2020 Nova Mutual AGM Report : simplebooklet.com

3ROI 5.2%EXPENSE RATIO 41.1%ROE 13.5%CLAIMS RATIO 48.2%INVESTEMENTS $35.4MCOMBINED RATIO 89.3%MCT 433%Company Proﬁle as of December 31, 2020NEW MEMBERS 1498AGENTS 3EMPLOYEES 39BROKERS 18Broker–84%Agent–16%Digital–0%DISTRIBUTION SPLITAutomobile–32%Commercial–21%Farm–16%Residential–31%LINE OF BUSINESS SPLITANNUAL GWP 10 YEAR GROWTH$102010$13.0$14.3$14.6$14.4$14.3$15.0$16.3$18.5$21.4$25.2$30.32011 2012 2013 2014 2015 2016 2017 2018 2019 2020$15$20$25$30$35

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Our 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.”INTEGRITYWe 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.COURAGEWe believe it takes courage to lead. We respond, adapt and embrace the changing world in which we operate.EMPOWERMENTWe have the autonomy to ﬁnd solutions that beneﬁt our members. We have the liberty to create our work-life harmony.SERVICEWe lead and act with a member-ﬁrst mind-set. We’re accountable to our members, partners and to each other.COMMUNITYWe value and actively support the communities in which we operate. We have deep roots in tradition and will continue to create our legacy of care.1 4253 6

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5Our Culture1) We will be fanatically committed to our Purpose and Metrics which will in turn earn us member loyalty and trust.2) High performance comes from sharing information, not hoarding it. It is about being open with our discussions.3) We will trust ourselves and each other by three simple words: Use good judgment.4) Fighting for simplicity takes courage and commitment to cut out complexity.5) Life is short, so it should be fulﬁlling and fun. Work is a big part of life, so it should be fulﬁlling and fun.#WheneverWhereverWhatever

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Message from the ChairIt is my pleasure to report to our members on the activities, strategies, and achievements for the corporation over the past year. It has been a unique year but considering the challenges for all of us Nova Mutual has shone brightly in the lives of our members and the communities where our members live and work. As a member-driven organization, our purpose, values, strategy, and tactics align to support the success of our members. Nova Mutual has committed to providing our members substantially more value while operating proﬁtably, enabling us to give back to our communities. That commitment is incorporated in our company’s DNA. As you read the reports contained in this year-end statement, you will see the evidence of this commitment. For this reason, we exist, and along with our values it deﬁnes who Nova Mutual is and how we operate. WHAT A YEAR! … It has been a full year since the impact of COVID-19 has changed the lives for each if us as members and has changed the work life of our team of people who serve our members every day at Nova Mutual. Our sta have handled the disruption famously, we believe – a testament to the resiliency and agility of the Nova Team. The Board has continued its work virtually as well. Our audited ﬁnancial statement illustrates that Nova Mutual has operated proﬁtably in 2020, and we have given back abundantly to our communities. At our broadcast Annual Meeting on March 1st, members will witness further evidence of our community support during an exceptional year when communities, and individuals in our communities, have experienced needs never seen before now. Support to members and our communities is why we exist, and we strive to engage with our members and community partners to discover how we can make a positive dierence to them. After a year, it feels like a new normal has settled in, although we will all be delighted when we are able to return to our pre-COVID normal. Of course, we will not return to the old normal, because we learned some things over the past year that can be retained as leading practice going forward.

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7FROM A GOVERNANCE PERSPECTIVE … The Board of Directors has a duty to deﬁne the overarching purpose, mission, values, and strategic direction for the company, and to oversee how our leadership team carries out the strategy and operates the company. We have a dedicated group of 9 directors, and our governing framework includes 5 committees that study issues and recommend actions for the Board of Directors to discuss further and act upon. The Board operates within statutory requirements deﬁned in the Insurance Act and the Corporations Act, as well as in other legislation and common law. We keep up to date with leading practices for corporate governance and apply these governance principles and practices for the Nova Mutual Board of Directors. We have suered one recent tragedy – the sudden loss of Patrick Smith, one of our directors. Patrick’s compassion, dedication and balanced perspective will be missed by us all. Since being elected at our AGM in June 2020, Eric Harrop has been a strong addition to your Board of Directors. Sadly, we must say goodbye to two directors, Susan Wavell and Mark Matson, who will retire at the conclusion of the March 2021 AGM. Their experience, skills and camaraderie will be missed. The Nominating Committee has generated an impressive list of nominees who are interested in ﬁlling any of the 5 vacant director positions and serving on the Nova Mutual Board. Two incumbent directors have notiﬁed the Secretary of their willingness to return, and members will have the opportunity to select from a panel of 9 candidates with broad skill sets to ﬁll 5 director positions. IN APPRECIATION … On behalf of the Board of Directors, I want to thank Gary Anderson, his Leadership team, and all sta of Nova Mutual for their dedication and excellent work performed each day in support of our Members. The past year has been exceptionally challenging for everyone while working remotely and communicating virtually, but our team has shone in the face of this adversity. Finally, to my fellow directors on the Board, thank you for your trust, diligence, and collaboration as we worked to govern the company on behalf of our members.Respectfully yours, Ross Gowan Chair, Nova Mutual Board of Directors

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CEO ThoughtsAll the 2019 transition work has given us a foundation to move forward in 2020 in what will come to be known as our “Transformation Year”. This is the year where we will make data driven decisions to support our strategic direction for 2020-2022.Building on our servant leadership model, we focused on the “inﬁnite game” approach to our business rather than the traditional “ﬁnite game” approach used by most businesses today.WHAT DO I MEAN YOU ASK?Well, ﬁnite games have clear rules, well-deﬁned beginnings and endings, and clear winners and losers. Companies that operate with a ﬁnite mindset are designed for stability. While they might produce quarterly results, they are not prepared to handle disruptions. In the true sense of the word, it does not operate in reality. In contrast, companies that play the inﬁnite game are designed to embrace unpredictable situations and adapt to them. Inﬁnite minded organizations think in terms of generations, not quarters. Inﬁnite games have fuzzy rules with no clear beginnings nor endings, and the players can be disrupters, coming and going as the market evolves. The objective for a company is to keep playing for as long as possible. This represents reality.To succeed in this inﬁnite game, we must shift the focus from “winning” every quarter or annually, to building a resilient organization that can last many decades.To make that happen we have adopted the ﬁve essential principles for the inﬁnite mindset:1. exist to further a just cause, 2. build trust in teams, 3. ﬁnd worthy rivals, 4. display existential ﬂexibility to make extreme strategic shifts, and 5. ﬁnd the courage to lead with an inﬁnite mindset.Our Just Cause provides the long-term motivation, direction, and purpose required to play the inﬁnite game. It creates customer loyalty, brings out the best in employees, and gives the organization both strength and longevity. We feel we have created that with

