Exhibit 99.1

About Janus Henderson

Janus Henderson is a leading global active asset manager dedicated to helping investors achieve long-term financial goals through a broad range of investment solutions, including equities, fixed income, quantitative equities, multi-asset and alternative asset class strategies.

Janus Henderson Group plc Annual Report 2017

1

Business review

Business highlights

2017 was a landmark year in the history of our company, with the completion of the merger of equals to form Janus Henderson Group plc (‘the Group’).

The Group’s investment performance improved year-on-year and despite net outflows, we continue to see strong levels of engagement and support from clients globally. In 2017, we delivered revenue and profitability growth, and are pleased with the pace of progress towards our targeted cost synergies.

This report and additional information about the Group can be found online at janushenderson.com/ir

2     Group at a glance

4     Chairman and Deputy Chairman’s statement

6     Co-Chief Executive Officers’ statement

9     Launching Janus Henderson

10   Investment management overview

14   Client relationships and brand

Governance

18   Board of Directors

22   Governance overview

Form 10-K

26   Form 10-K

Other information

214 Shareholder information

216 Two year financial summary (unaudited)

Investment outperformance1 (%)

Net new money growth2 (%)

Notes

Data for 2016 and 2017 periods present the results of JHG as if the merger had occurred at the beginning of the period shown. See pro forma adjusted financial measures reconciliation on Form 10-K pages 43 and 44 for additional information.

In accordance with the Australian Securities and Investment Commission Corporations Instrument 2016/91, amounts in this Annual Report have been rounded to the nearest US$0.1m, unless otherwise stated.

1.      Investment performance data represents percentage of AUM outperforming the relevant benchmark. Full performance disclosures detailed on page 216.

2.      Calculated as total flows divided by beginning of period AUM.

3.      2017 includes a hypothetical per share dividend for Janus Henderson Group plc for 1Q17. The amount is derived by taking the sum of the cash dividends each legacy firm paid to its respective shareholders (for legacy Janus that was US$20.3m and for legacy Henderson that was US$26.9m), divided by the number of shares outstanding as at 30 May 2017 (approximately 200.4m). USD/GBP 1.3017.

66%

(3%)

of AUM beating benchmark over three years

Assets under management (AUM) (US$)

Adjusted operating margin (%)

370.8bn

39.6%

Adjusted diluted earnings per share (US$)

Dividend per share3 (US$)

2.48

1.20

Janus Henderson Group plc Annual Report 2017

2

BUSINESS REVIEW

Group at a glance

Janus Henderson is an independent global asset manager, specialising in active management. We offer a broad range of investment solutions across major asset classes to a client base around the world.

Our purpose:

At Janus Henderson:

We exist to help our clients achieve their long-term financial goals

We put our clients first

We succeed as a team

We act like an owner

We aim to:

Be a partner our clients can trust working to deliver excellence in both investment returns and service

Partner with each other on our responsibilities to our clients and create an environment where all our colleagues can thrive and successfully achieve their personal and professional goals

Be a responsible steward for our owners, pursuing efficiency and taking pride in delivering stable and consistent financial returns

Total assets under management (AUM)

(US$)

370.8bn

2016: 319.2bn

Investment performance by capability

Percentage of AUM outperforming benchmark

AUM
(US$bn)

1 year

3 years

5 years

Equities

189.7

Equities

(US$)

189.7bn

2016: 153.3bn

Diverse business encompassing a wide range of geographic and investment styles.

Quantitative Equities

(US$)

49.9bn

2016: 46.5bn

Our quantitative equity manager, Intech, applies advanced mathematical and systematic portfolio rebalancing intended to harness the volatility of stock price movements.

Alternatives

(US$)

19.5bn

2016: 17.7bn

Expertise in liquid alternatives and absolute return alongside traditional hedge funds.

Fixed Income

(US$)

80.1bn

2016: 73.7bn

Coverage across the asset class, with an increasingly global offering.

Multi-Asset

(US$)

31.6bn

2016: 28.0bn

Retail and institutional offering through a diversity of strategies including global asset allocation, traditional multi-manager and alternative asset class specialists.

