MetLife 02

February/March 2009

2008: Capturing the Year in Numbers. See page 7.

momentum Featured Inside Steal This Car! 2 MetLife Europe Grows Its Own 2 Contingent Staffing 4 to the Rescue Groundbreaking Pension 5 Risk Attitude Study Keeping Our Promises 6 The New MetLife.com 6 Capturing the Year in Numbers 7 Protecting Privacy in a 8 Borderless World

. . . more profitable!

What kind of Operational Excellence ideas do we need from associates to extend our lead in the marketplace?

Here’s how associates at a recent MetLife workshop took on Operational Excellence challenges and ran with them.

Skating With Snoopy 9 Retirement Liquidity Study 9 e-Relationship 10 Rallying the Troops 10 Diversity at MetLife 11 5,000 Take the 11 Chairman’s Challengesm

See Page 3 >

Ethics Awareness Month 12 Everyone Could Benefit 12 from $100

EDITOR’S NOTE: Momentum will publish combined (two-month) editions occasionally during 2009. This is the combined February/March edition.

Telling Our Story

ast month, I had occasion to speak

we are strong; and we are trusted.” We

run. This is one of the reasons why in

at the 2009 Financial Services

talked about this at Investor Day and

2008 we saw tremendous growth in our

Conference sponsored by Citi Investor

you will hear me and other senior

top-line performance (see page 7 for a

Research. In today's difficult economic

MetLife leaders return to this theme

snapshot of 2008 results). It is also why,

environment, it is more important than

throughout the year as we tell the

throughout our businesses, we continue

ever to share our story with the multiple

MetLife story. Particularly in times like

to gain customers and, in many cases,

and important stakeholders who impact

these, it is important to remind people

outpace the market.

our business. Over the course of the

that MetLife is successful not because

past few months, we have had some

we are big, but that MetLife is big

Though many forecasters say that the

challenges to talk about, but we have

because we are successful. This is an

difficult economic climate will continue

been and will continue to be honest and

important distinction and a great

for some time, I am confident that

forthcoming in our communications —

place to be.

MetLife is well positioned. Our capital

L

strength, strong ratings and focus on

to you, our employees, as well as to MetLife also is continuing to benefit

the long-term not only set us apart, but,

from a flight to quality. Customers want

together with our diversified businesses

The focus of my remarks at the

to do business with a company they can

and investment portfolio, make us truly

conference was that “MetLife is big;

trust to be there for them in the long

unique in the marketplace. ■

customers and shareholders.

Rob Henrikson Chairman, President and CEO

Volume 11, Issue 2

< Be sure to visit Momentum online at my.metlife.com >

1

February/March 2009

Steal This Car! MetLife Auto & Home helps Chicago Police catch thieves in the act

C

ar thieves in Chicago are finding that if they do the

Larry explains. “A thief who attempts to steal the bait car soon realizes the only way out is into the waiting arms of

crime, they’ll have to do the time.

the police.”

Since 2007, MetLife Auto & Home® has collaborated with the Chicago Police Department and the Cook County State’s

In order not to tip off the potential thieves, the bait car’s

Attorney’s Office to combat auto theft through the

identity is closely guarded. When the program was featured

deployment of a “bait car.” Their efforts are paying off not only with

on local TV news in the Windy City, the vehicle was completely hidden under a wrapper.

a reduction of thefts, but also with an increase in convictions

Other law enforcement agencies admire the results Chicago

of perpetrators.

has achieved with MetLife Auto & Home’s support, Larry notes. “As the project has moved forward, auto thefts have

The bait car was donated to the city by

declined in the troubled districts of the city, and there has

MetLife Auto & Home’s Claim Department, in close

been a corresponding dramatic increase in the number

cooperation with the Law Department and the

of arrests.”

Special Investigation Unit (SIU). The vehicle is secretly equipped with video cameras, a global positioning system for tracking, and devices to remotely disable the

According to the Cook County State’s Attorney’s Office, nearly 150 arrests were made through the first 18 months of the program. Of those, 74 were categorized as adult felony

engine and lock the doors.

arrests, and a one hundred-percent conviction rate has been Larry Cholewin, SIU regional manager in the Chicago area, is MetLife Auto & Home’s liaison to the police department.

achieved on the 50 such cases prosecuted so far. Two convictions have resulted in sentences of six years each, Larry reports. In addition, 18 repeat offenders have been sentenced

“The Chicago PD’s Covert Auto Theft Team (C.A.T.T.), which

to serve a total of 81 years in the Illinois House of Corrections.

consists of 10 officers and one sergeant, places the bait car on the street in areas of the city where auto theft is prevalent,”

“As an insurer, we at MetLife Auto & Home deal with the victims of auto theft every day,” Larry states. “People feel violated when their car is stolen. It is our belief that

On the streets of Chicago: Cook County Assistant States Attorney Sandy Navarro, Cook County Assistant States Attorney Kevin Byrne, Larry Cholewin of MetLife’s SIU and Cook County Assistant States Attorney Al Vroustouris

Growing Our Own

quality of life in Chicago. The results have been astounding and we are proud to assist in this effort.” ■

F

roles, which are based in prestigious Canary Wharf in London. Both types

Following the initial training, the

wherever you are in the world. In the

of positions provide development

graduates spent a week with either

United Kingdom, MetLife Europe

opportunities for the graduates

meta-morphose or Pareto Law working

decided to try to “grow their own” by

over time.

on basic selling skills. Then, they

program. “As part of our sales expansion

“Most of the graduates had some work

visits to gain an understanding of how

plans, we took a risk bringing fresh

experience,” says Fiona Gummerson,

to put all of the knowledge they had

graduates into sales roles,” explained

sales operations and development

learned into practice in the real world.

Mike Phillips, head of Distribution. “It’s

manager. “As we quickly discovered,

not something that is considered very

that gave them a key advantage. But

The 10 associates who graduated in

often. However, taking calculated risks

only one or two had any financial

June have already been instrumental to

is a key sales competence.”

services experience or knowledge.

the organization. Their sales figures are

inding high-quality, committed and

capable sales people is a challenge

MetLife Europe introduces an innovative graduate sales program

initiatives such as this will benefit everyone and improve the

shadowed colleagues on live calls and

introducing a graduate recruitment sales

“We took a risk bringing fresh graduates into sales roles. . . . However, taking calculated risks is a key sales competence. ” — Mike Phillips

many of their colleagues as possible.”

We designed an intensive four-week

demonstrating that this is a viable way

Working with graduate recruitment

training program, introducing the

to broaden MetLife’s recruitment

specialists meta-morphose and Pareto

graduates to the U.K. financial

efforts in order to attract quality sales

Law, Mike and his team brought a total

services marketplace, MetLife and the

personnel. The 19 October graduates, after passing their assessments, have begun making solo sales visits and calls. They are still closely supervised, supported and coached during these early months, and there is an ongoing two-year development program to ensure they all have the training to be promoted to sales development managers.

“I’m delighted with the progress the graduates are making,” says Mike.

“Combined with our existing team of Ready for a MetLife future: Graduates of MetLife Europe’s new sales recruitment program

2

of 30 graduates into sales roles during

products and services we offer in

wholesalers, we now have a great blend

June and October of last year. The

the U.K. Many people across the

of youth and experience. This group

graduates’ positions consist of regionally

organization representing several

of individuals is playing a valuable

based sales roles, which entail working

areas of expertise were involved in

in transitioning MetLife in the U.K.

face-to-face with independent financial

delivering the program. It also gave

from a start-up to a full-fledged,

advisers, and internal telephone sales

the graduates the chance to meet as

successful business.” ■

momentum Throughout the enterprise, Operational Excellence is off and running. In December and January, Momentum highlighted two examples of “grassroots” Operational Excellence initiatives that were created and implemented by MetLife associates.