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9developing Our Purpose in alignment without Strategic Direction. Trust at Nova Mutual comes from the creation and living of our Values and Culture. We initially identiﬁed six values that we ask each employee to live every day. Our Whenever, Wherever, Whatever Culture provides each employee with the autonomy to make good decisions using their best judgement. We believe this is our secret sauce in growing trust and is reﬂected in the recent results of our Employee Engagement Survey. Searching for worthy rivals, as opposed to identifying competitors, will push us to be the best we can be. Successful companies beyond the Insurance space such as Starbucks, Disney, and Lemonade, who have impressive Net Promoter Scores, will give us insight as to how we can better serve our members in providing products and services. Conducting business in an Agile manner will give us the signiﬁcant ﬂexibility in responding to strategic or product disruptions as they become evident. It is critical that we continuously scan the business horizon in order to make profound strategic shifts when necessary, to better advance our cause. The temptation to ‘play it safe’ as we approach uncharted territory is a trap set by the Finite Game mindset. This is something we have all experienced at one time or other at Nova Mutual or elsewhere. The Courage to Lead applies to all Nova employees. We do not have to be ‘in charge’ to lead. We simply need to be self-aware of situations that may require us to step up and do the right thing. It certainly is not

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the easy road, and it takes a team of like-minded individuals to support each other during these situations. I am particularly proud of our initiative that focused on building Corporate Mindfulness on our Team. The program, Attune to You, provided a combination of innovative science and evidence-based research to help our employees better understand their default modes and bring more conscious awareness into their day-to-day lives. With this understanding, endless possibilities in accessing our higher faculties and full potential will allow Nova Mutual employees to better operate as high performers under our self-leading teams model. There have been plenty of changes at Nova Mutual during this Transformation Year and it is safe to say there will always be change on the horizon. It is our duty to embrace such adversity head-on with courage, in order to further advance our company purpose. Ultimately, those who adopt mindfulness by embracing their Inﬁnite Mindset and adopting the skills we learned, are the ones who will lead the rest of us into the future. In the Inﬁnite Game, there is no winning or losing, there is only being ahead or behind. This enhanced resilience will allow us to thrive in an ever-changing world while our competitors who play by the traditional, or Finite Game, fall by the wayside. By feeling safe, inspired and fulﬁlled every single day, I believe as a company, we can deliver on our current and future strategic directions. We will need to ﬁnd, teach, and support those who are committed to leading in this way. One of the steps we need to take is to learn what it means to lead while playing the Inﬁnite game.Thank you,Chief Executive Ocer, Nova Mutual

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Strategic Direction 2020-2022The foundation of our strategic focus is building upon the research of McKinsey’s “Strategy Beyond the Hockey Stick,” which focuses on using strategy to play the odds. Not every decision is going to result in a win, however, companies that increase their “shots taken” 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.” 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.WE WILL PROVIDE OUR MEMBERS SUBSTANTIALLY MORE VALUE THAN THE COMPETITION WHILE OPERATING PROFITABLY ENABLING US TO GIVE BACK TO OUR COMMUNITIES.

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15Attract and Retain Top TalentEMPLOYEE ENGAGEMENT SURVEY Satori Consulting was engaged in conducting our 2nd annual Employee Engagement Survey. Our 2019 results during our Transition year were categorized as world class, however it was thought that our Transformation year would be more of a challenge. New employees were coming aboard and some of our existing employees were retiring, leaving for other opportunities, or simply being dismissed which had potential of disrupting our Culture of High-performance, self-managing teams. Any anxiety that did exist over this challenge were soon dismissed as our results came in. Our 2020 survey had 100% participation and yielded am employee engagement satisfaction score of 90. This is 6 percentage points greater than 2019. Certainly, a cause for celebration.EngagementCommunicationPerformanceServiceEmpowermentRespectIntegrityLeadershipCourageCommunity

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Attract and Retain Top TalentGLORIA FIELDChief Brand Ocer Our quarter started o with an appointment at the senior leadership level. Gloria Field had been tapped on the shoulder to head up the revamped “Marketing & Distribution” department, to become the Chief Brand Ocer of BRAND!JODI PROUSEEmployee Experience Director Jodi Prouse has successfully attained the Employee Experience Director role coming from the HR department of the Town of Tillsonburg. Jodi has made a substantial impact to Nova Mutual from day 1. This will go down as one of Nova Mutual’s greatest ﬁnds.Lene and Jack joined the claims team this year. Jack’s an experienced property adjuster, coordinating appraisals and reports with members’ claims and Nova. Lene keeps the team organized, providing support to make things better for the team and our members.Our newest Agent, Laura provides top-notch service to our members while always looking to grow our book of business.LENE MERRICKClaims Support AdministratorLAURA WARDAgentJACK RONSONSenior Property AdjusterJESSICA LYMBURNERDirector of Strategic Partnerships Jessica Lymburner is an expert individual contributor, with proven abilities to enhance the strategic partnership strategies for Nova Mutual. A champion of our Brand, Jess will advance our business by seizing opportunities for growth and mutual success.

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17Attract and Retain Top TalentJENNIFER MORRISONDirector of InnovationEMILY GIBSONBrand AmbassadorBLAKE KNEBELBusiness AnalystIT has made two great hires with Jennifer Morrison and Blake Knebel. Their involvement with planned project initiatives will prove vital in moving our company forward with being a member centric mutual. Their expertise is not limited to IT and their business process experience will help us greatly on our path of proﬁtability.Emily has proven herself to be an eective and essential member of Team Brand in her time with us. Emily’s role will help ensure that we are providing our Members with substantially more value than the competition.KEVIN SULLIVANLoss Prevention OcerKEVIN SMITHLoss Prevention SpecialistBoth Kevins are accomplished 309A Journeymen Electricians and we are delighted they have joined Nova Mutual. Loss Prevention is part of the enhanced services we oer our Members and is a critical component of what makes our business successful.

