This document is Manulife Financial Corporation's 2012 Annual Report. It discusses Manulife's vision, values, growth strategy, and priorities. The report also provides an overview of Manulife's operations in Asia, Canada, the United States, and Asset Management. Core earnings by region are provided, with Asia accounting for 33%, Canada 29%, and the United States 38% of total core earnings. Key facts about Manulife's business and sales rankings in various markets are also highlighted.
Manulife Financial Corporation's annual report outlines their vision to be the most professional financial services organization in the world providing strong, reliable solutions for clients. Their growth strategy focuses on developing opportunities in Asia, growing wealth management in North America and Asia, building their Canadian franchise, and growing lower risk US businesses. Their priorities include becoming a global leader in retirement solutions, significantly extending their customer reach, leveraging their scale and capabilities for operational excellence, and maintaining capital above targets.
Manulife Financial Corporation's annual report outlines their vision to be the most professional financial services organization in the world providing strong, reliable solutions for clients. Their growth strategy focuses on developing opportunities in Asia, growing wealth management in North America and Asia, building their Canadian franchise, and growing lower risk US businesses. Their priorities include becoming a global leader in retirement solutions, significantly extending their customer reach, leveraging their scale and capabilities for operational excellence, and maintaining capital above targets.
The Balanced Scorecard is a strategic planning and management framework that helps organizations translate their vision and strategy into action. It provides managers with a comprehensive framework to translate an organization's vision and strategy into a coherent set of performance measures. The Balanced Scorecard identifies financial and non-financial metrics across four key perspectives - financial, customer, internal business processes, and learning and growth. It allows organizations to clarify and update strategy, communicate strategy throughout, and align goals and initiatives for strategic learning and improvement.
This document discusses total reward frameworks and balancing organizational and employee needs. It outlines different elements of total reward including non-financial rewards, statutory benefits, non-statutory benefits, long-term incentives, annual variable pay, and guaranteed cash. The goal is to attract, motivate, and retain talent through a balanced total reward strategy that meets both business and individual needs.
Wall Street Journal/IVDB Profile on Gail GugeGailGuge
Gail Guge is a renowned brand strategist and managing partner of Wilkin-Guge Marketing. Over her 25+ year career, she has helped over 60 companies strategize their branding and marketing approaches. Wilkin-Guge Marketing couples great brand strategy with creative execution, an unusual combination of strengths for an agency. While the agency faces challenges in serving the fragmented Inland Empire region, Guge is excited about the opportunity for growth presented by the agency's recent relocation to Ontario. Her goal is to continue attracting top marketing talent to further enhance the agency's services.
The Hanwha Group is one of South Korea's largest conglomerates operating in manufacturing & construction, finance, and services & leisure. It has 44 affiliates and 56 overseas subsidiaries and branches. Hanwha aims to become a top-tier global enterprise that enriches life through customer-focused business in its three core sectors. In 2008, Hanwha achieved $25 billion in total sales and $9 billion in net income as one of Korea's top 10 conglomerates.
AXIS Telekom is the fastest growing national GSM mobile operator in Indonesia. Working with Hay Group, AXIS was able to analyse and build employee committment - vital to innovation.
AXIS takes a real interest in its employees' opinions and implementing ideas that could lead to true growth and development.
Its strategy of transparency and progressiveness makes it a game-changer in a market where business practices can be described as traditional and even staid.
Read to find out how AXIS Telekom is able to Engage, Enable and take Action!
This document introduces services marketing. It defines services and explains why they require special marketing concepts. Services are intangible, heterogeneous, produced and consumed simultaneously, and perishable. This creates challenges for quality, communication, and demand management. An expanded 7 Ps marketing mix framework addresses the influence of people, physical evidence, and processes in service delivery. The document provides examples of service industries and discusses the impact of technology on services. It emphasizes the importance of customer focus for services firms.
Manulife Financial Corporation's annual report outlines their vision to be the most professional financial services organization in the world providing strong, reliable solutions for clients. Their growth strategy focuses on developing opportunities in Asia, growing wealth management in North America and Asia, building their Canadian franchise, and growing lower risk US businesses. Their priorities include becoming a global leader in retirement solutions, significantly extending their customer reach, leveraging their scale and capabilities for operational excellence, and maintaining capital above targets.