This month, we focus on how the Operational Excellence mindset is being exercised at a different level: in the training and development of our company’s leaders.

E

ver felt “out of your comfort zone”?

That was the challenge faced by

Development, says, “In total, there

Picture this: You’re sent to a MetLife

participants of MetLife’s recent Business

were five teams that developed

workshop filled with people you’ve

Acumen workshop — an intense,

proposals around either Operational

never met before. The instructor teams

three-month development experience

Excellence or our Strategic Initiatives,

you up with several of these “strangers,”

designed for MetLife leaders. During the

and they all did an impressive job.”

tells your team about a MetLife business

workshop, a primary goal was to stretch

process that’s totally outside your area

attendees’ abilities to think and act in

While we don’t have the room in

of expertise, and gives you just 90 days

ways that align with the objectives of

Momentum to cover all five proposals,

to develop breakthrough ideas to

Operational Excellence.

each so clearly illustrates the meaning

A recent workshop challenged leaders to adopt an Operational Excellence mindset and run with it

of “faster, better, more profitable” that

make that process faster, better and more profitable.

Faster, Better, More Profitable

Joie Townsend, vice president,

we wanted to share at least a sample

Leadership & Management

with our readers.

Will we see these The Integrated Print Proposal

The Personal History Interview Proposal

Project team: James Castillo, Bruce Cook, Julienne Godwin,

Project team: Michael Eng, Barbara Francis-Fulop, George

Jeffrey Hollander, Joann Kraemer, Jeff Rossetti

Lesch, Tony Llopis, Bruce Schindler, Sharon Seabaugh

Project sponsors: Roy Anderson, Heidi Ruzzo

Project sponsors: Kieran Mullins, Mike Harwood,

ideas in action?

The results of all five Business Acumen exercises impressed the

Jill Garofalo, Maureen Leydon senior business leaders who

To MetLife customers, an insurance statement is more than just a piece of paper they receive in the mail; it’s an

When Individual Business’s customers apply for insurance,

expression of who MetLife is and how we treat our customers.

personal history interviews (PHIs) provide critical information

In analyzing our statements, Joann Kraemer of MetLife

we need to properly assess our risks and price our premiums.

Auto & Home® said her Business Acumen team conducted

Yet, when a Business Acumen team was assigned to evaluate

extensive interviews, brainstorming sessions and even got

PHIs, they discovered a process that was lengthy, relatively

the customer perspective.

expensive, dependent on outdated technology and a source

sponsored each exercise. Currently, all the ideas are undergoing review for possible implementation.

of irritation for both customers and producers.

“What we found,” said Joann, “is that we do a phenomenal job with our up-front branding through our marketing

“We interviewed 35 people in connection with the process,

materials but not in our post-sales communications. At a

analyzed historical materials and even set up a PHI

glance, some customers can’t see that certain statements are

information library,” says team member Michael Eng of

coming from MetLife . . . and they don’t understand some of

Legal Affairs. “We found that MetLife was getting complaints.

the jargon we use. Ultimately, that costs money because we’re

Many PHI questions were the same ones that customers had

fielding phone calls and questions — and it frustrates

already been asked by their sales representatives. Some

customers, threatening our relationships.”

questions didn’t even apply to the customer’s specific situation. Plus, our process was longer and more costly on

As a result, the team developed a series of recommendations

average than that of our competitors. To top it off, the

that included a standardized MetLife format across lines of

process did not lead to any real improved underwriting

business for all statements, the use of “plain language” in

decision making.”

statement text and the creation of “messaging space” on statements that would educate and inform customers about

The team’s solution: to re-engineer the “one size fits all”

our products and services. They also proposed a Shared

nature of MetLife PHIs and develop a streamlined process

Services Group that would ensure consistency in the look

that is customized to individual customer situations. They

and feel of MetLife statements across lines of business to

proposed conducting PHIs only “for cause” — in other words,

improve branding.

only when certain ”red-flag“ risks were involved. They

“We felt free to look at things critically and brought no preconceptions to our analysis. . . . That’s what taking an Operational Excellence view is all about.”

— Michael Eng

recommended developing specialized scripts for each of these The team also saw huge cost savings in Web-based delivery of

risks, resulting in a PHI that would provide more specific

statements. While common practice is to provide paper

information for better underwriting decisions. They also

statements and offer opting in to electronic delivery, Joann

outlined new technology solutions that would deliver higher-

says the team proposed a paradigm shift: electronic delivery

quality statistical analyses of our experiences in using each PHI

up-front, with an “opt in” for paper. They also proposed a

script, enabling script improvements on a continuous basis.

“client dashboard” — a single Web page through which customers can access all their MetLife statements and

“The key was that we were invited to do more than ‘kick the

accounts. “That’s the way people are managing their lives,”

tires’ of this process — we were invited to ‘look under the

says Joann. “We need to align with that. In the eyes of

hood,’” said Michael. “Our project sponsors told us nothing

customers, serving them from the perspective of how they’re

was off the table, so we felt free to look at things critically

living today is Operational Excellence.”

and brought no preconceptions to our analysis and eventual recommendations. That’s what taking an Operational Excellence view is all about.”

Continued on Page 4 >

3

February/March 2009 Continued from Page 3

The Client-Specific Customization Proposal

Faster, Better, More Profitable

conducted interviews with 52 Institutional Business Project team: Elisabeth Bedore, Kristen Denice, Ray DiGiovanni, Joan Falcetta, Cynthia Ko-Baek, Ken Sardusky Project sponsors: Todd Katz, Michael Fradkin, Scott Boutin

A recent workshop challenged leaders to adopt an Operational Excellence mindset and run with it

To improve the process, Joan and her fellow team members

experts. Then, they developed a three-part proposal for (1) standardizing the customization process, (2) defining accountability for specific decision-making and (3) creating process oversight. “We created a ‘lifecycle wheel’ for the

Just as there are two sides to every coin, there are sometimes disadvantages inherent in advantages. Because of its size, MetLife’s Institutional Business can do things other companies can’t, such as offer extensive customization of our employee

process,” says Joan. “It not only standardizes how we evaluate and execute customization requests, but also assesses our results so that we can better apply the experience to future requests.”

benefit programs to meet our large Institutional customers’ specific needs. But our size also means that it is difficult at times to offer customization in the most efficient way.

The team also recommended a centralized body to oversee the process, making all that experience and knowledge easier to access. Finally, they defined decision-making authority each

“While customization is definitely one of our competitive advantages, there’s a cost to it,” says the Information

step of the way so that requests can be executed relatively quickly and with higher customer satisfaction rates.

Technology Group’s Joan Falcetta, part of the team analyzing Institutional’s customization process. “If you’re an Institutional account executive, wouldn’t it be great to solve for a customization request by leveraging MetLife’s broad experience, knowledge and resources? Unfortunately, our size sometimes makes it hard for one account executive to know

“For us,” says Joan, “it meant realizing that Operational Excellence is a matter of bringing together and empowering the tremendous resources MetLife already has in ways that will make us faster and better so that we can also be more profitable.” ■

what’s been done for other clients. It also makes deciding which customization requests to accept, how to price for them and how to implement them a complex process.”

Do you have a “faster, better, more profitable” idea? Talk to your manager or send a message by visiting my.metlife.com >> Strategic Initiatives Site and clicking on the icon for the Operational Excellence mailbox.