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Attract and Retain Top TalentSHANE DREVERDigital Media SpecialistRONNIE ZIEGLER Farm UnderwriterHOLLY VALLEE Finance SpecialistOLIVIA PITTONCommercial Lines UnderwriterBRANKO JOVANOVCommercial Auto UnderwriterShane is o to a running start and is an essential part of how we communicate with the world. By prioritizing our brand, we will continue to set ourselves apart and ensure that our core messaging is relayed eectively.Reinforcements continued to arrive and we were thrilled to welcome Ronnie to the ﬂourishing Underwriting Team. Since 2012 Ronnie has held various positions in the industry, giving him a unique perspective on both Underwriting and account management for personal and commercial lines.We were also thrilled to welcome Holly Vallee, Financial Op-erations Lead, the newest member of the Nova Finance Team. Holly has extensive Finance and administrative experience in a local government setting. She is almost ﬁnished achieving her diploma in Municipal Administration and is excited to bring her new skills and ideas with her to Nova Finance.We are thrilled that Olivia has joined the Team as an Intermediate Underwriter, Specialty Lines. With an Underwriting background, spanning commercial, auto and P&C, Olivia also has a passion for providing excel-lent customer service.We are so excited to share the news of Branko joining the Team! He is passionate about building strong rela-tionships with Broker part-ners and enjoys the oppor-tunity to mentor his junior colleagues

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19Attract and Retain Top TalentKIM CHANDLERSupport SpecialistLISA BUDZIANOWSKI Employee Experience SpecialistSARA KROGERBusiness AnalystKim is an active member of the Brand team while being ﬂuid enough to oer sup-port of all teams. Kim is the ocial “voice” of Nova and our members look for-ward to speaking with her just as much as she enjoys helping themRHONDA REIST Business Experience DirectorLisa comes joins the Team after working in human resources in the world of education, bringing an extensive background in both administration and employee experience. She is the perfect person to step in and help us get the Nova Mutual Employee Field Guide across the ﬁnish line!Rhonda also joined the Brand Team as Business Experience Director. She is the go-to person for our Broker partners and her purpose on our Team is to ensure that Nova is delivering products and service that matter to their Clients, and provide streamlined data and resources for our Broker partners.Nova Mutual also welcomed Sara Kroger to the Team as our newest Business Analyst. With extensive experience in analyzing systems, pro-cesses and workﬂows, the possibilities of what Sara can accomplish at Nova are truly endless.

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Attract and Retain Top TalentDIRECTOR RECRUITMENT WEBPAGEUpdates to our website have led to signiﬁcant interest and as a result there were 14 director candidates who were interested in serving our members as a board director. Traditionally in either legacy company, interest levels did not come close to these levels. Leadership believes this is a direct result of our commitment to community and communications through both social media and word of mouth. Comments from candidates have complimented our webpage on its navigation and content.CORPORATE MINDFULNESSPandemics aside, Transformation year 2020 was one that challenged our emotional intelligence – a term that many of us were not fully familiar with until we embarked on a journey through the Attune to You program. Together we worked through an intensive 12-week training program designed for courageous and innovative leadership teams. This was a holistic program, using a four-level approach that considers mental, emotional, behavioral, and spiritual realms. The team participated bi-weekly, tackling dicult lessons that included: Goals, Self- Image, Gratitude, Fear, Alignment in Values and so much more. Individual departments worked together to ﬁnd a common language and have open communication around corporate challenges they were facing. In the words of Maddi Rundle, author of The Higher Power Academy and Attune to You, “The real breakthroughs happen when we IMPLEMENT - when we take REAL ACTION.” As a company we took real action and are witnessing ﬁrsthand the positive impacts it has had on our Team Members both personally and professionally. We are now equipped with Shared Languages, have the courage to have tough conversations, and are implementing the many methods and tools we developed to enhance the eectiveness of our meetings and all our interactions with one another. Most importantly? We learned to dream BIG. We allowed ourselves the space to set big intentions for ourselves and for our teams. “When everyone on the team is working towards the same goals, you’ll realize the measurable impact that investing in people development can bring.” -Maddi Rundle.

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21WORK FROM HOME EXPENSEWith the onset of COVID-19, we were clearly ahead of the curve in executing on our business continuity plan as all employees were already well versed in working from home. While employees were familiar with the process, we did not plan on it being more of a permanent operation. We soon found that employees were asking about various equipment they could take home in order to perform o premises more eciently. Leadership decided to implement a “Work from Home” tech top up valued at $500 for each employ to purchase equipment (monitor, chair etc.) to use at home. Employee feedback was extremely positive and work performance did not suer at all.VACATION POLICY Our vacation policy was also introduced in this quarter. It was important for Nova Mutual to continually dierentiate ourselves from our worthy rivals. We strongly believe this will be extremely attractive to any potential employee candidate. We elected not to treat vacation as a commodity whereby its value is lowered to something that needed to be accumulated over time. Our approach was to have our vacation needs be “open” and peer governed by our self-managing teams.For employment legal requirements, each employee would all be assessed at 4 weeks’ vacation upon their leaving or dismissal regardless of years of service. This time-o method works when Team Members act professionally and practice good judgment and common sense.EDUCATION ACHIEVEMENT Gloria Field has completed a 1-year Professional Certiﬁcate in Marketing Management with Western University as of the end of June 2020. This program featured innovative industry information on digital marketing, marketing and social media strategy, research, and planning. Nova Mutual was pleased to support the enhancement of her skillset as it beneﬁts our company many times over. Congrats, Gloria!Attract and Retain Top Talent

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WIKI WIZARDWith the addition of our new Business Analyst and Project Leader, Nova IT has started to empower our business users with self-service support. Socialization of our new Wiki How-Tos library is underway providing training snippets for common issues plaguing our users. As well, when a more personal touch is required to explain more complicated topics, Nova IT has embraced Video How-Tos. This project is on-going as we encounter new opportunities to share knowledge amongst teamsVIRTUAL BACON SESSIONIn following up with our Engagement Survey results reported in Q2, we returned to conducting our Bacon Breakfast Sessions. This session did not satisfy our physical appetites as they were virtual, however our mental appetites were well looked after. Employees enjoyed the opportunity to meet as an entire group and celebrate our successes year to date as well as hearing what is being explored for the remainder of 2020. There were plenty of Change Management to address and the return to this communication vehicle was timely.Attract and Retain Top Talent

