Ladies and gentlemen, thank you for standing by, and welcome to CNO Financial Group's First Quarter 2020 Earnings Call. I would now like to hand the conference over to your first speaker today, Jennifer Childe, Vice President of Investor Relations. Thank you. Please go ahead.

Thank you, operator. Good afternoon, and thank you for joining us on CNO Financial Group's First Quarter 2020 Earnings Conference Call. Today's presentation will include remarks from Gary Bhojwani, Chief Executive Officer; and Paul McDonough, Chief Financial Officer. Following the presentation, we will also have several other business leaders available for the question-and-answer period. During this conference call, we will be referring to information contained in yesterday's press release. You can obtain the release by visiting the Media section of our website at cnoinc.com. This afternoon's presentation is also available in the Investors section of our website and was filed in a Form 8-K yesterday. We expect to file our Form 10-Q and post it on our website on or before May 11. Let me remind you that any forward-looking statements we may make today are subject to a number of factors, which may cause actual results to be materially different than those contemplated by the forward-looking statements. Today's presentations contain a number of non-GAAP measures, which should not be considered as substitutes for the most directly comparable GAAP measures. You'll find a reconciliation of the non-GAAP measures to the corresponding GAAP measures in the appendix. Throughout the presentations, we will be making performance comparisons. And unless otherwise specified, any comparisons made will be referring to changes between the first quarter of 2019 and first quarter of 2020. And with that, I'll turn the call over to Gary.

Good afternoon, everyone, and thank you for joining us. Today's call is going to run a little differently from our usual format. I'll begin with comments on the current environment, the actions we're taking to address the pandemic and provide a brief overview of our first quarter business performance. Then Paul will provide more detail on our first quarter results, our balance sheet and our outlook. I'd like to start with some remarks on the COVID-19 crisis. First and foremost, I hope that you and yours are keeping safe and healthy. Second, every one of us at CNO would like to extend our gratitude to the health care professionals, first responders and many others who are providing essential services that keep our country running. We also extend our deepest sympathies to the families who have lost a loved one to the virus or are ill and recovering. Our thoughts and prayers are with you. I'd also like to take a moment to thank our many associates who literally worked night and day to mobilize our remote work capabilities and keep our infrastructure running smoothly. I'm incredibly proud of how our associates and agents have responded and adapted to these challenges. They have been working tirelessly to support our customers during this difficult period. Most states consider our business to be essential under the stay-at-home orders because of the critical protection products that we provide. Never before have we been so forcefully reminded of the importance of the service provided by a company and industry. We pay claims when our customers are in need. We protect what people have spent a lifetime building. And we help people live their lives with a little less worry and a little more financial dignity. Every business is navigating unprecedented economic fallout from COVID-19. Some…

Thanks, Gary, and good afternoon, everyone. I'll begin by providing a bit more detail on our first quarter results and then share our outlook for the balance of the year. Turning to the financial highlights on Slide 10, as referenced at our Investor Day in February, we have adopted a new reporting framework this quarter, which we think provides better transparency and also better illustrates the value drivers of our business. As Gary mentioned, the pandemic had no material impact on our first quarter operating earnings, which were up 28% from the prior year period. This was driven primarily by significant outperformance in variable investment income. It also reflected growth in insurance product margin and fee income and a decrease in expenses. As Gary mentioned, on a per share basis, operating earnings were up 41%, benefiting from our strong free cash flow, which funded share repurchase, reducing our share count by 4% sequentially and 10% year-over-year. The pandemic-related investment climate at quarter end with its lower treasury rates, wider credit spreads, lower equity valuations and higher equity volatility did have a significant impact on our nonoperating earnings, resulting in a net loss for the quarter of $21 million. This was driven by mark-to-market changes to certain investments and on the embedded derivative in our fixed index annuity reserve. The change in the allowance for credit losses required under a new accounting standard also contributed. It's worth noting that over half of the credit allowance on our balance sheet, as of March 31, relates to the securities held by variable interest entities that we consolidate under GAAP, but for which we have limited economic exposure. Our results for the quarter included a $34 million tax benefit related to a provision in the CARES Act, which I'll touch on in further detail…

