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Portsmouth Country Club
Greenland, NH
Banquet Hall/Restaurant, Golf Course, Outdoor
Starting from $4,437 to $5,650 for 50 guests
Portsmouth Country Club will impress your guests with their enticing cuisine and classic elegance that is perfectly complimented by the gracious hospitality of their staff. Their professional, detail oriented staff will ensure that your occasion is a success from beginning to end. The banquet hall c...
Showing other similar Wedding Venues in New Hampshire
The Margate Resort
Laconia, NH
Banquet Hall/Restaurant, Hotel/Resort, Beach, Ballrooms, Outdoor
Starting from $6,311 to $8,305 for 50 guests
Host your wedding reception at The Margate Resort. For many couples, New Hampshire's luxury lakeside resort is the their first choice for a wedding venue. Ideally located at the water's edge of Paugus Bay of Lake Winnipesaukee, the Lakeside Pavilion is truly a one-of-a-kind outdoor wedding ceremony ...
Windsor Mansion Inn
Hartland, VT
Historic/Landmark Building, Mansion, Park/Garden, Outdoor
Starting from $10,310 to $14,545 for 50 guests
Enjoy all the best Vermont has to offer when you host your special day at The Windsor Mansion Inn. The gorgeous historical mansion is one of the few venues in the Windsor area that has the ability to host ceremonies, cocktail parties, receptions, and lodging all at one stunning location. Exchange v...
Dell-Lea Weddings & Events
Chichester, NH
Event Center, Outdoor
Starting from $6,280 to $12,510 for 100 guests
Located in Chichester, New Hampshire, Dell-Lea is situated on 236 private acres and offers a stunningly picturesque setting for your wedding. Options are unlimited with many weddings held outside on the scenic grounds, receptions held inside the newly-renovated function hall or outside on your choic...
Whitney's Inn
Jackson, NH
Bed & Breakfast/Inn, Outdoor
Starting from $6,702 to $15,472 for 80 guests
Whitney's Inn at Jackson has been one of New Hampshire's premier destination resorts since the 1840s, welcoming both couples and families with its charm. The Barn is a beautifully restored space built in 1842. An actual working barn up until the 1970s, the original cow stanchions still hang in the b...
Camp Cody
Freedom, NH
Event Center, Ocean/Waterfront View, Outdoor
Starting from $15,348 to $19,827 for 50 guests
A combination of great food, a spectacular lakeside setting, tremendous facilities and outstanding customer service make the Cody Outdoor Center the best choice for your wedding day. Cody's lakeside setting on Lake Ossipee is truly spectacular. The lake is surrounded by hills and mountains, has natu...
Camp Takodah
Richmond, NH
Mountain, Outdoor
Starting from $14,360 to $17,029 for 50 guests
Fulfill your childhood dreams with a beautiful rustic wedding at Camp Takodah, a hundred-year-old summer camp in the heart of New England. Camp out all weekend long with your friends and family in the 25 wooden cabins and the lovely winterized lodge, and have fun celebrating your marriage at this un...
The Inn At Jackson
Jackson, NH
Historic/Landmark Building, Bed & Breakfast/Inn
Starting from $4,695 to $12,534 for 50 guests
The Inn at Jackson was built in 1902 by the Baldwin piano family and designed by famous New England architect, Stanford White. The Victorian charm and character of the Inn at Jackson will take you back in time while you celebrate the most romantic day of your life. With its wraparound porch, magnifi...
Mount Sunapee Resort
Newbury, NH
Hotel/Resort, Park/Garden, Mountain
Starting from $4,383 to $6,091 for 50 guests
For those looking for a wedding with a touch of adventure Mount Sunapee in Newbury, New Hampshire is a great option. This resort is nestled in the green wilderness with activities for every season including hiking, skiing, mountain biking, an adventure ropes course and more. You and your guests can ...
New London Historical Society
New London, NH
Historic/Landmark Building, Event Center, Barn/Farm/Ranch, Vintage/Rustic, Outdoor
Starting from $4,482 to $5,700 for 50 guests
If you are looking for an elegant and intimate East Coast venue to host your wedding reception, look no further than the New London Historical Society. The New London Historical Society provides a special backdrop for wedding ceremonies and receptions with up to 150 guests. The combination of Meetin...
The Bedford Village Inn
Bedford, NH
Banquet Hall/Restaurant, Bed & Breakfast/Inn
Starting from $8,147 to $13,257 for 50 guests
From the moment your guests step onto the nationally acclaimed, Bedford Village Inn property, they will know this is the quintessential location for your New Hampshire wedding. The beautifully landscaped 10-acre farm estate in Bedford features wisteria-draped walkways and seasonal gardens and founta...
Snowy Owl Inn & Resort
Waterville Valley, NH
Hotel/Resort, Event Center, Park/Garden, Vintage/Rustic, Outdoor
Starting from $3,407 to $6,102 for 50 guests
Nestled in New Hampshire's White Mountain National Forest, The Snowy Owl Inn combines comfort, and relaxation with boundless opportunities for an indoor and outdoor wedding celebration every month of the year. The newly renovated outdoor courtyard is perfect for larger outdoor ceremonies. The spacio...
Wentworth By The Sea Country Club
Rye, NH
Golf Course, Park/Garden, Ocean/Waterfront View, Outdoor
Starting from $19,392 to $27,618 for 50 guests
Host a fairytale wedding at the Wentworth by The Sea Country Club. Your New Hampshire wedding beside the sea will come alive with the natural beauty of this storybook setting. Imagine saying your "I-do's" on the ocean side lawn, a picturesque setting abounding with nature, enchantment, and romance. ...
Currier Museum of Art
Manchester, NH
Starting from $7,440 to $9,497 for 50 guests
The Currier Museum of Art is an internationally renowned art museum located in Manchester, New Hampshire. The gorgeous museum offers a unique wedding venue which will dazzle your guests. They can accommodate all styles of receptions, day or evening, from informal gatherings and meetings to grand gal...
The Red Blazer Restaurant
Concord, NH
Banquet Hall/Restaurant, Mountain
Starting from $1,741 to $3,413 for 50 guests
The Red Blazer Restaurant is a state-of-the-art, eco-friendly in Concord, New Hampshire that offers amazing amenities and goes above and beyond for excellent service. Choose the Highlands Room for your wedding, a function room with its own full-service private bar upstairs. With large windows agains...
Portsmouth Harbor Events & Conference Ce...
Portsmouth, NH
Event Center, Ocean/Waterfront View, Outdoor
Starting from $6,428 to $8,717 for 50 guests
Tucked along the banks of the Piscataque River on Deer Street, the Portsmouth Harbour Events & Conference Center offers blissful couples a gorgeous and elegant setting to host a magical wedding and reception. Located in the coastal community of Portsmouth, this venue is an ideal choice for brides an...
Ashworth by the Sea
Hampton, NH
Hotel/Resort, Ocean/Waterfront View, Ballrooms, Outdoor
Starting from $4,251 to $6,016 for 50 guests
With a beautiful oceanfront location on Hampton Beach and over 100 years of experience hosting signature wedding celebrations and receptions, Ashworth by the Sea is the leading venue for social events and weddings in Seacoast New Hampshire. Weddings are our specialty and we have an illustrious hi...
Kimball Jenkins Estate
Concord, NH
Historic/Landmark Building, Event Center, Mansion, Private Estate, Vintage/Rustic, Outdoor
Starting from $4,888 to $6,472 for 50 guests
The Kimball Jenkins Estate is the perfect backdrop for wedding celebrations from 30 to 300 guests. Originally the private residence of a prominent Concord family, the Mansion graced with original Victorian details, and the more casual Carriage House and Gardens will give your guests a glimpse of lif...