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23DIRECTOR RECRUITMENT WEBPAGE (CONT) Our website had been updated to better reﬂect our Director Recruitment activities. Our call to action has been prominently displayed on our Home page as “Join our Board.” When redirected, the actual page provides all details for anyone contemplating applying to be a Director. The Position Summary link is a very professional output that Nova Mutual can very extremely proud of.PUTTING ‘NOVA’ IN INNOVATIONWe have introduced Nova Mutual’s own “Innovation” area to operate as a shared service in Operations. For now, Jennifer Morrison (Director of Innovation) and Richard Gelbard (Director of Products & Services) will be the two permanent members of that team. Jennifer will lead all activities leveraging the Design Thinking approach to provide input that Richard can work with to develop products and services in keeping with our members’ needs.Attract and Retain Top TalentFINISHING STRONGDianna Loucks has planned to retire at the end of 2020. This role of System Administrator will not be replaced as it currently stands. Review of the actual needs going forward was assessed and determined that the new role will be dierent and fall under OPERATIONS.

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25Increase ProﬁtabilityLOSS PREVENTION The Loss Prevention Team achieved its goal of streamlining its processes to increase the number of weekly inspections. LP’s average went from 3-5 to 7-8 inspections per week by working alongside the Underwriting Team to re-evaluate the information shared between the two teams. As a result, they can get to more risks in less time thus aligning with our Increase Proﬁtability objective. Previously, the Agency spent a considerable amount of time following up with members to keep their payments in good standing. It was discovered approximately 50 members per month had overdue premiums. The objective for this quarter to was to reduce this by 50%. It was determined that these customers would need to change their habits when paying their insurance premiums. The solution was to push customers to consider preauthorized payment plans. The team utilized the Design Thinking approach to develop a strategy and prototype of what was involved in rolling this out. The results reﬂected a 5% reduction, however that was over the course of 6 weeks rather than the entire quarter. This OKR will continue into 2021 with goals to be reset at 75% reduction.GOOGLE PRESENCE OPTIMIZATION W e hired PPL Solutions to manage and optimize our Google Ad campaigns and provide thorough reporting on our Google Performance Data so we can ensure our advertising dollars are working eciently for us as well as ensure our webpage is performing well. We can also understand the groups that are looking for our services as well and thus, be better equipped to move them through the Marketing Funnel. For example, of the data relevant to compare (since this monitoring did not exist last year and neither did Google Ads): Our website users have increased…a lot… same with the number of sessions. Our bounce rate has decreased signiﬁcantly (which means people are spending more time on our website before leaving) and they are viewing more content while on our website than before. Quite a bit more.Users27,000.00% 1,674 vs 6Bounce Rate10.17% 67.37% vs 75.00%Sessions19,591.67% 2,363 vs 12Pages/Session42.84% 1.92 vs 1.33

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Increase ProﬁtabilityPROFARMS PROGRAMThe Underwriting and Brand Teams collaborated to develop and introduce a new Farm Program called ProFarms. The idea to create a niche product/service came from our underwriters researching protection systems for large farm processing risks. Further collaborating with Tech ﬁrm PrevTech, our teams produced a substantial coverage, rate, and loss prevention program to oer.GARAGE AUTO RIBO CREDIT VIRTUAL SESSIONOur Brokers spoke up and told us that they would appreciate if we ran sessions that helped them obtain RIBO Credits.... and so, we answered! The Specialty Lines Team stepped up to the plate and lead Brokers through the ins and outs of our Garage Auto program. Another high-quality production that garnered 118 participants, it is safe to say that Brokers were so pleased with the event and have been asking us when our next webinar will be!

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29#EMPOWERYOUTHWe were so grateful to be aorded the opportunity to take the Farm Mutual Re COVID-19 response dollars and create our most widely recognized social initiative of 2020. * Six students were awarded scholarships ($5K and one $15K top award) based on video submissions where they expressed which Nova Mutual value they identiﬁed with the most. This was another opportunity for us to demonstrate our “beyond the giant cheque-presentation” mindset of giving back to the community. Our audience was made aware of our Reinsurer’s generosity, and we built some serious brand-equity by promoting Nova as a values-based company. We had a unique opportunity to create content that was directed at a much younger demographic. We held a Zoom call with the winners and enjoyed the opportunity to engage them in conversation. Top Award winner, Matt Beard sums up the impact and innovative nature of this initiative nicely:Enhance Member & Broker Experience*data sourced from the results of our Public Engagement

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#WORKINGTOGETHERMATTERSOur COVID Response initiative, #workingtogethermatters continued to engage people and organizations in our communities facing the pandemic head-on. As some insurers opted to provide their clients with nominal ﬁnancial rebates, Nova made the decision that our Members would understand that by coming together as a collective, we can point those dollars right at those ﬁghting COVID ﬁrst-hand.SOME OF THE INITIATIVES CARRIED OUT THIS QUARTER UNDER #WORKINGTOGETHERMATTERS WERE:• Anson Place – partnership with Twisted Lemon to provide meals for 1 full work week for the entire sta. Valued at over $5K. • 6 iPads to the West Haldimand Hospital so patients can stay in touch with their families. • Brand new outdoor playground equipment for a Day Care in London caring for children of essential medial workers (and lunch for the entire sta catered by one of our Members, Wich is Wich.) • Bath robes for every resident of the Delhi Long Term Care Facility! • BBQ and meats dropped o to Sabor Espresso for migrant farm workers aected by the Scottlyn outbreak. Photos featured in Snap’d. A key component of the success of #WorkingTogetherMatters is speaking directly with the prospective groups and asking them, “what is your immediate need?” This way, our gifts are meaningful, timely, and support the organization with an urgent need.Enhance Member & Broker Experience

