|Bid||38.04 x 900|
|Ask||38.05 x 900|
|Day's Range||37.90 - 38.19|
|52 Week Range||31.85 - 47.63|
|Beta (3Y Monthly)||1.59|
|PE Ratio (TTM)||16.53|
|Forward Dividend & Yield||1.26 (3.39%)|
|1y Target Est||43.50|
Aug.07 -- Prudential PLC Chief Executive Officer Michael Wells discusses the U.K. insurer's new 'Pulse' digital health app it's introducing in Malaysia, and the company's strategy for the Asia. He speaks with Paul Allen and Sophie Kamaruddin on "Bloomberg Daybreak: Asia."
Passive investing in an index fund is a good way to ensure your own returns roughly match the overall market. But if...
(Bloomberg) -- Prudential Plc has been blinded by Othello’s green-eyed monster of envy and fear in claiming as much as S$2.5 billion ($1.8 billion) in damages from its former star Singapore agent, the city-state’s High Court has heard.The London-based insurer is suing Peter Tan Shou Yi, claiming that in 2016 he masterminded the mass defection of 244 agents and agency leaders to rival Aviva Plc. In their opening submission Friday, which started with a quote from Shakespeare’s play, Tan’s lawyers said the claim was “absurd” and an attempt “by a corporate giant to wreak vengeance on a former independent contractor.”In a case with all the trappings of a spy thriller -- including allegations of clandestine meetings in China, secret recordings and disgruntled agents -- Prudential claims Tan orchestrated the defection “surreptitiously,” while simultaneously telling the insurer he had “no intention now to leave Pru” and that “nothing is going to change.”He waited until about 232 agents had resigned in a three-day period before submitting his own resignation while overseas, lawyers for Prudential said in their opening submission. The agents’ departure helped precipitate the collapse of a top unit that would have generated S$300 million of profit over a decade, and S$2.5 billion if they stayed in perpetuity, according to Prudential’s claim.Prudential also claimed Aviva provided a war chest of between S$100 million to S$150 million to recruit the team. A spokeswoman for Aviva declined to comment because the case is before the court.In response, Tan’s lawyers said the alleged damages were an “absurd computation” and Prudential had been “blinded by its envy and fear of legitimate competition.”Disputed RecordingsRather than enticing the agents to leave, they were disgruntled by cost cuts introduced by Philip Seah, who became CEO of the Singapore business in December 2015, and changes to pay structures that could cost a top-performing agent more than S$30,000 in annual bonuses, Tan’s lawyers said.Much of Prudential’s case hinges on 17 audio recordings made by one of the agents who originally agreed to attend meetings with Tan in China in May 2016. Prudential argues she was asked by Tan to delete her WhatsApp chat history and that agents were given copies of presentation materials inscribed with their names so any leaks could be traced.Tan’s defense team in turn described the recordings as having “numerous problems,” ranging from incorrect dates and possible alterations, to being used out of context.It argues that while Prudential included non-solicitation clauses in contracts from 2007 and later sent around new terms, they didn’t apply to Tan because he first came on board in 1997 and subsequently never signed a written agreement that included such a requirement.He is counter-suing, and seeking costs against Prudential.The case is Prudential Assurance Co. Singapore (PTE) Ltd. v Peter Tan Shou Yi and PTO Management & Consultancy Pte Ltd. HC/S/772/2016\--With assistance from Yongchang Chin.To contact the reporters on this story: David Ramli in Singapore at firstname.lastname@example.org;Bei Hu in Hong Kong at email@example.comTo contact the editors responsible for this story: Katrina Nicholas at firstname.lastname@example.org, Peter VercoeFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
(Bloomberg Opinion) -- John Malone’s plan to sell Liberty Global Plc’s Swiss operation to Sunrise Communications Group AG has triggered open warfare at the buyer. Sunrise faces two big challenges: Getting the deal done, and stabilizing its shareholder register.Freenet AG, Sunrise’s biggest investor, says the 6.3 billion-franc ($6.4 billion) acquisition is too expensive and doesn’t like the 4.1 billion-franc rights offering arranged to fund it.The German mobile phone company, however, has particular reasons to object. Its high leverage means it probably can’t afford to cough up for the fundraising. If anything, it has an incentive to sell rather than buy Sunrise stock. Whatever Freenet’s motivations, it plans to vote its 25% stake against the rights offering – but the motion only requires simple majority approval to proceed.Sunrise is straining to prevent other investors from taking Freenet’s side. It has accused Freenet’s chief executive officer and chief financial officer, who both sit on its board, of conflicts of interest. It has shut them out of further discussion on the deal, an astonishing move. Meanwhile, it has unearthed further cost savings to help justify the price, which, while no bargain, already seemed justifiable after factoring in the potential gains. But this isn’t the central issue: Sunrise says Freenet’s directors had recently accepted that it would be hard to push for a discount.Sunrise has made reasonable steps to