risk ManagementSTRATEGIC RISK• Reputation• Distribution• Government & Regulation• Competition & DisruptionINSURANCE RISK• Catastrophe• Reserving• Underwriting• ReinsuranceOPERATIONAL RISK• People• Processes• IT & Infrastructure• External EventsFINANCIAL RISK• Market• Liquidity• Credit• BasisOther Information

37Enterprise Risk ManagementERM & ORSA DEVELOPMENTRisk review by Leadership as well as Teams will be incorporated in our quarterly OKR sessions. By taking this approach, all teams will be called upon to identify and articulate risks as they present themselves. Risks will be added to the Risk Register whereby Leadership will be assigned the responsibility of an appropriate risk withing their area of expertise. Our top ten risks are included in our board report showing its’ priority, impact and mitigating approach.The other areas of improvement will develop over time with Board involvement.PRIORITIZED GAPS AND AREAS FOR IMPROVEMENTListed below are the gaps and areas for improvement identified as part of the review performed. Each area has been prioritized based on the level of expected benefit and the anticipated level of eort.Gap/Area for ImprovementDescription PrioritizationExpected BenefitLevel of Eort1) Roles & ResponsibilitiesRoles, responsibilites, and accountabilities with regards to risk management are not clearly defined or articulated and members of the Board and Leadership team are not fully aware of their responsibilities for risk oversight.HIGH MEDIUM2) Risk Management TrainingRisk management training has not recently been provided, resulting in a less risk-aware culture than desired.HIGH MEDIUM3) Risk Appetite & Risk ToleranceThe Company’s risk appetite has not been formally defined or articulated and risk tolerances have not yet been established.HIGH MEDIUM4) Own Risk & Solvency AssessmentPlausible scenarios for Nova Mutual’s top risks are not run through a rigorous financial model to assess the potential impact on surplus, capital, and other key financial ratios.HIGH HIGH5) Risk Identification & AssessmentNova Mutual has not clearly defined the mechanisms or processes to identify amd escalate risk.HIGH MEDIUM6) Risk Prioritization & ResponseMitigating eorts to manage risks, as well as additional actions to further mitigate risk, where required, are not consistently defined or documented. Individual(s) responsible for oversight of each risk are not identified.HIGH MEDIUM7) ERM Guiding PrinciplesAn ERM guiding principles document has not been established to outline Nova Mutual’s approach to risk management.HIGH LOW8) ERM Policy A formal ERM policy to govern Nova Mutual’s risk management practices does not exist,MEDIUM LOW

Risk Management The following section presents our top 10 risks captured in our Risk Register. They are ranked in order of priority. In assessing the potential impact for each of the top risks, the presence and eectiveness of risk mitigation activities are taken into consideration.PriorityPrior Quarter PriorityRisk # Risk Title Risk Category Risk Type1 1 42 High Broker Consolidation Strategic Distribution 2 6 10 Multiple Major Fires Insurance Catastrophe 3 7 6 Extreme Adverse Climate Insurance Catastrophe 4 8 12 Reserve & Pricing Inadequacy Insurance Underwriting-Reserving 5 4 38 Member Satisfaction Strategic Reputation 6 5 44 Threat to Market Share Strategic Competition & Disruption 7 2 18 Cyber Security Breach Operational External Event 8 3 25 Technology Failure-Production Operational IT & Infrastructure 9 9 3 Turbulence in Financial Markets Financial Market 10 10 51 Mutual Automobile Rate Filing Operational External Event

39Risk Management #42HIGH BROKER CONSOLIDATION Strategic Risk | Distribution | CEOBroker merger and acquisition activity remains aggressively active and presents an unfavourable concentration of insurable risk to Nova Mutual. POTENTIAL IMPACT HOW WE MANAGE THIS RISKIf concentration of business of a single Nova Broker places business with us that represents more than 20% of our entire book, we are at risk of losing a substan-tial amount our portfolio if the broker is sold or cancels their contract with us.We currently have two brokers who have purchased other Nova Mutual brokers and now represents 25% each of our total book of business. We are mitigating on two fronts. We have and will continue to nurture our good business relation-ship AND we are looking to expand our broker channel in dierent geographical areas in Ontario to oset our risk of con-solidation. We have appointed 4 Brokers in 2021 and are targeting at least one more in 2022.