Thanks very much, Paul. We are navigating through unprecedented times and profound challenges. As a country, this crisis may last longer and be tougher than we expected. But I know we will weather the storm together. My confidence in the long-term outlook for our company is Steadfast. Our franchise remains strong and our financial position is robust. We have a strong track record of execution and delivering on our promises. Prior to 2017, we were in a de-risking and turnaround mode. Between 2017 and 2019, we pivoted to growth. And going forward, we are focused on maintaining our growth momentum while optimizing profitability as we transform our business to a more customer-centric distribution model. Turning to Slide 19, we are differentiated by our exclusive focus on middle-income consumers, our diverse distribution channels, and the combination of health and wealth and insurance and security offerings. Nearly 65% of our insurance earnings are generated from our life and health products, and 90% of our revenue is generated from renewal business. We have ample capital, liquidity and reserves, enabling us to absorb shocks while still meeting our commitments. Our cash flow yield and conversion rates continue to be among the highest in the industry, and we remain disciplined in its deployment. Our investment portfolio is well positioned for both the current cycle and a low-for-long interest rate environment. I end by reiterating my gratitude to all of our associates, agents and leaders. They are doing an amazing job of supporting each other and serving our clients during this very challenging time. I couldn't be prouder of this organization and everyone in it. To everyone on the call and to all of our shareholders, please stay healthy and stay safe. Thank you for your interest in and support of CNO Financial Group. We will now open it up for questions. Before I hand it over to the operator, I wanted to make just 1 side comment. I know that when Paul was speaking, there were times the audio broke up a little bit, at least for me, that may have been the case when I was speaking as well. So if you need us to restate something or if there was a number you didn't hear, please, of course, feel free to ask, as you can imagine, we're all in separate locations right now trying to navigate this as best we can. So with that, I will turn it over to the operator.

Thank you. [Operator Instructions] Your first question comes from Ryan Krueger from KBW. Your line is open.

Hi, thanks good morning, or good afternoon, I guess, at this point. In regards to buyback, I guess, can you just give us a sense of kind of what you'd want to see in the external environment before you'd consider resuming it?

Yes. I'm going to go ahead and let Paul speak to that, and then I'll jump in if necessary.

Hi, Ryan. I would say that we don't have a bright line. What I would emphasize is that based on all the modeling that I just described, in the low end of the range that comes out of that modeling and stress testing, that we have the capacity to buy back shares, and we'll decide whether and when to do that as things continue to evolve. Gary, would you add anything to that?

Yes, I think, the only perspective I'd give, I think about buybacks and have this discussion with our Board pretty regularly. I think about it across three dimensions: First is, do we have the capacity, and we feel quite confident in our capacity. We're very pleased with how the business are performing. We look at the valuation. We think that the stock is at a very compelling valuation. And the third and final factor, are these external factors. And I think we're at a time and a place right now where there's a lot more wisdom in trying to conserve cash and make sure things develop as we expect. So we think there'll come a time and a place, but we think right now, it's smarter to watch the situation unfold.

Understood. And then on any – I guess, any changes on your expense expectations if we – from the Investor Day in the current environment?

Ryan, it's Paul. I'd say, in general, no. We continue to be very focused on expenses. You'll recall the two actions that we took at the end of last year, beginning part of this year, one relating to outsourcing of IT, the other relating to our transformation, both translating to some meaningful expense reductions. We continue to be disciplined just in general and focused on identifying ways to take out costs and be more efficient, some of which we expect to flow through to earnings, some of which we would use to fund our continued growth. As we mentioned back in February at the Investor Day, we do expect that to translate to a reduction in expenses year-over-year. The one thing that I would say is new is that, and I mentioned this in my prepared remarks, as we think about transitioning back to work, not working from home, we are beginning to re-imagine what that may look like and, certainly, this is being covered well in the media. We're not the only ones doing it, but we think that, that may very well translate to a lower cost base just in terms of our physical office footprint. So – I'd point to just those two things, Ryan.

Great, thank you very much.

Your next question comes from Randy Binner from B. Riley FBR. Your line is open.

Hey, thanks. I guess I'd like to focus on the kind of the sensitivity and the scenario analysis you laid out on Slide 17. And Paul, actually, for part of that explanation, when you went through RBC impacts that I was not able to hear that because of the phone connection. So could you first review the RBC part of the scenario walk you did? And then on the claims side, I just wanted to understand what I think you said was that, it's more of a lapse rate assumption rather than mortality as being the COVID impact?