address the main problem: The size of the rights offering. The company has proposed substituting 1 billion francs of the stock sale with a so-called mandatory convertible bond – debt that would turn into equity at a later date when, hopefully, Sunrise’s share price is higher than it is today. This can only be the start.The Zurich-based telecommunications company rightly suggests that it could use more debt to fund the deal. Leverage would be three times Ebitda under the current structure; something closer to four times seems tolerable. That additional step might not be enough for Freenet, but could keep other shareholders onside.There’s a lot at stake. If the transaction falls through, the damage would be worse for Sunrise than Liberty. Malone has better options than renegotiating a fresh sale at a lower price, and isn’t under pressure to raise cash. The Swiss business itself has at least stabilized after is lost subscribers.For Sunrise CEO Olaf Swantee, being shunned by a majority of his investors would leave him in a tight spot. Ambitious CEOs can survive shareholder rebellions: Think of Tidjane Thiam’s aborted tilt at Asian insurer AIA Group Ltd. when he ran Prudential Plc. But a failed deal and a running battle with a financially strained and sizable investor isn’t sustainable.To contact the author of this story: Chris Hughes at email@example.comTo contact the editor responsible for this story: Edward Evans at firstname.lastname@example.orgThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Chris Hughes is a Bloomberg Opinion columnist covering deals. He previously worked for Reuters Breakingviews, as well as the Financial Times and the Independent newspaper.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
(Bloomberg Opinion) -- Since getting burned in the financial crisis, HSBC Holdings Plc has been in sell rather than buy mode. But now that it’s out shopping, the bank is looking to splurge. HSBC is eyeing the Asian assets of struggling British insurer Aviva Plc, which could be worth between $3 billion and $4 billion, Bloomberg reporters Dinesh Nair, Manuel Baigorri and Stefania Spezzati wrote Thursday. That would make it one of the bank’s largest purchases since it bought subprime lender Household International for $15.5 billion in 2003.The London-based lender should be prepared to pay even more: Aviva is sure to have many suitors. While the company had a difficult run in Asia, a buyer with more regional presence could better navigate the regulatory hurdles of a fractured market. The bulk of Aviva’s Asian assets are in Singapore, where a large pool of affluent residents has helped gross written premiums rise 13% per year industry-wide, according to Bain & Co. Aviva has 885,000 customers in the Southeast Asian country and was the sixth-largest insurer in Singapore last year – ahead of HSBC. The company accounted for 4.2% of the city-state’s insurance assets in 2018, says Bloomberg Intelligence analyst Steven Lam.A rare, large asset like Aviva is bound to pique the interest of FWD Group Ltd., which Hong Kong billionaire Richard Li built from the ashes of Dutch insurer ING Groep NV’s Asian businesses. FWD, widely believed to be preparing for an initial public offering, has been busy buying assets: Late last year, it snapped up an 80% stake in Commonwealth Bank of Australia’s Indonesian life insurance arm for A$426 million ($302 million). The Japanese, meanwhile, have been avid acquirers of Southeast Asian insurance assets for years, as low growth and negative bond yields at home crimp the savings of its aging population. Just this week, Japan's Taiyo Life Insurance Co. said it will buy 35% of Myanmar's Capital Life Insurance Ltd. Tokio Marine Holdings Inc. bought the Thai and Indonesian businesses of Sydney-based Insurance Australia Group Ltd. for about A$525 million ($355 million) last year, and has been open about its Southeast Asian ambitions.It makes sense that HSBC is eager to jump in: Its chairman, Mark Tucker, is an insurance supremo, having run AIA Group Ltd. and Prudential Plc previously. The recent protests in Hong Kong are pressuring the bank, which gets more than half of its pretax profit from the former British colony, to diversify, as other firms with big bases in the city have done. On Thursday, HSBC broke its silence and called for a peaceful resolution to the tensions in a newspaper ad.With the midpoint of the $3 billion to $4 billion price range amounting to 22 times Aviva's 2018 adjusted operating profit, these jewels aren’t coming cheap. That’s the same level at which AIA, Asia’s biggest insurer, trades. Bidders should prepare for a price war.To contact the author of this story: Nisha Gopalan at email@example.comTo contact the editor responsible for this story: Rachel Rosenthal at firstname.lastname@example.orgThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Nisha Gopalan is a Bloomberg Opinion columnist covering deals and banking. She previously worked for the Wall Street Journal and Dow Jones as an editor and a reporter.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