Contingent Staffing to the Rescue New workload solution helps keep service levels up, expenses down

“Contingent Staffing” is a new workload solution for the Benefit Services Organization (BSO). BSO supports almost 3,500 Institutional Business customers who represent $3.5 billion in revenue. The BSO works to provide outstanding service to primarily Mid/Large Market and National Accounts customers, as well as providing support to Small Market customers.

any business operations

“We are a large and diverse

“It is important to note that the

experience natural peaks and

organization of highly skilled

associates on our first Contingent

valleys in their workload. Recently, the

associates,” says Tom Purcaro, BSO

Staffing team are not the only

Benefit Services Organization (BSO) in

senior vice president. “The Contingent

contributors,” adds Tom. “Their

Institutional Business developed a new,

Staffing solution provides a great

respective teams, managers and

collaborative solution for handling the

opportunity to leverage our vast

colleagues throughout the BSO

ups and downs of its work volume. That

knowledge, manage critical peak

supported the effectiveness of this

solution, which is already improving effi-

periods and offer our associates

solution by maintaining the day-to-day

ciency and controlling costs, is

challenging growth experiences.”

workflow in their areas. This is a

M “The Contingent Staffing solution provided a great opportunity to leverage our vast knowledge, manage critical peak periods and offer our associates challenging growth opportunities. ” — Tom Purcaro

collaborative effort that only succeeds

Contingent Staffing.

Due to the high volume of work that

through a solid commitment

BSO is responsible for supporting

the BSO’s Mid/Large Market Case

from everyone.”

Institutional’s group customers. These

Implementation area traditionally

customers rely on the BSO to provide

experiences around the first of every

Results indicate that the solution is

them with a seamless, positive service

year, that area was chosen as the pilot

working. During fourth quarter

experience — from the request for

of the Contingent Staffing solution.

2008, contingent staffers provided

proposal (RFP) right

Utilizing a thoughtfully constructed

tremendous assistance to the Mid/

through the underwriting,

business model, contingent staffers

Large Case Implementation team by

sale, implementation and

were selected based on their

completing approximately 17 percent

ongoing administration of

business knowledge, experience

of all new business for the team’s

their programs. To ensure

and competencies.

January 1 implementation cycle with great quality results.

great service during these

Contingent Staffing team members Kim Jakubowski, Kris Erdrich, Gary Jones, Brenda Agresta, Yili Pokay, Bridget Hagspihl, Anne Wilson, Paula Teich, Holly Steffen, Jeff Cormany, Heather Kekev, Ron Gillingham, Alma Forster, Rob Blaisdell, Julia Lawlor, Tchad Harris

4

especially busy times,

These staffers quickly gained the

Contingent Staffing

comprehensive knowledge and skills

Due to this success, the BSO anticipates

utilizes associates from

needed for this assignment through a

that Contingent Staffing will expand

across the BSO and

customized training program developed

to support the Dividends process

“shares” them with other BSO areas

by the BSO. To ensure the team

during its upcoming peak periods.

that are undergoing peak periods. This

continued to meet the high-quality

A Contingent Staffing solution is also

not only keeps service at a high level, it

service standards MetLife customers

in the initial planning stages for the

also provides valuable opportunities for

expect, learning partners were assigned

Mid/Large Market Underwriting and

associates to expand their skill sets by

to assist contingent staff members and

Proposal Teams. ■

temporarily taking on assignments in

a rigorous quality assurance program

different areas.

was established.

momentum

T

hough shrinking in number, defined

“We believe that the results of this study

understood or accounted for in their

benefit (“DB”) pension plans remain

will help increase awareness among

risk analysis. These include “longevity

an important part of the investment and

pension plan sponsors about the need to

risk,” “mortality risk” and “early

retirement security landscape. In the

take a more comprehensive view of the

retirement risk.”

U.S., they account for $2.3 trillion in

risks associated with today’s pensions

assets and cover nearly 42 million plan

plans,” added Bill Mullaney, president,

“The research suggests that many

participants, of whom over 20 million

Institutional Business.

plan sponsors manage risk factors individually rather than holistically,”

are active employees, according to the The first-of-its-kind study focused on

says Cynthia Mallett, vice president,

now, relatively little has been known

some of the largest pension plans in the

Product & Market Strategies in

about how plan sponsors view and

U.S. One-hundred sixty-eight corporate

MetLife’s Institutional Business, who

manage their DB plan risks.

plan sponsors were asked to rank the

led the research in partnership with

importance of 18 different risk factors

Market Research, Marketing and

A leader in the pension risk transfer

identified by a panel of industry

Public Relations.

business, MetLife recently sought to

experts and researchers. They were also

measure the attitudes of corporate

asked how they are addressing the risks

Over time, the approach of focusing on

decision makers on the investment,

they identify as important.

some risks — and ignoring others —

U.S. Department of Labor. Yet, until 1

with managing their DB pension plan

Among the major study findings, plan

companies, including depressed

liabilities. The result is brand new,

sponsors report that they are focused on

earnings and unnecessary volatility in

original research entitled the MetLife

only a few risk factors associated with

earnings or cash flow, according to

U.S. Pension Risk Behavior Index .

their pension plan. Many also report

Cynthia. “This groundbreaking research

inconsistent success in addressing the

will raise the volume on the issue and

risks they view as most important.

help jumpstart meaningful conversations

Launched in January, this new research is

about how to more holistically think

serving as a centerpiece of Institutional Business’s thought leadership platform

Generally, the plan sponsors ranked

about and manage pension risk,”

“Making Good on the Promise of a

investment-type risks, like “asset

she said. “The more plan sponsors

Secure Retirement” — and it’s

allocation,” “meeting return goals” and

understand all of their DB plan risks,

tremendously important to our

“under-funding of liabilities,” as most

and how they are interconnected, the

customers. Pension risks can be sizeable.

important. Risks associated with liabilities

better prepared they are to keep their

More than one company has faced

created by the plans ranked least

promise of a secure retirement to

pension troubles in recent years. Some

important and may be less well

plan participants.” ■

“We believe that the results of this study will help improve awareness among pension plan sponsors about the need to take a more comprehensive view of the risks associated with today’s pension plans.”

have decided to freeze their DB plans to new entrants; others have severely underfunded plans.

From the survey: How often each kind of pension risk was selected as “most important” when presented with other risk items.

“MetLife designed and fielded this study to encourage public dialogue around pension risk issues for plan sponsors,” says Robin Lenna, senior vice president and head of Institutional’s Corporate Benefit Funding group. “Our goal is to help plan sponsors develop a new framework for understanding risks, and to explore solutions for mitigating risk exposure.”

1. U.S. Department of Labor, Employee Benefits Society Administration, Private Pension Plan Bulletin Historical Tables, Feb. 2008

Are plan sponsors focused on all the right pieces of their risk management strategy?

could have serious repercussions for

liability and business risks associated

SM

Groundbreaking MetLife Study Uncovers Pension Risk Attitudes

Asset Allocation Meeting Return Goals Underfunding of Liabilities Asset and Liability Mismatch Accounting Impact Liability Measurement Ability to Measure Risk Negative Alpha Plan Governance Fiduciary Risk & Litigation Exposure Investment Valuation Decision Process Quality Advisor Risk Inappropriate Trading Quality of Participant Data Longevity Risk Mortality Risk Early Retirement Risk 0.00%

— Bill Mullaney

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

Source: MetLife U.S. Pension Risk Behavior Index

What is pension risk transfer?