Manulife Financial Corporation's annual report outlines their vision to be the most professional financial services organization in the world providing strong, reliable solutions for clients. Their growth strategy focuses on developing opportunities in Asia, growing wealth management in North America and Asia, building their Canadian franchise, and growing lower risk US businesses. Their priorities include becoming a global leader in retirement solutions, significantly extending their customer reach, leveraging their scale and capabilities for operational excellence, and maintaining capital above targets.
The Balanced Scorecard is a strategic planning and management framework that helps organizations translate their vision and strategy into action. It provides managers with a comprehensive framework to translate an organization's vision and strategy into a coherent set of performance measures. The Balanced Scorecard identifies financial and non-financial metrics across four key perspectives - financial, customer, internal business processes, and learning and growth. It allows organizations to clarify and update strategy, communicate strategy throughout, and align goals and initiatives for strategic learning and improvement.
This document discusses total reward frameworks and balancing organizational and employee needs. It outlines different elements of total reward including non-financial rewards, statutory benefits, non-statutory benefits, long-term incentives, annual variable pay, and guaranteed cash. The goal is to attract, motivate, and retain talent through a balanced total reward strategy that meets both business and individual needs.
Wall Street Journal/IVDB Profile on Gail GugeGailGuge
Gail Guge is a renowned brand strategist and managing partner of Wilkin-Guge Marketing. Over her 25+ year career, she has helped over 60 companies strategize their branding and marketing approaches. Wilkin-Guge Marketing couples great brand strategy with creative execution, an unusual combination of strengths for an agency. While the agency faces challenges in serving the fragmented Inland Empire region, Guge is excited about the opportunity for growth presented by the agency's recent relocation to Ontario. Her goal is to continue attracting top marketing talent to further enhance the agency's services.
The Hanwha Group is one of South Korea's largest conglomerates operating in manufacturing & construction, finance, and services & leisure. It has 44 affiliates and 56 overseas subsidiaries and branches. Hanwha aims to become a top-tier global enterprise that enriches life through customer-focused business in its three core sectors. In 2008, Hanwha achieved $25 billion in total sales and $9 billion in net income as one of Korea's top 10 conglomerates.
AXIS Telekom is the fastest growing national GSM mobile operator in Indonesia. Working with Hay Group, AXIS was able to analyse and build employee committment - vital to innovation.
AXIS takes a real interest in its employees' opinions and implementing ideas that could lead to true growth and development.
Its strategy of transparency and progressiveness makes it a game-changer in a market where business practices can be described as traditional and even staid.
Read to find out how AXIS Telekom is able to Engage, Enable and take Action!
This document introduces services marketing. It defines services and explains why they require special marketing concepts. Services are intangible, heterogeneous, produced and consumed simultaneously, and perishable. This creates challenges for quality, communication, and demand management. An expanded 7 Ps marketing mix framework addresses the influence of people, physical evidence, and processes in service delivery. The document provides examples of service industries and discusses the impact of technology on services. It emphasizes the importance of customer focus for services firms.
Wadhawan Group is a leading Indian business group with operations across three continents. It is a prominent developer and promoter of one of India's largest private housing finance companies. The Group has over 4,000 employees and has diversified into sectors including real estate, hospitality, lifestyle retail, food retail, education, and financial services. It aims to be a global institution with a focus on excellence, benchmark performance, continuity in business, and leadership across its operations.
Ge mc kinsey matrix powerpoint presentation slides ppt templatesSlideTeam.net
The GE-McKinsey Matrix is a tool that evaluates business units based on their market attractiveness and competitive strength. It divides businesses into nine categories: stars, question marks, cash cows, and dogs. Stars have high market attractiveness and strength and should receive investment. Question marks have high market attractiveness but low strength and require focus strategies. Cash cows have low attractiveness but high strength and generate cash flow. Dogs have low attractiveness and strength and should be divested from or exited.
Compensation Challenges January 2012 Workspankachori
1. India faces unique compensation challenges due to high employee turnover, an imbalance of supply and demand for talent, social expectations around status and promotions, a lack of robust retirement systems, and a complex compensation structure.
2. High turnover of up to 70% annually in some roles is caused by a large gap between the supply and demand of qualified talent, with demand far exceeding the supply of well-educated graduates.
3. Social expectations also play a role, as promotions are expected and used to gain higher social status rather than being based purely on performance. A lack of public retirement and health benefits further compounds compensation challenges in India.
