can you asnwer these Questions using the text under it. Can you tell me how to say these Questions in presestation for case study presentation, Thanks

What kind of personality would be best suited for this kind of career?

5. What are some ways students can actively seek out companies with corporate ESG embedded into the organization?

vas just after 11:00 a.m. on a Friday morning in January 2022, and Tom Ewart, associate vice-president (VP) of Sustainability at The Co-operators Group Limited (Co-operators), was sitting in his home office. As a large Canadian financial services co-operative, Co-operators published an annual report to inform stakeholders about its activities and value creation over the preceding year. It was just after year-end and Evart's team was leading the creation of the company's integrated annual report for that year, which incorporated information traditionally found in company annual reports with that found in environmental, social, and governance (ESG) reports, to be ready by the end of March. Ewart was reviewing the information that his team had gathered after having conversations with each department about their specific goals and how they could contribute to Co-operators' mission of financial security for Canadians and their communities, and its vision of being a catalyst for a sustainable society.' His team was entering their busy season and the work was beginning to pile up. As Ewart leaned back in his chair, he began to think about the impacts of the rapid evolution of professions in the field of sustainability. How could his team help Co-operators accelerate its progress at embedding sustainability into the core of the business? How could they enhance the organization's positive impact on society? How could he ensure his team and organization had the appropriate capacity and competencies to meet their growing sustainability ambitions in future years? What types of individuals should he be looking to hire for his team and what sort of experience should they have? OVERVIEW OF THE SUSTAINABILITY FIELD Sustainability in North America Over recent years, trends in corporate sustainability had gained significant traction with discussions around ESG becoming more and more common. According to the Brundtland Report, "Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs." Although this definition was the most frequently quoted, from an investar's. perspective, "sustainability" had come to be thought of as encompassing three distinct categories: environmental, social, and governance (known as ESG). Environmental issues included greenhouse gas emissions, water usage, and more; social issues included diversity, labgur relations, employee health, and community development, among other issues; and governance issues included ethics, board diversity and composition, shareholder rights, and supply chain engagement. As ESG conversations became more ubiquitous, further research and data continued to surface in support of this growth. Almost 96 per cent of the world's 250 largest companies reported on sustainability performance, more than 2,000 companies had set a science-based carbon emission reduction target, and approximately one-third of Europe's largest public companies had pledged to reach net zero by 205nNew research also showed that support for sustainable business was growing in both developed and developing economies.' It was clear that sustainability was becoming more foundational to society and was being built into how businesses worked. This trend was echoed by many experts, including Stephen Poloz, the former governor of the Bank of Canada, who stated, "It's clear for sure that investors have embraced the concept of net zero by 2050 , and ... that enforcement mechanism is leading companies to set out concrete plans to get themselves to net zero... So I think by that force alone it looks to me like we can make a lot of progress toward net zero by letting the market do its thing. This statement implied an optimistic view for future increased opportunities in sustainability. Businesses across many industries were no longer waiting for government policies to require change, but instead were incorporating sustainability into their operations and business models on their own because they could see the change coming Specifically in North America, a key milestone for the shift towards corporate sustainability occurred in 2019, with the Business Roundtable's commitment. Business Roundtable was an association of chief executive officers (CEOs) of leading companies in the United States that joined with communities, workers, and policy makers to build public policies that aimed to create a better future for the nation.' On August 19, 2019, the US Business Roundtable overtured a twenty-two-year-old policy statement defining a corporation's principal purpose as maximizing shareholder return. The new "Statement on the Purpose of a Corporation" declared that besides serving their shareholders, companies should also deliver value to their customers, invest in their employees, ensure fair dealings with suppliers, and support the communities in which they operated. ' This statement, which was signed by 181 CEOs of some of the largest US corporations highlighted the need for businesses to ensure that their services benefited all stakeholders, and emphasized the responsibility that companies had to create change. Current Career Opportunities The range of sustainability careers was increasing rapidly, with the International bakquc, Organization estimating that twenty-four million jobs worldwide could be created by the green economy alone by 2030, spanning a wide range of industries-from renewables to fashion technologies.' Based on the current state of the industry, there appeared to be five main types of careers in sustainability. However, these categories were a generalization, and there was considerable overlap between them. In addition, the categories would likely change in the coming years as the industry developed. Although these five specialty roles existed within the sustainability field, much sustainability