マニュライフがInvestor Day 2018開催、エキサイティングな明るい未来

AsiaNet 74169 （1144）

【トロント2018年6月27日PR Newswire＝共同通信JBN】

＊TSX／NYSE／PSEではMFC、 SEHKでは 945

＊特記しない限りカナダドルで表記

マニュライフ・フィナンシャル・コーポレーション（Manulife Financial Corporation、マニュライフ）はカナダ東部時間27日午前8時から機関投資家向けのInvestor Dayを開催している。マニュライフの幹部は、ポートフォリオ最適化、経費管理、同社のカナダと米国での事業を中心にして、同社の戦略的方向性を説明する。

▽Investor Dayの議題

＊ロイ・ゴリ社長兼最高経営責任者（CEO）

エキサイティングな明るい未来

＊フィル・ウィザリングトン最高財務責任者（CFO）

堅調な業績を生み出し、経費効率を促進

＊ナビード・イルシャド北米レガシービジネス責任者

当社のレガシービジネスから価値を抽出

＊マイク・ダウティー・カナダゼネラルマネージャー

国内市場で勝利する

＊マリアン・ハリソン米国ゼネラルマネージャー

次世代の保護および財産ソリューション

このイベントには、プレゼンテーターをはじめとする幹部との質疑応答も含まれる。関係者はウェブサイトManulife.com/Events-Presentations（http://www.manulife.com/Events-Presentations ）を通じてライブのウェブキャストにアクセスできる。このウェブキャストの録音記録はライブイベントから6カ月間、同ウェブサイトで聴くことができる。Investor DayのスライドプレゼンテーションもウェブサイトManulife.com/Events-Presentations（http://www.manulife.com/Events-Presentations ）で見ることができる。

▽マニュライフの野心的な目標

マニュライフはデジタル化された顧客中心の市場リーダーになるという力強い目標を設定しきた。この目標を達成することによって、われわれは顧客を喜ばせ、従業員を雇用し、卓越した利益を利害関係者に提供できると確信している。われわれは、ネット・プロモータースコア、エンプロイー・エンゲージメント、総株主還元を計測することによって、これらの利害関係者グループとの進展を追跡する。マニュライフの目標はネット・プロモータースコアを30%ポイント向上させ、上位4分の1のエンプロイー・エンゲージメントを達成し、トップ4分の1の株主還元を提供することにある。（注）

（注）当社の2018 Management Information Circularで述べたように、同業グループと比較したトップ4分の1の株主還元。グローバル金融サービス企業と比較したトップ4分の1のエンプロイー・エンゲージメント

▽戦略的優先順位

当社の顧客を中心としたデジタルトランスフォーメーションは、課題と機会の両方を提起する。競争に打ち勝つために、マニュライフは最重要課題に焦点を合わせる。これは以下の5つの戦略的優先順位に反映されている。

1．当社の資本を最善の利用に投じることを確実にするために当社のポートフォリオを最適化。われわれは当社のレガシービジネスの収益還元を向上させる明確な目標を掲げている。2017年、われわれは上級幹部を新しく任命し、優れたアカウンタビリティーと、既存契約保険・顧客の管理、費用効果、規模の拡大、さらに有効な分野においてはこれらのビジネスの潜在的な戦略的機会に注力することによって、この機会をさらに積極的に追求してきた。われわれは2022年までにレガシービジネスから資本50億ドルを自由に利用できるようにする目標を設定してきた。

2．コストを管理して競争力を備え、価値を創出。われわれは今後数年間に向けた野心的な効率目標を掲げている。われわれは裁量支出の管理からエンドツーエンド・プロセスのデジタル化、予測分析を使用したより良い効率的な決定など、幅広いさまざまなコスト削減および効率機会の提供を計画している。われわれは2022年までに、50%の効率比（注1）と費用節約と回避で10億ドルを達成する目標を設定してきた。

3．最も高い可能性があるビジネスの成長を加速。同社は今後も投資を継続し、これらのビジネスが示す優れた機会を最大限に活用することを保証する。アジア、グローバルな資産管理および資産運用、行動関連保険、グループ給付は、マニュライフがどのようにしてこの優先順位に基づき業務を遂行しているかを示す好例である。われわれは2022年までに高い可能性を秘めビジネスから3分の2のコア収益を上げることを目標に設定してきた。

4．顧客ファーストに焦点を合わせる。自社の顧客を喜ばせる企業は競合企業よりも成長する。われわれは顧客との関係を再調整し、2022年までにネット・プロモータースコアを30%向上させる目標を設定してきた。

