AXA Announces Senior Leadership Changes to Implement the New Phase of Its Strategic Journey
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NP Key Contacts.Pdf
IGP Network Partners: Key Contacts Region: Americas Country / Territory IGP Network Partner IGP Contact Email Type IGP Regional Coordinator Mr. Michael Spincemaille [email protected] Argentina SMG LIFE Mr. Nicolas Passet [email protected] Partner Brazil MAPFRE Vida S.A. Ms. Débora Nunes Santos [email protected] Partner Canada Manulife Financial Corporation Mr. Kajan Ramanathan [email protected] Partner Chile MAPFRE Chile Ms. Nathalie Gonzalez [email protected] Partner Colombia MAPFRE Colombia Ms. Ingrid Olarte Pérez [email protected] Partner Costa Rica MAPFRE Costa Rica Mr. Armando Sevilla [email protected] Partner Dominican Republic (Life) MAPFRE BHD Mrs. Alejandra Quirico [email protected] Partner Dominican Republic (Health) MAPFRE Salud ARS, S. A. Mr. Christian Wazar [email protected] Partner Ecuador MAPFRE Atlas * Mr. Carlos Zambrano [email protected] Correspondent El Salvador MAPFRE Seguros El Salvador S.A. Mr. Daniel Acosta González [email protected] Partner French Guiana Refer to France - - Partner Guadeloupe Refer to France - - Partner Guatemala MAPFRE Guatemala Mr. Luis Pedro Chavarría [email protected] Partner Honduras MAPFRE Honduras Mr. Carlos Ordoñez [email protected] Partner Martinique Refer to France - - Partner Mexico Seguros Monterrey New York Life Ms. Paola De Uriarte [email protected] Partner Nicaragua MAPFRE Nicaragua Mr. Dany Lanuza Flores [email protected] Partner Panama MAPFRE Panama Mr. Manuel Rodriguez [email protected] Partner Paraguay MAPFRE Paraguay Mr. Sergio Alvarenga [email protected] Partner Peru MAPFRE Peru Mr. Ramón Acuña Huerta [email protected] Partner Saint Martin Refer to France - - Partner Saint Barthélemy Refer to France - - Partner Saint Pierre & Miquelon Refer to France - - Partner United States Prudential Insurance Company of America Mr. -
Part VII Transfers Pursuant to the UK Financial Services and Markets Act 2000
PART VII TRANSFERS EFFECTED PURSUANT TO THE UK FINANCIAL SERVICES AND MARKETS ACT 2000 www.sidley.com/partvii Sidley Austin LLP, London is able to provide legal advice in relation to insurance business transfer schemes under Part VII of the UK Financial Services and Markets Act 2000 (“FSMA”). This service extends to advising upon the applicability of FSMA to particular transfers (including transfers involving insurance business domiciled outside the UK), advising parties to transfers as well as those affected by them including reinsurers, liaising with the FSA and policyholders, and obtaining sanction of the transfer in the English High Court. For more information on Part VII transfers, please contact: Martin Membery at [email protected] or telephone + 44 (0) 20 7360 3614. If you would like details of a Part VII transfer added to this website, please email Martin Membery at the address above. Disclaimer for Part VII Transfers Web Page The information contained in the following tables contained in this webpage (the “Information”) has been collated by Sidley Austin LLP, London (together with Sidley Austin LLP, the “Firm”) using publicly-available sources. The Information is not intended to be, and does not constitute, legal advice. The posting of the Information onto the Firm's website is not intended by the Firm as an offer to provide legal advice or any other services to any person accessing the Firm's website; nor does it constitute an offer by the Firm to enter into any contractual relationship. The accessing of the Information by any person will not give rise to any lawyer-client relationship, or any contractual relationship, between that person and the Firm. -
I AXA Group Solvency Ratio
