Telling Our Story Last month, I had occasion to speak

at the 2009 Financial Services

Conference sponsored by Citi Investor

Research. In today's difficult economic

environment, it is more important than

ever to share our story with the multiple

and important stakeholders who impact

our business. Over the course of the

past few months, we have had some

challenges to talk about, but we have

been and will continue to be honest and

forthcoming in our communications —

to you, our employees, as well as to

customers and shareholders.

The focus of my remarks at the

conference was that “MetLife is big;

we are strong; and we are trusted.” We

talked about this at Investor Day and

you will hear me and other senior

MetLife leaders return to this theme

throughout the year as we tell the

MetLife story. Particularly in times like

these, it is important to remind people

that MetLife is successful not because

we are big, but that MetLife is big

because we are successful. This is an

important distinction and a great

place to be.

MetLife also is continuing to benefit

from a flight to quality. Customers want

to do business with a company they can

trust to be there for them in the long

run. This is one of the reasons why in

2008 we saw tremendous growth in our

top-line performance (see page 7 for a

snapshot of 2008 results). It is also why,

throughout our businesses, we continue

to gain customers and, in many cases,

outpace the market.

Though many forecasters say that the

difficult economic climate will continue

for some time, I am confident that

MetLife is well positioned. Our capital

strength, strong ratings and focus on

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

together with our diversified businesses

and investment portfolio, make us truly

unique in the marketplace. �

momentumFeatured Inside

Steal This Car!

MetLife Europe Grows Its Own

Contingent Staffing

to the Rescue

Groundbreaking Pension

Risk Attitude Study

Keeping Our Promises

The New MetLife.com

Capturing the Year in Numbers

Protecting Privacy in a

Borderless World

Skating With Snoopy

Retirement Liquidity Study

e-Relationship

Rallying the Troops

Diversity at MetLife

5,000 Take the

Chairman’s Challengesm

Ethics Awareness Month

Everyone Could Benefit

from $100

Volume 11, Issue 2

F e b r u a r y / M a r c h 2 0 0 9

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

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Rob HenriksonChairman, President and CEO

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

. . . 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.

See Page 3 >

EDITOR’S NOTE:Momentum will publish combined(two-month) editions occasionallyduring 2009. This is the combined

February/March edition.

F e b r u a r y / M a r c h 2 0 0 9

2

Car thieves in Chicago are finding that if they do the

crime, they’ll have to do the time.

Since 2007, MetLife Auto & Home® has collaborated with the

Chicago Police Department and the Cook County State’s

Attorney’s Office to combat auto theft through the

deployment of a “bait car.” Their

efforts are paying off not only with

a reduction of thefts, but also

with an increase in convictions

of perpetrators.

The bait car was donated to the city by

MetLife Auto & Home’s Claim Department, in close

cooperation with the Law Department and the

Special Investigation Unit (SIU). The vehicle is secretly

equipped with video cameras, a global positioning

system for tracking, and devices to remotely disable the

engine and lock the doors.

Larry Cholewin, SIU regional manager in the Chicago area, is

MetLife Auto & Home’s liaison to the police department.

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

consists of 10 officers and one sergeant, places the bait car on

the street in areas of the city where auto theft is prevalent,”

Larry explains. “A thief who attempts to steal the bait car

soon realizes the only way out is into the waiting arms of

the police.”

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

identity is closely guarded. When the program was featured

on local TV news in the Windy City, the vehicle was

completely hidden under a wrapper.

Other law enforcement agencies admire the results Chicago

has achieved with MetLife Auto & Home’s support, Larry

notes. “As the project has moved forward, auto thefts have

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

been a corresponding dramatic increase in the number

of arrests.”

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

arrests, and a one hundred-percent conviction rate has been

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

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

“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

initiatives such as this will benefit everyone and improve the

quality of life in Chicago. The results have been astounding

and we are proud to assist in this effort.” �

Steal This Car!

MetLife Auto & Home helps

Chicago Police catch thieves

in the act

Finding high-quality, committed and

capable sales people is a challenge

wherever you are in the world. In the

United Kingdom, MetLife Europe

decided to try to “grow their own” by

introducing a graduate recruitment sales

program. “As part of our sales expansion

plans, we took a risk bringing fresh

graduates into sales roles,” explained

Mike Phillips, head of Distribution. “It’s

not something that is considered very

often. However, taking calculated risks

is a key sales competence.”

Working with graduate recruitment

specialists meta-morphose and Pareto

Law, Mike and his team brought a total

of 30 graduates into sales roles during

June and October of last year. The

graduates’ positions consist of regionally

based sales roles, which entail working

face-to-face with independent financial

advisers, and internal telephone sales

roles, which are based in prestigious

Canary Wharf in London. Both types

of positions provide development

opportunities for the graduates

over time.