Fixed Income

80.1

Quantitative Equities

49.9

Multi-Asset

31.6

Alternatives

19.5

Total Group

370.8

Note: Investment performance data represents percentage of AUM outperforming the relevant benchmark. Full performance disclosures detailed on page 216.

 For more information go to page 10

Strong client relationships

Our clients are financial professionals as well as private and institutional investors. We focus on excellent client service and on establishing long-term client relationships based on trust.

 For more information go to page 14

An award-winning brand proposition

We believe in the sharing of expert insight for better investment and business decisions. We call this ethos Knowledge. Shared. This award-winning brand proposition provides investment insight, thought leadership and transparency to our clients in a timely and cost-efficient way.

 For more information go to page 14

Note: All data as at 31 December 2017, unless stated otherwise.

Janus Henderson Group plc Annual Report 2017

3

Assets under management

AUM by client type (%)

AUM by capability (%)

AUM by client location (%)

Our clients are financial professionals as well as private and institutional investors.

We manage assets diversified across five core investment capabilities: Equities, Fixed Income, Quantitative Equities, Multi-Asset and Alternatives.

We manage assets for clients based across the world.

 Self-directed

US$62.0bn

 Equities

US$189.7bn

 Americas

US$192.8bn

 Intermediary

US$164.1bn

 Fixed Income

US$80.1bn

 EMEA

US$120.2bn

 Institutional

US$144.7bn

 Quantitative Equities

US$49.9bn

 Asia Pacific

US$57.8bn

 Multi-Asset

US$31.6bn

 Alternatives

US$19.5bn

Global geographic distribution

We have strong distribution platforms and deep client relationships in the US, UK, Continental Europe, Japan and Australia, and an evolving business in Latin America and the Middle East.

For more information go to page 16

Americas

Europe, Middle East and Africa (EMEA)

Asia Pacific

Total AUM

US$192.8bn

Total AUM

US$120.2bn

Total AUM

US$57.8bn

Investment professionals

281

Investment professionals

202

Investment professionals

43

Distribution professionals

280

Distribution professionals

231

Distribution professionals

91

Established North American distribution network serving a diverse set of clients across financial intermediaries, institutions and self-directed channels. The organic build out of our Latin America business is gathering momentum.

Strong retail and institutional client base in the UK with an award-winning Investment Trust business. Strong relationships with global distributors in Continental Europe and growing institutional opportunities.

Strategic partnership with Dai-ichi Life and its partners supports the growth of our Japanese business. Australian distribution offers a suite of global and domestic capabilities. The wider Asian business continues to evolve, with growing brand presence.

Investment case

Janus Henderson has:

Depth, breadth and connectivity of investment teams focused on delivering better risk-adjusted outcomes for clients.

Distribution strength in largest five markets globally, to leverage the opportunity to deepen client relationships.

Compelling products and solutions to address a broad range of client needs.

Scale and capacity to innovate amid continuing regulatory change.

A robust balance sheet providing stability for the company to weather changes in market conditions.

Note: All data as at 31 December 2017, unless stated otherwise.

Janus Henderson Group plc Annual Report 2017

4

BUSINESS REVIEW

Chairman and Deputy Chairman’s statement

This has been a significant year for Janus Henderson. We look forward to developing the opportunities before us for clients, shareholders and employees.

2017 total dividend per share (US$)

1.20

2016: n/a

Launching Janus Henderson

It is with great pleasure that we introduce the inaugural Janus Henderson Group annual report. 2017 was a momentous year for the firm, with the completion of the merger of Janus Capital Group and Henderson Group. It marked a step change in the shape and footprint of our respective businesses.

We operate in a challenging landscape, with pressures from competitors, clients, regulators and technology, and we must evolve and innovate in order to remain relevant. Both Janus and Henderson were successful companies in their own right and it was with the most careful consideration by the respective Boards and Management teams that the transformational merger was recommended to shareholders.