5．高業績を上げるチームと文化を育成。マニュライフのトランスフォーメーションの成功は、それを実行に移す適切な文化なしには可能ではない。われわれは今後も、最高の人材を引き付け、育成し、抱えておくことに努力するとともに、従業員（エンプロイー）を関与させ、楽しませていく。われわれは2022年までにトップ4分の1のエンプロイー・エンゲージメントを達成する目標を設定してきた。

われわれはこれらの5つの優先順位を実現することによって、自社をトランスフォームし、顧客を喜ばせ、従業員を刺激し、優れた株主価値を生み出すことに成功すると確信している。

▽支出効率とポートフォリオ最適化イニシアチブの最新情報

マニュライフは2018年第2四半期に、支出効率およびポートフォリオ最適化イニシアチブに関する数々の戦略的決定を下した。これまでに発表したように、われわれはボストンの不動産事業を統合しており、今後は米国のレガシー情報技術ベンダーを統合する。カナダでは、われわれはカナダ事業をトランスフォームする計画を発表した。これには、キッチナー・ウォータールー地域における不動産事業の統合も含まれる。さらに、同社は北米の有資格従業員の希望退職プログラムも発表した。総合すると、この決定は全面的に実行されると、税引き前3億ドルの年間ランレート削減を実現するとみられ、大部分のランレート削減は2019年末までに達成される。同社は2018年第2四半期に税引き前2億5000万ドル（税引き後2億ドル）のリストラ費用を記録するとみられている。

（注1）効率比はコア収益／税引き前（コア収益＋コア収益に含まれる一般歳出）に含まれる税引き前一般歳出と定義される。

2018年6月21日、Advisor Group, Inc.は米国を本拠とするブローカーディーラー・投資アドバイザーであるSignator Investors, Inc.（Signator）をマニュライフの子会社から買収すると発表した。この取引は当社のポートフォリオを最適化することに沿ったものであり、資本を最善利用することを保証する。この取引は2018年第4四半期に完了する予定。完了の時点で、この取引は約1億ドルの資本を余剰資金化することになるとみられる。取引の条件は公表されていない。

▽非GAAP財務指標

マニュライフは全体業績を評価し、同社の財務目標を含む同社事業のそれぞれにアクセスできるいくつかの非GAAP財務指標を使用している。目標には、中期において平均10%から12%の普通株あたりの年間希釈化コア収益（コアEPS）の伸び、13%以上の普通株の株主資本に対するコア収益率（コアROE）、25%のレバレッジ比率、コア収益の30%から40%の普通株配当支払いが含まれる。マニュライフの上層部は今回のイベントで、これらの財務目標に対する同社のコミットメントを確認する。

財務指標は、それが当社の監査済み財務諸表のために使用される一般的に認められた会計原則に沿わない形で提出されるならば、カナダ証券取引法の趣旨では非GAAP指標とみなされている。非GAAP指標には、コア収益、コアEPS、コアROE、資本、効率比などが含まれる。効率比はマニュライフが効率向上を目指す当社の目標に向かう進展を計測するために使用している非GAAP指標である。効率比はコア収益に含まれる税引き前コア収益と税引き前一般歳出の合計で割られたコア収益に含まれる税引き前の一般歳出として定義されている。非GAAP財務指標はGAAPによって定義された用語でないため、その他のイシュアーによって使用される同様の用語と比較されない。このため、非GAAP指標は、GAAPに沿って準備されたその他の財務情報と独立ないしは代替としてみなされるべきではない。上記の記述に含まれる非GAAP指標に関する詳細は、マニュライフの2017 Annual Report and First Quarter 2018 Report to Shareholdersにある「Performance and Non-GAAP Measures（業績と非GAAP指標）」を参照。

▽マニュライフについて

マニュライフ・フィナンシャル・コーポレーションは、人々が決定を容易に下して生活を良くすることを支援する有力な国際金融サービスグループである。同社は米国でJohn Hancockとして、その他の地域ではマニュライフとして事業展開している。同社は個人、グループ、機関向けに、金融アドバイス、保険をはじめ、財産管理と資産運用を提供している。2017年末時点で、われわれは3万5000人の従業員、7万3000の販売代理店、数千の販売パートナーを擁し、2600万以上の顧客にサービスを提供した。2018年3月31日時点で、同社は1兆1000億ドル以上（8500億米ドル）の資産を管理・運用し、過去12カ月で269億ドルを顧客に支払った。当社の主要な事業展開は、アジア、カナダ、米国であり、100年以上にわたり顧客にサービスを提供してきた。同社はカナダのトロントにグローバル本社を構え、トロント、ニューヨーク、フィリピンの証券取引所で「MFC」、香港で「945」として取引されている。