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(Bloomberg) -- Jonathan Sudharta was a brawl-prone, unremarkable student who played in a rock band. Friends of his father, a self-made tycoon, feared he’d one day take over the family medical business and ruin it.Instead, in 2016, at the age of 34, Sudharta co-founded a startup that attracted the interest of the Bill & Melinda Gates Foundation and today becomes the organization’s first ever equity investment in an online health-care platform.His creation, Halodoc, is trying to address one of the biggest problems in medicine: In a world with too few doctors and hundreds of millions of people without proper access to clinics, how can people get the diagnosis and drugs they need quickly and cheaply?“Someone is going to solve patient-centric, 21st century, primary health care and we think that Halodoc has a huge potential to do that,” said David Rossow, London-based founding partner of the Gates Foundation’s Strategic Investment Fund.Microsoft Corp.’s co-founder has invested heavily to fight specific diseases, including a pledge of $1 billion to end malaria. Yet the challenge for much of the developing world is how to get health care day to day, not just for a single illness. About 40 million people use Halodoc’s app or website to connect with more than 22,000 licensed doctors in Indonesia for an online consultation. Sudharta said in an interview he is aiming to expand that by 2020 to 100 million people -- more than one in three Indonesians. Once they have a diagnosis, patients can buy medicine through the app from one of more than 1,000 pharmacies and get it speedily delivered by motorcycle or scooter.Halodoc, valued at about $350 million according to people familiar with its accounts, also offers home blood and urine tests by a visiting medical attendant, with the result sent via the app. Patients can use the website if needed to book face-to-face appointments with a doctor at a hospital.Few places could get more benefit from a new mobile-based health care system than Indonesia. With a population of 260 million spread across more than 17,000 islands, it has only two physicians for every 10,000 people, behind the 8 in India, and 26 in the U.S., according to the World Bank.Despite efforts by the government, infrastructure and services remain largely overwhelmed, with traffic snarls in major cities like Jakarta and public facilities often operating beyond capacity. People can make a living by queuing for others.A 20-minute drive from Halodoc’s offices, in the Apotik Mahakam pharmacy, customers are either elderly or deliverymen waiting to whisk orders on scooters through the narrow alleys and clogged arteries of the capital. Even with peak-hour traffic crawling at an average 6.2 miles an hour, Halodoc customers can get their pills in a little over half an hour.In the nerve center of the Halodoc operation in central Jakarta one morning this month, some 400 young employees worked in the kind of featureless, chaotic, laptop-filled rooms that are the hallmark of a tech startup. Men in T-shirts and women in headscarves tapped away at keyboards, surrounded by piles of cardboard boxes, medicine delivery bags, flipcharts and stacks of bubble-wrapped chairs that were awaiting a move to larger premises. Below a giant pinboard of staff photos, an unused ping-pong table presented a plateful of snacks.In the next room, half a dozen doctors in white coats sat round a table diagnosing the populace via laptops and mobile phones.The face of a young man with round spectacles and a scar on his right cheek appeared on the phone of Dr. Alia Kusuma, one of the front line GPs. He had fallen from his motorcycle a month ago and was worried about the lasting effect. After a short consultation, Kusuma referred him to a laser treatment specialist.Across the table, Dr. Devi Anneta was following up on the progress of a 51-year-old man who had been hospitalized for high cholesterol, hypertension and joint problems.Halodoc covers the cost of the medical advice from its capital and from commissions on drug sales, lab tests and hospital referrals. A prominent, crossed-out label on the app shows that it will eventually charge upwards of 20,000 rupiah ($1.40) per consultation.Halodoc’s rise reflects the pace of change in Indonesia, the world’s fastest-growing internet economy. Sudharta’s father founded a pharmaceutical materials trading house in 1975 that’s now called Mensa Group and has businesses from making drug ingredients to supplying medical equipment to hospitals. The conglomerate gave the young Sudharta connections to doctors, hospitals and pharmacies, and contacts at the health regulator with whom he could discuss new ideas. While his father’s company didn’t fund Halodoc directly, the startup rents offices in one of Mensa’s buildings.One of Sudharta’s early encounters with medical care was at 13, when he and some school friends got into a fight with kids at a senior school and were beaten mercilessly. The pugilistic boy was sent to the prestigious Hale School in Perth, Australia, before studying commerce at Curtin University, filling the time by playing bass in a band and producing films and concerts for Indonesian diaspora.Back in Indonesia he joined his father’s firm as a trainee, and was sent on his first day to the port with a stack of cash. His job was to hand out a 1,000 rupiah note bonus (about 10 U.S. cents) to each worker carrying a load of shipment.He was upset to see an elderly worker carrying a heavy load, and wanted to give him 5,000 rupiah, but the manager stopped him, saying his action would be detrimental for the company. When the old man wholeheartedly thanked him for the tiny tip, Sudharta realized how privileged he was. He vowed never to take it for granted again.