As a merged group with US$371 billion assets managed for clients globally, Janus Henderson has distribution strength in the largest five markets in the world – the US, UK, Continental Europe, Japan and Australia. Together with our highly diversified product range and the scale to invest and innovate, we believe we have the foundations to be a leading, global, active asset manager.

The Group’s activities over the past year can be separated into two halves: merger completion and integration. The transatlantic merger was one of the largest executed in our industry. Multiple workstreams focused on the preparations ahead of the merger’s completion on 30 May 2017, involving hundreds of employees and multiple advisors. Our focus on delivering value to our clients, however, remained unwavering. It was critical that our investment teams were undisrupted through the merger. The achievement of this is evidenced in our improved long-term investment performance, with two thirds or more of AUM outperforming benchmarks over one, three and five-year periods as at 31 December 2017. We would particularly highlight the positive response from clients, derived from the complementary nature of the merger and transparent communication. Equally, we are pleased by the subsequent excellent progress made with integrating the firms, without adversely affecting outcomes for our clients. The timeline to complete integration will continue into 2018 and beyond, and we are encouraged by how well the business has come together in the last seven months.

5

6

BUSINESS REVIEW

Co-Chief Executive Officers’ statement

Janus Henderson is a business of great opportunity and potential. 2017 was a year of integration and setting the foundations for growth.

2017 adjusted diluted earnings per share (US$)1

2.48

2016: 1.94 (Pro forma)

2017 was a landmark year in the history of our company. Janus Henderson starts life with a rich opportunity set in front of us. We have a business underpinned with a broad array of clients who support and rely on us, great talent and a strong balance sheet enabling us to make the investments required to adapt efficiently to the ever-changing environment.

A year in review

Looking to the dynamics of the financial markets in which we operate, 2017 was a year in which markets experienced broad-based growth despite meaningful change in the macro environment. We began the year with concerns for the potential impact of global disruption: the effect of geopolitical change on policies, questions about how long the bull market – and central banks’ support – could continue, and whether the growth prospects for global economies would underperform. What followed was a year of impressive, synchronised global growth, with all 35 of the OECD countries2 recording positive growth. Market commentators were surprised that macro momentum did not drive inflation or have significant impacts on interest rates globally. This was good news for equities and fixed income asset prices generally. There were however big variations within markets, with growth stocks continuing to outperform in 2017.

It was against this backdrop that Janus Henderson saw continued improvement in the Group’s combined investment performance. Over one, three and five-year periods, 76%, 66% and 79% of assets outperformed their benchmarks respectively3, which compared favourably over the same time periods a year ago.

We are truly blessed with a broad and deep array of investment talent but a risk of any transformational transaction in our industry is that it disrupts the investment process. Pleasingly, the strength of our performance is evidence that Janus Henderson saw no such disruption, and is testament to the teams quickly embracing the value of the merger and their professionalism in appreciating that change can help build better outcomes for clients through the sharing of ideas.

At the core of Janus Henderson is the belief in the role active management has to play in helping our clients achieve their long-term financial goals, and we are very pleased with investment performance achieved in 2017.

7

8

BUSINESS REVIEW

Co-Chief Executive Officers’ statement continued

9

Launching Janus Henderson

In the months leading up to the merger, an extraordinary amount of work was carried out to launch the Janus Henderson brand and provide clients with a seamless experience from Day One.

Rebranded

10,000

70

27

items of literature

websites

offices in a
single weekend

4,000

330+

fund factsheets

institutional client reports

Accounting platforms merged

Shareholders

2

45,000

transitioned in a single weekend

Fund holdings

Offices consolidated

US Mutual funds

100,000

7

78

merged into a single system

and 3 closed

merged or approved
new advisory agreements

Market capitalisation (US$)

Dual-listed

7.7bn

NYSE & ASX

Employees worldwide

Offices
worldwide

Fund manager average
years’ financial
industry experience

Employee
ownership

+2,000

27

20

7%

in 14 countries

2017 adjusted revenue
(US$)1

2017 adjusted operating
income (US$)1

2017 adjusted diluted
EPS (US$)1

1,848m

732m

2.48

10

BUSINESS REVIEW

Investment management overview

We firmly believe in the role of active management and amongst the activity of the merger, our focus has remained on adding value for clients.