“Most of the graduates had some work

experience,” says Fiona Gummerson,

sales operations and development

manager. “As we quickly discovered,

that gave them a key advantage. But

only one or two had any financial

services experience or knowledge.

We designed an intensive four-week

training program, introducing the

graduates to the U.K. financial

services marketplace, MetLife and the

products and services we offer in

the U.K. Many people across the

organization representing several

areas of expertise were involved in

delivering the program. It also gave

the graduates the chance to meet as

many of their colleagues as possible.”

Following the initial training, the

graduates spent a week with either

meta-morphose or Pareto Law working

on basic selling skills. Then, they

shadowed colleagues on live calls and

visits to gain an understanding of how

to put all of the knowledge they had

learned into practice in the real world.

The 10 associates who graduated in

June have already been instrumental to

the organization. Their sales figures are

demonstrating that this is a viable way

to broaden MetLife’s recruitment

efforts in order to attract quality sales

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

wholesalers, we now have a great blend

of youth and experience. This group

of individuals is playing a valuable

in transitioning MetLife in the U.K.

from a start-up to a full-fledged,

successful business.” �

Growing Our Own

MetLife Europe introduces

an innovative graduate

sales program

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

Ready for a MetLife future:Graduates of MetLife Europe’s new

sales recruitment program

“We took a risk bringing fresh

graduates into sales roles.

. . . However, taking

calculated risks is a key

sales competence. ”

— Mike Phillips

Will we see theseideas in action?The results of all five Business

Acumen exercises impressed the

senior business leaders who

sponsored each exercise. Currently,

all the ideas are undergoing review

for possible implementation.

The Integrated Print Proposal

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

Jeffrey Hollander, Joann Kraemer, Jeff Rossetti

Project sponsors: Roy Anderson, Heidi Ruzzo

To MetLife customers, an insurance statement is more

than just a piece of paper they receive in the mail; it’s an

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

In analyzing our statements, Joann Kraemer of MetLife

Auto & Home® said her Business Acumen team conducted

extensive interviews, brainstorming sessions and even got

the customer perspective.

“What we found,” said Joann, “is that we do a phenomenal

job with our up-front branding through our marketing

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

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

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

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

fielding phone calls and questions — and it frustrates

customers, threatening our relationships.”

As a result, the team developed a series of recommendations

that included a standardized MetLife format across lines of

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

statement text and the creation of “messaging space” on

statements that would educate and inform customers about

our products and services. They also proposed a Shared

Services Group that would ensure consistency in the look

and feel of MetLife statements across lines of business to

improve branding.

The team also saw huge cost savings in Web-based delivery of

statements. While common practice is to provide paper

statements and offer opting in to electronic delivery, Joann

says the team proposed a paradigm shift: electronic delivery

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

“client dashboard” — a single Web page through which

customers can access all their MetLife statements and

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

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

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

living today is Operational Excellence.”

The Personal History Interview Proposal

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

Lesch, Tony Llopis, Bruce Schindler, Sharon Seabaugh

Project sponsors: Kieran Mullins, Mike Harwood,

Jill Garofalo, Maureen Leydon

When Individual Business’s customers apply for insurance,

personal history interviews (PHIs) provide critical information

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

Yet, when a Business Acumen team was assigned to evaluate

PHIs, they discovered a process that was lengthy, relatively

expensive, dependent on outdated technology and a source

of irritation for both customers and producers.

“We interviewed 35 people in connection with the process,

analyzed historical materials and even set up a PHI

information library,” says team member Michael Eng of

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

Many PHI questions were the same ones that customers had

already been asked by their sales representatives. Some

questions didn’t even apply to the customer’s specific

situation. Plus, our process was longer and more costly on

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

process did not lead to any real improved underwriting

decision making.”

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

nature of MetLife PHIs and develop a streamlined process

that is customized to individual customer situations. They

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

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

recommended developing specialized scripts for each of these

risks, resulting in a PHI that would provide more specific

information for better underwriting decisions. They also

outlined new technology solutions that would deliver higher-

quality statistical analyses of our experiences in using each PHI

script, enabling script improvements on a continuous basis.

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

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

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

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

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 >

Ever felt “out of your comfort zone”?

Picture this: You’re sent to a MetLife

workshop filled with people you’ve

never met before. The instructor teams

you up with several of these “strangers,”

tells your team about a MetLife business

process that’s totally outside your area

of expertise, and gives you just 90 days

to develop breakthrough ideas to

make that process faster, better and

more profitable.