REGISTRATION DOCUMENT ANNUAL FINANCIAL REPORT 2016 CERTAIN PRELIMINARY INFORMATION ABOUT THIS ANNUAL REPORT 1 Group profi le 4 Chairman and Chief Executive Offi cer’s messages 6 THE AXA GROUP 9 1.1 Key fi gures 11 1.2 History 15 1 1.3 Business overview 17 CONTENTS ACTIVITY REPORT AND CAPITAL MANAGEMENT 27 2.1 Market environment 28 2.2 Operating Highlights 33 2 2.3 Activity Report 38 2.4 Liquidity and capital resources 93 2.5 Events subsequent to December 31, 2016 100 2.6 Outlook 101 CORPORATE GOVERNANCE 103 3.1 Corporate governance structure – A balanced and effi cient governance 104 3.2 Executive compensation and share ownership 136 3 3.3 Related-party transactions 171 RISK FACTORS AND RISK MANAGEMENT 177 4.1 Risk factors 178 4.2 Internal control and risk management 190 4 4.3 Market risks 204 4.4 Credit risk 211 4.5 Liquidity risk 214 4.6 Insurance risks 215 4.7 Operational risk 219 4.8 Other material risks 220 CONSOLIDATED FINANCIAL STATEMENTS 223 5.1 Consolidated statement of fi nancial position 224 5.2 Consolidated statement of income 226 5 5.3 Consolidated statement of comprehensive income 227 5.4 Consolidated statement of changes in equity 228 5.5 Consolidated statement of cash fl ows 232 5.6 Notes to the Consolidated Financial Statements 234 5.7 Report of the Statutory Auditors on the consolidated fi nancial statements 370 SHARES, SHARE CAPITAL AND GENERAL INFORMATION 373 6.1 AXA shares 374 6.2 Share capital 375 6 6.3 General information 381 CORPORATE RESPONSIBILITY 391 7.1 General information 392 7.2 Social information 393 7 7.3 Environmental -
Permanent Information on Executive Officers’ Compensation
February 26, 2021 PERMANENT INFORMATION ON EXECUTIVE OFFICERS’ COMPENSATION In accordance with the Afep-Medef Corporate governance code, AXA hereby discloses decisions made by its Board of Directors on February 24, 2021 with respect to the compensation of AXA’s executive officers. Variable compensation of the Chief Executive Officer (CEO) for 2020 The variable compensation of Mr. Buberl (CEO) is based on two components: The Group performance and his individual performance, which are assessed separately. The determination of the CEO’s variable compensation is based on the following formula: Variable compensation due = Target variable compensation * (70% Group Performance + 30% Individual Performance). Group Performance component In determining the Group performance component of Mr. Buberl’s variable compensation, the Compensation & Governance Committee and the Board of Directors considered the results of the calculation defined at the beginning of the year applicable to all senior executives and based on the following indicators: (i) underlying earnings per share; (ii) adjusted Return on Equity (RoE); (iii) gross revenues, both in Commercial Property & Casualty and in Protection and Health; (iv) Net Promoter Score (customer recommendation index) and (v) non-commission expenses which respectively weigh 55%, 15%, 10%, 10% and 10%. The results of the calculation were significantly impacted by the Covid-19 crisis. Given the demanding nature of the objectives, the strict application of the formula determined by the Board of Directors at the beginning of 2020 to assess the Group performance sets the global achievement rate of these objectives at 35%. A complete neutralization of the impact of the sanitary crisis (1.5 billion euros on the 2020 underlining earnings) would set the global achievement rate of the Group performance at 68%. -
Demystifying Negative Screens: the Full Implications of ESG Exclusions
Marketing material for professional investors or advisers only Demystifying negative screens: The full implications of ESG exclusions December 2017 Contents Demystifying negative screens: Appendix: A close look at the full implications of ESG different screening options exclusions 14 Alcohol 3 Executive summary 15 Fossil fuels 3 Screening remains very popular 16 Fur in general 17 Gambling 4 But some individual screens are more 18 Nuclear popular than others 19 Pornography 4 Our Global Investor Survey highlights 20 Sin changing attitudes towards 21 Tobacco negative screens 22 Weapons 5 Interest in fossil fuel and tobacco divestment is rising 7 Focusing narrowly on returns can be deeply misleading 9 Screens can have a heavy impact on specific investment strategies 11 Details matter when implementing screens 11 Screen definition decisions can significantly alter exclusion lists and investment results 12 Different data providers can produce very different exclusion lists 12 Active management can add more value than passive when applying screens Demystifying negative screens: the full implications of ESG exclusions Screening out investments that Alexander Monk Sustainable do not meet environmental, social