Our primary goal is to help clients meet their investment objectives. In order to accomplish this, it is important that we have the correct products, management structure, investment experts and supporting teams. 2017 was a busy year in which the merger was accomplished with a view to minimising any disruption to clients. It is testament to the hard work of our operational, technology and client service teams that our investment experts were able to focus their energies on managing client portfolios. In aggregate, we were able to deliver solid investment performance for clients as demonstrated on page 11.

Building a global investment management team

While minimal, the merger engendered some reshaping of senior investment management as we sought to reflect the realities of the enlarged global business. As Global Chief Investment Officer of the combined group, I am pleased with the strength of the senior team around me and I believe we are in a strong position to drive the business forward. Fixed Income was further strengthened with the recruitment of Jim Cielinski as Global Head of Fixed Income. The Global Head of Equities role was made a joint role given the demands of multiple strategies; the depth of experience meant we were able to promote from within the organisation, with George Maris, based in Denver, covering North America and Alex Crooke, based in London, covering the rest of the world.

A great strength of our business is that we are able to accommodate teams with distinct investment processes and did not stifle creativity as a result of the merger. Janus Henderson firmly believes in active management, so it was important to sustain this pursuit of adding value for clients within a risk-controlled environment. We continued, therefore, to encourage teams to follow existing successful models but also invested further in our risk management and compliance functions.

Throughout 2017 we fostered an environment where research was exchanged and ideas debated globally and this took on increased prominence with the merger. We seamlessly melded our corporate credit research teams in Denver and London, with a transatlantic analyst exchange programme deepening the interaction. The network of investment professionals in different locations directly feeding into individual mandates continued to expand, and encompasses strategies as diverse as absolute return fixed income, Asian equities and sustainable investment. With regards to our investment responsibilities to the environment, we signed a new initiative – Climate Action 100. Participants aim to engage with the top 100+ companies that contribute the most to global emissions, seeking action to reduce emissions and calling for enhanced corporate disclosure.

The merger did not prevent us from launching new funds to address client demand. This included an AlphaGen hedge fund, which targets mispricings in derivative contracts, driven by a supply-demand imbalance originating in the market for structured products, and a Euro Secured Loans fund, which is primarily tailored to institutional investors seeking an attractive return in a low risk environment. In Japan, we launched the Janus Henderson Mid-Cap Growth fund in October for retail investors, which attracted more than US$400 million in a few short months.

Investment performance through active management

Evidence of synchronised global growth, US tax reform, and the resurgence in commodity prices spurred many equity markets to new highs. Within our Equities capability, both our technology franchises performed well and attracted net flows as investors sought access to a sector that is transforming the global economy through disruptive innovation. Other distinct specialist propositions, including life sciences, saw similar success and natural resources also performed well. Our emerging market equity franchise continues to gain clients across geographies, attracted to the team’s disciplined investment process.

11

In terms of style, growth outperformed value in most markets. Small and mid-cap strategies were typically strong performers, with our mid-cap growth fund Janus Henderson Enterprise bringing in net inflows of more than US$1.8 billion and Janus Henderson Triton also seeing net inflows. Despite the strength in growth stocks, a majority of our Perkins value strategies performed well and battled against the investor style rotation. There were mixed results from European equities, however, with disappointing performance in some of the growth strategies leading to outflows. Income remained a requirement for many investors, helping to maintain strong flows into the global equity income strategy.

Buoyed by ongoing central bank purchases, relatively restrained inflation, and an ongoing search for yield, fixed income markets generally experienced further yield and spread compression, which lifted bond prices. Towards the end of the year, however, there was firmer evidence of central banks looking to wind back loose monetary policy and yields began to climb. There was clear investor appetite for strategies that were unconstrained and are intended to offer more in the way of protection against the prospect of rising interest rates, with some investors rotating out of more core strategies. Australia remained a key source of growth for our fixed income capability with good performance and flows across both our domestic and global capabilities, with the Kapstream subsidiary being named KangaNews Australian Credit Fund Manager of the Year 2017.