That was the challenge faced by

participants of MetLife’s recent Business

Acumen workshop — an intense,

three-month development experience

designed for MetLife leaders. During the

workshop, a primary goal was to stretch

attendees’ abilities to think and act in

ways that align with the objectives of

Operational Excellence.

Joie Townsend, vice president,

Leadership & Management

Development, says, “In total, there

were five teams that developed

proposals around either Operational

Excellence or our Strategic Initiatives,

and they all did an impressive job.”

While we don’t have the room in

Momentum to cover all five proposals,

each so clearly illustrates the meaning

of “faster, better, more profitable” that

we wanted to share at least a sample

with our readers.

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.

momentum

3

Faster, Better,More Profitable

A recent workshop challenged

leaders to adopt an

Operational Excellence

mindset and run with it

“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

Continued from Page 3�

“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.

4

F e b r u a r y / M a r c h 2 0 0 9

Faster, Better,More Profitable

A recent workshop challenged

leaders to adopt an

Operational Excellence

mindset and run with it

The Client-Specific Customization Proposal

Project team: Elisabeth Bedore, Kristen Denice, Ray

DiGiovanni, Joan Falcetta, Cynthia Ko-Baek, Ken Sardusky

Project sponsors: Todd Katz, Michael Fradkin, Scott Boutin

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

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.

“While customization is definitely one of our competitive

advantages, there’s a cost to it,” says the Information

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

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.”

To improve the process, Joan and her fellow team members

conducted interviews with 52 Institutional Business

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

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.”

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

step of the way so that requests can be executed relatively

quickly and with higher customer satisfaction rates.

“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.” �

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.

Many business operations

experience natural peaks and

valleys in their workload. Recently, the

Benefit Services Organization (BSO) in

Institutional Business developed a new,

collaborative solution for handling the

ups and downs of its work volume. That

solution, which is already improving effi-

ciency and controlling costs, is

Contingent Staffing.

BSO is responsible for supporting

Institutional’s group customers. These

customers rely on the BSO to provide

them with a seamless, positive service

experience — from the request for

proposal (RFP) right

through the underwriting,

sale, implementation and

ongoing administration of

their programs. To ensure

great service during these

especially busy times,

Contingent Staffing

utilizes associates from

across the BSO and

“shares” them with other BSO areas

that are undergoing peak periods. This

not only keeps service at a high level, it

also provides valuable opportunities for

associates to expand their skill sets by

temporarily taking on assignments in

different areas.

“We are a large and diverse

organization of highly skilled

associates,” says Tom Purcaro, BSO

senior vice president. “The Contingent

Staffing solution provides a great

opportunity to leverage our vast

knowledge, manage critical peak

periods and offer our associates

challenging growth experiences.”

Due to the high volume of work that

the BSO’s Mid/Large Market Case

Implementation area traditionally

experiences around the first of every

year, that area was chosen as the pilot

of the Contingent Staffing solution.

Utilizing a thoughtfully constructed

business model, contingent staffers

were selected based on their

business knowledge, experience

and competencies.

These staffers quickly gained the

comprehensive knowledge and skills

needed for this assignment through a

customized training program developed

by the BSO. To ensure the team

continued to meet the high-quality

service standards MetLife customers

expect, learning partners were assigned

to assist contingent staff members and

a rigorous quality assurance program

was established.

“It is important to note that the

associates on our first Contingent

Staffing team are not the only

contributors,” adds Tom. “Their

respective teams, managers and

colleagues throughout the BSO

supported the effectiveness of this

solution by maintaining the day-to-day

workflow in their areas. This is a

collaborative effort that only succeeds

through a solid commitment

from everyone.”

Results indicate that the solution is

working. During fourth quarter

2008, contingent staffers provided

tremendous assistance to the Mid/

Large Case Implementation team by

completing approximately 17 percent

of all new business for the team’s

January 1 implementation cycle with

great quality results.

Due to this success, the BSO anticipates

that Contingent Staffing will expand

to support the Dividends process

during its upcoming peak periods.