Investment Analyst or governance (ESG) criteria is and the Sustainable superficially simple but fraught with Investment Team practical challenges. Understanding the complexities and biases screens create before they are implemented and appropriately assessing performance afterward is crucial for investors. In this paper, we investigate the pitfalls when implementing different screens. Executive summary The chart in Figure 1 shows the extent to which typical Negative screens that sieve investments on environmental, negative exclusions constrain managers. Implementing social and governance grounds remain critical to many screens may be mechanical, but assessing their impact on investors. -
Demutualization Details
Demutualization Details 1. American Mutual Life – AmerUs- Indianapolis Life Insurance Company - Central Life Assurance - Central Life Assurance merged with American Mutual in 1994. American Mutual Life was renamed AmerUs Life Insurance Company in 1995. On September 20, 2000, it demutualized to become AmerUs Group. In 2001, the company merged with Indianapolis Life, which had also undergone a demutualization. Approximately 300,000 policyholders and heirs became entitled to receive $452 million in AmerUs Group common stock and $340 million in cash and policy credits. Distribution began on July 31, 2001. Eligible policyholders received a fixed component of 20 AmerUS common shares, as well as a variable component based on policy value. Those who elected to receive cash were compensate $26 per share entitlement. In the first year after the initial public offering, the price of an AmerUS common share increased 99%. The current value of AmerUS Group stock is approximately $45 per share. 2. Anthem Insurance - On July 31, 2002 Anthem Insurance Companies, Inc. completed its conversion from a mutual insurance company to a stock company, and became a wholly owned subsidiary of Anthem, Inc. Eligible policyholders and heirs became entitled to approximately 48 million shares of Anthem, Inc. common stock and cash totaling $2.06 billion. Compensation consisted of a fixed component of 21 Anthem common shares, as well as a variable component based on policy value. The shares were offered to the public at $36. In the first year after the initial public offering, the price of an Anthem common share increased 54%. 3. Equitable Life – Axa - In 1992 the Equitable Life Assurance Society of the United States demutualized and a new parent holding company, the Equitable Companies, was listed on the New York Stock Exchange. -
EQUI-VEST® Series 100-500 (Excludes Series 201) Variable Annuities
EQUI-VEST® Series 100-500 (excludes Series 201) Variable Annuities Portfolio Expenses (as reported in each portfolio's prospectus dated May 1, 2017) as supplemented* Acquired Total Annual Net Annual Fee waivers Fund Fees Expense Expenses Management Other and/or Class CUSIP 12b-1 Fees and Expenses (Before (After Fees Expenses Expense (Underlying Expense Expense Reimbursements Portfolios) Limitations) Limitations) EQ Advisors Trust 1290 VT DoubleLine Dynamic Allocation B 26884M628 0.75% 0.25% 0.29% 0.03% 1.32% -0.04% 1.28% 1290 VT Equity Income B 29364E801 0.75% 0.25% 0.13% 0.00% 1.13% -0.13% 1.00% 1290 VT GAMCO Mergers and Acquisitions B 29364E744 0.90% 0.25% 0.18% 0.01% 1.34% 0.00% 1.34% 1290 VT GAMCO Small Company Value B 29364E207 0.71% 0.25% 0.12% 0.00% 1.08% 0.00% 1.08% 1290 VT High Yield Bond B 26884M487 0.60% 0.25% 0.24% 0.05% 1.14% -0.04% 1.10% 1290 VT Socially Responsible B 268940418 0.50% 0.25% 0.20% 0.00% 0.95% 0.00% 0.95% All Asset Growth-Alt 20 B 29364E306 0.10% 0.25% 0.24% 0.74% 1.33% 0.00% 1.33% AXA 2000 Managed Volatility B 26884M834 0.44% 0.25% 0.16% 0.00% 0.85% 0.00% 0.85% AXA 400 Managed Volatility B 26884M800 0.45% 0.25% 0.16% 0.00% 0.86% -0.01% 0.85% AXA 500 Managed Volatility B 26884M206 0.43% 0.25% 0.15% 0.00% 0.83% 0.00% 0.83% AXA Balanced Strategy B 268954328 0.10% 0.25% 0.17% 0.53% 1.05% 0.00% 1.05% AXA Conservative Growth Strategy B 268954344 0.10% 0.25% 0.17% 0.51% 1.03% -0.03% 1.00% AXA Conservative Strategy B 268954369 0.10% 0.25% 0.17% 0.49% 1.01% -0.06% 0.95% AXA Global Equity Managed Volatility B 268940756 -
Report Publisher