Ge mc kinsey matrix powerpoint presentation templatesSlideTeam.net
The GE-McKinsey Matrix is a chart that evaluates business units based on their market attractiveness and business strength. It divides opportunities into four categories: stars, which have high market attractiveness and strength; question marks, which have high attractiveness but low strength; cash cows, which have low attractiveness but high strength; and dogs, which have low attractiveness and strength. The matrix is used to assess where to allocate resources and determine whether business units should be invested in, maintained, or divested.
This summary provides the key details from the Yahoo! 2001 Annual Report in 3 sentences:
Yahoo! faced challenges in 2001 from the changing Internet landscape but aligned its businesses, structure, and people to drive long-term growth. The report outlines Yahoo!'s new strategy of focusing on building a diversified global business by leveraging its core strengths to provide deeper solutions for consumers and business partners. Yahoo! made progress executing its strategy in 2001 and entered 2002 confident that it was in control of its future and well positioned for profitable growth.
This document is the 2009 annual report from Harley-Davidson. It discusses how 2009 required Harley-Davidson to make tough decisions in response to the economic downturn. The company focused on two priorities: managing the business effectively in the short-term to address immediate challenges, and establishing a bold strategic direction to maximize long-term opportunities and growth. This new strategic direction, called "focus", involved reallocating resources behind the strengths of the Harley-Davidson brand.
Woolworths Limited's Environment Manager Kane Hardingham presented on the company's sustainability strategy and efforts around ethical and sustainable sourcing from Asia. Some key points included:
1) Woolworths has set targets to reduce carbon emissions and water usage by 2015 and eliminate food waste to landfill by the same year.
2) The company works to source seafood and palm oil sustainably and only use certified sustainable timber and paper products.
3) Over $6.6 million has been invested in sustainable agriculture projects in Australia since 2007 through its Fresh Food Future program.
4) Woolworths aims to protect its reputation and meet customer expectations through a policy applying labour condition standards to all global suppliers and third party
2012 Lean Kanban France Stephen Parry Sense and RespondStephen Parry
This document discusses Lean Kanban and Sense and Respond approaches. It provides an overview of these concepts through several diagrams and definitions. The key points made are:
- Lean Kanban and Sense and Respond focus on connecting everyone to customers and understanding what matters to customers.
- Traditional functional approaches can create infeasible solutions, while Sense and Respond advocates building trust with customers and adapting based on customer demand data.
- Sense and Respond means sensing what matters to customers and driving service and strategy based on customer needs.
- The document compares traditional make and sell approaches that push products to a Sense and Respond approach that pulls from customer needs.
This document provides an overview of ATALIAN's international expansion and operations in 2011. Key points include:
- ATALIAN doubled in size in cleaning services and multi-technique businesses through acquisitions in Central and Eastern Europe, making it a leader in the EU region.
- Acquisitions in Hungary, Romania, Poland, and Croatia rounded out ATALIAN's presence and allowed it to offer multi-service solutions.
- ATALIAN plans to set up offices soon in four new countries: United Kingdom, Serbia, Bosnia-Herzegovina, and Morocco to ensure two new facilities per year.
- Through acquisitions, ATALIAN has leading positions in cleaning,
This document provides information about an employee engagement workshop that was held in Toronto on December 8-9, 2010. It included presentations from engagement leaders on enhancing performance through an engaged workforce. The workshop covered creating a sustainable culture for employee engagement and improving productivity through engagement. It provided networking opportunities for participants from organizations like Air Canada, Royal Bank of Canada, and Pitney Bowes Canada.
owens & minor F181C306-CD84-4711-A74D-75E5BFE97AA3_2008_ARfinance33
Teamwork is essential for Owens & Minor's success. The company relies on its 5,300 employees working together to (1) continuously innovate and provide new supply chain management solutions to help healthcare providers lower costs and improve efficiency, (2) maintain high customer satisfaction by accurately and quickly fulfilling orders, and (3) live the company's mission, vision, and values through community service.
Finance must change. No longer simply the controller of month-end
books and transactional processes, the Finance function must transform
into a genuine business partner. But what does this mean for today’s
Finance function? How and where does it embark on the journey to a
transformed World-Class Finance function?
This paper sets out to consider the current state of today’s Finance
function and what Steria believes is shaping its transformation.