Risk Management #10MULTIPLE MAJOR FIRE LOSSES Insurance Risk | Catastrophe | COOResidential homes, Commercial Properties and Agri Business Operations are highly susceptible to loss by fire and current costs of repairs drastically increases the poten-tial of claims becoming total losses.POTENTIAL IMPACT HOW WE MANAGE THIS RISKClaims resulting from 4-5 major fire events could cause substantial volatility in our financial results and could materi-ally reduce our profitability or harm our financial condition.We have hired 2 full time loss inspectors to review Farm and Commercial policies over $500K Total Insurance Value on an annual basis. We also contract with Bull-seye Inspections for residential inspec-tions. We have recently developed a ProFarms product for Agribusiness that requires members to subscribe to an electrical system monitoring service (currently PrevTech) that vastly reduces potential fires resulting from electrical failures.

41Risk Management #6EXTREME ADVERSE CLIMATE Insurance Risk | Catastrophe | COOThe entire P&C Insurance industry is susceptible to changing climate patterns and an increase in the number and cost of claims associated with severe storms and other natural disasters. Changing weather patterns has resulted in hotter, drier weather in some areas and more humid, wetter weather in other areas. The result has been more unpredictable weather and increasingly severe storms.POTENTIAL IMPACT HOW WE MANAGE THIS RISKClaims resulting from natural catastroph-ic events could cause substantial volatili-ty in our financial results and could mate-rially reduce our profitability or harm our financial condition.At present, we do not have sophisticated modelling programs to forecast natural climate disasters therefore “acceptance” of this risk with mitigation techniques of Reinsurance retention limits of $500K across all lines, reviewing Flood Mapping data when considering acceptance of new business and for renewal business, increasing deductibles or capping limits on current water damage products.

#12RESERVE & PRICING INADEQUACY Insurance Risk | Underwriting/Claims | COODelivering on our strategic direction depends upon our ability to accurately assess the risks covered by the insurance policies that we write. From the premiums that we collect from our members, we set aside reserves to cover our estimated payment of all losses and loss adjustment expenses that we incur. These reserves are based upon a range of factors standard to our industry such as the following:• actuarial projections of the cost of settlement and administration of claims known.• estimates of trends in claims severity and frequency.• judicial theories of liability.• variables in claims handling procedures.• economic factors such as inflation.• judicial and legislative trends, judicial interpretation of policy coverage/exclusions.• the level of insurance fraud. Risk Management

43#12POTENTIAL IMPACT HOW WE MANAGE THIS RISKInadequate pricing and inaccurate re-serving could negatively impact our abil-ity to accurately assess the risks of the policies that we write. In addition, there may be significant reporting lags between the occurrence of the insured event and the time it is eventually reported to the insurer. This is commonly known as “In-curred but not Reported” (IBNR) The following factors may have a sub-stantial impact on our future actual loss-es and related expenses experience:• amounts of claims payments.• expenses incurred in resolving claims.• legislative and judicial developments.• changes in economic variables such as interest rates and/or inflationWe consistently refine our reserve prac-tices through the year to ensure that we maintain a sucient level of claims reserve.Our plan is to review the results of each business line and determine if appro-priate action is required in terms of product design or pricing to remediate poor underwriting performance or claims handling practices. This will be done in-volving all functional team disciplines and remedies, if any, can be executed during our quarterly OKR sessions.For example, in Q3 we have increased premium on high value homes by 7.5%.Risk Management

Risk Management #38MEMBER SATISFACTION Strategic Risk | Reputation | CBOIn today’s current business environment, member growth and retention of business are constantly at risk through fierce competition.POTENTIAL IMPACT HOW WE MANAGE THIS RISKInsurance is typically treated by cus-tomers as an expense that they rarely collected on after years of paying premi-ums. In the highly competitive market, many times the only dierentiator is customer satisfaction. Failure to focus on such satisfaction may result in poor sales experience and reduction of customer retention.One of our strategic objectives is to en-hance member and broker experiences. Introduction of our Servant Leadership model, our flat organizational structure, our community initiatives and our newly design culture that provides autonomy to our team members when dealing with our Brokers and Members go along way with Member satisfaction. Heavey em-phasis is put on this strategic objective to mitigate member dis-satisfaction.