work happened in basic business functions, which focused more and more on challenges and opportunities in sustainability. Rating There were several ESG rating firms whose primary goal was to assess and score the ESG disclosure of various companies. Scores were commonly based on a 1 to 100 scale, with most companies being automatically rated based on disclosures in the public domain.' Examples of these rating firms included Sustainalytics, Institutional Shareholder Services Inc., and MSCI Inc. Roles in rating firms could include evaluation and solution development, client relations, and operations, each requiring varying skill sets. Environmental Policy and Regulation Careers in environmental policy focused on defining how environmental concerns could be approached by governments and organizations, and these roles existed in both the private and public sector." Advisory Many traditional consulting firms were developing new sustainability divisions and offering advisory services or gize sioa ife sectors ge, read susan business, Feames, consume ferns with sustainability arms included McKinsey \& Company, KPMG International Limited, and Boston Consulting primarily on sustainability. Certain non-governmental organizations could also play an important role in advising companies by sharing expertise and ensuring sustainability targets were met. For example, Environmental Defence Canada was a non-profit organization made up of policy experts and community members that worked with governments, industry, and individuals to shape sustainability initiatives. Internal Corporate Roles Many companies were evolving their internal sustainability and corporate responsibility teams from a compliance and operational model to a senior-level, strategic, and external collaboration focus. The responsibilities of these teams were continuing to grow; examples of the responsibilities covered included strategy development and implementation, internal integration and capacity development, and external reporting and communications? Internal sustainability reporting was currently one of the biggest responsibilities of these divisions, as regulatory reporting requirements continued to evolve and become more clearly defined. At the same time, sustainability responsibilities had begun to evolve beyond specialized roles and teams within companies. Finance, accounting, communications, and analytics were just a few of the many other functional areas where sustainability-related work opportunities also existed - in addition to opportunities on dedicated sustainability teams. Academic As the industry continued to grow, numerous opportunities for research and development arose. Career positions in think tanks or other kinds of research organizations were expanding as demand for data and information increased. Even imperfect research and information were needed for future decision-making in the industry. The Intersection of Sustainability and Business Although sustainability was sometimes thought to be a field or profession all on its own, as demand for expertise in this area grew, there also arose the possibility of layering a sustainability lens in traditional business roles. The scale of impact desired and changes organizations would need to make required the involvement of more than a team of sustainability specialists alone could achieve. For this reason, there were opportunities to drive positive sustainability impact through mainstream roles in areas such as operations, supply chain, strategy, finance, marketing, and others, and these opportunities would only increase over time. Although it might be natural to assume that a passion for sustainability issues could lead to a job focused exclusively on sustainability, the reality was that there were orders of magnitude more jobs in mainstream roles that could create sustainability impact. As Ewart stated, "The greatest need for change and opportunity for impact is in the traditional business roles, employing existing business knowledge and skills through a sustainability lens." Roopa Dav, a partner in sustainability and ESG at KPMG, further suggested, "Early career professionals can become invaluable sustainability practitioners by first deepening their real-world business experience then move to understanding how sustainability can be embedded to transform core business operations." 2 For example, individuals could develop expertise in accounting and undertake sustainability training to build a solid strength in core business disciplines, and then integrate those values into a company's sustainability initiatives. To be at the leading edge of sustainability, there had to be continual learning and an understanding of the most up-to-date news. As the industry continued to change at a rapid pace, new approaches to problems constantly emerged, making previous approaches less relevant. To provide valuable recommendations. sustainability professionals of all types had to stay up to speed on the changing landscape of knowledge and have a passion to do so. To keep abreast of the industry, sustainability professionals constantly scanned trade journals, professional asspciations and other sources of information, often spending substantial time seeking news sources and sharing information across teams outside of normal corporate working hours. At the same time, even if individuals were not passionate about sustainability, it would eventually become a part of any job. Davstressed that "the end goal is to upskill all professionals to be knowledgeable about the basics of sustainability and to be able to apply that lens to their jobs. In the same way that developing digital literacy has become important in recent years, soon individuals will need to be sustainability literate' for any job in the future." For individuals interested in starting their career in sustainability, entry-level careers were vaned, with possible roles in administration, analytics, or communications. Available roles might also be present in organizations already well known for their sustainability efforts, or in those that were beginning to integrate