This document advertises an event called "Attaining Excellence in Global Service Delivery with Process Excellence and Business Realignment" taking place from February 14-16, 2011 in Bangalore, India. It promotes savings of up to $300 for booking and paying by November 30, 2010. The event will feature over 25 leading practitioners from shared services and outsourcing revealing how to position and launch captive and BPO centers to compete in domestic and international markets.
The document lists various summer programs for teens offered at the Bothell and Kingsgate libraries in 2011, including reading challenges, arts and crafts activities like henna tattoos and manga t-shirt design, animation workshops, book groups, environmental programs, engineering challenges with Legos, and gaming events. Teens could also create book trailers or reviews for a chance to win prizes. Most events took place on Thursday afternoons at 3:30pm at the Bothell Library in June through August.
1. The document proposes a digital marketing campaign for a client including a homepage takeover, running banners, and streaming commercials on 5 stations for $3,000 in April.
2. It explains various social media platforms and tactics like Facebook pages, hashtags on Twitter, and mentions that can help drive engagement and followers.
3. Foursquare is described as a location-based social network where users check-in to locations and events to earn points and badges, which can help drive in-store sales when linked to promotions.
Read three books from the Bothell Library or online, write three reviews, and submit the completed entry form to any KCLS Library to receive a free paperback book. Entrants will also be entered to win prizes, including a laptop computer. A variety of book summaries are provided that showcase the diversity of genres and topics available for the summer reading program.
This very short document appears to be about a cruise that took place in 2009. It does not provide any other details about the cruise, such as location, passengers, or activities. The document simply states "Cruise 2009" and ends abruptly.
This one sentence document title is in Norwegian and reads "KOMMUNIKASJON". There is no other text, so it is not possible to provide a meaningful 3 sentence summary as the document contains no information to summarize.
Wadhawan Group is a leading Indian business group with operations across three continents. It is a prominent developer and promoter of one of India's largest private housing finance companies. The Group has over 4,000 employees and has diversified into sectors including real estate, hospitality, lifestyle retail, food retail, education, and financial services. It aims to be a global institution with a focus on excellence, benchmark performance, continuity in business, and leadership across its operations.
Ge mc kinsey matrix powerpoint presentation slides ppt templatesSlideTeam.net
The GE-McKinsey Matrix is a tool that evaluates business units based on their market attractiveness and competitive strength. It divides businesses into nine categories: stars, question marks, cash cows, and dogs. Stars have high market attractiveness and strength and should receive investment. Question marks have high market attractiveness but low strength and require focus strategies. Cash cows have low attractiveness but high strength and generate cash flow. Dogs have low attractiveness and strength and should be divested from or exited.
Compensation Challenges January 2012 Workspankachori
1. India faces unique compensation challenges due to high employee turnover, an imbalance of supply and demand for talent, social expectations around status and promotions, a lack of robust retirement systems, and a complex compensation structure.
2. High turnover of up to 70% annually in some roles is caused by a large gap between the supply and demand of qualified talent, with demand far exceeding the supply of well-educated graduates.
3. Social expectations also play a role, as promotions are expected and used to gain higher social status rather than being based purely on performance. A lack of public retirement and health benefits further compounds compensation challenges in India.
Ge mc kinsey matrix powerpoint presentation templatesSlideTeam.net
The GE-McKinsey Matrix is a chart that evaluates business units based on their market attractiveness and business strength. It divides opportunities into four categories: stars, which have high market attractiveness and strength; question marks, which have high attractiveness but low strength; cash cows, which have low attractiveness but high strength; and dogs, which have low attractiveness and strength. The matrix is used to assess where to allocate resources and determine whether business units should be invested in, maintained, or divested.
This summary provides the key details from the Yahoo! 2001 Annual Report in 3 sentences:
Yahoo! faced challenges in 2001 from the changing Internet landscape but aligned its businesses, structure, and people to drive long-term growth. The report outlines Yahoo!'s new strategy of focusing on building a diversified global business by leveraging its core strengths to provide deeper solutions for consumers and business partners. Yahoo! made progress executing its strategy in 2001 and entered 2002 confident that it was in control of its future and well positioned for profitable growth.