Okay, randy, so with respect to the impact of the current environment on investments, we've modeled an RBC impact of 20 to 30 points across the two scenarios. In addition to that, we've also modeled a meaningful earnings impact, so lower NII, some of which would flow through allocated to products, lower assets because of the decline in sales on the margin and potentially lower new money rate from lower interest rates. With respect to claims, again, our underlying assumption is that there would be between 80,000 and 120,000 deaths in the U.S. And the mortality impact of that across our products, primarily life with a very modest offset in long-term care and supplemental health, would result in an adverse earnings impact between $20 million and $30 million across the scenarios. We do not expect any net impact from morbidity. We expect that we'll have some COVID-19 morbidity cases, but that will be offset by a decline in services on long-term care and health, and so forth. And I think that covers your questions, Randy. Does that...

Yes. So then lapse rates specifically are not...

I'm sorry, lapse rate.

If mortality is what is driving the $20 million to $30 million, then – what part of the $20 million to $30 million would be lapse driven?

Yes, so as I mentioned, as we thought about how to model potential lapse rates, we went back to our experience in the 2008, 2009 financial crisis, where we observed between 0% and 3% increase in lapse rates depending on the product. In this instance, for modeling purposes, we assumed a bit higher than that across the two scenarios. But importantly, in building the low end of our range for earnings and free cash flow slash capital, we assumed no increase in lapse rates because the impact to earnings and capital from a shock lapse in the first year would actually be favorable.

Okay. And then actually, I'm just going to do one more back to Ryan – Ryan's question on expenses. So kind of netting everything out, you're going to have a smaller office footprint, but aren't – I think you also mentioned in your opening comment that you're accelerating some strategic initiatives including what I thought I heard to be IT spend. So kind of going back to the expense goal, wouldn't that accelerate expenses this year?

So Randy, this is Gary. There are certain areas, and we did some of it in Q1. If you take a look at, as an example, we saw really strong lift from accelerating the time frame when we hand Colonial Penn inbound leads off to Bankers Life agents. So we actually spent more on advertising in the first quarter in order to ramp up that production because we thought that was really working quite well. So there are different categories of expense that we would look to accelerate. And we're trying to constantly walk this balance between doing things like that and other investments that are really going to be important in a new world order. We're walking that balance against the operating. So is it true that in certain categories, we'll accelerate expenditures? Yes, that's absolutely true. Is it true that there won't be anything else to net that out against? I can't say that yet, we're still working through how to balance these things.

All right, I’ll – I’ll leave it there. Thank you.

Your next question comes from Erik Bass from Autonomous Research. Your line is open.

Hi, thank you. I want to go back to your stress test comments on the investment portfolio, and I apologize if I missed this. I got the RBC impact, but did you talk about kind of what you're assuming for impairments or credit losses in the different scenarios?

Yes, so we haven't given those specifics. We obviously did make specific assumptions. I would say, generally speaking, that the assumptions that we made were in line with what that experience was broadly during the financial crisis. Eric, I don't know if you want to provide any other – any additional color here?

No, two points – well, two points. First point, some of our assumptions you'll see reflected to a degree, in the allowance for losses, which was taken in the quarter, which was developed as a pretty granular asset class level that – so that's one reflection of it. And I guess I'll just add that one point.

Got it, okay. And then on the kind of the capital ratios overall, you've been in the process of sort of bringing down your targets a little bit for RBC and the Holdco liquidity. How are you thinking about that now? And I'm assuming you're still keeping the same long-term targets, but would you intend to run it a little bit higher buffer to that in the interim just given the uncertainty?

So we're changing our targets. So RBC, if [indiscernible] as we ran our modeling, we essentially stalled for 385 RBC. So within a range, distributing capital of [indiscernible] RBC. And paying our dividends and that generates the amount of free cash flow that's available. So it's in that context that we say at the low end of the range of our estimates. I think there can be least favorable solution across the scenarios and across the stress testing that we have share repurchase capacity. So we don't see a need to relax the requirements in the context of how we see this playing out.

Got it, thank you.

Your next question comes from Alex Scott from Goldman Sachs. Your line is open.

Hi, good afternoon. so I guess the first one, I just wanted to get a feel for when, I think, through Colonial Penn and sort of the surge in interest there, what you've seen so far in April for life and health – life and health sales, I was just interested in if you could provide any kind of sensitivity we should think about for just the premium level? And how that could trend when we kind of think about those different pieces and the lapses that you mentioned?