sustainability within their existing work. As described by Jessica Fisher, senior partoersbips and social impact advisor at Co-operators, "NGOs [non-governmental organizations], co-operatives, charities, foundations, small and medium-sized businesses, larger corporations - all of these might have entry-level positions that could lead to greater sustainability work down the line. Or there's always intrapreneurship; i.e., acting like an entrepreneur from within an established organization *24 Intrapreneurship was often seen in organizations where sustainability was not explicitly present to demonstrate the need and value of sustainability integration. However, this approach was a long process and had a higher probability of success if there was support from senior leadership to invest in employees' development and take their ideas to heart. Sustainability also created opportunities to move up an organization's hierarchy in traditional for-profit businesses. For example, demand for ESG executives was growing across the financial services industry as investors increasingly expected fund managers to take sustainability factors into account. Many investment teams were screening for potential ESG issues and working with portfolio companies to improve their performance on issues like climate change.? Core business operations were being reconfigured to meet emerging sustainability trends. ESG executives frequently worked with senior leadership on high-level strategic initiatives and the direction of organizations. Emerging Trends in the Industry Growing Concern for Climate Change Even with other emerging topics that would impact business, climate change was a concern that could not be avoided. Based on responses from the World Economic Forum's 2021-2022 Global Risks Perception Survey, "climate action failure" was ranked as the most critical threat to the world in both the medium and long term. There was clear physical evidence of the risk of climate change, such as melting land ice, rising sea levels, and prolonged periods of extreme heat and cold, in addition to their associated consequences for human and economic systems. " Climate transitions would also be disorderly as F. result.gf "the sheer scale, complexity, and interdependency of the needed changes," and of decades of inaction." Overall, climate change created the highest potential to severely damage societies, economies, and the planet. Interconnection of Issues Required System Thinking Systems thinking could be understood as a framework for solving complex problems that emphasized interdependencies. It considered all system components and how these interrelated dynamically within and across systems.28 The COVID-19 crisis had highlighted multiple interdependencies and systemic vulnerabilities within society, further stressing the importance of applying a systems lens in ESG analyses. In the same way that the health of an individual person impacted the health of others and the economy, environmental decisions intersected social issues such as diversity and inclusion. Dav,emphasized, "One of the major qualities needed in sustainability professionals will be the ability for candidates to apply systems thinking to understand the connections between the environment, society, and business using a multidisciplinary perspective." 29 TOM EWART'S STORY Impact of Early Years on Passion for Sustainability When Ewart was around seven years old, he discovered a hand-sized ball made of dozens of elastic bands wrapped around each other in a drawer at his grandparents' house. As a seven-year-old, it was simply a fun bouncy ball that he could play with. As a sustainability professional now reflecting on that memory, Ewart realized that the ball reflected certain values he had been raised with. Specifically, the elastic band demonstrated resource efficiency and waste reduction: As a child, his grandmother had been evacuated during the World War II from her home in Scotland. During that time there was limited food and resources. sn anything that citizens could find, even an elastic band, was kept in case it was needed in the future. As a result, Ewart's family had raised him to be mindful of resources and to be respectful of others. University Experience Ewart graduated from Western University in 2005 after completing a dual degree-a harhelor of enginepring crienre and an beopurs, bachelor of arts (HBA) from Ivey Business School. During his time at Western, he and a number of his peers founded a student club called EoviroWesterc: which focused on promoting environmental sustainability at Western with a group of like-minded students. When he started in the HBA program at lvey. Ewart began to educate himself on specific terminology, frameworks, and ways of thinking related to sustainability. Initially, Ewart had decided to attend business school with the idea that in learning how businesses worked, he could be a more effective change agent from the outside. However, over the course of his studies, he realized that his skills might be better suited to being a change agent from the inside through collaboration, problem-solving, intrapreneurship, and seeking winwins. Early Work Experience In January 2003, as his peers were preparing for summer internship interviews, Ewart realized he was not as excited by the same career aspirations as many of those around him. Through his involvement with Ivey peacets, as destined duani a r. Toma Bansi, a pests at retribute to the sol. is enticther, taking a summer job as a research assistant supporting Bansal. When he graduated in 2005 , Ewart still did not see himself working in the jobs typically offered to lvey students, leaning instead toward academia or social entrepreneurship. At that time, Bansal informed Evart that she had an idea to start up a network with the aim of bridging the worlds of research and prartire, and offering evidence-based sustainability guidance to businesses. Knowing that he wanted to pursue a career related to sustainability, Ewart decided to take the risk and pursue this entrepreneurial social venture, which eventually became the Network for