This document is the 2009 annual report from Harley-Davidson. It discusses how 2009 required Harley-Davidson to make tough decisions in response to the economic downturn. The company focused on two priorities: managing the business effectively in the short-term to address immediate challenges, and establishing a bold strategic direction to maximize long-term opportunities and growth. This new strategic direction, called "focus", involved reallocating resources behind the strengths of the Harley-Davidson brand.
Woolworths Limited's Environment Manager Kane Hardingham presented on the company's sustainability strategy and efforts around ethical and sustainable sourcing from Asia. Some key points included:
1) Woolworths has set targets to reduce carbon emissions and water usage by 2015 and eliminate food waste to landfill by the same year.
2) The company works to source seafood and palm oil sustainably and only use certified sustainable timber and paper products.
3) Over $6.6 million has been invested in sustainable agriculture projects in Australia since 2007 through its Fresh Food Future program.
4) Woolworths aims to protect its reputation and meet customer expectations through a policy applying labour condition standards to all global suppliers and third party
2012 Lean Kanban France Stephen Parry Sense and RespondStephen Parry
This document discusses Lean Kanban and Sense and Respond approaches. It provides an overview of these concepts through several diagrams and definitions. The key points made are:
- Lean Kanban and Sense and Respond focus on connecting everyone to customers and understanding what matters to customers.
- Traditional functional approaches can create infeasible solutions, while Sense and Respond advocates building trust with customers and adapting based on customer demand data.
- Sense and Respond means sensing what matters to customers and driving service and strategy based on customer needs.
- The document compares traditional make and sell approaches that push products to a Sense and Respond approach that pulls from customer needs.
This document provides an overview of ATALIAN's international expansion and operations in 2011. Key points include:
- ATALIAN doubled in size in cleaning services and multi-technique businesses through acquisitions in Central and Eastern Europe, making it a leader in the EU region.
- Acquisitions in Hungary, Romania, Poland, and Croatia rounded out ATALIAN's presence and allowed it to offer multi-service solutions.
- ATALIAN plans to set up offices soon in four new countries: United Kingdom, Serbia, Bosnia-Herzegovina, and Morocco to ensure two new facilities per year.
- Through acquisitions, ATALIAN has leading positions in cleaning,
This document provides information about an employee engagement workshop that was held in Toronto on December 8-9, 2010. It included presentations from engagement leaders on enhancing performance through an engaged workforce. The workshop covered creating a sustainable culture for employee engagement and improving productivity through engagement. It provided networking opportunities for participants from organizations like Air Canada, Royal Bank of Canada, and Pitney Bowes Canada.
owens & minor F181C306-CD84-4711-A74D-75E5BFE97AA3_2008_ARfinance33
Teamwork is essential for Owens & Minor's success. The company relies on its 5,300 employees working together to (1) continuously innovate and provide new supply chain management solutions to help healthcare providers lower costs and improve efficiency, (2) maintain high customer satisfaction by accurately and quickly fulfilling orders, and (3) live the company's mission, vision, and values through community service.
Finance must change. No longer simply the controller of month-end
books and transactional processes, the Finance function must transform
into a genuine business partner. But what does this mean for today’s
Finance function? How and where does it embark on the journey to a
transformed World-Class Finance function?
This paper sets out to consider the current state of today’s Finance
function and what Steria believes is shaping its transformation.
This document advertises an event called "Attaining Excellence in Global Service Delivery with Process Excellence and Business Realignment" taking place from February 14-16, 2011 in Bangalore, India. It promotes savings of up to $300 for booking and paying by November 30, 2010. The event will feature over 25 leading practitioners from shared services and outsourcing revealing how to position and launch captive and BPO centers to compete in domestic and international markets.
The document lists various summer programs for teens offered at the Bothell and Kingsgate libraries in 2011, including reading challenges, arts and crafts activities like henna tattoos and manga t-shirt design, animation workshops, book groups, environmental programs, engineering challenges with Legos, and gaming events. Teens could also create book trailers or reviews for a chance to win prizes. Most events took place on Thursday afternoons at 3:30pm at the Bothell Library in June through August.
1. The document proposes a digital marketing campaign for a client including a homepage takeover, running banners, and streaming commercials on 5 stations for $3,000 in April.
2. It explains various social media platforms and tactics like Facebook pages, hashtags on Twitter, and mentions that can help drive engagement and followers.
3. Foursquare is described as a location-based social network where users check-in to locations and events to earn points and badges, which can help drive in-store sales when linked to promotions.