A Contingent Staffing solution is also

in the initial planning stages for the

Mid/Large Market Underwriting and

Proposal Teams. �

Contingent Staffingto the Rescue

New workload solution

helps keep service levels up,

expenses down

Contingent Staffing team members KimJakubowski, Kris Erdrich, Gary Jones,Brenda Agresta, Yili Pokay, BridgetHagspihl, Anne Wilson, Paula Teich,Holly Steffen, Jeff Cormany, HeatherKekev, Ron Gillingham, Alma Forster,

Rob Blaisdell, Julia Lawlor, Tchad Harris

“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

Asset AllocationMeeting Return Goals

Underfunding of LiabilitiesAsset and Liability Mismatch

Accounting ImpactLiability MeasurementAbility to Measure Risk

Negative AlphaPlan Governance

Fiduciary Risk & Litigation ExposureInvestment Valuation

Decision Process QualityAdvisor Risk

Inappropriate TradingQuality of Participant Data

Longevity RiskMortality Risk

Early Retirement Risk

Though shrinking in number, defined

benefit (“DB”) pension plans remain

an important part of the investment and

retirement security landscape. In the

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

assets and cover nearly 42 million plan

participants, of whom over 20 million

are active employees, according to the

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

now, relatively little has been known

about how plan sponsors view and

manage their DB plan risks.

A leader in the pension risk transfer

business, MetLife recently sought to

measure the attitudes of corporate

decision makers on the investment,

liability and business risks associated

with managing their DB pension plan

liabilities. The result is brand new,

original research entitled the MetLife

U.S. Pension Risk Behavior IndexSM.

Launched in January, this new research is

serving as a centerpiece of Institutional

Business’s thought leadership platform

“Making Good on the Promise of a

Secure Retirement” — and it’s

tremendously important to our

customers. Pension risks can be sizeable.

More than one company has faced

pension troubles in recent years. Some

have decided to freeze their DB plans

to new entrants; others have severely

underfunded plans.

“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.”

“We believe that the results of this study

will help increase awareness among

pension plan sponsors about the need to

take a more comprehensive view of the

risks associated with today’s pensions

plans,” added Bill Mullaney, president,

Institutional Business.

The first-of-its-kind study focused on

some of the largest pension plans in the

U.S. One-hundred sixty-eight corporate

plan sponsors were asked to rank the

importance of 18 different risk factors

identified by a panel of industry

experts and researchers. They were also

asked how they are addressing the risks

they identify as important.

Among the major study findings, plan

sponsors report that they are focused on

only a few risk factors associated with

their pension plan. Many also report

inconsistent success in addressing the

risks they view as most important.

Generally, the plan sponsors ranked

investment-type risks, like “asset

allocation,” “meeting return goals” and

“under-funding of liabilities,” as most

important. Risks associated with liabilities

created by the plans ranked least

important and may be less well

understood or accounted for in their

risk analysis. These include “longevity

risk,” “mortality risk” and “early

retirement risk.”

“The research suggests that many

plan sponsors manage risk factors

individually rather than holistically,”

says Cynthia Mallett, vice president,

Product & Market Strategies in

MetLife’s Institutional Business, who

led the research in partnership with

Market Research, Marketing and

Public Relations.

Over time, the approach of focusing on

some risks — and ignoring others —

could have serious repercussions for

companies, including depressed

earnings and unnecessary volatility in

earnings or cash flow, according to

Cynthia. “This groundbreaking research

will raise the volume on the issue and

help jumpstart meaningful conversations

about how to more holistically think

about and manage pension risk,”

she said. “The more plan sponsors

understand all of their DB plan risks,

and how they are interconnected, the

better prepared they are to keep their

promise of a secure retirement to

plan participants.” �

5

momentum

GroundbreakingMetLife StudyUncovers PensionRisk Attitudes

Are plan sponsors focused on

all the right pieces of their

risk management strategy?

What is pension risk transfer?

Pension plans can expose sponsors (the employers who offer them) to multiple

risks. External factors such as fluctuations in the financial markets, demographic

shifts and changing legal and regulatory requirements can lead to unexpected

cash flow needs, balance sheet volatility and increased administrative

responsibilities associated with the plans.

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

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

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

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

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

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

transferred defined benefit pension liabilities.

What’s a defined benefit

pension plan?

Often referred to as a traditional

pension plan, a defined benefit pension

plan determines a future benefit to be

paid to a participant based on a

specified formula that typically includes

participants’ pay level and service.

Participants generally are not required

to make contributions or investment

decisions, and the employer funds the

plan in order to pay future benefits

to 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.”

— Bill Mullaney

From the survey: How often each kind of pension risk was selected as

“most important” when presented with other risk items.

1. U.S. Department of Labor, Employee BenefitsSociety Administration, Private Pension PlanBulletin Historical Tables, Feb. 2008

Source: MetLife U.S. Pension Risk Behavior Index

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

F e b r u a r y / M a r c h 2 0 0 9

6

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

providing customers with the solutions they need for

themselves, their families and businesses. Nearly 80 percent

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

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

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

experience, with interactive

tools, easy-to-use navigation

and content tailored to

the different reasons users

visit a site.