▽報道関係問い合わせ先

Sean B. Pasternak

Manulife

+1-416-852-2745

sean_pasternak@manulife.com

▽投資家問い合わせ先

Robert Veloso

Manulife,

+1-416-852-8982

robert_veloso@manulife.com

ソース：Manulife Financial Corporation

Manulife Investor Day 2018 – A bold and exciting future

PR74169

TORONTO, June 27, 2018 /PRNewswire=KYODO JBN/ --

    -- TSX/NYSE/PSE: MFC SEHK: 945

    -- C$ unless otherwise stated

Manulife Financial Corporation ("Manulife" or the "Company") is hosting an

institutional Investor Day today in Toronto from 8 a.m. eastern time.

Manulife's senior management will present the Company's strategic direction

with an emphasis on portfolio optimization, expense management and our Canadian

and U.S. operations.

INVESTOR DAY AGENDA

Roy Gori               A bold and exciting future

President and Chief

Executive Officer  

Phil Witherington      Delivering strong results and driving expense efficiency

Chief Financial

Officer

Naveed Irshad          Extracting value from our legacy businesses

Head of North American

Legacy Business

Mike Doughty           Winning in our home market

General Manager,

Canada

Marianne Harrison      Building next generation protection and wealth

General Manager,       solutions

U.S.

The event will include Q&A sessions with the presenters and other executives.

Interested parties may access the live webcast through

Manulife.com/Events-Presentations [http://www.manulife.com/Events-Presentations

]. An archived version of the webcast audio will be available the day after the

live event at the same location for six months. The Investor Day slide

presentations can also be found at Manulife.com/Events-Presentations

[http://www.manulife.com/Events-Presentations ] .

MANULIFE'S BOLD AMBITION

Manulife has set a bold ambition to be a digital, customer-centric, market

leader. By achieving our ambition, we believe we will delight our customers,

engage our employees, and deliver superior returns to shareholders. We will

track our progress with each of these stakeholder groups by measuring net

promoter score, employee engagement and total shareholder returns. Manulife's

goal is to improve our net promoter score by 30 percentage points, to achieve

top quartile employee engagement, and to deliver top quartile shareholder

returns[1].

________________________

[1] Top quartile shareholder returns compared to our peer group as discussed in

our 2018 Management Information Circular. Top quartile employee engagement

compared to global financial services companies.

STRATEGIC PRIORITIES

Our customer-centric digital transformation will present both challenges and

opportunities. To compete and win, Manulife will focus on what matters most.  

This is reflected in our five strategic priorities:

    1. Optimizing our portfolio to make sure we're putting our capital to best

       use. We have a clear objective to improve returns in our legacy

       businesses. In 2017 we appointed a new senior leader to more

       aggressively pursue this opportunity with stronger accountability and

       focus on in-force management, cost efficiencies and leveraging scale,

       as well as potential strategic opportunities for these businesses,

       where it makes sense. We have set a target to free up $5 billion in

       capital from legacy businesses by 2022.

    2. Managing our costs to be competitive and create value. We are setting

       ambitious efficiency targets for the years ahead. We have plans to

       deliver a wide variety of cost-reduction and efficiency opportunities,

       from controlling discretionary spending to digitizing end-to-end

       processes and using predictive analytics to make better, more efficient

       decisions. We have set a target to achieve a 50% efficiency ratio[1]

       and $1 billion in expense saving and avoidance by 2022.

    3. Accelerating growth in our highest-potential businesses. The Company

       will continue to invest to ensure it makes the most of the significant

       opportunity these businesses represent. Asia, global wealth and asset

       management, behavioral-linked insurance and group benefits are examples

       of how Manulife is executing on this priority. We have set a target to

       generate two-thirds of core earnings from high potential businesses by

       2022.

    4. Focused on putting our customers first. Companies that delight their

       customers outgrow their competitors. We are realigning around our

       customers, and have set a target to improve net promoter score by 30

       percentage points by 2022.

    5. Fostering a high-performing team and culture. The success of Manulife's

       transformation simply won't be possible unless we have the right

       culture to execute it. We're continuing to work to attract, develop,

       and retain the best talent, and to engage and excite employees. We have

       set a target to achieve top quartile employee engagement by 2022.

