2012 mfc_ar_test2

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2012 mfc_ar_test2

  1. 1. Our Vision Our Values To be the most professional P rofessionalism financial services organization R eal Value to our Customers in the world, providing strong, Manulife Financial Corporation reliable, trustworthy and I ntegrity 2012 Annual Report forward-thinking solutions D emonstrated Financial Strength Annual Meeting May 2nd, 2013 for our clients’ most significant MANULIFE FINANCIAL CORPORATION 2012 Annual Report financial decisions. E mployer of Choice Growth Strategy Develop our Asian opportunity to the fullest. Grow our wealth and asset management businesses in the U.S., Canada and Asia. Continue to build our balanced Canadian franchise. Continue to grow higher-ROE, lower risk U.S. businesses. Growth Enterprise Priorities Become a global leader in retirement solutions and maintain with Discipline a leadership position in our protection businesses. Significantly extend our customer reach by growing and diversifying our distribution channels. Build meaningful competitive advantage by leveraging our global scale, our global capabilities, and our local market focus to achieve operational excellence. Leverage technology to enable competitive differentiation in attracting, servicing and retaining customers. Attain leading brand rankings across protection and wealth in key markets. Build and leverage our status as an employer of choice to attract and retain industry leading talent. Maintain capital above our targets and manage risks within our appetite at all times. Table of Contents 2 Chair of the Board’s Message 4 CEO’s Message to Shareholders 9 Management’s Discussion and Analysis 81 Consolidated Financial Statements 89 Notes to Consolidated Financial Statements 172 Board of Directors 173 Company Officers 175 Glossary of Terms IR3823EMANULIFE_AR2012_COVER_Mar13.indd 1 13-03-13 4:13 PM
  2. 2. Manulife Financial An International, Diversified Business In Asia In Canada In The United States Asset Management As the asset management arm of the Company, Manulife Asset Management offers a comprehensive array of investment products and solutions to meet the needs of affiliated and non-affiliated fund companies, pension plans, 2012 CORE EARNINGS1,2 33% 29% 38% foundations, endowments and financial institutions. We empower our ASIA 33% CANADA 29% investment professionals to deliver superior long-term performance based U.S. 38% on proprietary fundamental research in a deeply resourced, team-based, $963 million $835 million $1, 085 million highly disciplined and service-oriented operation. Manulife Asset Manage- C$2,883 million ment has developed significantly since 2001, emerging as a Top 40 global (excludes Corporate and Other (loss of $696 million)) asset manager7 and rising. Investment Capabilities Manulife Financial is a leading Canada-based financial services group with Manulife Financial has operated in Asia since 1897, beginning in Hong Kong. Serving one in five Canadians, we are a leading financial services organiza- Our U.S. Insurance operation operates under the John Hancock brand Manulife Asset Management has more than 325 Investment Professionals principal operations in Asia, Canada and the United States. Clients look to Today, as a pan-Asian financial services company, we have insurance and asset tion offering a diverse range of protection, estate planning, investment and and provides life and long-term care insurance products and services with offices in 17 countries and territories addressing the needs of our Manulife for strong, reliable, trustworthy and forward-thinking solutions for management operations in 11 countries and territories, including Hong Kong, banking solutions through a diversified multi-channel distribution network. to select markets. John Hancock in the U.S. also offers a broad range of clients around the world. We are on the ground in all the countries in which their most significant financial decisions. the Philippines, Singapore, Indonesia, Taiwan, China, Japan, Vietnam, Malaysia, personal and family oriented wealth management products and services we operate, extracting value through our local knowledge and sharing Thailand, and Cambodia. In 2012, we expanded into the 11th territory and became We provide retail solutions to individuals and business owners, sold mainly focused on individuals and business markets, as well as institutional ori- information throughout our global network. Our high-performing Manulife Financial has a significant global presence operating in the world’s the first wholly-owned foreign life insurer