45Risk Management #51MUTUAL AUTOMOBILE RATE FILING Operational Risk | External Event | CEOOMIA and Farm Mutual Re has advised the Mutual participants of Company 789 (share auto rate filing) that the committee no longer wishes to manage the filings on behalf of the Mutual Participants. The rationale is that they do not have the resources nor the expertise to handle this eort properly.POTENTIAL IMPACT HOW WE MANAGE THIS RISKWith ARFC pulling out of managing auto-mobile rate filings, it will now cost Nova Mutual $20K annually to pay for this service. This is a non-budgeted risk.We have been given little notice of this risk. At present, Nova will accept the risk and cost that comes with it. We will explore alternative solutions in our 2022 strategy and budgeting sessions in Q4 of 2021.

Risk Management The P&C insurance industry is highly competitive, and we believe that it will remain so for the foreseeable future. We compete with many domestic and foreign insurers as well as Canadian banks that are selling insurance products. These entities have various distribution models. We compete not only for business and individual customers, but also for brokers and other distributors of investment and insurance products. We have two distribution channels.• Independent Brokers – 86%• Exclusive Agents – 14%Being a Farm Mutual, our focus is on Agribusiness as we believe this to be our niche. Currently larger competitors do not have expertise in this field however that is only a matter of time before they see this as an opportunity.A great part of our success depends on our ability to attract and retain top talent to be leaders in this industry as well as our ability to enhance our Broker/Member experi-ence in dealing with us.#44THREAT TO MARKET SHARE Strategic Risk | Competition & Disruption | CEO

47Risk Management POTENTIAL IMPACT HOW WE MANAGE THIS RISKIntense competition for our insurance products could harm our ability to main-tain or increase our profitability, premium levels and written insured risk volume.The entrance of a new player in the market or a shift in methods to purchase insurance could challenge our distri-bution models. The use of information technology in the distribution and pric-ing of insurance products has increased over the last several years and this trend is expected to continue.Artificial intelligence is another area that is gaining much attention and could have a material impact on the insurance industry. .Our multi-channel distribution strategy will be enhanced once we have made the transition to our modern technolo-gy platform. Independent Brokers and our Exclusive Agents will have access to straight through web processing of vari-ous commodity type policies.It is important to note that we are not circumventing either channel by going direct to consumer but including them both in the enhanced experience on their processing and the customer experience.Our strategy of enhancing our Broker/Member experience by providing value through superior expertise in the Agri-business arena will also be applied to our other lines of business as well. Significant eorts in our Brand Presence are how we create the environment where commu-nity members see value in placing their business with Nova Mutual.#44

#18CYBER SECURITY BREACH Operational Risk | External Event | CIORisk Management Information technology and cyber security risks continue to be key risks for many companies. Criminal organizations, hackers, and other external actors have become more active and better equipped to attack even robust systems and networks. Our dependency on technology, network, telephony, and critical applications makes our ability to operate and our profitability vulnerable to business interruptions, service disruptions, theft of intellectual property and confidential information, litigation, and reputational damage. The volume and sophistication of cyber-attacks continue to increase. These attacks may include targeted attacks on systems and applications, introduction of malicious software, denial of service attacks, and phishing attacks which could result in the fraudulent use or theft of data, and may involve attempts to fraudulently induce em-ployees, customers, or third-party service providers to disclose sensitive information in order to gain access to the Company’s data. Distributed Denial of Service (DDoS) and Ransomware attacks continue to increase in frequency and severity. These activ-ities are designed to disrupt the operations of an organization and/or to benefit the attacker financially. We may be unable to prevent cyber-attacks that result in system disruption or a breach of confidential information, whether personal or corporate in nature. Third party service providers and other suppliers may also be the subject of successful cyber-attacks leading to a material impact on our systems or the theft of confidential information.