Lake Shore Village Resort
Weare, NH
Hotel/Resort, Ocean/Waterfront View, Beach, Vintage/Rustic, Outdoor
Starting from $14,050 to $15,190 for 50 guests
Located in Weare, Lake Shore Village Resort offers a truly unique setting for your New Hampshire wedding. We are an ideal destination-wedding venue. We boast 18 acres of peaceful and serene scenery on Lake Horace. Our private beach is the perfect location for your intimate Ceremony. With stunning vi...
Oliver Lodge
Meredith, NH
Hotel/Resort, Bed & Breakfast/Inn, Mountain, Vintage/Rustic
Starting from $10,347 to $13,987 for 50 guests
Imagine a lakeside wedding with towering pine trees and lovely views in every direction. The Oliver Lodge in Meredith, New Hampshire is a secluded wedding venue bursting with charm and grace. You and your loved one can enjoy a ceremony in the yard of the Lodge or on the beach. After a simple ceremon...
Timber Hill Farm
Gilford, NH
Barn/Farm/Ranch, Park/Garden, Vintage/Rustic, Outdoor
Starting from $9,024 to $10,940 for 50 guests
Timber Hill Farm offers the unparalleled uniqueness of a quaint, family-run New England farm with land in agricultural production for nearly 250 years for your wedding event. Enjoy the natural ambiance of secluded hillside meadows with only the people you hold closest. Their meadows provide vast ope...
The Woodbound Inn
Rindge, NH
Park/Garden, Bed & Breakfast/Inn, Outdoor
Starting from $3,921 to $7,149 for 50 guests
Located along the quiet shores of Lake Contoocook and overlooking Mt. Monadnock, The Woodbound Inn offers the ideal setting for your wedding event. The extensive grounds offer a spectacular and ever changing backdrop, whether it is the soft colors of spring, the lush fall foliage or the sparkling wi...
Brewster Academy
Wolfeboro, NH
Event Center, Park/Garden, Ocean/Waterfront View, Vintage/Rustic, Outdoor
Starting from $8,572 to $11,161 for 50 guests
Tucked along the banks of Lake Winnipesaukee on Academy Drive, the Brewster Academy rises from the New England community of Wolfeboro as a stunning and scenic setting to tie the knot. Located northeast of downtown Concord near the banks of the Wolfeboro Bay, this venue offers brides and grooms exclu...
The Atlantic Grill
Rye, NH
Banquet Hall/Restaurant
Starting from $4,905 to $10,104 for 50 guests
Celebrate your nuptials at The Atlantic Grill, the best Seacoast venue for your wedding day. Uniquely designed, and equipped with an experienced and dedicated event team, and a flexible menu designed for special day. You'll create memories that will last a lifetime. Flawless service and a beautiful ...
Coppertoppe Inn & Retreat Center
Hebron, NH
Event Center, Barn/Farm/Ranch, Park/Garden, Bed & Breakfast/Inn, Outdoor
Starting from $6,283 to $9,082 for 50 guests
Coppertoppe Inn & Retreat is located in Hebron, New Hampshire. This comfortable retreat looks over stunning wilderness. Coppertoppe's grounds feature floral gardens sloping down to a pond. A wooden swing sits in the lawn for you and your sweetheart to soak up the distant mountains and lakes. Coppert...


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Does anyone have the proper torque spec for installing the flywheel on a 98 WR400?
98 WR400 Flywheel Torque Spec
Started by Tiny , Mar 08, 2005 03:55 PM
1 reply to this topic
Posted March 11, 2005 - 09:29 AM
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Our Vision
High-quality complementary and integrative care provision: Patients can confidently access fully trained and insured practitioners, who work with integrity and professionalism, and are members of stringent regulatory bodies.
Our Values
High quality care; based on degree-level empirical training, continued professional development and the increasing evidence base, directed to the improvement of the lives of our patients
Integrity, respect and dignity; valuing patient choice and the existence of modalities of treatment that may serve better than others, being honest about outcomes
Enabling patients to access complementary and integrative healthcare confidently, by supplying the information and support to allow them to make an educated choice
Team working; to enable an integrated approach, liaising with GP's, consultants and other care-givers, alongside other complementary and integrative practitioners within the clinic as per the patient's wishes
Community; Shaftesbury Clinic has always been a community-orientated organisation, we value the network of local patients, medical practitioners and other complementary practitioners with whom we have built constructive and warm working relationships, and we endeavour to continue this for the benefit of our locality. We are also proud to be able to provide jobs and work opportunities to colleagues who share our ethos
Sustainability; within the changing healthcare landscape, we believe patient choice is paramount, and that as national health resources dwindle, it is increasingly important to empower patients to take their own care into their hands and work with the professionals that can assist them. Alongside the western medical practitioners who are the first line in care, we can provide sustainable support that the patient access to improve their lifestyle choices and future health and wellness
We offer free 20 minute consultations
Acupuncture Services
Traditionalism meets empiricism at Shaftesbury Clinic: Traditional acupuncture has been practised for over 2000 years, and modern scientific research continues to shows its effectiveness for many conditions from pain, to depression, to IBS, to pregnancy and fertility and many things between. Studies have shown up mechanisms of action of how acupuncture works, this has proven its effects on the nervous system and brain, endocrine (hormonal) system, cardiovascular (blood circulatory) system and many other measurable effects that can be seen in blood samples and on MRI and other types of scans.
The acupuncturists at Shaftesbury Clinic are very interested in research and development, and we stay in touch with the latest findings and techniques from research.
Helen Smallwood curates research and information pages for many, many conditions, and we are more than happy to discuss the relevance and application of acupuncture for you. We offer free 20 minute consultations by appointment, in order to facilitate this, as we understand the importance of knowing about what acupuncture can offer, before deciding whether it is for you.
Acupuncture can be beneficial for many physical problems, and is also a good strategy for the stresses and strains of today's modern hectic lifestyle. If you have a specific condition in mind, please see our condition pages Condition Information for more links and information, you can also access the original research from there if you wish. Alternatively please don't hesitate to get in touch, we're always happy to talk about what we do.
Acupuncture can be helpful for those wishing to conceive who may be experiencing difficulties, or undergoing Assisted Reproductive Technology (ART). A large number of patients use acupuncture for fertility reasons in the UK (Bovey et al, 2010) the same is true here at Shaftesbury Clinic. There is a great deal of scientific evidence to support the use of acupuncture in fertility and ART.
Acupuncture can also help support pregnancy, by relieving morning sickness (hyperemesis gravidarum), lower back pain, post-caesarian pain and by also giving the mother-to-be emotional support through a time of transition and new life (Smith et al, 2002, Khorram et al, 2005; Xu, et al, 2012; Manber et al, 2010). Acupuncture may also be helpful in labour induction (Lim et al, 2009) and in the correction of breech presentation (Vas et al, 2009; Li et al, 2009; Van den Berg et al, 2008)
Read more in depth here: http://shaftesburyclinic.com/fertility/
Acupuncture has long been very popular used for cosmetic reasons.
Helen has completed full training in facial rejuvenation acupuncture, which is a popular treatment for people seeking non-surgical intervention.
You may have read about, or seen this technique, which has been televised on both Channel 4's "How Not To Get Old", episode 5
and "10 years Younger" (on Channel 4).
Facial rejuvenation acupuncture is an intensive treatment, and appointments take approximately 1.5 to 2 hours. A minimum of ten treatments is usually needed to see lasting results.
See Specialisms Page
for more information, references and resources
A gentle form of acupuncture; acupressure, can be used for children, and this can be very effective.
We have treated children from the age of two years, accompanied by their parents. Younger ones may sit on a parent's lap. Older children are often quite happy to have acupuncture with needles once they are happy with what on entails.