The new MetLife.com is all

these things, and more.

The revamped Web site was

launched in January, with a

fresh, new design, updated

content and a better search

function. Three customized

home pages cater to

individual consumers,

businesses and brokers/

consultants, with targeted

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.

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

our business, according to Manish Bhatt, vice president,

Interactive & Web Solutions. “New navigation capability will

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

and easily, improving their satisfaction and likelihood of

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

also has better metrics-tracking capabilities, so MetLife can

see how site enhancements help us reach business goals.

The ITG Global Applications and Enterprise Infrastructure

teams were instrumental in developing the platform to

support the new site. This collaborative effort enabled the

teams to find innovative solutions that will be leveraged

throughout our many Web sites and lines of business.

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

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

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

and continued improvements to the user experience, we can

expect even bigger and better numbers in years to come.

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

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

your fingertips and how simple it is for all of our customers

to find the products and services they need. �

In today’s uncertain and volatile

market conditions, the guarantees

provided by MetLife’s individual

annuities are particularly important to

our customers, offering them peace of

mind in turbulent economic times.

One way that the MetLife companies

ensure we can deliver on these

guarantees is by adhering to strict,

disciplined risk management strategies

that include prudent product design,

hedging and reinsurance.

Prudent product design

MetLife’s annuities are designed to

offer clients value while limiting the

company’s risk exposure. In creating

that design, product management

weighs an appropriate combination of

features, limitations, requirements

and fees so that our guarantees are

competitive in the marketplace, yet

financially sound. For example, the

contractholder may only be able to

exercise a guarantee up to a certain

age or after a holding period.

Hedging

The Retirement and Wealth Strategies

group in Individual Business works with

MetLife’s Investments department to

develop hedging programs designed to

help mitigate risks associated with the

annuity guarantees we provide, such

as interest rate, equity and currency

risks. By definition, a “hedge” is an

investment made specifically to offset

another risk. Purchasing hedging

instruments lowers the gains, on

average, but also significantly reduces

the potential for larger losses. Hedging

helps allow the MetLife companies to

stabilize their balance sheets, reduce

economic losses and pay for the

guarantees in the optional benefits

when the market reduces the benefits’

performance.

Reinsurance

In some cases, the Retirement and

Wealth Strategies group will pass a

portion of the risk, though not the

obligation or guarantee, to another

insurance company, called a reinsurer,

in exchange for a portion of the

premiums paid. This takes some of

the burden off MetLife.

Giving clients a sense of security

Given today’s turbulent market, it’s

important that brokers and clients

know about MetLife’s risk management

strategies. This is why the Retirement

and Wealth Strategies group has made

it a point to reassure brokers and

clients of the MetLife companies’

strength and our ability to meet our

obligations — particularly since an

annuity’s guarantees are subject to the

financial strength and claims-paying

ability of the company that issues the

annuity. Here are just two examples of

marketing materials produced by the

Retirement and Wealth Strategies

group Annuity Marketing department

that tell our story:

> Keeping Our Promises risk

management brochure — This piece

will be approved for clients and

highlights MetLife’s long history,

strength and stability, as well as our

strategies for managing risks.

> Promises Campaign — This campaign

reinforces MetLife’s strength and

stability and includes a broker

mailer and client letters. �

The issue of delivering on our annuity

promises was also a topic at MetLife’s

recent Investor Day meeting. For

more detail, see the Investor Day

story in the January 2009 edition of

Momentum. (Visit my.metlife.com

and click on “Momentum.”)

Introducing the NewMetLife.com

A redesign of our public

Web site

The new MetLife.com as viewed byindividual customers

Keeping OurPromises

How MetLife uses disciplined

risk management to deliver on

its annuity guarantees

Two examples of marketing materialsthat tell our risk management story:

the “Promise Campaign” (left)and the “Keeping Our Promises” risk

management brochure (right)

