The core elements of our strategy are outlined on the left hand side of the slide, which is to develop our Asia opportunity to the fullest, to shift away from guaranteed business to non-guaranteed business in our wealth businesses throughout the world, to continue to build our core balance foundation of our franchise in Canada and in the U.S. to shift to some higher ROE and lower risk businesses.
The result of that strategic repositioning will be a company whose earnings are less volatile, whose growth rates are more sustainable and consistent and a company that has a better risk profile. We do acknowledge as we execute this strategy, that we do have some headwinds of continuing low interest environments throughout the world, as well as a great deal of uncertainty about the regulatory capital environment in which we will have to operate in the years ahead. Nonetheless, our management objective remains the same, which is to deliver $4 billion of earnings in 2015 and an ROE of 13%.
So, let me move on to talk about what I do day to day, which is run Manulife Financial Asia Limited. And I want to talk to you today a little bit about some of the context of our operations in Asia, talk to you a bit about our strategy for growth, and then conclude with a few remarks about kind of a look ahead of some of the runway for our strategy going forward.
I think this slide gives you a little insight into an overview of the Manulife’s operations in Asia. When I talk to audiences all around the world, including audiences in Asia, the two things that surprise them the most about the Manulife Financial story in Asia, are first of all, how long we’ve been there. And we’ve been in Asia for 115 years now.