We are confident that by delivering on these five priorities, we will succeed

in transforming the Company, delighting customers, inspiring employees and

creating significant shareholder value in the process.

UPDATE ON EXPENSE EFFICIENCY AND PORTFOLIO OPTIMIZATION INITIATIVES

Manulife has made a number of strategic decisions in the second quarter of 2018

related to our expense efficiency and portfolio optimization initiatives. As

previously announced, we are consolidating our real estate footprint in Boston

and will consolidate legacy information technology vendors in the U.S. In

Canada, we have announced plans to transform our Canadian business, which

includes consolidating our real estate footprint in the Kitchener-Waterloo

area. In addition, the company has announced a voluntary early retirement

program for eligible employees in North America. In aggregate, these decisions

are expected to result in annual run rate savings of $300 million pre-tax when

fully implemented, with the vast majority of run-rate savings to be achieved by

the end of 2019. The Company will record an estimated pre-tax restructuring

charge of $250 million ($200 million post-tax) in the second quarter of 2018.

__________________________

[1]  Efficiency ratio is defined as pre-tax general expenses included in core

earnings /pre-tax (core earnings + general expenses included in core earnings).

On June 21, 2018 Advisor Group, Inc. announced it will acquire Signator

Investors, Inc. ("Signator"), a U.S.-based broker-dealer and investment

advisor, from a subsidiary of Manulife. The transaction is aligned with our

efforts to optimize our portfolio and ensure we are putting our capital to best

use.  The transaction is expected to close in the fourth quarter of 2018.  On

close, the transaction is expected to result in approximately $100 million of

freed capital. Terms of the transaction were not disclosed.

NON-GAAP FINANCIAL MEASURES

Manulife uses a number of non-GAAP financial measures to measure overall

performance and to assess each of its businesses, including its financial

objectives of: annual diluted core earnings per common share ("core EPS")

growth of 10% to 12% on average over the medium term, core return on common

shareholders' equity ("core ROE") of 13% or more, a leverage ratio of 25% and a

common share dividend payout ratio of 30% to 40% of core earnings. Manulife's

senior management will affirm the Company's commitment to these financial

objectives at the event.

A financial measure is considered a non-GAAP measure for Canadian securities

law purposes if it is presented other than in accordance with generally

accepted accounting principles used for the Company's audited financial

statements. Non-GAAP measures include core earnings, core EPS, core ROE,

capital and efficiency ratio.  Efficiency ratio is a non-GAAP measure which

Manulife uses to measure progress towards our target to be more efficient.  

Efficiency ratio is defined as pre-tax general expenses included in core

earnings divided by the sum of pre-tax core earnings and pre-tax general

expenses included in core earnings. Non-GAAP financial measures are not defined

terms under GAAP and, therefore, are unlikely to be comparable to similar terms

used by other issuers. Therefore, they should not be considered in isolation or

as a substitute for any other financial information prepared in accordance with

GAAP. For more information on non-GAAP financial measures, including those

referred to above, see "Performance and Non-GAAP Measures" in Manulife's 2017

Annual Report and First Quarter 2018 Report to Shareholders.

CAUTION REGARDING FORWARD-LOOKING STATEMENTS

From time to time, Manulife makes written and/or oral forward-looking

statements, including in this document. In addition, our representatives may

make forward-looking statements orally to analysts, investors, the media and

others. All such statements are made pursuant to the "safe harbour" provisions

of Canadian provincial securities laws and the U.S. Private Securities

Litigation Reform Act of 1995.

The forward-looking statements in this document include, but are not limited

to, statements with respect to the Company's strategic priorities and 2022

targets for net promoter score, employee engagement, its high potential

businesses, expense efficiency and portfolio optimization; it's financial

objectives for core EPS growth, core ROE, leverage ratio and common share

dividend payout ratio; the sale of Signator and its expected impact; and the

expected annual run rate savings and estimated pre-tax restructuring charge we

expect to record in the second quarter of 2018 resulting from Manulife's

announced expense initiatives, and also relate to, among other things, our

objectives, goals, strategies, intentions, plans, beliefs, expectations and

estimates, and can generally be identified by the use of words such as "will",

"expect", "estimate", "believe", "plan", "objective", "continue", and

"goal",(or the negative thereof) and words and expressions of similar import,

and include statements concerning possible or assumed future results. Although

we believe that the expectations reflected in such forward-looking statements

are reasonable, such statements involve risks and uncertainties, and undue

reliance should not be placed on such statements and they should not be

interpreted as confirming market or analysts' expectations in any way.