Capturing the Yearin Numbers

momentum

7

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 financialstatements 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 netincome available to common shareholders, net income available to common shareholders per diluted common share, operating earnings available to common shareholders and operating earningsavailable to common shareholders per diluted common share, respectively. Net income available to common shareholders and net income available to common shareholders per diluted commonshare are defined as Generally Accepted Accounting Principles (“GAAP”) net income and GAAP net income per diluted common share less preferred stock dividends, respectively. The historicaland forward-looking financial information presented in this presentation includes performance measures which are based on methodologies other than GAAP. MetLife analyzes its performanceusing so-called non-GAAP measures, including operating earnings, operating earnings available to common shareholders, operating earnings available to common shareholders per dilutedcommon share and operating return on common equity. MetLife believes these measures enhance the understanding and comparability of its performance by excluding net investment gainsand 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 discontinuedoperations other than discontinued real estate, net of income tax, thereby highlighting the results from operations and the underlying profitability drivers of the business. Operating earningsavailable 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 tocommon shareholders and GAAP net income available to common shareholders per diluted common share, respectively. Operating earnings is defined as GAAP net income, excluding netinvestment 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 operatingearnings. Operating earnings available to common shareholders is defined as operating earnings less preferred stock dividends, which are recorded in Corporate & Other. Operating earningsavailable to common shareholders per diluted common share is calculated by dividing operating earnings available to common shareholders by the number of weighted average diluted commonshares outstanding for the period indicated. Operating return on common equity is calculated by dividing operating earnings available to common shareholders by average common equity forthe 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 forthe 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 dividendobligation 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.

In the previous Momentum, we

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.

Financial Results ($ in millions except per share data)(Years ended December 31) 2008 2007

Premiums and feesNet investment incomeOther revenues

Total

$31,27716,3041,586

$49,167

$28,22018,3281,465

$48,013

Policyholder benefits and dividendsInterest credited to policyholder account balancesOther expenses

Total

$29,0074,743

11,403

$45,153

$25,3495,435

10,554

$41,338

Operating earnings available to common shareholders (1)

Net investment gains (losses), net of income tax (2)

Adjustments related to net investment gains (losses), net of incometax (3)

Discontinued operations, net of income tax (4)

$2,7361,100(443)(309)

$4,570(564)(24)198

Net income available to common shareholdersPreferred stock dividendsNet income

$3,084125

$3,209

$4,180137

$4,317

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

Net income available to common shareholders per common share — diluted

793.60$3.67

$4.14

754.10$6.00

$5.48

Financial Highlights — 2008

$35,000

$30,000

$25,000

$20,000

$15,000

$10,0002005 2006 2007 2008

$600

$500

$400

$3002005 2006 2007 2008

$25,976

$28,072$29,685

$32,863

Premiums, Fees andOther Revenues

($in

millions)

$482.8

$528.1

$559.1

$501.7

Total Assets

($in

billions)

2008 Diversified Net Income(excludes Corporate &Other)

Auto & Home

InternationalBusiness

IndividualBusiness

InstitutionalBusiness

$1,750

$1,500

$1,250

$1,000

$750

$500

$250

0

($250)

($500)

($750)Institutional Individual International Auto CorporateBusiness Business Business & Home & Other

2008 Operating EarningsAvailable to Common Shareholders

($in

millions) 8%

17%

19%

56%

U.S. Employees

41,000

Worldwide Employees

56,000

Customer Reach

MetLife is a leading provider of

insurance and other financial services

to over 70 million customers around

the world and, in the United States,

serves over 90 of the top one

hundred FORTUNE 500® companies.

Outside the United States, the

MetLife companies have direct

operations in Latin America, Europe

and Asia Pacific.

#1 U.S. Life Insurer

Largest life insurer in the United

States with approximately

$3.4 trillion of life insurance

in-force as of December 31, 2007.

$1,674

$743

$522$363

($566)

MetLife has taken a global view in

addressing the ever-evolving privacy

protection issues relating to our

business. As mentioned in the article

above, Rafal Harla, chief information

officer for MetLife in Poland, recently

attended the European Privacy

Officers’ Network (EPON) meeting at

the request of Virginia Bartlett. At the

meeting, privacy issues were discussed

with Poland’s newly appointed data

privacy commissioner.

To hear more about the meeting, as

well as Rafal’s personal views on why

privacy and data protection are so

important to MetLife, go to

Momentum online for a transcript of

Rafal’s entire interview. To access the

interview, visit the my.metlife.com

home page and click on the

“Momentum” link (directly beneath

MetLife NewsDaily). A link to the

interview can be found below the

Momentum story listings.

Read the complete interview with Rafal Harla online

Every day, new technologies emerge, enabling more ways to

share data. As a company focused on offering a financial

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

commitment to privacy. Protecting personal information is a core

responsibility that touches every aspect of our business throughout

the world.

Making sure MetLife upholds those standards as it does

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

newly appointed chief privacy officer and head of the MetLife

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

ensures customer and associate information is appropriately

collected, safeguarded and used by the MetLife enterprise.

It is also responsible for establishing a global enterprise

privacy strategy.

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

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

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

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

when you place an order online? Have you ever wondered

where your information is stored if you use an ATM while

traveling overseas? As privacy officer, I think about this all the

time: where is the data?”