Business Sustainability (NBS) * He was the only employee for several years, and he learned how to build a community, fundraise, and manage finances; once the organization grew he learned how to build and lead a team. Between 2005 and 2011 (the year Ewart left NBS), the organization raised millions of dollars and grew into a large community of staff, researchers, and practitioners. Transition from Small Entrepreneurial Venture to Large Corporation Ewart decided to leave NBS upon realizing he had spent much of his young career there; he wanted to diversify his skills and experience. After spending some time travelling with his partner, he reconnected with key people in his network, which led him to Co-operators, an organization with which NBS had had a collaborative project. What started as a short-term contract covering a maternity leave turned into a permanent, long-term role for Ewart. Reflecting on his early career decision to work at NBS, Ewart shared that he had traded off security and compensation for diversity of experience and the excitement of entrepreneurship and social impact. He was excited about the opportunity to dedicate his time and talent to driving change and accelerating progress within an organization committed to sustainability. Co-operators In 2013, Ewart joined Co-operators, a Canadian financial services co-operative based in Guelph Ontario. With more than CAS57.8 billion in assets under administration, Co-operators offered multi-line insurance and investment products, services, and advice." At Co-operators, sustainability supported the organization's mission of financial security, which required building resilient communities. The organization aimed to embed sustainability principles into every aspect of its business model, from claims handling and product offerings to people practices and community investment. As stated in its 2020 Integrated Annual Repnrt * Co-operators was working towards a set of goals-its 2030 Enterprise Long-term Goals, aligned with the United Nations' 17 Sustainable Development Goals-intended to lay the groundwork for a more sustainable future (see Exhibit 1). In 2021, it announced a further commitment to being netaem in is beators, to jarespente boas see chibit, respectively, and set interim targets to Co-operators developed a three-level governance structure to guide their sustainability efforts-board, senior leadership, and supporting professionals. At the top level, Co-operators' board of directors had five standing committees, including the Sustainability \& Citizenship Committee. Sustainahility Committee constituted the second level of the governance structure and consisted of a set of senior executives who reported to the board and championed sustainability throughout the enterprise. While all staff were accountable for sustainability, co-operators also invested in a team of subject matter experts on Sustainability and Citizenship-a team of sustainability professionals who reported to the Sustainability Leadership Committee and whose day-to-day operational activities supported the organization in meeting its sustainability goals. Evart's first role was as manager of Sustainability and Citizenship from 2013 to 2014, where he focused on promoting sustainability literacy among Co-operators employees. From 2014 to 2015, he was the manager of Citizenship Programs and developed recommendations to enhance community giving programs. He then became senior manager of Sustainability from 2016 to 2021, where his team supported the development of the organization's climate commitments and led the creation of its integrated annual report. Between 2018 and 2021, Ewart also completed a master of environment and business degree from the University of Waterloo. In 2022, Ewart began his position of associate VP of Sustainability. Day-to-Day Responsibilities as Associate Vice-President, Sustainability Working closely with his VP, Ewart oversaw the Sustainability team at Co-operators and directly managed 4 staff members (one of whom divided their time between the Sustainability and the Citizenship teams). The team was responsible for supporting the organization in realizing its corporate vision of being a "ratalyst for a sustainable society." The Sustainability team supported different internal departments, helping them develop new ways to view their work through a sustainability lens. The Sustainability team supported the various departments in identifying and addressing risks and opportunities facing the organization and society. To support this process. Ewart's team focused on improving overall sustainability literacy within the organization and supporting teams internally. Ewart's team was also responsible for providing sustainability input into internal reporting and external public disclosures, an example of which was the organization's integrated annual report. Co-operators had made significant commitments to climate change, with the Sustainability team working in the background to integrate research and analysis into their recommendations to ensure goals were realized. Evart and the team also worked within external partnerships and coalitions on industry and public policy advocacy for sustainability. When asked about the proportion of work that was routine versus work that was stimulating, Ewart shared, It feels like 99 per cent of it is non-routine: every day is quite different and stimulating-getting to work with different people on different projects. The reality is probably that it's more like three-quarters nonroutine because there are still certain administrative and committee responsibilities. ensuring that "regular trains" are running smoothly. But the majprity of my time is collaborating. innovating, and pushing to the future, as opposed to fulfilling past commitments." Major Contributions to Sustainability by Co-operators Evart was particularly proud of two major examples of instances when Co-operators took a leadership role in improving sustainability. In 2013, severe flooding inundated parts of southern Alberta, claiming five lives and costing over CASS billion in estimated