What’s a defined benefit pension plan?

Pension plans can expose sponsors (the employers who offer them) to multiple risks. External factors such as fluctuations in the financial markets, demographic

Often referred to as a traditional

shifts and changing legal and regulatory requirements can lead to unexpected

pension plan, a defined benefit pension

cash flow needs, balance sheet volatility and increased administrative

plan determines a future benefit to be

responsibilities associated with the plans.

paid to a participant based on a specified formula that typically includes

MetLife can help companies reduce their pension risks. Through Institutional’s

participants’ pay level and service.

Corporate Benefit Funding group, plan sponsors can access a variety of risk

Participants generally are not required

transfer solutions — some which lessen a portion of the risk and others, like a

to make contributions or investment

pension closeout, which remove the plan sponsor’s pension risk completely. Our

decisions, and the employer funds the

expertise in understanding pension risk, and how to mitigate it, has made us a

plan in order to pay future benefits

leader in this business. As of December 31, 2007, MetLife had over $30 billion in

to participants.

transferred defined benefit pension liabilities.

5

February/March 2009

Keeping Our Promises How MetLife uses disciplined risk management to deliver on its annuity guarantees

n today’s uncertain and volatile

I

weighs an appropriate combination of

Giving clients a sense of security

market conditions, the guarantees

features, limitations, requirements

Given today’s turbulent market, it’s

provided by MetLife’s individual

and fees so that our guarantees are

important that brokers and clients

annuities are particularly important to

competitive in the marketplace, yet

know about MetLife’s risk management

our customers, offering them peace of

financially sound. For example, the

strategies. This is why the Retirement

mind in turbulent economic times.

One way that the MetLife companies

contractholder may only be able to

and Wealth Strategies group has made

exercise a guarantee up to a certain

it a point to reassure brokers and

age or after a holding period.

clients of the MetLife companies’

ensure we can deliver on these

strength and our ability to meet our

guarantees is by adhering to strict,

Hedging

obligations — particularly since an

The Retirement and Wealth Strategies

annuity’s guarantees are subject to the

group in Individual Business works with

financial strength and claims-paying

MetLife’s Investments department to

ability of the company that issues the

develop hedging programs designed to

annuity. Here are just two examples of

help mitigate risks associated with the

marketing materials produced by the

annuity guarantees we provide, such

Retirement and Wealth Strategies

as interest rate, equity and currency

group Annuity Marketing department

risks. By definition, a “hedge” is an

that tell our story:

investment made specifically to offset another risk. Purchasing hedging instruments lowers the gains, on

management brochure — This piece

average, but also significantly reduces

will be approved for clients and

the potential for larger losses. Hedging

highlights MetLife’s long history,

helps allow the MetLife companies to

strength and stability, as well as our

stabilize their balance sheets, reduce

strategies for managing risks.

economic losses and pay for the

Two examples of marketing materials that tell our risk management story: the “Promise Campaign” (left) and the “Keeping Our Promises” risk management brochure (right)

Introducing the New MetLife.com A redesign of our public Web site

> Keeping Our Promises risk

> Promises Campaign — This campaign

guarantees in the optional benefits

reinforces MetLife’s strength and

when the market reduces the benefits’

stability and includes a broker

performance.

mailer and client letters. ■

disciplined risk management strategies

Reinsurance

The issue of delivering on our annuity

that include prudent product design,

In some cases, the Retirement and

promises was also a topic at MetLife’s

hedging and reinsurance.

Wealth Strategies group will pass a

recent Investor Day meeting. For

portion of the risk, though not the

more detail, see the Investor Day

Prudent product design

obligation or guarantee, to another

story in the January 2009 edition of

MetLife’s annuities are designed to

insurance company, called a reinsurer,

Momentum. (Visit my.metlife.com

offer clients value while limiting the

in exchange for a portion of the

and click on “Momentum.”)

company’s risk exposure. In creating

premiums paid. This takes some of

that design, product management

the burden off MetLife.

n today’s world, the Internet is an essential channel for

These features aren’t just good for users — they’re good for

providing customers with the solutions they need for

our business, according to Manish Bhatt, vice president,

I

themselves, their families and businesses. Nearly 80 percent

Interactive & Web Solutions. “New navigation capability will

of U.S. adults research products online, and more than 90

mean visitors can find what they’re looking for more quickly

million use online banking. But it takes more than a Web site

and easily, improving their satisfaction and likelihood of

to stay ahead of the competition; it takes a great Web

doing business with MetLife,” says Manish. The new platform

experience, with interactive

also has better metrics-tracking capabilities, so MetLife can

tools, easy-to-use navigation

see how site enhancements help us reach business goals.

and content tailored to the different reasons users

The ITG Global Applications and Enterprise Infrastructure

visit a site.

teams were instrumental in developing the platform to support the new site. This collaborative effort enabled the

The new MetLife.com is all

teams to find innovative solutions that will be leveraged

these things, and more.

throughout our many Web sites and lines of business.

The revamped Web site was

MetLife’s focus on MetLife.com in recent years led to more

launched in January, with a

than nine million visitors and over 107,000 Internet leads in

fresh, new design, updated

2008. As the new site evolves with new content, new tools

content and a better search

and continued improvements to the user experience, we can

function. Three customized

expect even bigger and better numbers in years to come.

home pages cater to individual consumers,

If you haven’t had a chance to explore the new MetLife.com,

businesses and brokers/

check it out! You’ll be amazed at how much information is at

consultants, with targeted The new MetLife.com as viewed by individual customers

messages and access to account management tools. Research on Internet user habits helped create this engaging experience for all user types, whether they want to find information, read personal stories or are ready to contact an agent.

6

your fingertips and how simple it is for all of our customers to find the products and services they need. ■

momentum Financial Highlights — 2008

Capturing the Year in Numbers

Financial Results ($ in millions except per share data) (Years ended December 31)

2008

2007

Premiums and fees Net investment income Other revenues

$31,277 16,304 1,586

$28,220 18,328 1,465

Total

$49,167

$48,013

Policyholder benefits and dividends Interest credited to policyholder account balances Other expenses

$29,007 4,743 11,403

$25,349 5,435 10,554

Total

$45,153

$41,338

$2,736 1,100 (443) (309)

$4,570 (564) (24) 198

Net income available to common shareholders Preferred stock dividends Net income

$3,084 125 $3,209

$4,180 137 $4,317

Earnings per common share calculation: Weighted average common shares outstanding — diluted Operating earnings available to common shareholders per common share — diluted (1)

793.60 $3.67

754.10 $6.00

$4.14

$5.48

In the previous Momentum, we

Operating earnings available to common shareholders Net investment gains (losses), net of income tax (2) Adjustments related to net investment gains (losses), net of income tax Discontinued operations, net of income tax (4) (1)

(3)

Net income available to common shareholders per common share — diluted

Premiums, Fees and Other Revenues

Total Assets

reported on Investor Day 2008, at which MetLife’s senior leaders described MetLife’s business accomplishments and challenges during the past year. Here, we take a different view of 2008: a “by the numbers“ look at our financial highlights.

U.S. Employees 41,000

$35,000

$600

$528.1

$28,072 ($ in millions)

$500 ($ in billions)

$32,863

$30,000

$559.1

$501.7 $482.8

$400

$25,000

Worldwide Employees 56,000

$29,685

$25,976

Customer Reach MetLife is a leading provider of

$20,000

insurance and other financial services to over 70 million customers around

$15,000

the world and, in the United States, $10,000

$300 2005

2006

2007

2008

2005

2006

2007

2008

serves over 90 of the top one hundred FORTUNE 500® companies.