Certain material factors or assumptions are applied in making forward-looking

statements and actual results may differ materially from those expressed or

implied in such statements. Important factors that could cause actual results

to differ materially from expectations include but are not limited to: the

amount of time required to reduce the allocation to ALDA in our asset mix

supporting our legacy business and redeploy capital towards higher-return

businesses, the specific type of ALDA we dispose of and the value realized from

such dispositions; the amount and timing of strategic investment in our

business; the general business and economic conditions (including but not

limited to the performance, volatility and correlation of equity markets,

interest rates, credit and swap spreads, currency rates, investment losses and

defaults, market liquidity and creditworthiness of guarantors, reinsurers and

counterparties); changes in laws and regulations; changes in accounting

standards applicable in any of the territories in which we operate; changes in

regulatory capital requirements applicable in any of the territories in which

we operate; our ability to execute strategic plans and changes to strategic

plans; downgrades in our financial strength or credit ratings; our ability to

maintain our reputation; impairments of goodwill or intangible assets or the

establishment of provisions against future tax assets; the accuracy of

estimates relating to morbidity, mortality and policyholder behaviour; the

accuracy of other estimates used in applying accounting policies, actuarial

methods and embedded value methods; our ability to implement effective hedging

strategies and unforeseen consequences arising from such strategies; our

ability to source appropriate assets to back our long-dated liabilities; level

of competition and consolidation; our ability to market and distribute products

through current and future distribution channels; unforeseen liabilities or

asset impairments arising from acquisitions and dispositions of businesses; the

realization of losses arising from the sale of investments classified as

available-for-sale; our liquidity, including the availability of financing to

satisfy existing financial liabilities on expected maturity dates when

required; obligations to pledge additional collateral; the availability of

letters of credit to provide capital management flexibility; accuracy of

information received from counterparties and the ability of counterparties to

meet their obligations; the availability, affordability and adequacy of

reinsurance; legal and regulatory proceedings, including tax audits, tax

litigation or similar proceedings; our ability to adapt products and services

to the changing market; our ability to attract and retain key executives,

employees and agents; the appropriate use and interpretation of complex models

or deficiencies in models used; political, legal, operational and other risks

associated with our non-North American operations; acquisitions or

divestitures, and our ability to complete transactions; environmental concerns;

our ability to protect our intellectual property and exposure to claims of

infringement; and our inability to withdraw cash from subsidiaries.

Additional information about material risk factors that could cause actual

results to differ materially from expectations and about material factors or

assumptions applied in making forward-looking statements may be found under

"Risk Management", "Risk Factors" and "Critical Accounting and Actuarial

Policies" in the Management's Discussion and Analysis in our most recent annual

report, under "Risk Management and Risk Factors Update" and "Critical

Accounting and Actuarial Policies" in the Management's Discussion and Analysis

in our most recent interim report, in the "Risk Management" note to

consolidated financial statements in our most recent annual and interim reports

and elsewhere in our filings with Canadian and U.S. securities regulators. The

forward-looking statements in this document are, unless otherwise indicated,

stated as of the date hereof and are presented for the purpose of assisting

investors and others in understanding our financial position and results of

operations, our future operations, as well as our objectives and strategic

priorities, and may not be appropriate for other purposes. We do not undertake

to update any forward-looking statements, except as required by law.

ABOUT MANULIFE

Manulife Financial Corporation is a leading international financial services

group that helps people make their decisions easier and lives better. We

operate primarily as John Hancock in the United States and Manulife elsewhere.

We provide financial advice, insurance, as well as wealth and asset management

solutions for individuals, groups and institutions. At the end of 2017, we had

about 35,000 employees, 73,000 agents, and thousands of distribution partners,

serving more than 26 million customers. As of March 31, 2018, we had over $1.1

trillion (US$850 billion) in assets under management and administration, and in

the previous 12 months we made $26.9 billion in payments to our customers. Our

principal operations are in Asia, Canada and the United States where we have

served customers for more than 100 years. With our global headquarters in

Toronto, Canada, we trade as 'MFC' on the Toronto, New York, and the Philippine

stock exchanges and under '945' in Hong Kong.

Media Contact: Sean B. Pasternak, Manulife, +1-416-852-2745,

sean_pasternak@manulife.com; Investor Relations: Robert Veloso, Manulife,

+1-416-852-8982, robert_veloso@manulife.com

SOURCE  Manulife Financial Corporation