Intech, our Quantitative Equity manager, performed well in 2017, with relative risk strategies performing particularly strongly and absolute risk, low volatility strategies in line with expectations. However, flows reflected ongoing industry trends towards passive management in US equities, as well as investor response to underperformance in 2016, and total net outflows from Intech were US$7.6 billion. This was primarily reflected in the US-focused strategies, as Intech’s global capabilities attracted more than US$1 billion in net inflows. In 2017 Intech marked the 30th anniversary of its founding with a major refresh of its brand and the launch of a new website. Other key developments included enhanced capability in creating customised portfolios for clients, allowing for greater client reach, and the launch of a new absolute return capability.

Investment performance by capability

Percentage of AUM outperforming benchmark

AUM

(US$bn)

1 year

3 years

5 years

Equities

189.7

Fixed Income

80.1

Quantitative Equities

49.9

Multi-Asset

31.6

Alternatives

19.5

Total Group

370.8

Note: Investment performance data represents percentage of AUM outperforming the relevant benchmark. Full performance disclosures detailed on page 216.

Multi-Asset in the US is dominated by our Balanced strategy. Net flows for the year were down despite strong performance and broadly reflected retail investors seeking more aggressive strategies given the momentum in equity markets. Within Europe, there was a recovery in performance of the retail funds and the diversified growth strategy and efforts were focused on strengthening distribution partners.

Investors looking for sources of uncorrelated return spurred interest in many of our alternative strategies, including diversified risk premia and UK absolute return, with the latter bringing in an additional US$1.7 billion of net flows. The UK commercial property fund performed well in 2017 after the Brexit-related challenges of 2016 and flows, albeit negative for the year as a whole, recovered as the year progressed, with investors regaining their trust in ‘bricks and mortar’ as a source of income.

Taken together, the strong aggregate performance is encouraging since we are ultimately judged on our capacity to meet client’s return objectives. With the key merger milestones successfully passed, 2018 offers a year in which our depth of investment talent and breadth of strategies create a firm platform from which to retain and attract investors.

12

BUSINESS REVIEW

Investment management overview continued

We offer expertise across major asset classes, with investment teams situated around the world.

Equities

We offer clients a wide range of equity strategies encompassing different geographic focuses and investment styles. The equity teams include those with a global perspective, those with a regional focus – US, Europe, Asia and Australia – and those invested in specialist sectors.

Fixed Income

Our Fixed Income teams provide coverage across the asset class applying a wide range of innovative and differentiated techniques. These teams include those adopting global unconstrained approaches through to teams with more focused mandates – based in the US, Europe, Asia and Australia. The capabilities of these teams can be accessed through individual strategies and are combined where appropriate to form multi-strategy offerings.

Equities AUM (US$bn)

Fixed Income AUM (US$bn)

189.7bn

80.1bn

Investment outperformance

Investment outperformance

1 year

3 years

5 years

1 year

3 years

5 years

Equities

Fixed Income

Largest pooled funds

Largest pooled funds

AUM

AUM

31 Dec 2017

31 Dec 2017

Funds

(US$bn)

Funds

(US$bn)

JnsHnd Enterprise

16.1

JnsHnd Flexible Bond

8.6

JnsHnd Research

13.5

JnsHnd Absolute Return

4.9

JnsHnd Forty

11.6

JnsHnd Strategic Bond

2.7

JnsHnd Triton

9.6

JnsHnd Hzn European

Corporate Bond

2.2

JnsHnd Global Equity Income

5.6

JnsHnd Global

Unconstrained Bond

2.2

13

Quantitative Equities

Our Quantitative Equities business, known under the brand ‘Intech’, applies advanced mathematics and systematic portfolio rebalancing intended to harness the volatility of movements in stock prices – a reliable source of excess returns and risk control. With more than 30 years of volatility expertise, the Intech team employs a distinctive quantitative approach based on observations of actual price movements, not on subjective forecasts of companies’ future performance.