Outside the United States, the MetLife companies have direct

2008 Operating Earnings Available to Common Shareholders

2008 Diversified Net Income (excludes Corporate &Other)

$1,750 $1,500

Institutional Business

$1,674

#1 U.S. Life Insurer States with approximately

$1,000 ($ in millions)

and Asia Pacific.

Largest life insurer in the United

Auto & Home

$1,250

operations in Latin America, Europe

International Business

$750 $743

$500

17%

$522

$3.4 trillion of life insurance

8%

in-force as of December 31, 2007.

56%

$363

$250 0

19%

($250) ($566)

($500) ($750) Institutional Business

Individual Business

International Business

Auto & Home

Individual Business

Corporate & Other

This financial highlights presentation is not a substitute for MetLife, Inc.’s annual report on Form 10-K or the annual report to shareholders. If you would like to see a complete set of financial statements for MetLife, Inc., visit www.metlife.com and select “Investor Relations.”

(1) Non-GAAP and Other Financial Disclosures: All references in this presentation to net income, net income per share, operating earnings and operating earnings per share should be read as net income available to common shareholders, net income available to common shareholders per diluted common share, operating earnings available to common shareholders and operating earnings available to common shareholders per diluted common share, respectively. Net income available to common shareholders and net income available to common shareholders per diluted common share are defined as Generally Accepted Accounting Principles (“GAAP”) net income and GAAP net income per diluted common share less preferred stock dividends, respectively. The historical and forward-looking financial information presented in this presentation includes performance measures which are based on methodologies other than GAAP. MetLife analyzes its performance using so-called non-GAAP measures, including operating earnings, operating earnings available to common shareholders, operating earnings available to common shareholders per diluted common share and operating return on common equity. MetLife believes these measures enhance the understanding and comparability of its performance by excluding net investment gains and losses, net of income tax, and adjustments related to net investment gains and losses, net of income tax, both of which can fluctuate significantly from period to period, and discontinued operations other than discontinued real estate, net of income tax, thereby highlighting the results from operations and the underlying profitability drivers of the business. Operating earnings available to common shareholders and operating earnings available to common shareholders per diluted common share should not be viewed as substitutes for GAAP net income available to common shareholders and GAAP net income available to common shareholders per diluted common share, respectively. Operating earnings is defined as GAAP net income, excluding net investment gains and losses, net of income tax, adjustments related to net investment gains and losses, net of income tax, and discontinued operations other than discontinued real estate, net of income tax, less preferred stock dividends. Scheduled periodic settlement payments on derivative instruments not qualifying for hedge accounting treatment are included in operating earnings. Operating earnings available to common shareholders is defined as operating earnings less preferred stock dividends, which are recorded in Corporate & Other. Operating earnings available to common shareholders per diluted common share is calculated by dividing operating earnings available to common shareholders by the number of weighted average diluted common shares outstanding for the period indicated. Operating return on common equity is calculated by dividing operating earnings available to common shareholders by average common equity for the period indicated, excluding accumulated other comprehensive income.

(2) Net investment gains (losses), net of income tax, includes gains (losses) on sales of real estate and real estate joint ventures related to discontinued operations of $8 million and $5 million for the full year ended December 31, 2008 and 2007, respectively, and excludes gains (losses) of $3 million and $164 million for the full year ended December 31, 2008 and 2007, respectively, from scheduled periodic settlement payments on derivative instruments not qualifying for hedge accounting treatment.

(3) Adjustments related to net investment gains (losses), net of income tax, include amortization of unearned revenue and deferred acquisition costs, adjustments to the policyholder dividend obligation and amounts allocable to certain participating contracts.

(4) Discontinued operations, net of income tax, excludes gains (losses) from discontinued operations related to real estate and real estate joint ventures.

7

February/March 2009

Protecting Privacy in a Borderless World A look at the mission of the MetLife Privacy Office

E

very day, new technologies emerge, enabling more ways to

globally, as well as to demonstrate how regulators outside the

share data. As a company focused on offering a financial

U.S. think about privacy.

“safety net” to its customers, MetLife has a deep-seated

responsibility that touches every aspect of our business throughout

Privacy champions: aligning standards across the enterprise

the world.

To help achieve these objectives, the MPO has also established

commitment to privacy. Protecting personal information is a core

global partnerships with privacy champions throughout Making sure MetLife upholds those standards as it does

MetLife’s international locations. In each country, a privacy

business globally is the job of Virginia Bartlett, MetLife’s

champion is in place to coordinate privacy risk management,

newly appointed chief privacy officer and head of the MetLife

policies and standards. Essentially, the privacy champions are

Privacy Office (MPO). As part of Ethics & Compliance, the MPO

thought leaders who represent their country’s leadership

ensures customer and associate information is appropriately

teams as MetLife’s International Business establishes and

collected, safeguarded and used by the MetLife enterprise.

maintains a consistent approach to data protection.

It is also responsible for establishing a global enterprise Partnering with Legal, Compliance, IT Security and Policy

privacy strategy.

Administration, the privacy champions help MetLife in its

The MetLife Privacy Office team: Virginia Bartlett, chief privacy officer, and Harry Valetk, privacy director-U.S. Not pictured: Janice Rehman, senior compliance analyst

“When I look ahead in 2009, I see a changing internal and

efforts to achieve global consistency through an integrated

external world,” says Virginia. “There’s a borderless mindset to

approach to protecting personal data across the enterprise. In

the way we work and play today — and it’s a call to action.

addition, the champions serve on the International Privacy

Have you ever wondered in what country a Web site is located

Steering Committee, which was established to oversee the

when you place an order online? Have you ever wondered

development of privacy principles and standards for our

where your information is stored if you use an ATM while

International Business.

traveling overseas? As privacy officer, I think about this all the Often, privacy champions are advocates for new standards,

time: where is the data?”

helping to ensure country standards are consistent with

Setting standards internationally

MetLife’s privacy principles. In Europe, India and Latin

In the fall, Virginia participated in the 30th

America, privacy champions have been influential in raising

International Conference of Data Protection

awareness both internally and externally on the importance of

and Privacy Commissioners in Strasbourg,

MetLife’s global privacy and security framework. For example,

France. The conference, held annually, brings

Rafal Harla, chief information officer of MetLife in Poland, has

together 78 data protection authorities and

been instrumental in raising privacy issues and concerns to the

privacy commissioners from every continent.

newly appointed data privacy commissioner in Poland.

Privacy or other data regulators from nearly all of the countries where MetLife does

Momentum caught up with Rafal on his recent participation

business were represented at the event. At

in the European Privacy Officers’ Network (EPON) meeting,

the meeting, a resolution was passed for

where privacy issues and concerns were discussed with

setting international standards on privacy

Poland’s data privacy commissioner. Rafal says, “EPON is a

and personal data protection.

group of specialists that enables multinational companies to have a dialogue with national privacy regulators and to

“There’s a borderless mindset to the way we work and play today — and it’s a call to action. . . . As privacy officer, I think about this all the time.”