to commence operations in Cambo- through independent advisors. Group life, health, disability and retire- ented products for employee benefit plan funding solutions. investment teams provide our clients with a full spectrum of products and largest economies, with internationally recognized brands which have stood dia. We offer a diverse portfolio of protection, savings and wealth management ment solutions are marketed to Canadian employers through consultants, solutions organized into three major asset class groupings: for financial strength and integrity for more than a century. products and services to meet the needs of individuals and corporate customers. brokers and independent advisors. We also provide international employee We distribute our products through a multi-channel network, including We distribute our products through a multi-channel platform across the benefits management to multinational corporations. Life, health and specialty brokerage general agents, producer groups, banks, wirehouses and Public Markets With market-leading positions in Asia, Canada and the United States, we region, including more than fifty-three thousand tied agents, bank partners, products, such as travel insurance, are also offered through alternative broker dealers as well as John Hancock Financial Network (“JHFN”), a leverage a diverse business platform that offers a range of financial products Equity independent agents, and financial advisors. distribution channels. national network of independent career agencies across the U.S. in both developed and developing markets around the world. Fixed Income Products and Services Products and Services Products and Services Our international network of employees, agents and distribution partners Individual life insurance Individual life insurance Real Assets offers financial protection and wealth management products and services Individual life insurance Living benefits insurance Long-term care Hancock Timber to millions of clients. We also provide asset management services to Group life and health Hospital coverage Mutual funds Mutual funds Hancock Agricultural institutional customers. Mutual funds Private wealth management 529 College Savings plans Hancock Renewable Energy 2nd largest North American Insurer3 Variable & fixed annuities Variable & fixed annuities 401(k) Retirement Savings plans Manulife Real Estate 11th largest Global Insurer3 Group retirement Guaranteed interest contracts High interest savings accounts Manulife started U.S. operations in 1903 Asset Allocation Solutions Operating in 3 Key Geographies Operating in 11 countries and territories John Hancock was founded in 1862, and merged with Manulife in 2004 Founded in 1887 Mortgages & investment loans Strategic & Tactical Expanded into Cambodia, during 2012 Group life, health, disability & retirement Started Asia Operations in 1897 Sales Rank Data4 Multi-asset Funds Travel insurance #1 Small Case (<$10M) 401(k) plans Customized Solutions Sales Rank Data4 Creditor insurance #5 Individual Life Insurance International employee benefits management #6 Retail Long-Term Care Insurance #2 Hong Kong Pension #2 China Insurance Founded in 1887 #7 Structured Settlements Assets Under Management #3 Vietnam Insurance #9 Mutual Funds6 We manage a wide range of assets diversified by geography, product and #5 Philippines Insurance Sales Rank Data4 asset class. #8 Singapore Insurance #1 Defined Contribution Group Pensions C$ millions, unless stated and per share data 2012 2011 % change 5 #8 Hong Kong Insurance #1 Group Benefits #9 Indonesia Insurance #2 Individual Segregated Funds Funds under Management1 (billion) $531.9 $499.7 9% #2 Individual Life and Living Benefits Total C$238 billion Insurance Sales1 $3,349 $2,507 33% CANADA 16% Wealth Management Sales1 $35,940 $34,299 4% U.S. 62% ASIA 21% Core Earnings1 $2,187 $2,169 1% C$ millions, unless stated 2012 2011 % change5 C$ millions, unless stated 2012 2011 % change5 C$ millions, unless stated 2012 2011 % change5 EUROPE AND OTHER 1% Common Shareholders’ net income $1,624 $44 – Funds under Management (billion) 1 $77.7 $71.4 16% Funds under Management (billion) 1 $133.2 $122.1 9% Funds under Management (billion) 1 $292.6 $279.6 7% Basic Earnings per common share 1 $0.90 $0.02 – Insurance Sales 1 $1,440 $1,230 16% Insurance Sales 1 $1,310 $658 99% Insurance Sales 1 $599 $619 (4%) Return on Common Shareholders’ Equity 7.1% 0.2% – Wealth Management Sales1 $5,690 $4,131 36% Wealth Management Sales1 $10,057 $10,784 (7%) Wealth Management Sales1 $20,193 $19,384 3% Book Value per Common Share 1 $12.56 $12.44 1% Core Earnings 1 $963 $938 3% Core Earnings 1 $835 $849 (2%) Core Earnings 1 $1,085 $1,005 8% 1 Non-GAAP measure. The Chair of the Board’s Message and the Message to Shareholders from the CEO also include non-GAAP measures. See “Performance and Non-GAAP Measures” on page 75. 