Read three books from the Bothell Library or online, write three reviews, and submit the completed entry form to any KCLS Library to receive a free paperback book. Entrants will also be entered to win prizes, including a laptop computer. A variety of book summaries are provided that showcase the diversity of genres and topics available for the summer reading program.
This very short document appears to be about a cruise that took place in 2009. It does not provide any other details about the cruise, such as location, passengers, or activities. The document simply states "Cruise 2009" and ends abruptly.
This one sentence document title is in Norwegian and reads "KOMMUNIKASJON". There is no other text, so it is not possible to provide a meaningful 3 sentence summary as the document contains no information to summarize.
Manulife Financial Corporation's annual report outlines their vision to be the most professional financial services organization in the world providing strong, reliable solutions for clients. Their growth strategy focuses on developing opportunities in Asia, growing wealth management in North America and Asia, building their Canadian franchise, and growing lower risk US businesses. Their priorities include becoming a global leader in retirement solutions, significantly extending their customer reach, leveraging their global scale for operational excellence, and maintaining capital above targets.
Manulife Financial Corporation's annual report outlines their vision to be the most professional financial services organization in the world providing strong, reliable solutions for clients. Their growth strategy focuses on developing opportunities in Asia, growing wealth management in North America and Asia, building their Canadian franchise, and growing lower risk US businesses. Their priorities include becoming a global leader in retirement solutions, significantly extending their customer reach, leveraging their scale and capabilities for operational excellence, and maintaining capital above targets.
This annual report provides an overview of Manulife Financial Corporation for 2012. It discusses Manulife's operations in Asia, Canada, and the United States, which accounted for 33%, 29%, and 38% of core earnings respectively. The report outlines Manulife's vision, values, growth strategy, and investment capabilities. It also provides key financial data and sales rankings for each geographic segment.
Mzilakatha Strategic Management Services is a South African management consulting firm founded by Vusi Ndala to help small and medium enterprises grow. The firm provides strategic management services including business planning, operations support, and corporate governance as well as ancillary services such as sales, marketing, and event facilitation. Mzilakatha aims to become Africa's top professional services firm by efficiently utilizing resources, promoting innovation, and providing cost-effective assistance to clients.
Performance appraisal(the gentleman’s three )Vikram Dahiya
The document discusses performance appraisal and the balanced scorecard approach. It describes the balanced scorecard as a framework that uses financial measures and measures regarding customers, internal processes, and learning/growth. It provides examples of performance measures that could be used for each of these perspectives in a balanced scorecard.
Assured Recruitment Solutions is an innovative recruitment group that specializes in professional and managed recruitment services. They have experienced high growth since being formed in 2006, previously growing a technology retailer from 3,500 to 12,000 employees over 5 years. Today they work with some of the largest international brands, believing exceptional talent delivers exceptional business growth. They focus on high growth, invested businesses and have explored partnerships, ventures and acquisitions to continue their fast growth.
Assured Recruitment Solutions is an innovative recruitment group specializing in professional and managed services. It has experienced high growth since being formed in 2006, previously growing a technology retailer from 3,500 to 12,000 employees over 5 years. Today it works with some of the largest international brands, delivering exceptional growth through talent acquisition. Assured believes exceptional talent delivers exceptional business growth and has a vision of continued future expansion through partnerships, ventures, mergers and acquisitions. It focuses on "invested" private equity and venture capital backed customers experiencing growth, recovery or transformation.
Assured Recruitment Solutions is an innovative recruitment group that specializes in professional and managed recruitment services. They have a history of success and high growth, having previously helped a technology retailer grow from 3,500 to 12,000 employees over 5 years. Today, Assured works with some of the largest international brands, delivering exceptional growth through talent acquisition. Their vision is to provide faster, smarter recruitment services through continuous improvement, collaboration and innovation to generate return on investment for their customers.
Assured Recruitment Solutions is an innovative recruitment group that specializes in professional and managed recruitment services. They have experienced high growth since being formed in 2006, previously growing a technology retailer from 3,500 to 12,000 employees over 5 years. Today they work with some of the largest international brands, believing exceptional talent delivers exceptional business growth. They focus on high growth, invested businesses and have experienced strong compounded annual growth rates. Their customer engagement process focuses on discovery, design, deployment, and delivery to provide customized recruitment solutions through technology and collaboration.