— Virginia Bartlett

With that in mind, one of Virginia’s most important

manage data protection law compliance programs more

initiatives for 2009 is to encourage MetLife to think globally

effectively. The meeting was held at the law offices of CMS

about information flows. “The privacy impact of being a

Cameron McKenna in Warsaw in November of 2008. The

global company is significant,” says Virginia. “The meaning of

briefing was focused on personal data protection laws and

privacy is different everywhere you go and MetLife has offices,

practices in Poland, Russia and Romania.”

associates, customers and data centers around the world. For example, our Global Operations Support Center in India

When asked what aspect of data protection is most

supports many U.S. line-of-business processes, and we have

important, Rafal replied, “Certainly, the most important

claims service providers that operate offshore. We also offer

aspect for me is technology and the use of technology to

benefits to Institutional clients with global offices. So

protect data misuse, tamper-proof logging of access to

understanding how other cultures and people think about

data, encryption and other security measures for data

privacy is important.”

processed in IT systems. However, technology is only a small part of data protection and privacy. The most important

To address this, the MPO recently launched an internal MetLife

part is to implement and maintain a data protection culture.

awareness campaign called “Privacy Is Everyone’s Business” —

All associates need to understand that privacy is a part of

and that message is going out globally. The office will also

daily corporate life.” ■

introduce a new training program to help associates think

Read the complete interview with Rafal Harla online

MetLife has taken a global view in

meeting, privacy issues were discussed

Rafal’s entire interview. To access the

addressing the ever-evolving privacy

with Poland’s newly appointed data

interview, visit the my.metlife.com

protection issues relating to our

privacy commissioner.

business. As mentioned in the article

8

home page and click on the “Momentum” link (directly beneath

above, Rafal Harla, chief information

To hear more about the meeting, as

MetLife NewsDaily). A link to the

officer for MetLife in Poland, recently

well as Rafal’s personal views on why

interview can be found below the

attended the European Privacy

privacy and data protection are so

Momentum story listings.

Officers’ Network (EPON) meeting at

important to MetLife, go to

the request of Virginia Bartlett. At the

Momentum online for a transcript of

momentum id you know Snoopy® could skate?

D

Following “Skate with Snoopy,” there

In recognition of the day’s activities,

To cap off MetLife’s 140th

was an additional event held at Bryant

Jeanne Mulgrav, commissioner of the

anniversary celebrations, approximately

Park during which members of the

Department of Youth and Community

300 New York City school children were

public were invited to have their

Development, presented Beth

invited to see for themselves and skate

pictures taken with PEANUTS characters

Hirschhorn, senior vice president,

with Snoopy on The Pond at Bryant

under the Holiday Tree. Consumers

Global Brand and Marketing Services,

Park in front of MetLife’s new

were provided with a MetLife

with a Proclamation from New York

Manhattan office location at 1095

mousepad directing them to retrieve

City Mayor Michael Bloomberg as a

Avenue of the Americas. The event,

their photos at metlife.com, thereby

“thank-you” to MetLife for sponsoring

which took place during the winter

driving traffic to our site. The rink and

the event. Said Debbie Krautheim,

holiday break, provided an opportunity

surrounding areas were decorated with

vice president, Creative Services and

for children enrolled in New York City’s

MetLife logos and artwork for the day,

Conference Planning, who spearheaded

Department of Youth and Community

providing great visibility for the

many of the year’s 140th anniversary

Development after-school program to

MetLife brand and serving as a festive

events, “Especially during the holiday

skate with Snoopy and have their

announcement of MetLife’s arrival in

season, this was a great way to give

pictures taken with members of the

the neighborhood with the recent

back to the community and give these

PEANUTS gang.

opening of the adjacent office building.

children a unique opportunity they will

®

long remember.” ■

A

t a time when retiree income is being squeezed from

The poll also highlights a resistance to taking action in the

all sides, many are paying a price for a benefit —

wake of major market declines. A majority of current retirees

liquidity — they may not be using. This is one of the key

(59 percent) have seen retirement assets shrink as a result of

findings of a study led by MetLife’s Public Relations and

the current economic environment, and many (44 percent)

Retirement and Wealth Management groups. More than

don’t expect that the return on their retirement funds will

1,000 retired respondents participated in the research,

keep pace with inflation on the essentials. But only 42

conducted by Harris Interactive.

percent are considering reallocating their assets to products that may provide a higher rate of return.

Skating with Snoopy Caps MetLife’s 140th Anniversary Year

Kids hit the ice with the PEANUTS gang. (Far right) Jeanne Mulgrav, Debbie Krautheim, Beth Hirshhorn and Itai Shoffman of The Pond at Bryant Park

Are Retirees Steering the Right Course in Terms of Liquidity?

New MetLife study shows retirees paying for a benefit they may not be using

The goal of the survey was to get more people to contemplate the possibility of increasing their returns by

Perhaps leading to this indecision, many American retirees

considering guaranteed income products like annuities. A

who have interest-rate-sensitive accounts demonstrate a lack

good number of retirees — 37 percent, the study found —

of knowledge and understanding about the products they

are holding the majority of their assets in “liquid” accounts.

currently own. One-fifth don’t know the interest rates

These include CDs, savings accounts and money market

for any of their interest-rate-sensitive accounts, and an

funds, which offer ready access to assets. But retirees may

additional 29 percent only know the interest rates for some

not intend to tap these assets any time soon.

of these products — this despite the fact that 47 percent put their money in these products specifically because of the

While some retirees have benefited from liquidity in light

interest rates they yield. Among those who do know the

of the current financial and economic environment, going

interest rate, 63 percent say those assets are generating less

forward, retirees may be disadvantaged by keeping so much

than four percent per year.

of their money on the sidelines, especially if they have no present intention of withdrawing their assets. Because of

“The goal for retirees right now is to achieve an optimal mix

the now historically low yields of liquid instruments,

of investments, liquidity and protection products. For many

retirees may be passing up potentially higher guaranteed

retirees, this means giving up some — but not all — of that

returns elsewhere.

liquidity in favor of products such as income annuities that may provide more income with guarantees,” adds Julia.

“The findings point to a disconnect between the perceived need for liquidity and the actual uses of those funds among

The MetLife survey, yet another extension of our thought

retirees,” notes Julia Lennox, vice president, the Retirement

leadership, has been getting good coverage in benefits,

and Wealth Management group. “If they stay in these liquid

human resources and investments trade publications such

assets, over time, many retirees might unnecessarily miss out

as Pensions & Investments, Human Resource Executive,

on the possibility of higher returns for a ‘liquidity benefit’

Workforce Management, National Underwriter,

that they may never use. While it’s important that every

Retirement Income Reporter, Plan Advisor and Retirement

individual have some portion of their assets in liquid

Weekly. It has also been picked up in major news outlets

accounts, many are putting the lion’s share of their

like Marketwatch. ■

“The findings point to a disconnect between the perceived need for liquidity and the actual uses of those funds among retirees.”

– Julia Lennox

investable funds in such holdings and, in the process, passing up potentially higher returns for access they may not need.”

9

February/March 2009

e-Relationship: A Better Way to Connect with Clients

hen turbulence struck the

Mike Vietri, CLU, executive vice

financial markets last year, the

president of Individual Distribution,

available to the field, and it’s been

e-Relationship e-mail marketing system

urges all reps to take advantage of

expanding its reach ever since. Firm

helped MetLife and New England

e-Relationship. “e-Relationship helps

managers, for example, can now use it

Financial reps reach out quickly at a

keep lines of communication open

to keep in touch with potential recruits.

time when jittery clients most needed

with clients,” says Mike, “and right

In 2008, the platform was expanded to

to hear from a financial professional.

now, that’s absolutely critical. It’s a

allow reps to reach potential customers

powerful tool.”

in addition to current clients.