2 For more information on core earnings, see page 11. 3 Market Capitalization as of December 31, 2012. 4 Sales rank from most recently available data. See “Manulife Financial – Financial Strength Fact Sheet” and “John Hancock Fact Sheet” for further disclosures, both available at manulife.com. 5 Percent change for Funds Under Management and sales of insurance and wealth management are presented on a constant currency basis. 6 Net sales market rank per Strategic Insight. 7 Source: Pensions and Investments’ “Top Money Managers” survey, based on worldwide institutional assets at December 31, 2011. 2012 ANNUAL REPORT 1MANULIFE_AR2012_COVER_Mar13.indd 2 13-03-13 4:13 PM
  3. 3. Manulife Financial An International, Diversified Business In Asia In Canada In The United States Asset Management As the asset management arm of the Company, Manulife Asset Management offers a comprehensive array of investment products and solutions to meet the needs of affiliated and non-affiliated fund companies, pension plans, 2012 CORE EARNINGS1,2 33% 29% 38% foundations, endowments and financial institutions. We empower our ASIA 33% CANADA 29% investment professionals to deliver superior long-term performance based U.S. 38% on proprietary fundamental research in a deeply resourced, team-based, $963 million $835 million $1, 085 million highly disciplined and service-oriented operation. Manulife Asset Manage- C$2,883 million ment has developed significantly since 2001, emerging as a Top 40 global (excludes Corporate and Other (loss of $696 million)) asset manager7 and rising. Investment Capabilities Manulife Financial is a leading Canada-based financial services group with Manulife Financial has operated in Asia since 1897, beginning in Hong Kong. Serving one in five Canadians, we are a leading financial services organiza- Our U.S. Insurance operation operates under the John Hancock brand Manulife Asset Management has more than 325 Investment Professionals principal operations in Asia, Canada and the United States. Clients look to Today, as a pan-Asian financial services company, we have insurance and asset tion offering a diverse range of protection, estate planning, investment and and provides life and long-term care insurance products and services with offices in 17 countries and territories addressing the needs of our Manulife for strong, reliable, trustworthy and forward-thinking solutions for management operations in 11 countries and territories, including Hong Kong, banking solutions through a diversified multi-channel distribution network. to select markets. John Hancock in the U.S. also offers a broad range of clients around the world. We are on the ground in all the countries in which their most significant financial decisions. the Philippines, Singapore, Indonesia, Taiwan, China, Japan, Vietnam, Malaysia, personal and family oriented wealth management products and services we operate, extracting value through our local knowledge and sharing Thailand, and Cambodia. In 2012, we expanded into the 11th territory and became We provide retail solutions to individuals and business owners, sold mainly focused on individuals and business markets, as well as institutional ori- information throughout our global network. Our high-performing Manulife Financial has a significant global presence operating in the world’s the first wholly-owned foreign life insurer to commence operations in Cambo- through independent advisors. Group life, health, disability and retire- ented products for employee benefit plan funding solutions. investment teams provide our clients with a full spectrum of products and largest economies, with internationally recognized brands which have stood dia. We offer a diverse portfolio of protection, savings and wealth management ment solutions are marketed to Canadian employers through consultants, solutions organized into three major asset class groupings: for financial strength and integrity for more than a century. products and services to meet the needs of individuals and corporate customers. brokers and independent advisors. We also provide international employee We distribute our products through a multi-channel network, including We distribute our products through a multi-channel platform across the benefits management to multinational corporations. Life, health and specialty brokerage general