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31SPROUT SOCIALAfter much research, Brand implemented Sprout Social – a social media management software that allows us to manipulate all our platforms from one place. It provides data on competitors, trending topics, and proﬁle performance to help optimize our time and eorts online.FB LIVE BROADCASTS One of the positives coming out of the #safeathome lockdown was our Nova Mutual LIVE Broadcasts on Facebook. These LIVE sessions allow a fun and valuable opportunity for us to engage our social following by providing excellent content through supporting the arts. We have featured Princess Anna from Frozen (a Brantford Small Business) which happened to be our top 2 post by lifetime engagements for the quarter, local yoga instructor Martha Atkins led a live yoga class, Graemazing the magician gave a fun performance, and local well-known artist, Felicia McMinn serenaded us on one of May’s most beautiful Friday evenings bringing some joy to folks everywhere while we were still in Phase I.MEMBER SNAPSHOTS This feature focuses on promoting our small business and agribusiness Members. This involves a 1. Site visit/interview 2. Blog Write-Up 3. Social Post. Posts are co-branded with Brokers as well. This program acts as a double positive because it encourages us to engage with Brokers about our Membership and leverages our social voice to elevate both the Broker AND the Member’s business or farm. By having a blog post tied with this, it also increases trac to our website.Enhance Member & Broker Experience

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UPLIFT... A REAL PODCAST!Though they won’t admit it, science says most parents have a favourite child. In the Brand Family, Uplift might be it. In October, we launched the Mutual Insurance World’s very ﬁrst podcast! Uplift’s modus operandi is to be a platform from which we can elevate our people, our Broker Partners, local businesses and community groups. We can create awareness, foster connections, and have meaningful conversations with others who share our core values. Uplift serves as an incredibly important communications pillar for Nova, and by investing in cutting-edge production quality, we are dierentiating ourselves from other players in the Inﬁnite Game in a truly fresh and timely way. We’ve hosted Broker Partners, Member Businesses, and community advocates...and we’re just getting started. Subscribe to Uplift wherever U listen to Podcasts! (Spotify/Stitcher/Google Play and Apple!)NOVA’S FIRST VIRTUAL BROKER APPRECIATION EVENT In lieu of our Spring Golf Tournament, Nova still wanted to gather our Brokers together to thank them for their loyalty. The event was a chance to share company updates, reassure Brokers of our business continuity during COVID, promote Nova ProFarms, and share a message of resiliency. Keynote Speaker and regional representative for the War Amps, Chris Koch, spoke to our group and as a thank you, we donated $1000 to the War Amps. The event was well-received, and many participants asked when our next one would be.Enhance Member & Broker Experience

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33REMEMBRANCE DAY 2020 LIVESTREAMCOVID may be the most dicult event our society has faced in some time, but we did not let social distancing overshadow the importance of Remembrance. We asked Graeme Reed to join us at the Cenotaph in Hagersville to conduct a professional livestream of the scaled-down Remembrance service held by Branch 164. The video has over 1000 views and we had hundreds of viewers with us live that day. Several community members were so grateful that they could watch the ceremony from the safety of their homes, and at least 4 local schools (including Hagersville Secondary) broadcasted it live in their classrooms. You can still watch it on our Facebook page under “videos” if you missed it. The Lancaster Bomber makes a special appearance!BROKER SNAPSHOTSIn keeping with the format of our Member Snapshots, we began to highlight our wonderful Broker Partners, starting with Derek Faulconer at CRE Insurance. We have interviewed more Brokers since our ﬁrst post, and its made two things very clear:1. Our Brokers LOVE the chance to talk about themselves and 2. Our Brokers LOVE Nova! We can’t wait to continue to ﬁnd ways to connect with our Brokers beyond the typical 9-to-5 interactions.BROKER ENGAGEMENT- VIRTUAL AND IN-PERSON COVID may have made it more dicult to engage with Brokers in our traditional ways, but it has opened the ﬂoodgates of new and exciting opportunities to connect…and Nova is here to lead the way in high – quality virtual engagement AND maximizing those valuable in-person interactions when the opportunity is available.Enhance Member & Broker Experience

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INSURANCE DOCUMENTATION INVENTORY AND OVERHAULBrand and IT continue to collaborate on this project. This quarter we explored documents that were primarily broker/vendor-facing. Everything was rebranded and where applicable, put into a digitized format/ﬁllable PDF. Additionally, all the current versions of these documents are now stored within Teams and kept up to date/easily accessed by all team members. These documents/forms are now user- friendly, on brand, and organized well. With the goal of improving communication through user-friendly documentation, the Personal Lines Team reached out to our Broker partners and asked what would make their life easier when dealing with Nova Mutual. Our Broker Partners recommended we develop an “easy-to-use” listing of Nova Mutual Personal Lines discounts that we oer for quick reference when they provide quoting for their customers. The Discount Card was developed and delivered with the assistance of our Brand Team, much to the delight of our Broker Partners. The Specialty Lines – Farm Team took a similar approach. The Brokers asked if Nova could revamp the look of our Farm quoting forms and we listened. Brokers found it a bit challenging to print our multiple page farm quotes. The Farm Team took that feedback and created a brand-new form that summarized the information onto one page making it easy for brokers to print & bind quickly.COMMUNICATION…COMMUNICATION…COMMUNICATIONIn an eort to add another vehicle for Nova’s messaging, we launched our Where Values Matter monthly communication. Each month from July – Dec 2020 will explore how Nova exempliﬁes our 6 core values, with one value featured each month. This communication is sent out via email to over 700 Agency Members, all our Broker Partners, and posted on our Social Channels. We have already had Members replying to these emails for various reasons- many of those reasons unrelated to the original communication… but this touchpoint gave them a place to reliably reach back out to our team. We look forward to this being a living and breathing initiative that can grow and change over time. U can keep up to date on this communication on our Community Webpage.Enhance Member & Broker Experience

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35SOCIAL MEDIA CONTESTSTo help catapult us towards our engagement goals, we hosted four successful social media contests, two of which featured local businesses. Our Board & Distressed Contest supported a local artisan who makes beautiful wood-art, and our followers once again proved they love a good Eisings Greenhouse contest. We hope to continue to make our socials a fun and engaging place where the prizes we giveaway are also a chance to support the local economy and artists.Board & Distressed Contest supported a local artisan who makes beautiful wood-art, and our followers once again proved they love a good Eisings Greenhouse contest. We hope to continue to make our socials a fun and engaging place where the prizes we giveaway are also a chance to support the local economy and artists. #Bekindtothefrontline supported our Member Beauty by Stacey that gave a front-line worker a gift card towards spa services. #AboveandBeyond highlighted our Agency Member, Homegrown Hideaway. Our followers had the chance to nominate a deserving teacher in their lives to win a Glamping Getaway. #Coronacuts was fun and featured Vintage Hair Studio in Simcoe. People submitted selﬁes of their ‘coronacuts’ and we ended up giving four deserving people a free cut, colour and style. The winners were incredibly grateful, and this helped to bring the spotlight to the eorts that VHS has made to be COVID-safe so that clients could feel good about booking their haircuts againEnhance Member & Broker Experience