There has been promising research for acupuncture for children in a number of conditions.Read more with research references: http://shaftesburyclinic.com/specialisms/
...the benefits of acupuncture without needles
If you cannot tolerate needles, or have a child for whom you think this traditional treatment could benefit, acupressure is an alternative to acupuncture, possessing the same balancing and healing effects.
An acupressure 'probe' is used which does not pierce the skin. Very accurate pressure is used on the acupuncture points. This gentle style can be used on children, with their parent or guardian present at all times. It can help children with many challenges such as headaches, sinus problems and bedwetting.
What does acupressure involve? The consultation and treatments are exactly the same process as for acupuncture, except that instead of needles, very accurate pressure is used on acupuncture points. As with acupuncture, these treatments are tailored to your unique needs.
We are able to offer a limited home visiting service for people who are unable to come to the clinic.
We need to make an additional charge for this service to cover mileage, and any parking fees.
Please contact us to discuss your individual needs, and how we can help.
We offer free 20 minute consultations
Other Clinical Specialisms
Latest news from the Shaftesbury Clinic
Acupuncture and the menopause: the evidence base and how it works
30 May 2016
Acupuncture and the menopause; hot flushes Acupuncture is increasingly used for many different conditions, but one that may not at ...View More
The importance of integrated working
10 Apr 2016
Some common questions on how we work alongside allopathic medicine "But what will my doctor say?" Take a look ...View More
Is acupuncture just a placebo?
05 Apr 2016
We are always happy to answer any questions that people put to us about acupuncture. One of the ones ...View More
Acupuncture and depression, mental health
18 Aug 2015
by Helen Smallwood, acupuncturist, Shaftesbury Clinic This blog post will concentrate on the use and research regarding acupuncture and mental ...View More


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Compared to the rest of the Greater Portland market, the Hazel Dell region has less expensive rates, so you should have no trouble finding a great deal in this discounted region.
In the last 90 days, 7 listings have been made available, which means listings might be going fast. You'll want to be prepared to make an offer immediately. There aren't many listings below 2,000 square feet available, so finding a space for a small business might be tough.
The standard measurement for office space in this area is around 1,830 sqft. Most properties in this area are close to 1 stories. Most buildings in this region were built in 1980 and are Class C.
Trends and status of the commercial real estate market in Hazel Dell.
Market Report
Real time and historical data on commercial real estate listings in Hazel Dell.


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Manulife Financial Corporation (NYSE:MFC)
May 02, 2013 11:00 am ET
Gail C. A. Cook-Bennett - Former Chairman and Member of Corporate Governance & Nominating Committee
Stephen Bernard Roder - Chief Financial Officer and Senior Executive Vice President
Donald A. Guloien - Chief Executive Officer, President and Director
Edward Sydney Jackson
Gail C. A. Cook-Bennett
Good morning, ladies and gentlemen. I'm Gail Cook-Bennett, Chair of the Board of Manulife Financial Corporation and The Manufacturers Life Insurance Company, and I will be chairing today's meeting and also moderating the question period following. [FRENCH]
It's my pleasure to welcome you to the annual meetings of Manulife Financial Corporation and Manufacturers Life Insurance Company. The meeting will begin with my remarks, followed by the regular business of the meeting and reports from Steve Roder, our Chief Financial Officer; and Donald Guloien, our President and Chief Executive Officer.
Shareholders and policyholders will be asked to vote for the election of directors and the appointment of auditors. Shareholders will be asked to approve a nonbinding advisory resolution on Manulife Financial Corporation's approach to executive compensation. At the end of the business part of the meeting, we will open the floor to a question-and-answer session.
Now I'd like to introduce the people on the stage with me, and starting from my far left is Steve Roder, Senior Executive Vice President and Chief Financial Officer who is speaking at his first Manulife Annual Meeting. And next, Donald Guloien, our President and Chief Executive Officer and Board Nominee; J-P. Bisnaire, Senior Executive Vice President, Corporate Affairs and General Counsel; and Angela Shaffer, Vice President and Corporate Secretary.
I would like to start this morning by recognizing our directors who will not be serving -- or not be seeking reelection. They have reached the board's retirement age. And I'm going to ask them to stand when their name is called. First of all, Thomas d'Aquino, a board member since 2005; second, Robert Dineen, a board member since 1999; and Hugh Sloan, a board member since 1985. These directors were key contributors to the governance committee, the audit committee and the management resources and compensation committee. The richness of their various business and professional involvements also added greatly to the perspectives brought to bear on important board discussions. An eclectic group, indeed. Thank you, Bob, Tom and Hugh for your important contributions to Manulife. As I have also reached board retirement age, I am not seeking reelection to the board.
It's always a pleasure for me to welcome past chairs of the board who are with us today, and I'm going to ask them to stand when their names are called. First of all, Syd Jackson, not only a former nonexecutive chair but also executive chair; Bill Blundell, a former chair and also an acting chair for a period; and finally, Arthur Sawchuk.
On behalf of the board, I would also like to acknowledge and thank the employees and agents of Manulife and John Hancock. Your dedication to customer service, hard work and commitment to our values define our brands. The last years have been a critical time for our company, a transformative time. Without your efforts, this transformation could not have happened. Thank you.
As many of you know, in past years, we've been fortunate enough to have our STARs of Excellence join us at the annual meeting. Our STARs of Excellence program honors employees and sales associates from around the world based on their dedication and outstanding contributions to our company. This year, instead of hosting them at our annual meeting, our Board of Directors and management committee looks forward to welcoming them to Toronto later this summer to celebrate their achievements.
I now call this annual meeting of shareholders of Manulife Financial Corporation and annual meeting of policyholders and the shareholder of The Manufacturers Life Insurance Company to order. This meeting will be conducted in accordance with the rules of procedure set out in the agenda card, which has been provided to you.
Karen Garrod of CIBC Mellon Trust Company and Lynore LeConche of Computershare's Shareowner Services will act as scrutineers for Manulife Financial Corporation. Karen Garrod and Anushe [ph] Farshungand [ph] of CIBC Mellon Trust Company would act as scrutineers for The Manufacturers Life Insurance Company.
Before proceeding with the meeting, I would like to comment on forward-looking statements and also advise you of some of the mechanics involved in the meeting. I draw your attention to the caution regarding forward-looking statements on the slide behind me. It'll take you a while to read. Please also refer to Note to Users regarding the non-GAAP measures used in today's presentations.
The speakers who address the meeting this morning may make forward-looking statements as defined in securities legislation. Actual results may differ materially from those expressed or implied in these statements.
Turning now to the process surrounding the meeting. Before starting the business of the meeting, I first confirm that the notice of this meeting was mailed to shareholders and policyholders required to receive such notice and that the quorum requirements for the joint meeting have been complied with. Accordingly, this meeting is properly convened.
Second, we will be conducting the voting at this meeting by ballot. Certain individuals who are either shareholders or policyholders have agreed to move and second the motions of this meeting. Ballots were handed out at the registration desk prior to the meeting. If you did not receive a ballot when you registered, please raise your hand and the scrutineers will provide you with the required ballots.
Now to receive a ballot, you must be a shareholder or a policyholder who has not already voted by proxy or a proxy holder who did not receive a ballot at registration. Are there any people who fall in that category, anyone who needs a ballot? Seeing none, I'll proceed.
Now to vote, please mark an X in the appropriate box, and you're required to print your name in the place indicated and sign the ballot. The scrutineers will collect the ballots at the completing of voting on all matters. So we will wait to pick those up.