Sure. Hi Alex. So as I mentioned in April, our direct-to-consumer life sales through Colonial Penn were up 28%. We expect that momentum to continue. Not sure, Gary, would you offer any additional color there?

No, I like the results we've seen in April. I'd like us to continue those. We think there's more opportunity as consumers themselves get more comfortable interacting online, on the phone and so on for these types of products. So we like what we're seeing, and we think there's reason to believe it will continue.

Got it. And then maybe as a follow-up on free cash flow generation, I think, you talked about $300 million to $350 million in the past before deployment. Just be interested in when we kind of look through some of the impacts that you're expected around alternatives and COVID-19 and so forth, would you expect any kind of ongoing impact to those levels? And is there any offset from new business strain that maybe helps offset some of the impact from lower revenue growth and some of the onetime impacts?

Hey, Alex, I'm going to have Paul answer that question in just a moment. I just want to come back and add to that last response I gave you because, I think, there was part of it that maybe got glossed over in our explanation. For a long period of time, we've had lead sharing between Colonial Penn and Bankers Life. What was different after our transformation in January, we started experimenting with sorting those leads in different ways and sharing them at an earlier point in time with Bankers Life's "physical agents." And we were really very pleasantly surprised by the pickup in sales, the average case size going up and that the sale was taking less time and turning quicker by making some tweaks to which types of leads we share from Colonial Penn to Bankers and the number of days that we lag and so on. So the point I want to emphasize there, in addition to just consumers being more responsive to that direct-to-consumer advertising and other things we're doing to drive demand, we're also seeing higher close rates, higher average sale, quick return and so on. And that collaboration, as we get better at sifting through the leads and figuring out which ones are more effective and how all that works, we expect that to continue to accelerate So I don't want to give you the impression this is only about running more ads and getting consumers to be more responsive. There are a number of other things we're doing to bring the collective expertise of our overall consumer channel together. And that's what's got us excited and believing that there's really potential to invest and build new skills and really get more success. I did a bad job answering that question on the first go, and so I wanted to add to that. Now I'll turn it to Paul to speak to the cash flow question you just asked.

So Alex on the free cash flow, again, that's essentially the output of all of our modeling is when you stress the statutory balance sheet and earnings, how much capital is available to dividend up to the Holdco. And after you tell your expenses and your quarterly dividend, how much would remain? And that's – so that's net of certainly some capital being freed up relative to our prior expectations on sales. It's net of the most adverse assumptions across the scenarios relative to mortality and RBC impacts. We did not – as I mentioned before, we did not include an assumption of an increase in lapse rates for the purpose of defining the lower rent range for earnings and capital because higher lapse would actually have a favorable impact to earnings and capital in the current year. So it's net of all those things that we conclude that we have free cash flow that translates to share repurchase capacity. And again, whether and when we decide to do that, we'll determine as things evolve.

Got it. Okay, thank you.

Your next question comes from Humphrey Lee from Dowling & Partners. Your line is open.

Good afternoon. And thank you for taking my questions. A question for Paul or maybe Eric Johnson, looking at kind of interest rate right now and – what the – kind of how the yield and the spread have developed since your Investor Day, is the thinking in terms of kind of new money yield and spread compression throughout the enterprise still kind of unchanged? Or how should we think about it at least in the near term?

Yes, Humphrey, this is Eric. And what I would say is that the expectations that I came into the year with, with respect to new money rates are not different today. I think we did something in the middle of 440s in the first quarter, which was ahead of that expectation, largely because not only have we been, I think, we've done a good job playing defense, but we also played offense. And where there's opportunities to generate some excess spread and, therefore, margin for the products, we're looking to do that too, reflected in the first quarter. I think while the market opportunity isn't as diverse and obvious as we're now into the second quarter, there's still opportunities to play the same pattern of offense. And I would think that when you get at the end of the year, net-net, there's – it's really uncertain what conditions will be, but I'm comfortable today that we'll achieve in 2020 what we thought we would achieve going into the year in some slightly different ways, but we have a lot of skills and tools here, and we'll pull out the ones that we need as conditions warrant.