property damage, one of Canada's costliest natural disasters in history. At the time, Co-operators had already identified overland flooding as a significant threat to the financial security of Canadians and their communities, and had initiated research to assess the viability of an insurance solution (published a few months later). " Acknowledging that the issue was bigger than any one insurer or societal actor could tackle alone, Co-operators assembled a set of cross-sectoral stakeholders to identify priorities to advance flood resilience in Canada. In 2015, Co-operators became the first Canadian insurer to provide overland flood insurance, initially in Alberta but followed closely by the other provinces bridging a significant gap Canadians faced in addressing a growing climate risk. In 2022, it remained the only insurer offering coverage for all homeowners regardless of their level of flood risk, as well as coverage against storm surge. In 2015, the sustainable investing team at Co-operators' majority-owned asset management company. Adilenda Capital made a case to senior management that the company should be looking into impact investing, a growing trend. Impact investing was an investment strategy that sought to generate financial returns while also focusing on companies that created positive social and environmental impact." At the time, this was not a mainstream concept, and only certain niche players in North America and beyond were starting to engage in this practice. As an organization that had made an explicit commitment to integrating sustainability into its entire business model, Co-operators was quick to leverage impact investing in its own processes. This practice initially began as a niche siloed approach where sustainable investing strategies and committees were created. Over time, the siloed approach was abandoned and there was no longer a separate impact investing committee, but instead simply an investment committee that considered impact investments a core focus of the organization. By 2022, over 20 per cent of Cooperators' invested assets-more than CA $2 billion-were in impact investments, with a 2030 target to reach 60 per cent in either impact investments or investments that supported the transition to a sustainable, resilient, low-emissions society. THE SUSTAINABILITY TEAM AT CO-OPERATORS As emphasized by Poloz, businesses were rapidly investing more in sustainability as they recognized the growth of the industry. To stay on top of trends, companies were recognizing the value in building their own internal sustainability teams rather than outsourcing individual experts to address sustainability issues within their organization. At Co-operators, the board of directors was directly supported by a Sustainability Leadership Committee that provided oversight of the sustainability performance across the entire organization. This committee was supported by the VP of Sustainability and Citizenship, Chad Park, to whom Ewart reported and who in turn reported to the C-suite level. Ewart led the Sustainability team, comprised of 3.5 full-timeequivalent subject matter experts; the four other individuals on the Citizenship side of Park's team complemented the Sustainability team by overseeing the organization's contributions to communities. The members of Ewart's team were as follows. Wendy Perkins, Senior Advisor, Sustainability Perkins started her career at Co-operators in 2014 in a junior role on the Citizenship side of the team. Even though Perkins was working on more junior tasks, there were still projects she was assigned to where she was leading the work. In her current role and for the past four years, her work han shifted to the Sustainability side of the team, and her job was primarily now to focus on Co-operators' integrated annual report. The goal of the report was to share the organization's value creation story with external clients. members, and internal employees. The report had also helped advance Co-operators' integrated thinking provided for all careers, not just for engineers and information technology professionals. Perkins's interest in sustainability started when she took an environmental science class in her senior year of high school, which further led her to environmental studies at the University of Waterloo. In Perkins's experience at Co-operators, she always had the opportunity to take initiative in her job and felt supported as she developed as a leader. When asked about the opportunity for early career professionals to lead projects at Co-operators, she stated, "It really all depends on your individual preference, but I definitely think that there are always opportunities to lead, if you want to... There are lots of opportunities and lots of ways you can try to get into leading and building up that level of confidence. For early professionals who were not as comfortable leading individually, there were also opportunities to lead under the guidance of a mentor if initiatives were offered to them. At the end of the day, according to Perkins, "Not everybody's born to lead [and] it's totally individually based. Some people want to try to lead projects and other people are happy not to and that's okay." Shannon Turnbull, Sustainability Analyst Since starting at Co-operators over ten years ago, in 2011, Jurbull's, role had primarily focused on carbon inventory for the organization and its carbon footprint reduction efforts. Reflecting on the work when she first started, Jurbullsaid, "The wheels had been set in motion, and the inventory was set up in a certain way- There was a target to become carbon neutral, and so one accomplishment was meeting that target in 2020 - that was a big win. Looking ahead, a big part of Tumbull's role would be to enhance the organization's carbon inventory, measurement, reporting, and reduction processes. Turnbull's interest in sustainability started from a disposable diaper project she had completed at an environmental science fair in the sixth grade. This ultimately led her to study environmental science at the University of Guelph. Although she was not in a