49#18Risk Management POTENTIAL IMPACT HOW WE MANAGE THIS RISKDespite our commitment to information and cyber security, we may not be able to fully mitigate all risks associated with the increased sophistication and volume in the threat landscape. As such, we may be the subject to a cyber-attack resulting in system unavailability, data corruption or deletion, or the disclosure of confi-dential or personal information. Massive denial of service attacks and system intrusion attempts could compromise our ability to operate, or we may be unable to safeguard personal and confidential information from public disclosure. These events and attacks may lead to wide ranging consequences including fi-nancial loss, which also includes lost pro-ductivity, remediation costs, and costs associated with potential legal action; regulatory action, which may include regulatory fines and/or increased scrutiny by government; and reputational damage such as lost consumer confidence and lower customer retention.We continuously upgrade our applica-tions to better protect our systems and information. We regularly monitor exter-nal trends in cyber security to ensure we can rapidly mitigate known vulnerabili-ties.Nova Mutual will continue to provide ongoing cyber security training to Nova Mutual team members. Nova Mutual will also continue per-forming penetration tests to discover new assets that have been added to our infrastructure and build out next steps to protect Nova Mutual assets. Additionally, we will insure ourselves in the event of a data loss event.

#25TECHNOLOGY FAILURE  PRODUCTION Operational Risk | IT & Infrastructure | CIONova Mutual’s current hardware stack is over 6 years old and is showing signs of fail-ure. The technology that the team members use day to day (laptops, headsets) are also reaching end of life, and are starting to cause problems and are being replaced more rapidly.POTENTIAL IMPACT HOW WE MANAGE THIS RISKTechnology is the core that allows the team members to do their day-to-day jobs (check emails, log in, print, send/re-ceive information, communicate etc.).If there are significant outages either at their local station or in the core in-frastructure, that could lead to hourly / daily losses and the inability for team members to accomplish their tasks.We are building out a rolling 3–5-year technology refresh program for both local workstations and the core hardware stack.This will allow the IT department to plan anticipated growth in both company headcount and premium growth to sup-port with minimal reactiveness.As with all technology, sometimes it may not make it to the anticipated end of life, however that will be accommodated with a portion of the budget for edge cases that can arise.Risk Management

51#3TURBULENCE IN FINANCIAL MARKETS Financial Risk | Market | CFOChanges in equity markets, interest rate, inflation and to a lesser extent foreign ex-change causes changes in realized and unrealized gains and losses. During a period of prolonged lower interest rates dividend and interest income are reduced. As inter-est rates rise the value of our fixed income portfolio will decrease, resulting in lower realized gains and potentially higher realized losses. The company is more susceptible to changes in interest rates due to the substantial portion of the investment portfolio allocated to fixed income than to equity market movements.POTENTIAL IMPACT HOW WE MANAGE THIS RISKChanges in the market variables men-tioned above could adversely aect our investment income and/or market value of the company’s investments.The company’s investment philosophy takes a long-term approach coupled with capital preservation. A substantial por-tion of the company’s investments are actively managed by a very experienced third part manager. The portfolio is mon-itored in conjunction with the company’s investment policies.Risk Management