Distribution (ID)

Growing popularity

Reps can reach up to 3,500 e-mail

developed

More and more reps are putting

addresses as often as they want with

e-Relationship to

e-Relationship to work. In 2008,

e-Relationship for one monthly fee. And

help producers

approximately 1,200 reps sent more

by using e-mail, reps save paper and

maintain strong

than 4.5 million messages to almost

help fulfill the company’s mission to be

client relationships

500,000 clients and prospects. New

environmentally friendly.

in a fast-paced

materials are being added to

world. It provides

e-Relationship all the time so reps can

a way to send

provide fresh perspectives.

W

Branding, to make e-Relationship

Individual

professional-looking materials to a

“Clients have told us that the more

In the fall, she sent market-related

broad list of clients and prospects at one

they hear from their rep, the more

pieces to clients and prospects and got

time, giving reps a quick, simple and

satisfied they are and, as a result, they

a terrific response, including dozens of

efficient way to stay in touch.

would refer more and they would

“thank you’s,” 13 appointments and

buy more,” said Joseph W. Jordan,

at least one sale.

Using e-Relationship, reps could offer

“Clients have told us that the more they hear from their rep, the more satisfied they are. ” — Joseph Jordan

Rallying the Troops MetLife Auto & Home’s 2008 National Sales Meeting attendees give recuperating veterans a comforting surprise

Henry, LUTCF, of New England Financial in Orlando, FL, swears by e-Relationship.

personalized and An example of the eRelationship “storyboards” sent to clients, featuring quotes from renowned investor Warren Buffett

Financial services representative Barbara

senior vice president of National Sales.

reassuring messages as market events

“e-Relationship allows the rep to keep

“We’re always reminded to work

unfolded last fall, including such items as

connected in an efficient, effective

smarter,” Barbara said. “With

national ads attesting to MetLife’s

manner. We encourage every rep to

e-Relationship, I can hit so many clients

strength and stability, which went to

take advantage of this. It’s an

with the click of a button, it’s amazing.

more than 100,000 people; and a

investment that can pay tenfold.”

Staying in touch this way gives me credibility that other advisers out there

“storyboard” presentation featuring quotes from Warren Buffett, which

Efficient, economical and ‘green’

don’t have. It also saves me time and

prompted more than 5,000 people to

Three years ago, MetLife started

saves me money on postage. I can’t

request further contact from their agent.

working with a new vendor, Identity

imagine not having it!” ■

F

reedom is not free, and nowhere is that more evident than at

That was when participants truly realized the value of their

a veteran’s hospital. This year, during its National Sales Meeting

teambuilding activity. Life stories were casually shared by

held in Dallas, Texas just after Veterans Day, MetLife Auto &

many of the veterans, providing glimpses into their

Home decided to give back to those who served

experiences. Some vets had their stories captured on video

our country.

by the Veterans Administration to share with their families.

®

All in all, it was hard to say who got more from those visits.

With satisfying memories of the teambuilding event held during its 2007 meeting in New Orleans (refurbishing an

As an extra donation to the troops, the team had mounted a

elementary school ravaged by Hurricane Katrina), the 2008

“Cell Phones for Soldiers” drive prior to the meeting to collect

National Sales Meeting planning team decided to once again

old cell phones for recycling. Every donated phone provides

promote teamwork and reap the priceless byproduct of giving

an hour of calling card time for military personnel overseas,

back to the community. Don Cunningham and Wayne Hudson,

helping them stay in touch with their loved ones. A total of

both regional sales directors, teambuilding activity leaders and

210 cell phones were brought to the meeting and presented

veterans of the armed forces, proposed a “rally for the troops”

by Scott Kuczmarski, Agency Distribution vice president, to

who served in the military.

Fred Maldonado, AT&T regional director and “Cell Phones for Soldiers” representative. The phones will provide our forces

In preparation, Don and Wayne utilized their activity budget

with almost nine days of talk time from Afghanistan and Iraq.

to purchase “comfort items” such as T-shirts, sweatshirts and

(Left to right) Associates assemble “comfort bags”; Scott Kuczmarski (right) presents “Cell Phones for Soldiers”; a comfort bag delivery; Snoopy greets a veteran

10

toiletries from the Army PX, which returns the profits to active

Noticing the flock of MetLife volunteers at the VA hospital,

military families. Then, on-site at the Dallas VA Hospital, 20

one wheelchair-bound veteran asked what was happening.

teams of 10 gung-ho sales managers competed to assemble

When offered a visit, he replied, “Oh, I’m not a patient. I’m

600 “comfort bags” for patients in an hour. The fiercely

a volunteer. It does me good to help people who are less

competitive group finished in less than half the allotted

fortunate than I am.” That’s the spirit — one that the MetLife

time, resulting in more time to deliver the bags and visit

Auto & Home’s sales management team strives to keep alive. ■

with patients.

momentum

R

ecently, MetLife’s Local Inclusion Action Team (LIAT) in

He also described some of the many challenges to creating a

Alpharetta, GA hosted its second annual LIAT Day with

healthy workplace, including injury, communicable diseases

Dr. David Satcher, M.D., Ph.D. as the keynote speaker.

such as the flu, obesity and availability of health insurance.

Dr. Satcher spoke to the meeting’s theme of “Diversity Works

Dr. Satcher also emphasized that companies need to create

at MetLife” from the perspective of his particularly distinctive

an environment where people feel comfortable asking for

background. He is a former Surgeon General of the United

help without the fear of stigma or reprisals. He added that

States and, currently, a member of MetLife’s Board of

fostering a healthy workplace benefits companies by

Directors. Dr. Satcher also established The Satcher Health

reducing absenteeism, reducing health care costs and

Leadership Institute (SHLI), is director of the Center of

improving employee morale.

Diversity at MetLife Former Surgeon General “Writes Prescription” for Alpharetta Associates

Excellence on Health Disparities at the Morehouse School of Medicine (MSM) and occupies the Poussaint-SatcherCosby Chair in Mental Health at the Morehouse School of Medicine in Atlanta.

While he was Surgeon General, Dr. Satcher also served as assistant secretary for health in the Department of Health and Human Services from February 1998 to January 2001, making him only the second person in history to have held both positions simultaneously. He was also director of the Centers for Disease Control and Prevention (CDC) from 1993 to 1998 and was the first person to serve as director of the

Concluding his remarks, Dr. Satcher presented all the

CDC and Surgeon General of the United States. Rudy Loney,

participants with a signed “prescription” for good health:

(Left) The Alpharetta LIAT with Rudy Loney (in business suit, left) and Dr. David Satcher (in business suit, right)

> Moderate physical activity, at least five days a week,

(Right) Dr. Satcher presents his prescription for health

vice president, Agency Distribution Financial Services, MetLife Auto & Home , introduced Dr. Satcher to a LIAT ®

Day audience of approximately 120 MetLife associates and

30 minutes per day > Eat at least five servings of fruits and vegetables a day

business leaders.

> Avoid toxins — tobacco, illicit drugs, and abuse of alcohol The themes of Dr. Satcher’s presentation were the disparity of healthcare, the diversity of health challenges in the workplace and the importance of creating a healthy

> Responsible sexual behavior: abstinence plus optimal protection when sexually active > Daily participation in relaxing and stress-reducing activities

workplace. He stressed that in order to enjoy their retirement years, individuals need to prepare not only

The Alpharetta LIAT was honored to host such a special guest

financially, but also health-wise.

for its LIAT Day! ■

F

ive thousand MetLife associates told us they took the Chairman’s Challengesm on Medical Plan Options in the fall and actively took steps to become better educated about their Medical Plan Options. Did you join them?