agents, producer groups, banks, wirehouses and Public Markets With market-leading positions in Asia, Canada and the United States, we region, including more than fifty-three thousand tied agents, bank partners, products, such as travel insurance, are also offered through alternative broker dealers as well as John Hancock Financial Network (“JHFN”), a leverage a diverse business platform that offers a range of financial products Equity independent agents, and financial advisors. distribution channels. national network of independent career agencies across the U.S. in both developed and developing markets around the world. Fixed Income Products and Services Products and Services Products and Services Our international network of employees, agents and distribution partners Individual life insurance Individual life insurance Real Assets offers financial protection and wealth management products and services Individual life insurance Living benefits insurance Long-term care Hancock Timber to millions of clients. We also provide asset management services to Group life and health Hospital coverage Mutual funds Mutual funds Hancock Agricultural institutional customers. Mutual funds Private wealth management 529 College Savings plans Hancock Renewable Energy 2nd largest North American Insurer3 Variable & fixed annuities Variable & fixed annuities 401(k) Retirement Savings plans Manulife Real Estate 11th largest Global Insurer3 Group retirement Guaranteed interest contracts High interest savings accounts Manulife started U.S. operations in 1903 Asset Allocation Solutions Operating in 3 Key Geographies Operating in 11 countries and territories John Hancock was founded in 1862, and merged with Manulife in 2004 Founded in 1887 Mortgages & investment loans Strategic & Tactical Expanded into Cambodia, during 2012 Group life, health, disability & retirement Started Asia Operations in 1897 Sales Rank Data4 Multi-asset Funds Travel insurance #1 Small Case (<$10M) 401(k) plans Customized Solutions Sales Rank Data4 Creditor insurance #5 Individual Life Insurance International employee benefits management #6 Retail Long-Term Care Insurance #2 Hong Kong Pension #2 China Insurance Founded in 1887 #7 Structured Settlements Assets Under Management #3 Vietnam Insurance #9 Mutual Funds6 We manage a wide range of assets diversified by geography, product and #5 Philippines Insurance Sales Rank Data4 asset class. #8 Singapore Insurance #1 Defined Contribution Group Pensions C$ millions, unless stated and per share data 2012 2011 % change 5 #8 Hong Kong Insurance #1 Group Benefits #9 Indonesia Insurance #2 Individual Segregated Funds Funds under Management1 (billion) $531.9 $499.7 9% #2 Individual Life and Living Benefits Total C$238 billion Insurance Sales1 $3,349 $2,507 33% CANADA 16% Wealth Management Sales1 $35,940 $34,299 4% U.S. 62% ASIA 21% Core Earnings1 $2,187 $2,169 1% C$ millions, unless stated 2012 2011 % change5 C$ millions, unless stated 2012 2011 % change5 C$ millions, unless stated 2012 2011 % change5 EUROPE AND OTHER 1% Common Shareholders’ net income $1,624 $44 – Funds under Management (billion) 1 $77.7 $71.4 16% Funds under Management (billion) 1 $133.2 $122.1 9% Funds under Management (billion) 1 $292.6 $279.6 7% Basic Earnings per common share 1 $0.90 $0.02 – Insurance Sales 1 $1,440 $1,230 16% Insurance Sales 1 $1,310 $658 99% Insurance Sales 1 $599 $619 (4%) Return on Common Shareholders’ Equity 7.1% 0.2% – Wealth Management Sales1 $5,690 $4,131 36% Wealth Management Sales1 $10,057 $10,784 (7%) Wealth Management Sales1 $20,193 $19,384 3% Book Value per Common Share 1 $12.56 $12.44 1% Core Earnings 1 $963 $938 3% Core Earnings 1 $835 $849 (2%) Core Earnings 1 $1,085 $1,005 8% 1 Non-GAAP measure. The Chair of the Board’s Message and the Message to Shareholders from the CEO also include non-GAAP measures. See “Performance and Non-GAAP Measures” on page 75. 2 For more information on core earnings, see page 11. 3 Market Capitalization as of December 31, 2012. 4 Sales rank from most recently available data. See “Manulife Financial – Financial Strength Fact Sheet” and “John Hancock Fact Sheet” for further disclosures, both available at manulife.com. 5 Percent change for Funds Under Management and sales of insurance and wealth management are presented on a constant currency basis. 6 Net sales market rank per Strategic Insight. 7 Source: Pensions and Investments’ “Top Money Managers” survey, based on worldwide institutional assets at December 31, 2011. 2012 ANNUAL REPORT 1MANULIFE_AR2012_COVER_Mar13.indd 2 13-03-13 4:13 PM