€ FUND MANAGER'S COMMENT 31/08/2021 FIXEDHKD INCOME AXA WF Asian High Yield Bonds A (H) m HKD Fund manager's report The Asian High Yield Bond Fund’s (or “AHY”) gross return was 2.46%, while JACI HY was 2.07%. Performance was supported by stable carry generated by underlying bonds and spread tightening driven the overall risk-on sentiment in the market. The outperformance was driven by our underweight in weak and highly leveraged single-B property credits. We don’t think the recovery and growth outlook is negated by the Delta – and possibly other – variant(s), but there could be some “air-pockets” in the data and in investor sentiment as a result. And for many, inflation and the prospect of tapering will need to be taken into account in managing portfolios. For monetary policy, now is not the time to tighten yet. Inflation has jumped higher but the ex-post look at price indices is likely to show a one-step jump in the level of prices during the COVID-era rather than a steepening of the price curve (inflation). The Jackson Hole speech from Jay Powell suggested that there are two decisions to make about tapering and rate increases. The tapering decision is based on progress towards the Fed’s economic targets – which there is. This allows some flexibility in terms of the timing and scale of running down asset purchases. For rate hikes, we need to see full employment and clear evidence that inflation is running at the Fed’s target. Those conditions are some way off while the path of GDP expansion has become a little bit more volatile. -
Rapport D'activité 2000
Rapport d’activité 2000 Leader mondial de la protection financière Profil • 50 millions de clients • 140 000 collaborateurs dans le monde • 80 milliards d'euros de chiffre d'affaires • 900 milliards d'euros d' actifs gérés • 2,5 milliards d'euros de résultat net courant* • 6,38 euros de bénéfice net par action courant* dilué • 13,7 % de rentabilité* sur fonds propres • 64 milliards d'euros de capitalisation boursière * résultat net part du Groupe hors opérations exceptionnelles et avant amortissement des écarts d’acquisition Sommaire Le Groupe . 2 Message des Présidents . 4 Priorités 2001-2003 . 6 AXA et ses clients . 7 AXA et ses réseaux . 10 AXA et ses collaborateurs . 12 AXA et ses actionnaires . 15 AXA entreprise citoyenne . 18 Les Activités . 20 Organisation . 22 Le Journal de l’année 2000 . 24 Chiffres clés . 26 AXA dans le monde . 30 Assurance . 31 Assurance internationale . 52 Gestion d’actifs . 55 Compte de résultat consolidé . 59 Bilan consolidé . 60 AXA pratique . 62 Organigramme simplifié . 64 Adresses . 66 12 9 3 6 ‘‘ À chaque heure de ma vie, une solution AXA.’’ 1 Le Group JohanneJohanne etet DavidDavid 13 h 38 Paris Ce qui compte pour moi, ‘‘c'est d'instaurer avec mon conseiller un partenariat durable, une relation fondée sur une confiance réciproque.’’ 2 Le Groupe Les Activités Le Journal de l’année 2000 e Chiffres clés Assurance Assurance internationale Gestion d’actifs Résultats AXA pratique 3 Message des Présidents Pour relever ce défi, nous disposons d'atouts majeurs : I 50 millions de clients dans le monde, Claude Bébéar Henri de Castries I Un réseau exclusif de distribution fort Président du Conseil Président du de Surveillance Directoire de 44 000 personnes, I Une marque unique et mondialement reconnue, I Une réelle compétence en termes Bâtir notre avenir de souscription, de gestion d'actifs et de conseil financier. -
Legal & General Re Financial Condition
DocuSign Envelope ID: 45FB1B7E-B64F-40D5-8835-04932528E605 LEGAL & GENERAL REINSURANCE COMPANY LIMITED FINANCIAL CONDITION REPORT 31 DECEMBER 2019 DocuSign Envelope ID: 45FB1B7E-B64F-40D5-8835-04932528E605 CONTENTS A. Business and Performance .......................................................................................................... 4 A.1 Name of insurer ....................................................................................................................... 4 A.2 Name and contact details of the insurance supervisor and group supervisor .......................... 4 A.3 Name and contact details of the Approved Auditor .................................................................. 4 A.4 Ownership details .................................................................................................................... 