Multi-Asset

Janus Henderson Multi-Asset includes teams in the US and UK. In the US, the team manages Global Asset Allocation strategies. In the UK, we have traditional multi-manager investors, asset allocation specialists and those focused on alternative asset classes.

Alternatives

The Janus Henderson Alternatives grouping includes teams with different areas of focus and approach. Diversified Alternatives brings together a cross-asset class combination of alpha generation, risk management and efficient beta replication strategies. These include Multi-Strategy, Liquid Alternatives, Absolute Return, Agriculture and Global Commodities/Managed Futures. Finally, the investment management of our direct UK commercial property offering is sub-advised to TH Real Estate.

Quantitative Equities AUM (US$bn)

Multi-Asset AUM (US$bn)

Alternatives AUM (US$bn)

49.9bn

31.6bn

19.5bn

Investment outperformance

Investment outperformance

Investment outperformance

1 year

3 years

5 years

1 year

3 years

5 years

1 year

3 years

5 years

Quantitative Equities

Multi-Asset

Alternatives

Five investment platforms

Largest pooled funds

Largest pooled funds

All strategies subscribe to an investment idea used across five investment platforms: equity price volatility is enduring and a reliable source of both excess return and a key to risk control.

Funds

AUM
31 Dec 2017
(US$bn)

Funds

AUM
31 Dec 2017
(US$bn)

JnsHnd Balanced

14.0

JnsHnd UK Absolute

6.0

Enhanced Equity

Active Core Equity

Adaptive Volatility Equity

Low Volatility Equity

Absolute Return

Low Tracking Error Relative Return Objective

Low Standard  Deviation Absolute Return Objective

JnsHnd Cautious Managed

3.0

Return (SICAV)

JnsHnd Multi-Manager

0.6

JnsHnd UK Property

4.1

Managed

PAIF/PAIF Feeder

JnsHnd UK Absolute

3.5

Return (OEIC)

JnsHnd Horizon Pan
European Alpha

1.2

JnsHnd Multi-Asset
Absolute Return

0.2

14

BUSINESS REVIEW

Client relationships
and brand

In a year that saw developments in the political, economic, and our own corporate landscape, we focused on putting clients first and aligning around common goals.

One of the best pieces of advice I was given and now share with new starters in the industry is to embrace change. I think this applies to many aspects of life but is especially true within the asset management industry. Resistance to change is, in my view, energy wasted; the world is continuously changing and it is far better to respond with openness and flexibility.

Change is the essence of what we do – it is the reason clients turn to us for long-term solutions, the subject of our investment teams’ analysis and the object of their portfolio positioning. It is, therefore, our ability as a business to recognise the drivers with the most meaningful potential to create change and our ability to adapt on behalf of our clients that will determine our success.

2017 was a year of significant change. At a macro level, it combined new, uncharted political developments with the impact of moves by central banks away from many years of emergency economic stimulus. It saw regulators impose new requirements on the industry and saw the merits of active and passive investment again in the spotlight. And, of course, for us at a corporate level, it saw the creation of Janus Henderson.

Janus Henderson merger

As one of the largest cross-border mergers ever seen in the industry, there was high potential for disruption to those people that matter the most to us: our clients. It was therefore imperative to me that the integration be managed smoothly and at no point come at a cost to our day-to-day relationships with clients. There were notable changes to communicate, a global rebrand to implement and product ranges to bring together, but the aim was to keep disruption to clients to a minimum.

Looking back, I am pleased with what we achieved. There were bumps along the road, but feedback from clients and peers has been overwhelmingly positive. Our investment capabilities have been broadened, our distribution teams were strengthened, and enhancements were made to the back office systems that allow us to best service our clients. Our distribution footprint is now truly global and this opens up the potential to build new and stronger relationships with global distributors and key institutional clients, something that has already proved beneficial since the merger completed. With experienced and talented distribution teams covering all major markets worldwide, we are able to understand the variety of challenges facing our clients and seek to deliver solutions accordingly.