  4. 4. The result is a Board with deep and relevant expertise spread across a diverse group of individuals. The successes of 2012 are due to the astute To enhance our ability to articulate and guide Looking Ahead and active leadership of our President and CEO, long-term strategy, manage enterprise risk, and hold This marks my last letter as Chair as I and three Donald Guloien, and his senior executive team, as management accountable, we worked to deepen other directors, Tom d’Aquino, Robert Dineen and well as the dedication of thousands of Manulife em- our knowledge of the changes affecting the global Hugh Sloan have reached the Board’s mandatory ployees and agents across Asia, and in Canada and financial services industry and of Manulife’s global retirement age and will be stepping down this year. GAIL COOK-BENNETT the U.S. The Board was delighted to see Donald’s operations. We fostered a Board culture defined by Each of these Directors has brought his own brand CHAIR OF THE BOARD contributions recognized when he was named the active director engagement and one with open and of wisdom, insight and tenacity to Manulife. I thank 2012 International Business Executive of the Year by productive debate. them on behalf of the Board, and our shareholders, the Canadian Chamber of Commerce. In a year that We also focused on human resources and talent for their contributions. marked the 125th anniversary of Manulife and the development. The importance of ensuring a com- Manulife welcomes Sue Dabarno, Jim Prieur and 150th anniversary of John Hancock, Donald gener- prehensive strategy to attract, retain and develop Lesley Daniels Webster to the Board. Respectively, top talent remains a key priority, critical to attaining they bring deep expertise in wealth management, ously and fittingly accepted this honour on behalf of our goals. Equally important is the need to align insurance and risk management. From among our Manulife employees, both past and present. Chair of the Board’s Message our people and our compensation structures with directors, Dick DeWolfe was nominated as our next Board Transformation Manulife’s risk appetite, strategic objectives and Board Chair, after an inclusive and careful process The changes in our Board have been designed pay for performance philosophy. We first introduced that ensures our Board will experience a seamless to ensure its activities and knowledge base are the balanced scorecard in 2009 and update it transition to new leadership in May 2013. aligned with Manulife’s strategy and our oversight annually to ensure it reflects our current environ- It has been a privilege to be Chair of the Board To My Fellow Shareholders duties. Since 2008, we have appointed ten new directors, most with extensive professional and ment and priorities. Since 2008, the Board has been particularly of Manulife at an extraordinary time in its history. I wish to gratefully acknowledge the talent and business experience in (and one is a resident of) focused on matters of risk and its impact on the dedication of my fellow directors and in particular, The global financial crisis that began in 2008 dramatically changed the financial services Asia. Their combined expertise includes insurance, Company’s policies and procedures. We sepa- to express my utmost respect for Donald Guloien’s wealth and investment management, risk manage- rated the Risk and Audit Committee into two new leadership. Through the upheaval of the financial industry. While the crisis was still unfolding, Manulife responded by transforming its business ment, financial regulation, international accounting policy, and investment banking. Several were senior Committees – one for Risk and one for Audit – to increase focus on risk oversight, and have continued crisis and subsequent repositioning of this Company, he made extraordinarily difficult decisions, was open and adapting our Board for this new and challenging environment. executives in large organizations, and five of these directors, as it happens, are women. The result is to build capabilities in this area. To further increase the productivity of Board in his communications and demonstrated a deep commitment to our Company. a Board with deep and relevant expertise spread time and resources, we have been working with I leave Manulife confident that, despite the across a diverse group of individuals. This diversity We have made significant progress in this regard. Management has stayed focused on the is a natural outcome of our strategic and disciplined management to develop a new and streamlined Board reporting approach. The new approach challenging economic headwinds of