Assured Recruitment Solutions is an innovative recruitment group that specializes in professional and managed recruitment services. They have experienced high growth since being formed in 2006, previously growing a technology retailer from 3,500 to 12,000 employees over 5 years. Today they work with some of the largest international brands, believing exceptional talent delivers exceptional business growth. They focus on high growth, invested businesses and have experienced strong compounded annual growth rates. Their service delivery includes retained search, interim management, and flexible contingent recruitment solutions.
Assured Recruitment Solutions is an innovative recruitment group that specializes in professional and managed recruitment services. They have experienced high growth since being formed in 2006, previously growing a technology company from 3,500 to 12,000 employees over 5 years. Today they work with some of the largest international brands. Their vision is to provide faster, smarter recruitment services through continuous improvement, collaboration and innovation. They focus on high growth private equity backed companies undergoing periods of change.
Assured Recruitment Solutions is an innovative recruitment group specializing in professional and managed services. It has experienced high growth since being formed in 2006, previously growing a technology retailer from 3,500 to 12,000 employees over 5 years. Today it works with some of the largest international brands, delivering exceptional growth through talent acquisition. Assured believes exceptional talent delivers exceptional business growth and has a vision of continued future expansion through partnerships, ventures, mergers and acquisitions. It focuses on "invested" private equity and venture capital backed customers experiencing growth, recovery or transformation.
The document discusses the balanced scorecard performance management system. It presents the balanced scorecard from four perspectives: financial, customer, internal processes, and learning and growth. It then provides examples of objectives and measures that could be used for each perspective when applying the balanced scorecard to a bank. Finally, it notes some potential limitations or challenges with the balanced scorecard approach.
This document provides an overview of Ecolab's performance and outlook. It discusses that Ecolab focuses on caring for its people, helping customers prosper, maintaining financial discipline, and developing innovative products and solutions. It summarizes that Ecolab achieved strong financial results in 2006, including 8% sales growth, 13% operating income growth, and 16% diluted EPS growth. It also outlines Ecolab's strategy of circling the customer and globe to provide superior customer service and develop new opportunities. The document expresses confidence that these strategies will continue enabling Ecolab's success in 2007.
VBM Consulting is a London-based consulting firm established in 1996 that specializes in helping companies develop and implement strategies to maximize shareholder value. They focus on growth strategies, cost reduction, organizational change, and executive training. Their proprietary "Five Delta" methodology addresses revenue growth, operations, financial structure, risk management, and investor perceptions. They draw on an international network of associates to staff client projects. Past clients include Barclays, Alliance Boots, and Avon, and feedback has been positive about the impact of their work. The firm is led by Managing Partner Stephen Neill and Partners Juliana Bacon and Peter Clark.
New compensation models for maximising sales performance ron burke, towers ...Sales Institute Ireland
Sales compensation plans should be designed to reinforce business strategy, reflect different sales roles, and maximize motivational impact. An effective plan attracts and retains top talent by offering competitive total compensation. It considers factors like role requirements, company pay philosophy, market practices, and the appropriate mix of base salary and incentives. The goal is to deliver target total cash compensation between the 50th to 75th percentiles compared to market peers.
The document is Manpower Inc.'s 2001 annual report. It summarizes that in 2001:
- Systemwide sales decreased 5.3% to $11.8 billion due to a weaker global economy and strengthening US dollar.
- Revenues decreased 3.3% and operating profit declined 23.6% as revenue growth slowed but investments continued.
- Earnings per share decreased 27% to $1.62 primarily due to currency exchange impacts. The company remained focused on providing skilled employees and workforce solutions to customers during economic uncertainty.
KPMG's Restructuring Services helps companies facing financial stress through advisory services. They work with management, lenders, and other stakeholders to develop restructuring options addressing cash flow, profits, and balance sheet issues. Their services include strategic reviews, business restructuring planning, performance improvement, lender assistance, and financing options to stabilize the business and enhance profitability. KPMG aims to provide a flexible, global, and experienced approach drawing on audit, tax, and advisory skills.
Customer Experience Approach from Peppers & Rogers GroupCustomerConsultant
The document provides an overview of Peppers & Rogers Group, a global consulting firm specializing in customer strategy. It discusses the firm's founders and their expertise in relationship marketing. The core belief of the firm is that customers are unique and should be treated differently. The firm helps clients implement customer-centric strategies and capabilities by understanding customers, aligning organizations, and measuring impact. The broad range of services includes insights, strategy development, business design, capability building, and deployment.