Setting standards internationally

In the fall, Virginia participated in the 30th

International Conference of Data Protection

and Privacy Commissioners in Strasbourg,

France. The conference, held annually, brings

together 78 data protection authorities and

privacy commissioners from every continent.

Privacy or other data regulators from nearly

all of the countries where MetLife does

business were represented at the event. At

the meeting, a resolution was passed for

setting international standards on privacy

and personal data protection.

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

initiatives for 2009 is to encourage MetLife to think globally

about information flows. “The privacy impact of being a

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

privacy is different everywhere you go and MetLife has offices,

associates, customers and data centers around the world. For

example, our Global Operations Support Center in India

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

claims service providers that operate offshore. We also offer

benefits to Institutional clients with global offices. So

understanding how other cultures and people think about

privacy is important.”

To address this, the MPO recently launched an internal MetLife

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

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

introduce a new training program to help associates think

globally, as well as to demonstrate how regulators outside the

U.S. think about privacy.

Privacy champions: aligning standards across

the enterprise

To help achieve these objectives, the MPO has also established

global partnerships with privacy champions throughout

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

champion is in place to coordinate privacy risk management,

policies and standards. Essentially, the privacy champions are

thought leaders who represent their country’s leadership

teams as MetLife’s International Business establishes and

maintains a consistent approach to data protection.

Partnering with Legal, Compliance, IT Security and Policy

Administration, the privacy champions help MetLife in its

efforts to achieve global consistency through an integrated

approach to protecting personal data across the enterprise. In

addition, the champions serve on the International Privacy

Steering Committee, which was established to oversee the

development of privacy principles and standards for our

International Business.

Often, privacy champions are advocates for new standards,

helping to ensure country standards are consistent with

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

America, privacy champions have been influential in raising

awareness both internally and externally on the importance of

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

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

been instrumental in raising privacy issues and concerns to the

newly appointed data privacy commissioner in Poland.

Momentum caught up with Rafal on his recent participation

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

where privacy issues and concerns were discussed with

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

group of specialists that enables multinational companies

to have a dialogue with national privacy regulators and to

manage data protection law compliance programs more

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

Cameron McKenna in Warsaw in November of 2008. The

briefing was focused on personal data protection laws and

practices in Poland, Russia and Romania.”

When asked what aspect of data protection is most

important, Rafal replied, “Certainly, the most important

aspect for me is technology and the use of technology to

protect data misuse, tamper-proof logging of access to

data, encryption and other security measures for data

processed in IT systems. However, technology is only a small

part of data protection and privacy. The most important

part is to implement and maintain a data protection culture.

All associates need to understand that privacy is a part of

daily corporate life.” �

F e b r u a r y / M a r c h 2 0 0 9

8

Protecting Privacy ina Borderless World

A look at the mission of the

MetLife Privacy Office

“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

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

compliance analyst

Did you know Snoopy® could skate?

To cap off MetLife’s 140th

anniversary celebrations, approximately

300 New York City school children were

invited to see for themselves and skate

with Snoopy on The Pond at Bryant

Park in front of MetLife’s new

Manhattan office location at 1095

Avenue of the Americas. The event,

which took place during the winter

holiday break, provided an opportunity

for children enrolled in New York City’s

Department of Youth and Community

Development after-school program to

skate with Snoopy and have their

pictures taken with members of the

PEANUTS® gang.

Following “Skate with Snoopy,” there

was an additional event held at Bryant

Park during which members of the

public were invited to have their

pictures taken with PEANUTS characters

under the Holiday Tree. Consumers

were provided with a MetLife

mousepad directing them to retrieve

their photos at metlife.com, thereby

driving traffic to our site. The rink and

surrounding areas were decorated with

MetLife logos and artwork for the day,

providing great visibility for the

MetLife brand and serving as a festive

announcement of MetLife’s arrival in

the neighborhood with the recent

opening of the adjacent office building.

In recognition of the day’s activities,

Jeanne Mulgrav, commissioner of the

Department of Youth and Community

Development, presented Beth

Hirschhorn, senior vice president,

Global Brand and Marketing Services,

with a Proclamation from New York

City Mayor Michael Bloomberg as a

“thank-you” to MetLife for sponsoring

the event. Said Debbie Krautheim,

vice president, Creative Services and

Conference Planning, who spearheaded

many of the year’s 140th anniversary

events, “Especially during the holiday

season, this was a great way to give

back to the community and give these

children a unique opportunity they will

long remember.” �

Skating with SnoopyCaps MetLife’s 140thAnniversary Year

momentum

9

Are Retirees Steeringthe Right Course inTerms of Liquidity?