the past few years, our people, financial strength and position in search for outstanding talent. will allow management to report high-level international markets provide a solid foundation for needs of our clients and policyholders. We have reduced risk and positioned the Company An innovative element has been our expanded information to the Board in a format designed continued earnings growth. approach to director education. Asia is a key geog- to enhance our discussion and monitoring of the for a prolonged period of low interest rates and volatile equity markets. At the same time, raphy for Manulife; our Asia Division represented approximately one third of our core earnings in Company’s businesses. Good governance is critical to our ability to the Company has continued to deliver strong performance across product lines, divisions and 2012. It is vital for our directors to have a deep understanding of the region and our operations safeguard the long-term interests of shareholders, and earn the continued trust and confidence of there. To facilitate this, we host annual working trips our clients and policyholders. We believe that the geographies. As a result, in 2012 we saw renewed confidence from the market in the during which a small group of directors meets with measure of good governance is the quality of the Gail Cook-Bennett local management and employees to gain a better decisions made and the results obtained. In this Chair Of The Board Company’s value and potential. Today, management is focusing on growth with discipline and understanding of Manulife’s global businesses, regard, the Board was honoured that Manulife was the markets in which we operate and to build recognized for Best Overall Corporate Governance a new set of financial and business objectives for 2016. relationships with our leaders and partners in these territories. The 2012 Asia program included visits to in the International category at the 2012 Corporate Governance Awards sponsored by Singapore, Indonesia and Hong Kong. Corporate Secretary, a leading U.S. governance and compliance publication. 2 Manulife Financial Corporation 2012 Annual Report Manulife Financial Corporation 2012 Annual Report 3MANULIFE_AR2012_Chair+CEO_Mar13.indd 2-3 13-03-13 4:19 PM
  5. 5. The result is a Board with deep and relevant expertise spread across a diverse group of individuals. The successes of 2012 are due to the astute To enhance our ability to articulate and guide Looking Ahead and active leadership of our President and CEO, long-term strategy, manage enterprise risk, and hold This marks my last letter as Chair as I and three Donald Guloien, and his senior executive team, as management accountable, we worked to deepen other directors, Tom d’Aquino, Robert Dineen and well as the dedication of thousands of Manulife em- our knowledge of the changes affecting the global Hugh Sloan have reached the Board’s mandatory ployees and agents across Asia, and in Canada and financial services industry and of Manulife’s global retirement age and will be stepping down this year. GAIL COOK-BENNETT the U.S. The Board was delighted to see Donald’s operations. We fostered a Board culture defined by Each of these Directors has brought his own brand CHAIR OF THE BOARD contributions recognized when he was named the active director engagement and one with open and of wisdom, insight and tenacity to Manulife. I thank 2012 International Business Executive of the Year by productive debate. them on behalf of the Board, and our shareholders, the Canadian Chamber of Commerce. In a year that We also focused on human resources and talent for their contributions. marked the 125th anniversary of Manulife and the development. The importance of ensuring a com- Manulife welcomes Sue Dabarno, Jim Prieur and 150th anniversary of John Hancock, Donald gener- prehensive strategy to attract, retain and develop Lesley Daniels Webster to the Board. Respectively, top talent remains a key priority, critical to attaining they bring deep expertise in wealth management, ously and fittingly accepted this honour on behalf of our goals. Equally important is the need to align insurance and risk management. From among our Manulife employees, both past and present. Chair of the Board’s Message our people and our compensation structures with directors, Dick DeWolfe was nominated as our next Board Transformation Manulife’s risk appetite, strategic objectives and Board Chair, after an inclusive and careful process The changes in our Board have been designed pay for performance philosophy. We first introduced that ensures our Board will experience