Now we turn to the first order of business, which is to elect the directors of Manulife Financial Corporation and its main operating subsidiary, The Manufacturers Life Insurance Company. You may either vote for or withhold your vote from each director nominee. If a director does not receive a majority of 4 votes, there are implications under our majority voting policy. That director is required to submit his or her resignation to the Board, and the Board will then consider the circumstances within 90 days, decide either to accept the resignation or disclose the reasons for not accepting it.
We will vote on the election of the directors of Manulife Financial Corporation first. The number of directors to be elected today is determined by the board as 16. I now declare the meeting open for nominations for the election of directors. Paul Tompkins, a shareholder has agreed to move this motion.
Paul Tompkins
Thank you, Madam Chair. I am pleased to nominate Joseph Caron, John Cassaday, Susan Dabarno, Richard DeWolfe, Sheila Fraser, Donald Guloien, Scott Hand, Robert Harding, Luther Helms, Tsun-yan Hsieh, Donald Lindsay, Lorna Marsden, John Palmer, James Prieur, Andrea Rosen and Lesley Daniels Webster as directors of Manulife Financial Corporation to hold office until the close of the next annual meeting of the shareholders of Manulife Financial Corporation or until their successors are elected or appointed.
Gail C. A. Cook-Bennett
Thank you, Mr. Tompkins. Are there any other nominees? Since there are no further nominations, I declare the nominations closed. We will now proceed with voting for the election of directors of Manulife Financial Corporation. So I'd ask you to mark your green ballot.
Gail C. A. Cook-Bennett
Voting has now closed for the election of directors of Manulife Financial Corporation.
The next item on our agenda is the election of the directors of The Manufacturers Life Insurance Company. The participating policyholders of Manufacturers Life vote for the policyholders' directors. Manulife Financial Corporation, the sole shareholder of Manufacturers Life votes for the shareholder's directors. The number of directors to be elected today, as I indicated earlier, is determined by the board as 16. Five policyholders' directors and 11 shareholder's directors. Information regarding the nominees is set out in the report to policyholders.
I now declare the meeting open for nominations for the election of policyholders' directors. Irene Bailey, a policyholder, has agreed to move this motion.
Irene Bailey
Madam Chair, I'm pleased to nominate John Cassaday, Susan Dabarno, Richard DeWolfe, Scott Hand, Lorna Marsden as policyholders' directors of The Manufacturers Life Insurance company to hold office until the close of the next annual meeting until their successors are elected or appointed.
Gail C. A. Cook-Bennett
Thank you, Ms. Bailey. Are there any other nominees? As there are no further nominations, I declare the nominations closed. We will now proceed with voting for the policyholders' directors of Manufacturers Life Insurance Company. And I'd ask you to mark your vote on the yellow ballot.
Gail C. A. Cook-Bennett
The voting is now closed for the election of policyholders' directors of The Manufacturers Life Insurance Company.
We will now move on to the election of the shareholder's directors. All of the common shares of The Manufacturers Life Insurance Company are owned by Manulife Financial Corporation. As the sole shareholder, Manulife Financial Corporation has elected the shareholder's directors by written resolution in accordance with the Insurance Companies Act.
I declare that Joseph Caron, Sheila Fraser, Donald Guloien, Robert Harding, Luther Helms, Tsun-yan Hsieh, Donald Lindsay, John Palmer, James Prieur, Andrea Rosen and Lesley Daniels Webster, have been elected as the shareholder's director of The Manufacturers Life Insurance Company to hold office until the close of the next annual meeting or until their successors are elected or appointed.
Next on the agenda is the appointment of auditors for Manulife Financial Corporation and The Manufacturers Life Insurance Company. Paul Tompkins, a shareholder and policyholder, has agreed to bring this motion.
Paul Tompkins
Madam Chair, I move that Ernst & Young LLP, Charted Accountants be appointed auditors for Manulife Financial Corporation and The Manufacturers Life Insurance Company until the close of the next annual meeting at a remuneration to be fixed by the directors.
Gail C. A. Cook-Bennett
Thank you, Mr. Tompkins. And Irene Bailey, a shareholder and a policyholder, has agreed to second the motion.
Irene Bailey
Madam Chair, I second this motion.
Gail C. A. Cook-Bennett
Thank you, Ms. Bailey. We will now proceed with voting for the appointment of the auditors for Manulife Financial Corporation and The Manufacturers Life Insurance Company. Please mark your ballots. The green ballot is for shareholders of Manulife Financial Corporation, and the yellow ballot is for the policyholders of The Manufacturers Life Insurance Company.
Gail C. A. Cook-Bennett
Voting is now closed for the appointment of auditors.
The next item of business on the agenda is a nonbinding shareholder advisory vote on our approach to executive compensation. The board believes that shareholders should have an opportunity to understand how and why the board makes its executive compensation decisions and should be able to provide input to the board on executive compensation.
As a result, the board is providing shareholders with a nonbinding advisory vote on the company's executive compensation policy as it has done at each of the past 3 annual meetings.
The board compensation decisions in 2012 are explained in the Compensation Discussion and Analysis section, that's the CD&A in the proxy circular. It illustrates how our compensation programs are centered on pay-for-performance and are aligned with strong risk management principles, as well as the long-term interest of shareholders.
Although the results of this advisory vote are not binding, the board will take into account the results when considering our approach to executive compensation. Paul Tompkins, a shareholder, has agreed to bring this motion.
Paul Tompkins
Madam Chair, I move that the advisory resolution to accept Manulife Financial Corporation's approach to executive compensation as set out on Page 7 of the proxy circular, be approved.
Gail C. A. Cook-Bennett
Thank you, Mr. Tompkins. Irene Bailey, a shareholder and policyholder, will second the motion.
Irene Bailey
Madam Chair, I second the motion.
Gail C. A. Cook-Bennett
Thank you, Ms. Bailey. We will now proceed with voting on the approval of the advisory resolution on Manulife Financial's approach to executive compensation, and please mark your ballot, which is the green ballot.
Gail C. A. Cook-Bennett
Voting is now closed for the approval of the advisory resolution. And the scrutineers will now collect the ballots for the election of the directors, the appointment of auditors and the approval of the advisory resolution on Manulife Financial's approach to executive compensation.
While we're waiting for the results of the ballots, we will move on to the next item of business. The next item on the agenda is the tabling of the 2012 consolidated financial statements of Manulife Financial Corporation and The Manufacturers Life Insurance Company, as well as the reports of the auditor and the actuary on these documents.
Shareholders received the 2012 consolidated financial statements of Manulife Financial Corporation in accordance with the Insurance Companies Act and applicable securities legislation. Policyholders received the 2012 consolidated financial statements of The Manufacturers Life Insurance Company in accordance with the Insurance Companies Act.
Are there any outstanding ballots that have not been picked up? If there are, please raise your hand.
The next item of business is the tabling of information for participating shareholders of Manufacturers Life, which includes summaries of the participating policyholder dividend policy and the participating account management policy. This information can be found on Pages 15 to 16 of the 2012 Report to Policyholders, which was sent to all participating policyholders who requested notice of meeting. Copies of the report to policyholders are available at the registration desk.
At this point, I am pleased to welcome Steve Roder, Senior Executive Vice President and Chief Financial Officer, to the podium to outline the company's performance for 2012 and the first quarter of 2013. I will ask that you please hold any questions until the question-and-answer period.
Stephen Bernard Roder
Thank you, Madam Chair, and good morning, everyone. I appreciate the opportunity to address my first annual meeting here in Toronto. I'm honored to have been named the Chief Financial Officer of Manulife, a company that has stood behind its promises to policyholders, customers and shareholders around the world for over 125 years. I'm also very proud of what we have accomplished as a company in 2012.
This morning, I will report to you on the significant progress we have made in 2012 on our growth strategies. I will review our financial and operating results for 2012, and then I will close with a summary of our performance in the first quarter of 2013.