Clients are already benefiting from the wider product range we offer, with notable examples of US investors exploring opportunities with our UK-based Global Equity Income, Strategic Fixed Income and Global Emerging Markets teams, while European and Asia Pacific clients have access to highly experienced US-based fixed income teams and our equities franchise.

Knowledge. Shared

A key aspect of our approach is sharing expert insight for better investment and business decisions. We call this ethos Knowledge. Shared. It is reflected both in how our investment teams interact and in our commitment to empowering clients in their decision-making.

Central to this approach is making the intellectual capital of our investment teams and subject matter experts readily available. 2017 provided many opportunities, with market-moving events leading clients to naturally seek the views of experts. For some of our US clients, Knowledge. Shared would have been a new concept, so it was pleasing to see strong interaction with our US blog and websites. This was alongside the excellent Janus Henderson Labs, a series of high-value consultancy and training programmes that have been popular with US professional clients for a number of years, and which we are now in the process of adapting for use globally where appropriate.

15

We also continued to publish our quarterly study of the dividends paid by leading global companies and our well-regarded Market GPS outlook. This mix of forward-looking insight led to strong pick-up in the media globally and onward distribution of articles and videos by third parties and clients.

In addition, we also offered clients the chance to hear from our managers first-hand at a series of Knowledge Exchange events. These included panel discussions with experts, both from within Janus Henderson and externally, and interactive sessions at which clients were able to set the agenda. These events ran across the US, Europe, Asia and Australia, and were complemented in the US by the extensive programme of Labs development and training sessions.

Feedback from clients on Knowledge. Shared has been extremely positive and it has also been pleasing to receive external validation with a number of high-profile industry awards. These included: a Content Marketing Strategy award from the Gramercy Institute; the Advisor Services and Advisor Special Communications large asset level awards at the Mutual Fund Education Alliance STAR Awards; Most Accessible Fund Managers at Citywire Selector’s Pan-European Awards; the Judges Award for Knowledge. Shared at Investment Week’s Investment Marketing and Innovation Awards; and winner of the ‘Best Digital Marketing’ and ‘Best International’ categories at the 2017 Financial Services Forum’s Awards for Marketing Effectiveness.

Where next?

From a distribution perspective, this year has been about bringing together the various teams from our legacy businesses, improving systems and processes to enhance client experiences and exploring the opportunities presented by our wider investment management capabilities. The foundations for all of these are now in place and we look forward to our clients benefiting from the new structure in the years ahead.

With our own integration progressing well, it is important to maintain our focus on the wider industry. As explained in further detail on the right, currently we see four powerful themes likely to impact the landscape from a distribution standpoint.

With our enhanced global presence, we believe Janus Henderson is well placed for each theme and hope to be among the best at adapting and delivering client solutions. By combining a sharp focus on client needs, generating investment excellence and utilising our distribution strength we will continue to embrace rather than resist change as we seek to benefit our investors globally.

Four key themes impacting the Distribution landscape

A buyers’ market

Financial markets are becoming increasingly transparent, which we welcome, and regulators are applying additional requirements. Having the scale and experience to respond to these will be critical. Millennials are also likely to seek new ways to engage with traditional wealth management and it is important that we adapt to their shifting appetites.

Digital technologies

Technology giants are likely to enter our sector as gatekeepers and it will be important to work with them as a new breed of distributors. Digital also means client engagement has the potential to be taken to new levels through interaction and the use of big data.

Funding the future

Asset and wealth managers are likely to fill the funding gaps that have arisen since banks took a step back as capital providers following the 2008 financial crisis. Governments have also taken a step back and it is to companies such as Janus Henderson that individuals are turning.

Outcomes matter

Clients increasingly tell us that outcome-oriented solutions matter. In helping achieve these outcomes, be it by combining different asset classes, for example within fixed income or via multi-asset approaches, it is important to be able to harness a wide variety of capabilities. We also see increased interest in strategies that deliver certain outcomes by investing within an Environmental, Social and Governance (ESG) framework.