a seamless to ensure its activities and knowledge base are the balanced scorecard in 2009 and update it transition to new leadership in May 2013. aligned with Manulife’s strategy and our oversight annually to ensure it reflects our current environ- It has been a privilege to be Chair of the Board To My Fellow Shareholders duties. Since 2008, we have appointed ten new directors, most with extensive professional and ment and priorities. Since 2008, the Board has been particularly of Manulife at an extraordinary time in its history. I wish to gratefully acknowledge the talent and business experience in (and one is a resident of) focused on matters of risk and its impact on the dedication of my fellow directors and in particular, The global financial crisis that began in 2008 dramatically changed the financial services Asia. Their combined expertise includes insurance, Company’s policies and procedures. We sepa- to express my utmost respect for Donald Guloien’s wealth and investment management, risk manage- rated the Risk and Audit Committee into two new leadership. Through the upheaval of the financial industry. While the crisis was still unfolding, Manulife responded by transforming its business ment, financial regulation, international accounting policy, and investment banking. Several were senior Committees – one for Risk and one for Audit – to increase focus on risk oversight, and have continued crisis and subsequent repositioning of this Company, he made extraordinarily difficult decisions, was open and adapting our Board for this new and challenging environment. executives in large organizations, and five of these directors, as it happens, are women. The result is to build capabilities in this area. To further increase the productivity of Board in his communications and demonstrated a deep commitment to our Company. a Board with deep and relevant expertise spread time and resources, we have been working with I leave Manulife confident that, despite the across a diverse group of individuals. This diversity We have made significant progress in this regard. Management has stayed focused on the is a natural outcome of our strategic and disciplined management to develop a new and streamlined Board reporting approach. The new approach challenging economic headwinds of the past few years, our people, financial strength and position in search for outstanding talent. will allow management to report high-level international markets provide a solid foundation for needs of our clients and policyholders. We have reduced risk and positioned the Company An innovative element has been our expanded information to the Board in a format designed continued earnings growth. approach to director education. Asia is a key geog- to enhance our discussion and monitoring of the for a prolonged period of low interest rates and volatile equity markets. At the same time, raphy for Manulife; our Asia Division represented approximately one third of our core earnings in Company’s businesses. Good governance is critical to our ability to the Company has continued to deliver strong performance across product lines, divisions and 2012. It is vital for our directors to have a deep understanding of the region and our operations safeguard the long-term interests of shareholders, and earn the continued trust and confidence of there. To facilitate this, we host annual working trips our clients and policyholders. We believe that the geographies. As a result, in 2012 we saw renewed confidence from the market in the during which a small group of directors meets with measure of good governance is the quality of the Gail Cook-Bennett local management and employees to gain a better decisions made and the results obtained. In this Chair Of The Board Company’s value and potential. Today, management is focusing on growth with discipline and understanding of Manulife’s global businesses, regard, the Board was honoured that Manulife was the markets in which we operate and to build recognized for Best Overall Corporate Governance a new set of financial and business objectives for 2016. relationships with our leaders and partners in these territories. The 2012 Asia program included visits to in the International category at the 2012 Corporate Governance Awards sponsored by Singapore, Indonesia and Hong Kong. Corporate Secretary, a leading U.S. governance and compliance publication. 2 Manulife Financial Corporation 2012 Annual Report Manulife Financial Corporation 2012 Annual Report 3MANULIFE_AR2012_Chair+CEO_Mar13.indd 2-3 13-03-13 4:19 PM

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