Think Ahead. Think Nova.ONE PLANET LIVING AND SUSTAINABILITY.In keeping with our strategic direction, Nova Mutual is collaborating with the Delhi Chamber of Commerce and DPAI Architecture to create a brighter, more sustainable future by planning a Bioregional One Planet Living (OPL) community project in Norfolk County. This is an agile group, composed of professionals as well as members of the general public. The team’s strategy is creating common ground for strategic partnerships, a more entrepreneurial approach to increasing commercial opportunities, and a commitment to zero waste and zero emissions. This will be achieved while continuing to provide outstanding community value, and maintain excellence, aordability, and services. Together, using the experience and skills of the team while the following 10 principles of One Planet Living, we are planning to build the first-of-its-kind OPL endorsed community in Canada.With a population of about 4500, Delhi is located on prime agricultural lands and is local and is easily accessed to several larger, neighbouring towns. To transform this township, altering existing buildings, inside an established community, utilizing current resources and expanding them within that town’s existing framework is something that has never been done before. Other sustainable communities exist; however, they are typically formed from new construction. This is the case of an OPL development in Ottawa, Zibi. The first OPL development in Canada, was created primarily by demolishing abandoned warehouses and then opening residential units to the area. The aim for Delhi is to create a thriving community that oers a sustainable and self-sucient way of life for all. This development will make it easy and enjoyable for people to live and work more sustainably; resulting in more time for the things that matter, greater aordability and a stronger, more resilient town. Redeveloping this site, using renewable energy sources will create a thriving community that oers a sustainable and self-sucient way of life for all helping to achieve a brighter, better future.As part of this package, you will find a detailed report from DPAI Architecture as to the components of a One Planet Living project.

53

Health and HappinessEquity and Local EconomyCulture and CommunityZero WasteSustainable WaterLand and NatureLocal and Sustainable FoodMaterials and ProductsZero Carbon EnergyTravel and TransportONE PLANET LIVING

55Health and HappinessOne Planet LivingENCOURAGING ACTIVE, SOCIAL, MEANINGFUL LIVES TO PROMOTE GOOD HEALTH AND WELLBEING.We plan to achieve this by utilizing green spaces and play areas to encourage and facilitate active physical and social lifestyles within the community. Coordinated community gatherings and initiatives encourage residents to be involved in the shaping of programs and participating in their community. Access to existing spaces includes a community centre, baseball diamonds, a swimming pool, soccer field and an outdoor track for running and or walking. Proposed additional amenities include tennis courts, a skateboard park, outdoor basketball, and ball hockey courts, play parks and an outdoor skating rink.CREATING SAFE, EQUITABLE PLACES TO LIVE AND WORK WHICH SUPPORT LOCAL PROSPERITY AND INTERNATIONAL FAIR TRADE.An intentionally designed community will be an example of how equity and diversity can be supported by attracting a varied population and creating a safe and economically accessible neighbourhood. Building diverse housing types will provide both rental and homeownership opportunities. Programs such as renewable energy, car and equipment sharing, local food production, and remote-work opportunities will further reduce the cost of living in the community, improving the overall quality of life for all residents. Delhi’s enhanced commercial spaces will create local jobs and give opportunities to small, ethically run enterprises.Equity and Local Economy

One Planet LivingNURTURING LOCAL IDENTITY AND HERITAGE, EMPOWERING COMMUNITIES, AND PROMOTING A CULTURE OF SUSTAINABLE LIVING.Our mission is to create a neighbourhood that becomes a catalyst for creativity and a strong sense of community. Delhi, through its design and physical facilities as well as from the dedicated eorts of a community facilitator to engage citizens on fair trade, will provide information on local co-working and encourage events for community interaction. Cultural enhancements include museum expansion, the development of an education centre and a LivingLab onsite to educate the community on sustainability and One Planet Living. Facilities and shared spaces will provide opportunities for residents and visitors to interact and develop a stronger sense of community.PROTECTING AND RESTORING LAND FOR THE BENEFIT OF PEOPLE AND WILDLIFE.Carefully designed landscapes and greenspaces will provide micro-habitats for native species, increasing biodiversity within the town. The project will be designed and managed for habitat support and food productivity. Including elements such as forest canopy, wetlands, shrubs, and orchards to ensure maximum diversity, habitat support and food production sustainability. Residents will be encouraged to engage in active exploration of habitat restoration and urban agriculture through education and increased opportunities to interact with the natural world.Culture and CommunityLand and Nature