In support of Open Enrollment, this latest Chairman’s Challenge provided the opportunity to put what you’ve learned into practice and elect the best medical plan for your needs for 2009. “From mid-October through the end of the Open Enrollment period, associates were provided a wealth of resources and tools to help them learn, plan and take action with regard to their medical plan benefits,” says Margery Brittain, head of Global Benefits.

5,000 Associates Take the Challenge!

Latest Chairman’s Challenge deepens associates’ understanding of our medical plan options

“Through a wide range of media, including a new online audio-visual educational format and the Plan & Cost Compare modeling tool, we helped associates who took the Challenge to deepen their understanding of their benefits and build confidence that they were making truly informed benefit choices.”

Many of you shared positive comments about the value of the Chairman’s Challenge.

Now that you‘ve selected your options for 2009, don’t forget to make the most of your healthcare benefits throughout the year. Through the Associate Information Center (AIC), you can access information and tools — like healthcare tips and resources on WebMD, the Vision Discount program description and the “Price a Drug“ feature on Express Scripts, to name a few — that can help you make sure you‘re optimizing the value of your healthcare dollars every day. And, to help you and your family maintain or improve your health during 2009, including how to earn the $100 WOW Dividend, be sure to visit the AIC >> Benefits >> Wellness, or contact Wellness & Fitness Services at wellnessandfitness@metlife.com. ■

T

he Global Operations Support

managed and operated exclusively by

dependence on a third-party provider.

Center (GOSC) is commemorating

MetLife leaders and associates. This

In this new site, the GOSC will continue

an important milestone in its

ribbon-cutting celebrates more than a

to drive quality improvements and

development — and in the next

brick-and-mortar facility; it symbolizes

processing efficiencies, which are both

Momentum, we’ll take you there. In

MetLife’s achievement of end-to-end

important to fueling revenue and

late February, the ribbon was cut on

oversight of GOSC operations and

earnings growth at MetLife. Stay tuned

the new captive center, which will be

process migrations without any

for a full update next month. ■

Next Month: A Glimpse into the GOSC Ribbon-Cutting Ceremony in India

11

February/March 2009

March is Ethics Awareness Month: Live by the Code!

L

ike a good road map, MetLife’s

Though our Code is a navigation tool

and laws in every decision you make.

Employee Code of Business Conduct

specifically designed to guide your daily

Finally, be a model of ethical action by

and Ethics can help you get your

decisions, you have to understand its

ensuring associates know that you

bearings in a tough situation. It outlines

contents and access it when needed in

always include ethical considerations in

our company’s expectations and the

order to reap its benefits. So review the

your decisions.

responsibilities we each bear. The Code

Code on my.metlife.com >> Our

provides guiding principles and suggests

Company >> Policies and decide where

MetLife’s Code of Conduct sends a clear

ways to apply these principles. It also

you should turn if you have a concern.

message about where our company is today and what our emphasis is as we

summarizes our policies and procedures about important topics such as

The WOW Dividend Program offers you $100 toward medical, dental or LTD benefits costs

move forward. When you read,

conflicts of interest, diversity and

introduce the Code to your team as a

understand and utilize the Code in

equal opportunity.

resource. Consider ways to help your

your daily business decisions, you are

direct reports understand the topics in

protecting our company’s good

the Code. Practice ethical decision

reputation and demonstrating our

making by including consideration of

company values. ■

A reminder to live by the code: A poster from MetLife about our Employee Code of Business Conduct and Ethics.

Everyone Could Benefit from $100

If you are a supervisor or manager,

ethics, our guiding principles, policies

G

for completing a program phase. Each program includes

(WOW) Dividend Program, you and your family can do

Dividend Points for completing an improvement program.

et healthier in 2009 and earn $100 or up to $300 per

family! By completing the Working On Wellness

both. The program, offered by Wellness & Fitness Services,

10 program phases, so participants can earn a total of 50

> Exercise Tracker and/or Walking Planner — Regular

rewards associates and their families for practicing good

exercisers can enter workout sessions into the Exercise

health habits.

Tracker and/or the Walking Planner and earn two points for each data entry (maximum of 50 points can be earned).

This year, all adult participants must accumulate 100 Dividend

> WOW Dividend Confirmation Tracking Number —

Points on the WebMD Web site by August 31, 2009 to be

After completing all program requirements, a Dividend

eligible to receive the $100 WOW Dividend. This dividend is

confirmation tracking number will post to your

applied to medical, dental or long-term disability benefits

Redemption History section on the WOW Dividend

costs in 2010. Adults earn 100 Points by completing the

Program page on WebMD. Participants are responsible

required Health Quotient (HQ) for 30 points and by

for knowing their confirmation tracking number as

completing other qualifying actions for the remaining

proof of completion of the WOW Dividend Program.

70 Points.

Without a tracking number, no dividend will ne awarded; no exceptions will be made.

Remember: parents can also earn the $100 Dividend for eligible children! Visit WebMD for complete program details.

Visit WebMD today for complete program details. Associates can log in to the Associate Information Center (AIC) and go

Highlights of WOW Dividend Program changes for 2009:

to Benefits >> Wellness >> Working On Wellness Dividend Program. Or, click “WebMD website” under “Quicklinks”

> “$100 WOW Dividend Thursdays” — Most program

on the AIC home page.

communications will be posted Thursdays in MetLife NewsDaily on my.metlife.com. Participants may also visit

Questions about the 2009 WOW Dividend Program? Click on

the WebMD site now for complete program details.

the “Questions” link at the top of your WebMD home page

> WebMD’s Improvement Programs — Participants can earn five points per week for a minimum of 10 weeks

Coming in April: The New Momentum Online

or send your question to Wellness & Fitness Services at wellnessandfitness@metlife.com. ■

etLife associates: we heard you!

The new Momentum Online will

Next month, be sure to check out the

In our recent Momentum survey

feature text versions of all the stories

new Momentum Online, which will be

(see details in the January Momentum),

you see in the printed Momentum.

available from a special link on the

several respondents asked to see a

Momentum Online will also feature

my.metlife.com home page. And let

better way to access Momentum stories

“bonus stories” you won’t see in the

us know how you like our enhanced

online. So, starting next month, we’re

print edition. Plus, our online stories

online publication by sending us a

enhancing the online version of

will periodically include interactive,

Lotus Notes email. (To send us an email,

Momentum to offer you an easier-to-

audio and video components.

simply type “Momentum” in the “To”

M

read, more robust online experience.

field of a Lotus Notes message.) ■

Momentum is published by MetLife Internal Communications for associates enterprise-wide.

Send questions, comments or ideas for stories to momentum@metlife.com.

Vice President, Internal Communications: Susan Berger Editor: Greg Potter Law Department Liaison: Mark Schuman Contributors: Toby Axelrod, Kasana Banks, Tammy Bone, Ross Calvert, Caroline Campanelli, Judy Downey, Mike Dynon, Gina Gelman, Toni Griffin, Barbara Immergluck, Julia Levy, Michael Markowitz, Katherine Paulson, Janine Wright PEANUTS © United Feature Syndicate, Inc., www.snoopy.com © 2009 MetLife, Inc. Printed in USA (0309) Statements made in this publication may constitute forward-looking statements within the meaning of the federal securities laws, including statements relating to trends in the company’s operations and financial results, the markets for its products and the future development of its business. MetLife’s actual results may differ materially from the results anticipated in the forward-looking statements asa result of risks and uncertainties, including those described in MetLife, Inc.’s filings with the SEC. MetLife specifically disclaims anyobligation to update or revise any forward-looking statements, whether as a result of new information, future developments or otherwise.

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