Let's start with the progress on our growth strategies. Throughout 2012 and thus far in 2013, we have made significant progress on these strategies. We saw substantial benefits in 2012 as a result of the investments that we have made over the last few years.
Let's begin with a recap of our growth strategies, which have remained unchanged since 2010, namely: develop our Asian opportunity to the fullest; grow our wealth and asset management businesses in Asia, Canada and the United States; continue to build our balanced Canadian franchise; and continue to grow higher ROE, lower risk U.S. businesses. I'm pleased with the progress we have made on the execution of each of these growth strategies.
I will now go into some more detail on each of these strategies. We continue to develop our Asian opportunity to the fullest. And in 2012, we achieved record insurance sales of USD 1.4 billion and record wealth sales of USD 5.7 billion. We achieved strong growth in our professional agency force in several key markets, ending the year with a record number of agents of over 53,000, an increase of 88% from 5 years ago.
We secured and deepened strategically important distribution agreements with key partners, particularly in Japan and Indonesia, which contributed to the record sales for the year. And we also further increased our pan-Asian footprint by entering our 50th city in China and becoming the first wholly foreign-owned life insurer to commence operations in Cambodia.
In summary, our efforts to further strengthen our distribution capabilities and geographic footprint in Asia led us to excellent sales results in 2012. More importantly, our successes in 2012 position us to better satisfy the protection and retirement needs of the fast-growing Asian markets in the future.
We also continue to grow our wealth and asset management businesses in Asia, Canada and the United States. We ended the year with all-time record funds under management of $532 billion. Manulife Asset Management added significant new institutional mandates totaling over $7.8 billion. We increased the number of 4- and 5-star rated funds by Morningstar to 65, a notable increase of 7 funds from 2011. We achieved record mutual fund sales in Canada and the United States. We experienced strong growth in our pension business globally, including a strong start to Hong Kong's employee choice arrangement, which commenced in late 2012 and also bodes well for 2013. And we launched successful new and innovative products in the latter half of 2012, which we believe will contribute to maintaining our success in the wealth management space in 2013 and beyond. Our progress in the wealth and asset management arena positions us well to achieve increasing operational leverage and profitability.
In 2012, we continued to grow our balanced Canadian franchise. We led the market in group business sales and continued our successful cross-selling efforts in our group businesses. We set records in Group Benefits with sales of over $1 billion, Affinity Markets with sales of over $100 million and Manulife Mutual Funds recorded deposits of $2.1 billion and assets under management of over $20 billion. We reported record assets for Manulife Bank of over $21 billion. We improved our product mix in Canada to reduce the volume of products with guaranteed features. We expanded our distribution reach by welcoming new advisers, extending existing relationships and enhancing support to our distribution partners. And we launched Manulife Private Wealth.
In summary, the Canadian division continues to successfully balance and diversify its business to address the protection and retirement needs of Canadians.
In the U.S., we continue to grow our higher ROE, lower risk businesses. In Retirement Plan Services, we achieved record sales of $6 billion and record assets under administration of USD 72 billion. We achieved record mutual fund deposits of USD 13 billion, which contributed to record assets under management of USD 42 billion.
Life Insurance sales increased 12% over 2011, largely driven by innovative new product offerings with a more attractive risk reward profile for our shareholders.
In our retail Long-Term Care business, we had significant success in gaining additional state approvals for in-force price increases and ended the year with 43 state approvals. And we maintained our leadership in asset allocation funds, which contributed to the successes in our mutual fund and pension businesses during the year. We're very happy with the substantial and positive turnaround of our U.S. business and are now focused on continuing to execute on its growth strategy.
The successes in each of our growth strategies are the result of both good execution and considerable investments we have made over the last several years.
As we continue to execute on our growth strategies, we are beginning to see the benefits on our financial and operating results. We have enjoyed positive progression in our earnings since 2010, as you can see in the graph. In 2010, we reported a loss of $1.7 billion, followed by a small gain in 2011.
We ended 2012 with net income of $1.7 billion. This was achieved despite reserve strengthening of $1.1 billion and a goodwill charge of $200 million. Core earnings in 2012 were $2.2 billion despite the increased expenses associated with additional hedging, specific investments in growth initiatives and the continued impact of low interest rates. We ended 2012 with new sales records for both our Insurance and Wealth Management businesses, which contributed to record funds under management of $532 billion for the company.
As you know, we achieved our 2014 interest rate reduction target in 2011. In 2012, we also achieved our equity market risk reduction target. Achieving these targets 2 years ahead of schedule substantially reduces the volatility in our earnings going forward.
Finally, we ended the year with a comfortable capital ratio, which is further supported by our significant hedging programs in place. The MCCSR ratio of our primary operating company was 211% at the end of 2012.
We are pleased with the progress we made in 2012, and I remain confident that Manulife is well positioned to deliver the disciplined and sustained growth required to meet our 2016 objective of delivering $4 billion in sustainable core earnings.
This morning, we announced financial results for the first quarter of 2013. Let me share with you some of the highlights. We reported net income attributable to shareholders of $540 million. We delivered strong core earnings of $619 million, an increase of $93 million from the first quarter of 2012, largely driven by the successful turnaround of our U.S. division. We achieved record wealth sales of $12.4 billion, up 43% over the first quarter of 2012 and contributing to another consecutive quarter of record funds under management of $555 billion. While we were very pleased with our performance in our wealth and asset management businesses, in the first quarter, Insurance sales fell short of our expectations. Insurance sales were down 23% due to prior year tax and product changes in Asia, a normal variability in the Group Benefits business in Canada and pricing actions reflective of the low rate environment.
We ended the first quarter with a further strengthened capital ratio for our main operating company of 217%, an improvement of 6 points over the fourth quarter of 2012.
Overall, we have made a solid start to 2013. Our first quarter results reflect our continued progress on our growth strategies, strong core earnings, strong net income and a very solid capital ratio.
In summary, I'm pleased with the progress we made in 2012. We made excellent progress on our growth strategies. We achieved our 2014 interest rate and equity market risk reduction targets 2 years ahead of schedule and significantly improved our financial results over the prior year despite the continued low interest rate environment.
We believe that our performance in the first quarter represents a sound start to 2013. I'm confident that we remain well positioned to continue to deliver disciplined and sustainable growth to meet our 2016 objectives. Thank you very much.
Gail C. A. Cook-Bennett
Thank you, Steve. I'd now like to invite Donald Guloien, our President and Chief Executive Officer, to the podium to deliver the President's address.
Donald A. Guloien
Madam Chair, ladies and gentlemen, fellow policyholders and shareholders, welcome. Before I begin, I'd like to point out that it's always gratifying to see all of our former Chairs here this morning. Mr. Syd Jackson, Mr. Bill Blundell, Mr. Arthur Sawchuk, I deeply appreciate your support.
I'd parenthetically note, we also have the Chairman and CEO and former Chief Investment Officer of another fine financial institution in Canada. I'm very proud to have him as a shareholder. I won't mention him by name.
I'm looking forward to reviewing with all of you our achievements at Manulife over the past year. 2012 was a very strong year for Manulife. It was a year of milestones with Manulife celebrating its 125th year in the business, 115 years in Asia, and John Hancock marking his 150th anniversary. It was a year of growth with discipline. Our company achieved encouraging financial and operational results in many of our markets and sectors in which we do business around the world. And it was another year in which Manulife continued to honor its commitment to our customers, our shareholders to conduct our business in a strong, reliable, trustworthy and forward-thinking manner.
When I stood before you at our 2009 Annual Meeting, I reviewed our strategic goals for the company. We were going to grow and diversify our business, we were going to maintain strong capital and financial strength, we were going to manage risk, we were going to improve on shareholders' equity and we were going to continue to offer a high-quality value proposition for our clients.