people leader role, Turnbull still had opportunities to show thought leadership. A large portion of her work involved providing key input on projects where she had specific expertise. She brought her background experiences to provide leadership through offering guidance and direction. After working in consulting early in her career, she was able to transfer her sustainability skills into her role at Co-operators. investments and to support organizations that were aligned with Co-operators' four social impact focus areas. The social impact framework helped assess current partnerships as well as potential future partnerships, with the aim of having the most impact. Fisher also incorporated feedback from members of the general. puldic, senior leaders, and Co-operators' board of directors into the development of the framework. During her time at the co-operative, Fisher gave credit to Co-operators for how supported she felt as an employee. She shared, "I have always felt encouraged to get out of my comfort zone and learn the ropes.' Fisher had specifically been working on a program to engage Co-operators' financial advisors in self-reporting on practices they undertook to contribute towards sustainable communities, and to encourage them to do more. Reflecting on that experience, Fisher said, "In the conceptualizing of that new program, which in its current form is kind of like a rethink of an older program, it was again very collaborative, but I felt that I was encouraged along the way, I was pushed ... I can recall going to speak to some very senior leaders in the organization alongside our VP, so that was a cool opportunity to be invited alongside.' Growing up, Fisher had always considered herself very socially minded. In high school, she took classes on world issues and environmental studies. These courses helped to open her eyes and led her to consider potential jobs in those areas. Fisher shared, "My thinking at the time was something along the lines of. well, the world has so many problems, certainly there will be a need for people to try to solve those problems." "This interest led her to study environment and resource studies at the University of Waterloo, and her early career roles were heavily weighted on the charity and not-for-profit side of environmental and sustainability work. Although this work was very inspiring and a very important learning experience, she felt burnt out by the fundraising aspect of the not-for-profit sector. In reflecting on her future career trajectory, Fisher stated. I feel so fortunate to have found a supportive workplace like Co-operators, doing work that is purposeful and surrounded by bright and inspiring colleagues. My sincere hope is to continue my career at Cooperators, working on innovative and impactful social impact partnerships and deepening my own knowledge and expertise 59_as to contribute to the betterment of Canadians. I hope to take on more leadership roles in future, with support from my employer to do this well. GOING FORWARD Ewart was excited to see how the sustainability profession would continue to grow in the coming years, and how Co-operators could be a part of that change. He loved his work and was passionate about ensuring Co-operators remained a "catalyst" for a sustainable society. As he thought about the future of the company, Ewart wondered what the growth of his team would look like, and how sustainability could be more deeply embedded in all roles within the organization. How could he ensure that team members shared the same passion for sustainability and understanding of the meaning of their work? Where did Co-operators fit into the market as trends continued shifting? Given that Co-operators staff were increasing integrating sustainability into their roles, he also thought about the relationship between sustainability and purpose at work. He wondered how sustainability and community engagement could be leveraged to drive deeper employee engagement. EXHIBIT 1: THE CO-OPERATORS COMPANY STRATEGY 16 The Co-operators Our strategy: A bridge to the future Our strategy was designed to navigate risks and seize opportunities presented by occurring, emerging and anticipated issues in our world. We know that COVID-19 and future pandemics, climate change, the automation of transportation, shifting demographics, economic uncertainty, technological discuptipn and other drivers of change will continue to alter our operating environment. Across our group of companies; the needs of our members and clients are quickly evolving in a world of persistent change, volatility and uncertainty, and the pandemic has only added complexity and accelerated the time horizon of change. Our 2019 to 2022 strategy was developed with rapid change in mind, to navigate significant challenges in our midst. If successful, it will be the bridge that carries us forward, providing a smooth transition to a more sustainable, resilient future. Championing a long-term vision for sustainability Our strategy is both designed and carried out through a lens on sustainability topics is key to delivering on our vision of being a catalyst for a sustainable society and achieving our mission of providing financial security for Canadians and their communities. In addition to our four-year strategic cycle, we are working towards a set of 2030 Enterprise Long-term Goals intended to lay the groundwork for a more sustainable, resilient future. Our 2030 Enterprise Long-term Goals were developed to ... - Inform and influence by contributing to reducing our - Incentivize Canadians and their communities toward a more sustainable and resilient society. - Invest our assets with the objective of helping Canadian society realize positive change to risks and become more sustainable. EXHIBIT 2: THE CO-OPERATORS JOURNEY TO NET ZERO The Co-operators journey to net-zero The Co-operators is committed to being net zero in its operations and investments by 2040 and 2050 , respectively. By 2030 , it will invest 60% of its invested assets towards impact investments or those that support the transition to a sustainable, low-emissions society