57Sustainable WaterLocal and Sustainable FoodOne Planet LivingUSING WATER EFFICIENTLY, PROTECTING LOCAL WATER RESOURCES AND REDUCING FLOODING AND DROUGHT.Ecient appliances will be installed throughout the project area and non-potable water will be employed for sewage conveyance and landscaping where feasible. Water will further be harvested from roofs for toilet flushing and washing machines, as well as gardens, landscape, and allotment watering. Green and brown roofs will be installed where practical and appropriate to reduce run-o during heavy rain.PROMOTING SUSTAINABLE HUMANE FARMING AND HEALTHY DIETS HIGH IN LOCAL, SEASONAL ORGANIC FOOD AND VEGETABLE PROTEIN.Several key strategies to promote local and sustainable food will be implemented throughout the community. As all homes will have gardens, local food growing, vegetable boxes and cooking classes will be oered and encouraged. Through the development of a farmers market structure, we can help create a sustainable, nutritious, and accessible food system in Delhi. To minimize food waste, composting facilities will be provided onsite, and their uses will be heavily promoted. Supporting local food-related businesses/organizations increases awareness of these programs for residents and visitors alike.

One Planet LivingMaterials and ProductsTravel and TransportREDUCING THE NEED TO TRAVEL, ENCOURAGING WALKING, CYCLING AND LOW CARBON TRANSPORT.The site is purposefully located close to nearby transportation, retail, and services to allow for a 20-minute walk or less to all key amenities. A framework will be provided in instances when energy-reliant transportation is needed. Improved public transport will contribute to residents being less reliant on private cars. The infrastructure required to install electric car charging points will be available in each home. To reduce journeys by private car, a car-sharing scheme using a lift share app will be implemented. This can be expanded to include residents living outside Delhi as well.USING MATERIALS FROM SUSTAINABLE SOURCES AND PROMOTING PRODUCTS WHICH HELP PEOPLE REDUCE CONSUMPTION.Innovative construction solutions, as well as the implementation of modern technologies, will minimize the environmental impacts of the community and its developments. Wherever possible, local, reclaimed, renewable, and recycled materials in construction will be used to reduce transport emissions, spur investment in local (non-fossil fuel) natural resource stocks and boost the surrounding local economy. To promote sustainable living, the sharing of resources, such as a tool library will be provided with a focus on minimization, reuse, and recycling.

59Zero WasteZero Carbon EnergyREDUCING CONSUMPTION, REUSING, AND RECYCLING TO ACHIEVE ZERO WASTE AND ZERO POLLUTION.Beginning with the design and construction of the community itself, attention will be paid to waste generation, aiming for Zero Waste by avoidance of excessive materials and packaging, as well as waste disposal. Facilities and programs will be established to make recycling, reuse, composting, and other innovative waste reduction measures simple and easy to participate in. Educational programs will help residents understand the continually evolving opportunities to reduce the amount of waste generated that is ultimately sent to the landfill.MAKING BUILDINGS AND MANUFACTURING ENERGY EFFICIENT AND SUPPLYING ALL ENERGY WITH RENEWABLES.Buildings will be designed to maximize energy eciency with airtight and energy-ecient systems and powered by renewable energy. The buildings will be oriented to maximize roof area for the installation of solar panels and carports may be constructed in some areas to create additional areas for panels to charge electric vehicles and provide grid energy. Further, energy-ecient appliances, LED lighting, and outdoor washing lines will be installed throughout the development. Nova Mutual will participate in this community project with no upfront commitment in providing any capital expenditure. Our involvement will be through participation in various committees and assistance in services such as communications and branding. If there comes a time whereby Nova Mutual would like to involve any capital expenditures, a business case will be brought forward to the Board.As noted above, this is strictly a strategic play in Nova Mutual in being recognized as a thought leader in rural community sustainability development. Gaining experience in this space will allow us to share that expertise to other communities where Nova Mutual may conduct business.One Planet Living