4 A.5 Where the insurer is part of a group, a group structure chart showing where the insurer fits within the group structure ....................................................................................... 4 A.6 Insurance business written by business segment and by geographical region during the reporting period ................................................................................................................. 6 A.7 Performance of investments during the reporting period ......................................................... 6 A.8 Any other material information ................................................................................................. 7 B. Governance -
Manulife Japan Company Profile English Version
About Manulife History Manulife Financial Corporation is a Canada-based leading international financial services group established in 1887. Starts life insurance business as Manulife Century Insurance Company with the transfer of 1999 ● goodwill from Daihyaku Mutual Life Insurance Company. Introduces a unique consulting system called "PlanRight". 2000 ● Completes the collective transfer of the policies and related assets of Daihyaku Mutual ● 2001 Life Insurance Company to Manulife. Changes name to Manulife Life Insurance Company. ● Press Conference in 1999 Manulife becomes the first Japanese insurance company to adopt the "Company Adopting ● 2003 Commitees System". (Now also known as “Company with Nomination Committee) Establishes Manulife Asset Management (Japan) Limited (formerly MFC Global Investment ● 2004 Management Japan Co., Ltd.) as a subsidiary. Establishes Manulife Investments Japan Limited as a subsidiary. Corporate Profile of Manulife Financial Corporation 2007 ● Manulife Financial Corporation provides a variety of products and services tailored to each Donates the rst and the second "Manulife Waku Waku Rooms," which are special playrooms ● fi market in order to respond to the changing needs of our customers. 2008 designed to improve the quality of life of children undergoing hospital treatment. Becomes the 2010 sponsor of the Pacific Baseball League. 2010 ● Manulife Waku Waku Rooms at Osaka Company Name Manulife Financial Corporation General Medical Center Introduces Japan's rst non-smoker rate for medical coverage as "ManuFlex" and "ManuMed". ● fi Head Office Toronto, Ontario, Canada (Excluding cancer-related special contracts. As of January 1, 2015; research conducted by Manulife Japan.) Year Established 1887 CORPORATE Becomes the main sponsor of the final tournament of the National High School Financial Quiz. -
Schroder Alternative Solutions Singapore Prospectus Dated: 4 June 2021 Valid Till: 3 June 2022
Schroder Alternative Solutions Singapore Prospectus Dated: 4 June 2021 Valid till: 3 June 2022 SCHRODER ALTERNATIVE SOLUTIONS SCHRODER ALTERNATIVE SOLUTIONS COMMODITY FUND ESTABLISHED IN LUXEMBOURG SINGAPORE PROSPECTUS This Singapore Prospectus incorporates and is not valid without the attached Luxembourg Prospectus dated February 2021 for Schroder Alternative Solutions and such other supplementary prospectus(es) that may be issued from time to time (together, the "Luxembourg Prospectus"). Unless the context otherwise requires, terms defined in the Luxembourg Prospectus shall have the same meaning when used in this Singapore Prospectus except where specifically provided for by this Singapore Prospectus. Schroder Alternative Solutions is an open-ended investment company incorporated under the laws of Luxembourg and is constituted outside Singapore. The Schroder Alternative Solutions has appointed Schroder Investment Management (Singapore) Ltd (whose details appear in the Directory of this Singapore Prospectus) as its Singapore representative and agent for service of process. TABLE OF CONTENTS CONTENTS PAGE Important Information..................................................................................................... 2 1. THE COMPANY ...................................................................................................... 6 2. THE FUND .............................................................................................................. 7 3. MANAGEMENT AND ADMINISTRATION .............................................................