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MEMBER ENGAGEMENT- COFFEE WITH U SESSIONS & SURVEY“Your business will make more money if your customers are happier. But how do you keep your customers happy? How do you even know what your customers like or dislike about your product?”“ASK THEM.”And ask them we did! In Nova Mutual’s ﬁrst ever Member engagement sessions and survey. Emily Gibson hosted four Zoom meetings along with each of our Nova Agents. We asked invited Members some questions, and we opened the ﬂoor for general discussion. And we learned a LOT. Members were motivated to attend the session with a Tims Card (hence the coee part) but more importantly, a donation would be made to a charity of their choice after they attended the session. In total, various charities received a portion of $750.00 out of this program! This feedback will be analyzed and used to inform initiatives to improve our Member experience and add more value.We held two more sessions with members of Paul Awde and Ashley McBride in Q4. These sessions are a unique opportunity for our Members to share intimate knowledge as to what works and what is not working for them in terms of their relationship with us. It has revealed unique scenarios that we otherwise would not have known about and given us plenty of insight in terms of opportunities where Nova can provide more value for our Members. We also thank our Members for participating by donating to a charity of their choice following their attendance at the session.THE SIMCOE FARMERS’ MARKETIn keeping with our vision of leveraging our gifts and talents “beyond the giant cheque” to uplift our community partners, we worked with the Simcoe Farmers Market to help them share their own story of renewal. We spent a wonderful morning on site (remember when we could gather- even a little bit?) ﬁlming a video, and we hired local professional photographer, Julie Crawford, to take photos of the market that we could use in its promotion, but also, that we could provide the farmers market for their own use for now and always! Our donation was $5000 cash to help pay their facilities costs, however our ‘donations in kind’ far surpassed that dollar amount. We spent the remainder of 2020 promoting their online market on our social channels and we invited Steve Mediema (Board President) and new Board Member and local realtor, Andrew Snell for an episode of Uplift as well.Enhance Member & Broker Experience

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37 SIMCOE CARING CUPBOARDConsidering the holiday season, we wanted to highlight the work of the Simcoe Caring Cupboard. A high-functioning facility that thrives on unique solutions in combatting food insecurity here in Norfolk County. We invited them to an episode of Uplift to share their story and hosted a donation matching campaign in which we were able to give $500.00 worth of groceries!NET PROMOTER SCOREThe Claims Team has been working towards increasing NOVA’s Net Promoter Score response on all claims closed in the quarter. The average response rate at the beginning of Q3 was 7% and that was increased to 30% by the end of the quarter with an average performance score of 89.4%.SOCIAL MEDIA PERFORMANCE YOU DON’T HAVE TO BE BIG TO PLAY BIG. Nova Mutual continues to outperform our Mutual Peers on social media, and so, we are setting our sights on a secondary peer group that includes competitors from much larger companies. Some of you may know the late Stewart MacLean’s Vinyl Cafe stories. The little record shop after whom the series is named after has a motto: “we’re not big, we’re small.” Even though Nova might not be the same in size, we’re still playing in the same ﬁeld…and in some cases outperforming even our biggest competitors. We look forward to pushing Nova’s digital presence to new heights alongside worthy rivals in our industry ... and beyond. Where we are gaining momentum is on Instagram, which we are incredibly happy about! We experienced a 64% increase in followers this quarter and we expect this to continue to grow as we enhance our Insta- presence with more stories and reels in Q1 2021. LinkedIn continues to boast high followership and engagements, particularly with our job postings which were quite active in Q4.Enhance Member & Broker Experience

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41Optimize Capital to Support ScalabilityPOLICY AND CLAIMS ADMINISTRATION SOFTWARE IMPLEMENTATION Our “Currahee” project has progressed rapidly through the requirements phase. The project has been divided into delivery pillars:• Policy Administration• Policy Submission and Portal• Renewals• Claims• ReInsurance• Administration• Accounting• Reporting• Stakeholder Management• Insurance Product Delivery and DesignNova IT has worked closely with the business users from each department to collect, consolidate and represent Nova Mutual’s requirements for each pillar for the solution. With the Agile approach, there will be reﬁnement of requirements throughout the project, however, Nova IT in conjunction with the Developer and our Mutual partners in this project has delivered sucient requirements for an initial development and deployment of Currahee in early 2021. This release will not be deployed to production but, rather, used by Nova IT to validate the initial requirements and provide reﬁned direction.In conjunction with this development, Nova has engaged with the Microsoft Dynamics solution – Business Central for our Finance solution.Stakeholder Management Reporting Renewals Reinsurance Product Design & Delivery Policy Submission & Portal Policy Admin Migration Claims Administration AccountingPartner 1 Partner 2Partner 3 Nova MutualREQUIREMENTS PER PILLAR & STAKEHOLDER

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Optimize Capital to Support ScalabilityEQUITY PARTNER A long-standing Broker Partner - Haldimand Insurance Brokers, approached Nova Mutual with an opportunity to invest in their company as an equity partner. The Business Plan was presented to the Board Investment Committee proposing Nova Mutual buy 350 shares (35%) at the cost of $895,385.40 in conjunction with a Broker Loan of $600,000.00. The committee in turn made a recommendation for the Board of Directors to approve the purchase, which was approved. As a result, a subsidiary company (Ontario 2801969) was formed to conduct he transaction and Glenn Pick (CFO) was named the Director on behalf of Nova Mutual. The purchase closed on December 31, 2020