At the same time, it was the height of the financial crisis, and we needed to make some very tough decisions if we were going to achieve those long-term goals. So we made the changes necessary to delivering on those long-term goals by addressing our capital needs, dramatically shifting our product mix, some very painful decisions there, putting hedging in place, investing in the growth of our most profitable and promising businesses around the world. As a consequence of those changes, in 2010, we reported a loss of $1.7 billion. 2011, that improved to a slight gain, as Steve showed you. And in 2012, we reported net income of $1.7 billion. That is clearly an improving trajectory.
What's more, we have reduced the volatility of our net income and capital ratios very substantially. We have provided better balance in our business mix. We have led the market in increasing prices. We have substantially improved the risk/reward trade-off for our shareholders. As a consequence, our market capitalization has increased by $5.2 billion over the previous year and total shareholder return was 30%. As Steve mentioned, our regulatory capital ratios stood at a healthy 211% at the end of the year and 217% at the end of the first quarter.
People are now starting to observe that Manulife has turned the corner. But I would humbly suggest that we turned the corner 3 years ago when our management team, fully supported by the Board of Directors, made the right decisions for the long-term good of the company.
Needless to say, these decisions were not easy at the time, and in fact, many of them were highly controversial. But they were the right decisions for the long-term good of our company. And needless to say, we could not have made these changes without the support, hard work and commitment of our management team, our 28,000 dedicated employees, 53,000 agents and other fine distribution partners around the world.
Manulife made good progress towards its objectives last year. And as Steve has explained, we made a very strong start in the first quarter of this year. These results were achieved, thanks to strong performances from all of our global businesses. I would like to go over some of these with you in detail today.
Manulife continues to experience strong, sustained growth in our Asian business. As you know, Asia is the home to many of the world's fastest-growing economies and the world's fastest-growing population of middle class consumers, our addressable population. And Manulife has deep roots in expanding operational footprint across all of this important region.
Manulife achieved record sales for both insurance and wealth products this past year in Asia. These results have proved that our product diversification strategy is, in fact, working. And we continue to build a diverse, multi-channel distribution platform across the many countries that make up this vast region. Our Asia division continued to execute on our long-term growth strategies by expanding the distribution capacity of both the bank and the agency channels.
We also continued to build upon our diversified franchise here in Canada. I'm pleased to report that Manulife achieved record results in several business lines in Canada in 2012. Manulife Mutual Funds had an excellent year achieving sales of $2.1 billion, making it among the fastest-growing mutual fund franchises in Canada. These strong results reflect our expanded distribution reach, as well as the successful launches of several new funds. And while the 2012 sales and our individual insurance business were flat for the prior year, this reflected the impact of price increases made necessary as a result of lower interest rates. We acted earlier than our competitors and will continue to do so.
On the banking side, Manulife Bank achieved assets under management of $21 billion in 2012, an increase of 7% over the prior year. These positive results were fueled by strong client retention rates and steady new lending volumes.
The Manulife One product remains one of the most effective vehicles in the market for our consumers who want to reduce their mortgage debt faster than that allowed by conventional mortgages. And as you might expect with that kind of behavior and attitude, our credit experience is simply outstanding.
Overall, Manulife is very well positioned relative to our competitions here in Canada, and we continue to demonstrate industry leadership and strong momentum across all of our Canadian operations.
Manulife also achieved solid results in our U.S. operations in 2012, and as Steve said, this is a great story. Strong sales of retirement plans, services and mutual funds contributed to record funds under management in both of these businesses. Our Wealth Management business in the United States delivered an impressive full year sales of $20.2 billion. If I may, for a moment, put that in perspective, that is almost equivalent the entire mutual fund sales for the entire industry here in Canada, just a point of reference.
John Hancock Retirement Plan Services grew their funds under management by 14% from 2011 to the end of 2012. John Hancock Funds, our mutual fund company, had full year sales of $13 billion and saw increases across all of the sales channels.
Happily, after all of our price and product changes in the United States, other companies are beginning to react and are now making changes to their products and product features similar to those that we had taken some years ago.
As a consequence, our Insurance sales in the United States were also strong in 2012, laying a very strong foundation for 2013 and beyond.
As you well know, at one point in the last few years, some investors and analysts questioned whether it made sense for us to continue doing business in the United States given some of the challenges that we and others faced. But when you see the tremendous contributions from our U.S. operation in the first quarter of this year, and to me at least, not at all surprising slow but steady improvement in the U.S. economy. I would remind people once again, don't bet against the U.S. economy and don't bet against the very fine people in our U.S. operations.
Our Investment division also delivered impressive results in 2012, and those results continue this year. Manulife Asset Management marked significant growth across its global franchise, increasing its assets under management by 12% from 2011 to $238 billion at the end of the year.
Manulife also garnered the industry claim for the quality of its funds and their performance. At the end of the first quarter of this year, we had 68 funds, earning a 4- or 5-star Morningstar rating.
We also continued to further diversify our portfolio of alternative long-duration assets. Our expertise in managing these alternative assets has been well recognized, to the extent that Manulife manages these asset classes not only for the company's own balance sheet, but also for an increasing number of third parties who happen to be -- just happen to be among the world's most sophisticated investors.
This past year, we continued to make acquisitions across numerous asset classes, including real estate, timberland, private equities and infrastructure, to name only a few. As you know and as Steve mentioned and reiterated, we have an objective of delivering $4 billion in core earnings by the year 2016. And we are making progress towards that highly ambitious goal through: products that we have sold for the past 3 years with higher-profit margins; new business being added each and every day; entirely new businesses, new distribution channels and new marketing strategies; and efficiency and effectiveness initiatives. All of these will contribute to the achievement of that goal.
Looking ahead, I want to provide more detail on how we will develop the growth strategies. We have 4 central ambitions: we want to build a premier, top-tier, pan-Asian life insurance and wealth franchise that is well positioned to satisfy the protection and retirement needs of a fast-growing customer base in that region; we want to build a world-class asset management company, providing innovative investment solutions to retail and institutional investors; we want to build a broad-based diversified financial services company in Canada that develops and delivers integrated solutions to address our customers' protection and retirement needs; and we want to build a leading company in the United States that helps Americans with their retirement long-term care and the state planning needs very effectively.
To make this work, we need to get closer to our customers. We need to increase the use of technology to achieve brand recognition, to attract and retain customers, to service them better and to improve collaboration across our business units and divisions.
Our company has 2 very significant brands that have a lot of brand equity: John Hancock in the United States; and Manulife here and in the rest of the world. We will need both of these brands to attain leading rankings in their respective markets. We will need to provide people with choices on how they get their financial advice, continuing to focus on our adviser-based distribution strategy, which is core to what we do, but also supplementing it with other channels as dictated by customer preference. We will continue to build a world-class asset management operation, one that provides innovative investment solutions to both retail and institutional customers.
In our continued pursuit of operational excellence, we will identify activities that benefit from global scale and the adoption of best practices to improve our operations and preserve our competitive advantage; and last, but certainly not least, talent. We will continue to build upon and leverage our status as an employer of choice, attract and retain industry-leading talent.
With these aspirations and approaches, we believe we are building a strong and solid foundation for our company's future success. As you well know, progress can be measured in several different ways. It can be quantitative as in sales earnings or capital ratios. But we should also be very proud of the qualitative measures, which speaks to how we achieve that success. And frankly, where most financial institutions have lost their way, they delivered the numerical, the quantitative results but they lost sight of how they achieve those results. For us, we have some great examples where we have not.