‘Best Digital Marketing Award’ and

‘Best International Award’ 2017

for Knowledge. Shared

16

BUSINESS REVIEW

Client relationships
and brand continued

17

18

GOVERNANCE

Board of Directors

The Board comprises a Non-Executive Chairman, two Executive Directors and nine other Non-Executive Directors.

Richard

Gillingwater

Chairman; Nominating & Corporate Governance Committee Chair

Richard Gillingwater has been a Non-Executive Director and Chairman of Janus Henderson since May 2017. He was a Non-Executive Director of the Henderson Group Board from February 2013 to May 2017, taking the position of Chairman in May 2013. He is currently the Chair of the Nominating and Governance Committee and a member of the Compensation Committee.

Mr Gillingwater started his career in investment banking in 1980 at Kleinwort Benson, where he spent ten years. After this he moved to BZW and, in due course, became joint Head of Corporate Finance. BZW was taken over by Credit Suisse First Boston and he ultimately became Chairman of European Investment Banking at Credit Suisse First Boston. In 2003, he was asked by the UK Government to found and become the Chief Executive and later, Chairman of the Shareholder Executive. In 2007, he became Dean of Cass Business School which role he held until 2012. In his Non-Executive career, Mr Gillingwater has been Chairman of CDC Group plc and has also been a Non-Executive Director of P&O, Debenhams, Tomkins, Qinetiq Group, Kidde, Hiscox Ltd and Wm Morrison Supermarkets plc. Mr Gillingwater is Chairman of SSE plc and Non-Executive Director of Helical plc. Mr Gillingwater holds an MA in Law, St Edmund Hall, Oxford University and a MBA from the International Institute for Management Development (IMD) in Lausanne. Mr Gillingwater is a qualified solicitor.

Glenn

Schafer

Deputy Chairman

Glenn Schafer has been a Non-Executive Director and Deputy Chairman of Janus Henderson since May 2017. He was a Director of Janus Capital Group from December 2007 to May 2017, taking the position of Chairman in April 2012. He is a member of the Compensation Committee and the Nominating and Governance Committee.

Mr Schafer serves as a Director of GeoOptics LLC, a weather satellite manufacturer. Mr Schafer served as a Director of the Michigan State University Foundation from 2004 to 2014. He was Vice Chairman of Pacific Life Insurance Company (Pacific Life) from April 2005 until his retirement in December 2005; a member of Pacific Life’s Board of Directors and President of Pacific Life from 1995 to 2005; and Executive Vice President and Chief Financial Officer of Pacific Life from 1991 to 1995. From 2006 to 2007, he served on the Board of Directors for Scottish Re Group. Between 2006 and 2017 Mr Schafer was a Director of Genesis Healthcare, Inc., the successor company resulting from the merger with Skilled Healthcare Group, Inc. of which Mr Schafer was a director. Mr Schafer also served as a Director of Mercury General Corporation, an insurance holding company, between 2015 up until his resignation in February 2018. Mr Schafer has a BS from Michigan State University and an MBA from the University of Detroit.

Andrew

Formica

Co-Chief Executive Officer and Executive Director

Andrew Formica is Co-Chief Executive Officer of Janus Henderson and has been an Executive Director since May 2017. Mr Formica was Chief Executive and an Executive Director of Henderson Group from November 2008 to May 2017.

Mr Formica has been with Henderson since 1998 and in the fund management industry since 1993. He has held various senior roles with Henderson and he has been a member of the executive committee since 2004. Prior to being appointed Chief Executive, he served as Joint Managing Director of the Listed Assets business (from September 2006) and as Head of Equities (from September 2004). In the early part of his career, he was an equity manager and analyst for Henderson. Mr Formica was a director of TIAA Henderson Real Estate Limited from April 2014 to July 2015. Mr Formica is the senior independent director of the board of The Investment Association and has served as a non-executive director of Hammerson plc since November 2015. Mr Formica received a B Econ and MA in Economics from Macquarie University and a MBA from London Business School. He is a Fellow of the Institute of Actuaries in both the UK and Australia.