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43Financial Results 2020OVERVIEW2020 certainly has been a transformational year. What is normal and how is it deﬁned? Nova Mutual is not immune to economic events, industry pressures and worldwide pandemics. Nova Mutual, deemed an essential service during this COVID-19 pandemic, has risen to the occasion in support our members, the communities in which we work and live, and our Team members. It has been business as usual, but not without its challenges. The fundamentals of the business continue to perform very well during these unprecedented times.GROSS WRITTEN PREMIUMYear-to-Date premiums are up 20% versus the same period last year. Although this is a signiﬁcant increase year over year it is slightly below our expectations. The increase is primarily in our specialty lines of businesses where there is a strong focus on growth. Year-to-Date Agribusiness premiums are up 35% over last year. Commercial premiums are up 27% over the prior year due in part to larger average policy sizes and the impact of the rate increase of 9% eective August 2019. Specialty lines accounted for 36% of premiums Year to Date versus 33% in the prior year. GROSS WRITTEN PREMIUM Up 20% from 2019 Down 3% from plan25.2201931.2Plan30.32020

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Financial Results 2020PREMIUMSYear to Date premiums are up 20% versus the prior year. Although this is a signiﬁcant increase year over year it is 3% below expectations. Nova Mutual wrote $5.3M in new business in 2020. The increase in premium is primarily in our specialty lines of businesses where there is a strong focus on growth and retention. Year to Date Agribusiness and Commercial premiums are up over last year by 34% and 32% respectively. Specialty lines accounted for 37% of premiums YTD versus 33% in the prior year. There were no rate increases in 2020. NET WRITTEN PREMIUM Up 20% from 2019 Down 5% from plan22.1201927.9Plan26.52020NET PREMIUM EARNED Up 20% from 2019 Down 5% from plan20.1201925.6Plan24.22020UNDERWRITING PROFIT Up $1.3M from 2019 Up $2.7M from plan1.620190.2Plan2.92020

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45Financial Results 2020NET CLAIMS INCURRED Up 9% from 2019 Down 23% from plan10.7201915.2Plan11.72020CLAIMSYear to Date Claims count activity is down 26% year over year due in part to COVID-19, good weather, and a renewed focus on loss prevention. During 2020 an investment in the loss prevention team of two new certiﬁed electricians coupled with a partnership with PrevTech Innovations will help in reducing the risk of potential future large losses.Of the total claims reported in the year 56% of these are Auto related claims representing approximately 49% of all claim dollars.In Q4 Ernst & Young Consultants were engaged to complete an actuarial review of Outstanding Claims Reserves. A result of that review there was an increase in the Gross and Net IBNR’s of $799K and $287K, respectively.

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GENERAL EXPENSES Up 31% from 2019 Down 5% from plan4.020195.1Plan5.32020COMMISSIONS & GENERAL EXPENSESYear to Date commissions as a percentage of GWP of 15.1% is lower than anticipated partially due to a lower 2019 CPC payment compared to what was accrued for at year end coupled with a sales mix of business dierent from Plan. Year to Date Plan and Prior Year average commission rates are 17.0% and 15.6% respectively. Year to Date General expenses of $5.3M are $229K above Plan of $5.1M primarily the result of higher personnel costs due to timing/cost of new hires ($526K) and restructuring charges ($473K). Nova hired a net new 6 FTEs in the year: 20 new hires, 1 return from parental leave, and 15 terminations/departures. Partially osetting these higher personnel expenses were lower conference fees as most conferences (OMIA/NAMIC/CAMIC) were done virtually or cancelled outright, lower IT costs due to lower IBS maintenance fees and lower association fees as the Wabisa trailer fee has now dropped o. Compared to the prior year, general expenses are higher by $1.3M driven by the investment in talent, restructuring costs ($573) and higher marketing/donation costs resulting from increased community donations (Caledonia Fair) and as part of COVID-19 giving. Financial Results 2020

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Financial Results 2020TOTAL GWP BY MONTHAUTO GWP BY MONTHRESIDENTIAL GWP BY MONTH$0$0.5M$1.0M$1.5M$2.0M$2.5M$3.0M$3.5MDECNOVOCTSEPAUGJULJUNMAYARPMARFEBJAN2019$1,615,006$2,064,620$1,696,797$2,103,885$2,142,224$2,279,717$2,485,598$2,314,859$2,248,816$2,187,712$2,286,859$2,057,509$1,788,532$2,168,410$2,568,016$2,608,540$2,626,537$3,073,115$2,580,741$2,630,272$2,559,491$2,585,635$2,609,165$2,175,7282020$0.4M$0.6M$0.8M$1.0MDECNOVOCTSEPAUGJULJUNMAYARPMARFEBJAN$475,320$539,547$530,503$607,295$615,876$741,856$814,182$784,305$749,630$773,818$691,240$666,142$604,318$615,329$673,928$747,864$828,940$949,057$867,104$844,498$866,731$759,271$790,710$670,7102019 2020$517,967$695,584$585,348$753,822$828,180$816,857$733,835$833,680$813,641$795,081$831,881$708,027$553,233$768,859$854,852$1,007,519$869,521$3,073,115$850,604$890,427$869,365$835,815$627,3512019 2020$0.4M$0.6M$0.8M$1.0M$1.2MDECNOVOCTSEPAUGJULJUNMAYARPMARFEBJAN$885,307

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49Financial Results 2020COMMERCIAL GWP BY MONTHAGRIBUSINESS GWP BY MONTHNET CLAIMS INCURRED BY MONTH$0.2M$0.3M$0.4M$0.5M$0.6M$0.7M$0.8MDECNOVOCTSEPAUGJULJUNMAYARPMARFEBJAN$395,514$511,581$361,108$396,309$370,370$390,996$527,371$404,048$424,854$380,285$399,311$366,191$373,812$441,342$557,101$428,720$544,670$734,640$457,002$511,740$463,787$564,161$587,618$526,9532019 2020$0.1M$0.2M$0.3M$0.4M$0.5M$0.6MDECNOVOCTSEPAUGJULJUNMAYARPMARFEBJAN$226,205$317,908$219,838$346,459$327,818$330,008$409,210$292,826$260,691$238,528$326,994$317,145$257,169$342,880$482,135$424,437$373,406$500,541$415,739$373,899$343,666$430,322$395,098$350,7142019 2020$0$0.5M$1.0M$1.5M$2.0MDECNOVOCTSEPAUGJULJUNMAYARPMARFEBJAN$437,835$652,936$666,087$549,247 $559,320$967,920$709,503$828,850$636,866$796,077$173,441$836,951$710,908$1,314,035$996,992$670,711$976,341$1,154,980$1,366,124$1,730,401$1,057,790$1,332,938$1,849,088$1,386,9312019 2020