In 2010, Manulife was named one of Canada's top employers, as well as a top employer for young people. John Hancock Financial Services was honored for its leadership in corporate social responsibility. Manulife-Sinochem was awarded best supplier of group insurance. Manulife Indonesia, the most reliable. We earned our 6th consecutive Sing Tao Excellent Services Brand Award and, for the ninth time, the Most Trusted Brand in Hong Kong insurance. I can go on. But suffice to say, your company and its people are representing you very well in the communities that they serve.
Now one of my roles as Chief Executive Officer is to also reflect on the regulatory conditions under which we operate in order to ensure that the company continues to deliver for customers and shareholders, as well as making contribution to the broader economy.
At past annual meetings, I've talked about how mark-to-market accounting rules and other regulatory issues impact our company and our industry. These are no small issues because, in addition to what they do for our customers and shareholders, insurance companies have a vital and important role to play in contributing to the health and vitality of our capital markets and our economies.
For example, Canada's insurance industry alone provides financial security to more than 26 million Canadians. Each week, our industry pays up more than $1.2 billion in benefits to Canadians. We meet these obligations by investing in every part of the economy from toll roads, hospitals, hydroelectric-generating facilities, energy transmission projects, private equity water utilities, pipelines, forests, sustainable energy, to name but a few.
I'm generally pleased with the direction of regulation here in Canada. Make no mistake, we have one of the toughest regulators around, one of the few that took strong action well before the economic crisis began and moved swiftly to make things more secure during the crisis. But by being proactive, they were able to avoid wildly knee-jerk reactions to some of the issues that you see more in play today.
The regulators are also becoming far more understanding of the differences between banking and insurance and being thoughtful about which measures require a similar approach and which matters, because of the fundamental difference in the business model, suggest a differentiated approach.
We enjoy here in Canada a good dialogue between the regulator and the industry, forging intelligent responses to issues, risks and threats. Our regulators are tough as nails, but our regulators are also capable of sensible, practical solutions for the benefit of Canadians.
And this is not necessarily true in other jurisdictions. I recently heard an estimate of the cost to the U.K. industry, the insurance industry alone for European development called Solvency II. The cost of administration alone, this is not the capital. The cost of administration alone was almost $3 billion to implement and upwards of $300 million a year to administer. And that cost will be borne by shareholders and policyholders. In Canada, we tend to find more practical approaches. The Geneva Association, which is a think tank representing the 80th [ph] largest insurance companies in the world, is holding its annual general meeting in Canada next year for the very first time in its history. And one of the key objectives of the members and the rationale for doing the meeting here in Canada is to find out more about the good governance and intelligent regulation of the Canadian insurance industry.
It should also then come as no surprise that the Bank of England, when searching to find the very best person to lead their institution through challenging times, chose a Canadian, Mark Carney. Steve wasn't available.
I'd like to close my remarks by recognizing the contributions of 4 directors who are retiring from our Board of Directors. Before I do that, I want to recognize once again Mr. Sydney Jackson. Syd was Chairman and CEO of Manulife. He has been attending Manulife annual meetings since 1948. And Syd, I believe this is your 64th meeting?
Edward Sydney Jackson
Something like that.
Donald A. Guloien
Something like that. Thank you, sir, for your dedication, and we'll see you again next year.
And now I'd like to pay tribute to our retiring directors. A director since 2005, Tom D'Aquino is a highly influential Canadian who has advised prime ministers, business executives, Boards of Directors and had an impact in an array of fields, including academia and the arts as well as business. Tom's insights into public policy and government thinking and wide-ranging views on strategy provide very substantial contribution in a number of our board committees and the board as a whole. Thank you, Tom.
Robert Dineen joined our board in 1999, bringing with him extensive experience in international banking and public finance. He was always a proponent of the international expansion. And his advice was not only professional but always practical and is used to inform the board on a wide number of issues. Thank you, Bob.
For nearly 3 decades, which is surprising for such a young man, Hugh Sloan has been a vital part of our board, shaping our work through various committees and handling some of the toughest board assignments. His hands-on experience as a former CEO provided valuable and practical insight for many board discussions. Thank you, Hugh.
And last, but certainly not least, our Chair, Gail Cook-Bennett. A steady hand on the tiller, with unimpeachable integrity, always an advocate of doing the right thing in the long term, ensuring that everyone gets heard, encouraging active discussion as a means of ensuring the right decisions get taken, always thoughtful, always prepared, stubbornly honest, enforcing intellectual honesty when arriving at conclusions, a memory like an elephant on all important matters. Gail set a strategy and helped recruit a Board of Directors with diverse and complementary skills and background but with one thing in common, none of them are shrinking violets. This ensures the widest range of board discussions, and in my opinion, is the single best measure of good governance. When Gail took over as Chair of the board, we faced an extremely difficult economic climate. Gail's perseverance, resolve and commitment were unshakable and essential to making the right long-term decisions.
I ask you to show your appreciation for the contribution of these 4 retiring directors.
Gail hates the attention focused on her. I'm going to pay for this in the morning.
And finally, Dick DeWolfe who was been a trusted Manulife board member since 2004. Dick is a very savvy and seasoned corporate director and has worked tirelessly on behalf of the shareholders. Should you decide to elect Dick once again as a director, which I would heavily recommend, I know he'll continue to make those same and valuable contribution to our board. And I look forward to working with you, Dick.
Ladies and gentlemen, I'd like to thank you once again for your attendance here today. And on behalf of our employees, senior management team, the Board of Directors, I'd like to thank you for your confidence and support of our very fine company. Thank you.
Gail C. A. Cook-Bennett
Donald, thank you. Does not do justice to what you have just said, but I'm running a meeting here today.
I now have the reports of the scrutineers. And we find that on the Manulife Financial Corporation directors, all director nominees received at least 83% of the votes cast in favor.
Now I'm going to ask each one of the directors elected to rise when I call their names: Joseph Caron, John Cassaday, Susan Dabarno, Richard DeWolfe, Sheila Fraser, Donald Guloien, Scott Hand, Robert Harding, Luke Helms, and Tsun-yan Hsieh was not able to join us today, Donald Lindsay, Lorna Marsden, John Palmer, James Prieur, Andrea Rosen was here earlier but had to attend a related funeral and Lesley Daniels Webster. Your Board of Directors.
Now all policyholder director nominees received at least 93% of the votes cast in favor. Therefore, all 5 nominees were elected as policyholders' directors of the Manufacturers Life Insurance Company. Now among the elected directors is Richard DeWolfe, who was named Vice Chair of the board in December 2012 in anticipation of my retirement at this meeting. As a result of his knowledge, his diligence and his enthusiasm, Dick DeWolfe has the full support of the board as he becomes the next Chair and leader of the outstanding group of directors whom you have elected today. Congratulations, Dick.
Turn to the appointment of auditors. 99% of the votes were cast in favor of the appointment of Ernst & Young as auditor of Manulife Financial Corporation, and 99% of the votes were cast in favor of the appointment of Ernst & Young as auditor of the Manufacturers Life Insurance Company. Therefore, I declare Ernst & Young LLP appointed as auditors of Manulife Financial Corporation and The Manufacturers Life Insurance Company.
On the advisory resolution to accept Manulife Financial Corporation's approach to executive compensation, 84.2% voted for and 15.8% voted against. Therefore, I declare that the shareholders have accepted Manulife's approach to executive compensation. The board will take the results of this particular vote into account in determining whether there is a need to increase the board's engagement with shareholders on Manulife's approach to executive compensation.
Now this concludes the official business of the meeting. But before we move into the question period, I'd just like to tell you that it has been a privilege, indeed, a privilege, to serve both as a director and a chair of this company. And I can also tell you that those branding words, strong, reliable, trustworthy and forward-thinking, describes not only our management team but our Board of Directors who are working on your behalf with the support of those employees worldwide that I acknowledged earlier. And I thank each one of them. I think that the shareholders are being well served.