“It was a big slap in my face,” Sudharta, now 37, said in a conference room with a broken red sofa in Halodoc’s offices in Jakarta. “That changed my life.”He went to see Ferry Soetikno, a successful second-generation scion who had expanded his family’s health-care business, PT Dexa Medica. Soetikno, 12 years his senior, told him: focus, start from the beginning and always measure your performance.Sudharta adopted the pseudonym Budi Jonathan to hide his identity and began as a junior medical representative at Mensa, often waiting until past midnight for a chance to pitch drugs to overworked doctors. Over the next 13 years he rose through the company ranks.He didn’t think of starting his own medical business, but would talk to friends about the gaps he saw in Indonesia’s system. One of those friends, Gojek co-founder Nadiem Makarim, pulled him aside one day and said: “‘Why don’t you do it yourself? A startup. Fundraise. Do it properly.’”Gojek, Indonesia’s answer to Uber Technologies Inc., went on to become the country’s most valuable startup, with ride-hailing, food delivery and payments services across the country and now spreading elsewhere in Southeast Asia. It also became a key strategic backer for Halodoc, integrating the app in 2017 into its platform.Makarim’s advice was to focus on helping people where they felt the greatest pain, and Sudharta thought of the countless times he’d seen patients camped out in hospitals to see a doctor for a few minutes and then wait another two hours to get medicine.A year after Halodoc started, Sudharta had another pivotal introduction when he was part of a group of young leaders invited to a lunch with Bill Gates in Seattle. The invitees were asked to dress formally. Sudharta arrived in a business shirt, but removed it just before the meeting with Gates to reveal a red T-shirt emblazoned with Halodoc’s logo.Sudharta left the meeting with the message that if you’re lucky enough to be able to change the world, do good, stay on course and don’t get distracted by the financial rewards.Meanwhile, the Gates’ foundation, which distributes billions of dollars in grants to improve living conditions in developing countries, had been increasingly looking to make direct investments in companies that could help advance its goals. One of its target countries was Indonesia and the investment arm zeroed in on Halodoc.The foundation is joining Halodoc’s so-called extended Series B round of funding with other new contributors Prudential Plc and Allianz SE. They will add to the $65 million Halodoc secured from UOB Venture Management, Singtel Innov8 and Korea Investment Partners in March. Halodoc is only one of dozens of health-tech startups developing apps. Gojek rival Grab has a joint venture with China’s Ping An Good Doctor to provide online services in Southeast Asia, while Indonesian rivals include Alodoktor.What helps Halodoc stand out is the breadth of Sudharta’s vision to cover all aspects of the patient’s experience, all wrapped together with digital payment, said Shane Chesson, founding partner at Singapore-based Openspace Ventures and an early backer of Halodoc.“In rapid time, Haldoc has moved to be one of the best at product development in Indonesia,” he said. For the Gates Foundation, Halodoc is part of its belief that technology can improve access to quality health-care for low-income groups, said the strategic investment fund’s Rossow.“Whether it’s a midwife on a remote island or a pharmacy in a major city or a hospital system, Halodoc’s approach of closing that online-to-offline loop is rare,” he said. “There is huge opportunity for Indonesia to lead the world with some of these innovations.”To contact the authors of this story: Yoolim Lee in Singapore at email@example.comDavid Ramli in Singapore at firstname.lastname@example.orgTo contact the editor responsible for this story: Adam Majendie at email@example.com, Peter ElstromFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
Moody's Investors Service ("Moody's") has completed a periodic review of the ratings of Prudential Public Limited Company and other ratings that are associated with the same analytical unit. The review was conducted through a portfolio review in which Moody's reassessed the appropriateness of the ratings in the context of the relevant principal methodology(ies), recent developments, and a comparison of the financial and operating profile to similarly rated peers.
If you want to know who really controls Prudential plc (LON:PRU), then you'll have to look at the makeup of its share...
Jackson National Life Insurance Company® (Jackson®) today announced the launch of Jackson RateProtectorSM, a single premium, multi-year guaranteed fixed annuity. Jackson RateProtector offers consumers the opportunity to protect and grow their assets through guaranteed interest rates that will not fluctuate during a selected time period, combined with the ability to defer taxes on any earnings until money is withdrawn. Alison Reed, executive vice president of Operations for Jackson National Life Distributors LLC (JNLD), the sales and marketing arm of Jackson, said Jackson RateProtector provides consumers access to a product that consistently grows every year, assuming they do not take withdrawals.