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NewBusiness+18%DISTRIBUTION – YTDNew Business was up 3% overall however, Automobile and Residential New Business is down -27%, and -15% respectively. The two lines Nova continues to focus on, Agribusiness (+34%) and Commercial (+24%) are performing exceptionally well, with positive results across the board. Renewal business premium increased in every line with a low of +21% Residential and high of 35% Commercial. Total written premiums by line of business were up by 13% in Automobile and 14% in Residential, while Commercial posted a 32% gain and Farm a 34% gain. Our focus on writing proﬁtable Commercial and Agribusiness is aligning with our strategy of being the insurer of choice in this space as well as balancing out the risk among our four lines of business.Line Written Premium New Business RenewalsAutomobile+5% +37% +3%Commercial+6% +33% +3%Agribusiness+1% +60% -0%Garage AutoResidential+7% -22% +9%+5% +18% +4%Line Written Premium New Business RenewalsAutomobile+15% -31% +33%Commercial+34% +24% +38%Agribusiness+44% +97% +31%Garage Auto+303% +77% +2314%Residential+15% -14% +21%+23% +0% +30%AGENT YTD BROKER YTDWrittenPremium+23%NewBusiness0%Renewals+30%WrittenPremium+5%Renewals+4%Financial Results 2020

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51InvestmentsOur Year-to-Date investments results totaled $ $1.8M, making the results slightly better than Plan however lower than 2019. Short term interest rates continue their slide. The current pool of GIC’s maturing at 2% to 3% now get reinvested at much lower rates. The Bank of Canada’s overnight lending rate remains at 0.25% to try and stimulate the economy as both the Federal Government and the Province contemplate how to manage the risk of exposure and the economy during a second wave of COVID-19. In October 2020 Nova Mutual deployed $2.4M into an alternative asset class RBC Canadian Core Real Estate Fund. As of December 31, 2020, the market value of the investment portfolio under management with PH&N is $30.3M representing 87% of the value of the total investment portfolio. The PH&N portfolio has performed well in Q4 2020, with a solid ﬁnish given weak October and December results. November gains outweigh the losses in both October and December 2020. On December 31, 2020 Nova Mutual closed two transactions with Haldimand Insurance Brokers. Nova Mutual purchased a 35% equity position ($895K) in the company and a Broker loan ($600K). Nova Mutual’s subsidiary 2801969 Ontario Inc holds the equity shares of Haldimand Insurance Brokers.INVESTMENT MIXOther 0%Global Equities4%Broker Loans4%GIC’s6%Canadian Equities14%Bonds 65%Alternative Assets 7%

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Risk Management Enterprise Risk ManagementThe following section presents our top 9 risks identiﬁed with the most severe potential impact. In assessing the potential impact for each of the top risks, the presence and eectiveness of risk mitigation activities are taken into consideration.1 Technology Failure 2 Catastrophes 3 IT and Cyber Security risk 4 Reserve & Pricing Inadequacy 5 Inability to Identify & Contain Fraud 6 Increased Competition & Disruption 7 Turbulence in Financial Markets 8 Losing Key Talent 9 Member Satisfaction Operational Risk Insurance Risk Insurance Risk Insurance Risk Insurance Risk Strategic Risk Financial Risk Operational Risk Strategic Risk No Changes No Changes No Changes No Changes No Changes No Changes No Changes No Changes No ChangesSTRATEGIC RISK• Reputation• Distribution• Government & Regulation• Competition & DisruptionINSURANCE RISK• Catastrophe• Reserving• Underwriting• ReinsuranceOPERATIONAL RISK• People• Processes• IT & Infrastructure• External EventsFINANCIAL RISK• Market• Liquidity• Credit• Basis

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In ConclusionI am truly optimistic about Nova Mutual’s future. Our strategy is sound, and after Year 1, our current standing in the Inﬁnite Game is that of “ahead”. 2020 was paved with challenges, however the ability to focus on the good while facing the bad, clearly has favourably positioned us in that Inﬁnite Game. We may think of 2020 as “ﬁnally being over” however this is only a calendar milestone. In the true sense of the Inﬁnite Game, the year is only “behind” us. The game continues. As we reﬂect, we learn valuable “silver- lining” lessons that we can consider when entering year two of our three-year strategic plan which will make 2021 an inspiring race. The following are some of these lessons we have learned. ASK FOR HELP AND BE THERE FOR OTHERS In 2020, we learned that regardless of anyone’s emotional strength, there is no way to avoid the pain of trauma. In the case of COVID-19, it is safe to say we were all faced with emotional trauma. We all experience this dierently, as we are all individuals comprised of our own unique life experiences. It is important to realize that there is no right way or wrong way for us to struggle, however we need to be aware that we do not need to go through it alone. CONFLICTING FEELINGS CAN COEXIST In 2020, it became noticeably clear that we can have multiple, sometimes conﬂicting emotions, at the same time. We can feel sad and optimistic simultaneously. We don’t have to feel guilty about having feelings of hope and optimism when surrounded by sadness. Though we have seen people and businesses

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55In Conclusionlosing family members or livelihoods, at the same time, we can feel inspired when we act and tell our stories of support, caring, courage, and ingenuity of how we show up to help. HAVE THE DIFFICULT COVERSATIONS In 2020, our Transformation Year revealed that many of us ignored some realities of our business that we may have inherited or contributed to. Much of that was due to team members, including leadership, not having the uncomfortable conversations that they needed to have. Many avoided the tension, not because they are bad people, but because they didn’t know how to start an uncomfortable conversation for fear of saying the wrong thing or accidentally making any tension worse. Whether we like it or not – to be the high-performance team we aspire to be, we need to learn to have uncomfortable conversations. Our recent engagement with our “Attune to You” initiative has enabled us now to have this conversation, as is too important to avoid, even if the result is bumpy and imperfect. In closing, regardless of how each of us have experienced 2020, we all have something to be grateful for. When we feel this gratitude, we are better able to feel optimistic and see the silver linings. I am grateful for my Nova Mutual team and how we leveraged our Purpose, Values, and Culture to dierentiate ourselves to provide value to our Members and Partners.Chief Executive Ocer, Nova Mutual

2020 Nova Mutual AGM Report

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