We would like now to open the floor to your questions about the company's business. The agenda card at your seat provides the procedural guidelines governing this question period. If your question relates to a product or a personal issue, members of Manulife's customer service team are available to assist you. Either now or at the conclusion of the question-and-answer session, go to our registration desk in the foyer and they will direct you to a member of Manulife's customer service team who can be of assistance to you.
Now when you make your comments or ask a question, please give your name and state whether you are a shareholder, policyholder or proxy holder. Please direct all your questions to me as Chair. In the interest of giving others the opportunity to ask questions, kindly keep your comments to not more than 3 minutes. I do have a clock here in front of me.
If you're seated in the overflow rooms and have a question, please raise your hand and ask to be escorted here to the international room. If you are unable to move to the microphone in this room, please raise your hand and a microphone will be taken to you.
I open now the floor to any questions from the people designated.
Question-and-Answer Session
Gail C. A. Cook-Bennett
Do I have some questions? Not one? Wait a little longer. Can I take it from this that you were pretty pleased with these 2 reports?
Unknown Shareholder
My name is Jerry [ph] Sherman [ph]. I'm a shareholder and a policyholder. When I got up this morning and put on the business news, the first -- the lead comment was about the loss in insurance sales that was suffered by Manulife. I believe it was in the first quarter of the year. So I thought that, that was a major event. But there was hardly any comment about it here and I wondered if you could comment on that news bulletin, I guess, it was.
Gail C. A. Cook-Bennett
Well, Steve Roder did allude to it in his presentation, and I'll ask him to elaborate.
Stephen Bernard Roder
Thank you, Madam Chair. There were actually some specific reasons why insurance sales fell, which we anticipated because in the previous year, we had some, you could say, special sales that took place in Asia ahead of certain changes that took place in tax laws and things of that nature. So we knew that was going to happen. And secondly, in Canada, we do experience lumpiness in our sales because of group insurance sales, which tend to be very, very large. And therefore, our results can fluctuate from one quarter to the next. So we actually did anticipate a year-on-year decline in insurance sales. Having said that, we did also carry out some repricing in Canada and in Asia in response to what's going on in the economy. And as a consequence of that, we would, in the short term, not be surprised by experiencing some downturn in sales. But most of it was actually anticipated.
Unknown Shareholder
How much was involved in dollars? You gave a 23 percentage difference, but what did that amount to in dollars?
Stephen Bernard Roder
It would be a substantial amount, but we would expect to recover that over time. And as I say, from one quarter to another, things can change particularly in the Canadian group business. And we do have periods where we will have a run-up toward a regulatory or tax change in any particular jurisdiction. And we'll experience the positives and negatives that come out of that.
Gail C. A. Cook-Bennett
Are there other questions now? The ice has been broken. Well, seeing none, I'm going to conclude this meeting. And ladies and gentlemen, the Board of Directors and the management team looks forward to seeing you this time next year. Thank you.
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Slaughterhouse-Five ban should make school board blush
It's rare that book banning makes me nostalgic.
Yet the news last month that the Republic, Mo., school board banned Kurt Vonnegut's Slaughterhouse-Five brought me back to 1969, the year the book was published and my freshman year in high school.
Slaughterhouse-Five was the cool new book and, along with the 1966 republication of The Hobbit, was destined to be seen under the arms of high school students everywhere. As a 15-year-old, I found the book to be very challenging; it explored difficult concepts such as free will and fate in an unconventional narrative. Forty-two years later, I still remember it as a thought-provoking and powerful novel.
Wesley Scroggins, a Republic resident and professor at Missouri State University, saw the book differently, and urged the school board to ban Slaughterhouse-Five along with Sarah Ockler's Twenty Boy Summer and Laurie Halse Anderson's Speak. In a column for the Springfield News-Leader headlined "Filthy books demeaning to Republic education," he wrote: "This is a book that contains so much profane language, it would make a sailor blush with shame. The 'F-word' is plastered on almost every other page. The content ranges from naked men and women in cages together so that others can watch them having sex to God telling people that they better not mess with his loser, bum of a son, named Jesus Christ."
Scroggins' stance raises a number of important questions. First of all, do sailors still blush?
Second, in a society in which movies rated for a high school audience include extensive profanity and violence, and where three of the top 10-selling songs featured the F-word in their titles, how can coarse language in a book published the year we first set foot on the moon be considered a threat? What's next? "Louie, Louie"?
The literary merits of Slaughterhouse-Five are clear. The novel was widely praised. Time magazine calls Slaughterhouse-Five one of the 100 best contemporary novels in the English language. In its initial review in 1969, the magazine said, "Vonnegut has a forbearing, thoughtful sense of history, and he is working here — as in all his books taken together — on a vast, loosely linked metaphorical mosaic that portrays the condition of man."
Of course, the Republic school board is not the first to ban the book. In fact, it was one of the books at the heart of a pivotal U.S. Supreme Court decision in 1982 on the removal of books from public school libraries. In Board of Education, Island Trees Union Free School District v. Pico, a Levittown, N.Y., school board removed several books from the high school and middle school libraries because they were "anti-American, anti-Christian, anti-Semitic, and just plain filthy." The U.S. Supreme Court held that while school boards have considerable discretion in setting a curriculum, students have a First Amendment right to access information in the school library. Once a book is on the shelves, board members can't remove it just because they disagree with the ideas it puts forth.
Did the Republic school board violate the Constitution? It depends. The board kept Speak in the classroom, banned Twenty Boy Summer and jettisoned Slaughterhouse-Five because of its crude language and adult themes, according to the News-Leader. Scroggins had complained about both profanity and the story Vonnegut told. The board could target the former, but not the latter.
Battles over books extend well beyond Republic, Mo. In recent months:
- Administrators at Franklin Central High School near Indianapolis confiscated Nobel Prize Winner Toni Morrison's novel Song of Solomon from 50 juniors after a parent complained about profanity, sexual content and insulting language. The book was later reinstated.
- The Cheatham County, Tenn., school district restricted access to an anthology that excerpted Borrowed Time: An AIDS Memoir, by Paul Monette, after a middle-school parent filed a complaint.
- Nickel and Dimed: On (Not) Getting By in America, by Barbara Ehrenreich, was removed from a personal finance course by the Bedford, N.H., school district after two parents complained that it was anti-capitalist and anti-Christian.
- And in a sign that book controversies know no age limit, the Channelview, Texas, Independent School District removed the Adventures of Super Diaper Baby, by Dav Pilkey, from its grade schools because of a reference to "poo-poo head."
Challenges to books in schools are still prevalent enough that the American Library Association and a coalition of book and anti-censorship organizations continue to hold Banned Books Week (this Sept. 24-Oct. 1). The ALA says books in schools and libraries were challenged 348 times last year.
Legal issues aside, a school board that bans a widely respected book from high schools because of concerns about coarse language sends some unfortunate signals. It's in effect saying it doesn't trust the principal, teachers or librarians to make sound decisions concerning the school's curriculum. And it doesn't see its students as the young adults they are, with inherent rights and the ability to grasp important ideas and challenging concepts, despite the presence of profanity.
The irony is that today's high schools are full of students engaged with video games and engulfed by social media. Why would we ever build a barrier to reading a book?
This article was first published in USA Today Aug. 16.


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UPDATE from the DOT
Because freezing temperatures are anticipated this morning, the South Carolina DOT advises against travel in the northwest part of the state unless necessary and then only under extreme caution. Temperatures are between 29 and 32 degrees. Oconee and Pickens are improving, but all counties report roads partially covered in ice and icy slush. Anti-icing and de-icing operations continue.Read more