Just to follow-up on that. So like I think previously you indicated that you have some appetite to take some of the capital. And then like you said, play some offense and invest in some of the higher yielding assets, given kind of the macroeconomic concern and all that, has that appetite changed?

Not at all, I think, one word I would insert into your sentence was selectively. We think we have a good quality portfolio and we want to keep it that way. But on several market conditions, there are times where you can buy good risks at good value. And when people are throwing out babies with bathwater, we'll let the bathwater go, we'll take the baby. We can be patient and pick our spots. And I think we did that very effectively in the first quarter, and we're going to continue to do that as conditions warrant through the rest of the year. We have a tremendous amount of expertise in certain fixed income credit markets. And the market sometimes give us the opportunity to use those skills to understand and take risks that while the market at the moment isn't valuing them properly, we can, and then things go pretty well for us down the line. So we have to play defense and have a good quality earnings stream for the company. But there's no EPS unless we play offense too. We have to get – keep those in proper proportion. I think we've been doing that. We'll be disciplined when we have to, witness what we did last year. We’ll be smart when we need to, witness what we did in the first quarter of this year.

Got it, thank you.

Your last question comes from Dan Bergman from Citi. Your line is open.

Hi, thanks. Good afternoon. I know you touched on this in the prepared remarks, but I just want to see if there's any more color you could provide on what portion of your sales typically involve face-to-face interactions? And how we should be thinking about both your ability and customers' receptivity to instead transact digitally or electronically? Just any kind of color on how that breaks down across your products and segments would be great.

Sure, thanks, Dan. This is Gary. The short answer is the majority of our sales involve some type of face-to-face connectivity. Now we've seen a lot of that change here in recent years. We've been very pleased with how Colonial Penn has worked, and we've been very pleased with what Web Benefits brings and the ability to enroll consumers over the telephone. We think that will accelerate. And in the earlier longer response I gave to Alex about seeing some early success where we accelerated the ad spend and a little bit of technology spend with Colonial Penn and then handed those leads off. And then those "face-to-face agents," they were interfacing with consumers on a more personal basis whether it was over the phone or over a local computer or what have you. So they weren't necessarily truly physically face-to-face, but they're in their community making contact. And I think that's what's going to start to happen, meaning I continue to believe there's great value in the distribution footprint we have and the local advice we can give. And I think we have the ability to leverage that so that we can provide that type of guidance and counsel and so on without having to be physically there. Now there will become a time when we're able to do that as well. But right now, we think we can navigate the best of both worlds. But to come back to your question, the short answer is, the vast majority of our sales involve some type of "face-to-face." We just think that the character of that is going to continue to change.

Got it, that's really helpful. And then maybe just quickly shifting gears, I think, one of your competitors recently announced a sizable statutory long-term care reserve build following a regulatory review, I think, given some mandated changes to interest rates and some morbidity mortality assumptions. So I just wanted to see and check if there are any comparable reviews by the state regulators for your LTC book that are either in process now or expected? Just any quick thoughts would be great.

Okay, I'll let Paul take that one.

Sure, so Dan, we – I think you probably noted that, that charge by Unum came at the end of a sort of typical three-year to five-year financial exam. We're at the tail end of ours, and we've certainly not experienced anything like that. And then I guess I would just emphasize the nature of our book. I'd refer you to Slide 25 in our earnings call deck, which just emphasizes the very much lower risk profile of our LTC reserves. And I think I'd leave it at that.

Yes, I think the only thing I would add to that, look at the track record we've had relative to reserves and the absence of charges. And then I try and remind everybody every chance I get. The very fact that we were able to consummate a reinsurance deal with a reputable reinsurer suggests that the book was never as bad as everybody feel. They were able to quantify it, and measure the risk, and so on. And then we feel that what's left is some of the best parts of the book. So we believe we're in a very different place than the vast majority books out there.

Yes, it's Paul again. I'd add one other thing, and that's just a conservative nature of the assumptions that we use in setting our reserves. So for instance, we don't assume morbidity or mortality improvement, nor do we assume new rounds of future rate increases.

Got it. Thanks so much.

We have no further questions. I turn the call back over to the presenters for closing remarks.

Okay, I want to…

We would like to thank everyone....

Well, go ahead.

We would like to thank everyone for joining us today. We look forward to speaking with you again soon.

Ladies and gentlemen, this concludes today's conference call. Thank you for your participation. You may now disconnect.