This document summarizes Manulife Financial Corporation's 2012 annual report. It provides an overview of the company and its strategic priorities. In 2012, Manulife achieved record annual sales in its insurance and wealth businesses. It also generated a record level of funds under management. While net income improved significantly compared to 2011, core earnings of $2.187 billion were relatively flat, as several offsetting factors impacted results. The document then provides highlights of progress and performance for each of Manulife's key divisions: Asia, Canada, United States, and Investments.
This document is Manulife Financial Corporation's 2012 Annual Report. It provides an overview of Manulife's vision, values, growth strategy, and financial results in 2012. Key details include: Manulife operates in Asia, Canada, and the United States, with over $531 billion in funds under management globally in 2012. Core earnings were $2.88 billion in 2012, with 33% from Asia, 29% from Canada, and 38% from the United States. The report also outlines Manulife's investment capabilities and sales rankings in various markets.
This document is Manulife Financial Corporation's 2012 annual report. It includes a table of contents, cautionary statements about forward-looking information, and an overview and discussion of Manulife's 2012 financial performance and progress on strategic priorities. The discussion notes record annual sales in insurance and wealth businesses excluding variable annuities, strong growth in Asia by expanding distribution networks, another record for funds under management, and improved net income compared to 2011. It introduces a new metric called "core earnings" to better reflect underlying earnings capacity.
This document is Manulife Financial Corporation's 2012 Annual Report. It discusses Manulife's vision, values, growth strategy, and priorities. It provides an overview of Manulife's operations in Asia, Canada, and the United States, which accounted for 33%, 29%, and 38% of core earnings respectively. It also discusses Manulife Asset Management and its investment capabilities. The report includes financial data and rankings for each geographic segment.
This document is Manulife Financial Corporation's 2012 Annual Report. It provides an overview of Manulife's vision, values, growth strategy, and financial results in 2012. Key details include: Manulife operates globally with significant presences in Asia, Canada, and the United States, earning $2.9 billion (excluding corporate losses) in 2012 core earnings from these regions. It discusses its focus on developing opportunities in Asia while growing its wealth and asset management businesses internationally.
This document summarizes Manulife Financial Corporation's 2012 Annual Report. It provides an overview of the company and its strategic priorities. In 2012, Manulife achieved record annual sales in its insurance and wealth businesses. It also generated a record level of funds under management. While net income attributed to shareholders improved to $1.7 billion in 2012 from $129 million in 2011, the company introduced a new non-GAAP measure called "core earnings" to better reflect underlying earnings capacity, which was $2.2 billion in 2012.
Manulife reported its financial results for the fourth quarter and full year of 2012. Some key highlights include:
- Core earnings of $537 million for Q4 2012 and $2.2 billion for the full year of 2012, in line with 2011 results.
- Record insurance sales of $3.3 billion for 2012, a 33% increase over 2011, driven by strong growth in Asia. Wealth sales also increased with Q4 2012 sales reaching $10.4 billion, up 31% from Q4 2011.
- Net income attributed to shareholders was $1.057 billion for Q4 2012 and $1.736 billion for the full year, up significantly from 2011 results.
So
This document provides a list of dense sources of carbohydrates for a Paleo diet. It lists various starchy vegetables like cassava, taro root, plantains, yams, sweet potatoes, and winter squash. For each item, it provides the carbohydrate and fiber content per 100 grams and per 1 cup serving. It also notes other notable nutrients contained in each vegetable. The list is intended to show that there are carbohydrate options beyond grains and bread for those following a Paleo diet.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
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After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
Does teamwork really matter? Looking beyond the job posting to understand lab...
2012 mfc_ar_test1
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
IR3823E
MANULIFE_AR2012_COVER_Mar13.indd 1 13-03-13 4:13 PM
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 1
MANULIFE_AR2012_COVER_Mar13.indd 2 13-03-13 4:13 PM
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 1
MANULIFE_AR2012_COVER_Mar13.indd 2 13-03-13 4:13 PM
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 3
MANULIFE_AR2012_Chair+CEO_Mar13.indd 2-3 13-03-13 4:19 PM
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 3
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