New MetLife study shows

retirees paying for a benefit

they may not be using

At a time when retiree income is being squeezed from

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

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

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

Retirement and Wealth Management groups. More than

1,000 retired respondents participated in the research,

conducted by Harris Interactive.

The goal of the survey was to get more people to

contemplate the possibility of increasing their returns by

considering guaranteed income products like annuities. A

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

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

These include CDs, savings accounts and money market

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

not intend to tap these assets any time soon.

While some retirees have benefited from liquidity in light

of the current financial and economic environment, going

forward, retirees may be disadvantaged by keeping so much

of their money on the sidelines, especially if they have no

present intention of withdrawing their assets. Because of

the now historically low yields of liquid instruments,

retirees may be passing up potentially higher guaranteed

returns elsewhere.

“The findings point to a disconnect between the perceived

need for liquidity and the actual uses of those funds among

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

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

assets, over time, many retirees might unnecessarily miss out

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

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

individual have some portion of their assets in liquid

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

investable funds in such holdings and, in the process, passing

up potentially higher returns for access they may not need.”

The poll also highlights a resistance to taking action in the

wake of major market declines. A majority of current retirees

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

the current economic environment, and many (44 percent)

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

keep pace with inflation on the essentials. But only 42

percent are considering reallocating their assets to products

that may provide a higher rate of return.

Perhaps leading to this indecision, many American retirees

who have interest-rate-sensitive accounts demonstrate a lack

of knowledge and understanding about the products they

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

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

additional 29 percent only know the interest rates for some

of these products — this despite the fact that 47 percent

put their money in these products specifically because of the

interest rates they yield. Among those who do know the

interest rate, 63 percent say those assets are generating less

than four percent per year.

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

of investments, liquidity and protection products. For many

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

liquidity in favor of products such as income annuities that

may provide more income with guarantees,” adds Julia.

The MetLife survey, yet another extension of our thought

leadership, has been getting good coverage in benefits,

human resources and investments trade publications such

as Pensions & Investments, Human Resource Executive,

Workforce Management, National Underwriter,

Retirement Income Reporter, Plan Advisor and Retirement

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

like Marketwatch. �

Kids hit the ice with the PEANUTSgang. (Far right) Jeanne Mulgrav,Debbie Krautheim, Beth Hirshhornand Itai Shoffman of The Pond atBryant Park

“The findings point to a

disconnect between the

perceived need for liquidity

and the actual uses of those

funds among retirees.”

– Julia Lennox

When turbulence struck the

financial markets last year, the

e-Relationship e-mail marketing system

helped MetLife and New England

Financial reps reach out quickly at a

time when jittery clients most needed

to hear from a financial professional.

Individual

Distribution (ID)

developed

e-Relationship to

help producers

maintain strong

client relationships

in a fast-paced

world. It provides

a way to send

personalized and

professional-looking materials to a

broad list of clients and prospects at one

time, giving reps a quick, simple and

efficient way to stay in touch.

Using e-Relationship, reps could offer

reassuring messages as market events

unfolded last fall, including such items as

national ads attesting to MetLife’s

strength and stability, which went to

more than 100,000 people; and a

“storyboard” presentation featuring

quotes from Warren Buffett, which

prompted more than 5,000 people to

request further contact from their agent.

Mike Vietri, CLU, executive vice

president of Individual Distribution,

urges all reps to take advantage of

e-Relationship. “e-Relationship helps

keep lines of communication open

with clients,” says Mike, “and right

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

powerful tool.”

Growing popularity

More and more reps are putting

e-Relationship to work. In 2008,

approximately 1,200 reps sent more

than 4.5 million messages to almost

500,000 clients and prospects. New

materials are being added to

e-Relationship all the time so reps can

provide fresh perspectives.

“Clients have told us that the more

they hear from their rep, the more

satisfied they are and, as a result, they

would refer more and they would

buy more,” said Joseph W. Jordan,

senior vice president of National Sales.

“e-Relationship allows the rep to keep

connected in an efficient, effective

manner. We encourage every rep to

take advantage of this. It’s an

investment that can pay tenfold.”

Efficient, economical and ‘green’

Three years ago, MetLife started

working with a new vendor, Identity

Branding, to make e-Relationship

available to the field, and it’s been

expanding its reach ever since. Firm

managers, for example, can now use it

to keep in touch with potential recruits.

In 2008, the platform was expanded to

allow reps to reach potential customers

in addition to current clients.

Reps can reach up to 3,500 e-mail

addresses as often as they want with

e-Relationship for one monthly fee. And

by using e-mail, reps save paper and

help fulfill the company’s mission to be

environmentally friendly.

Financial services representative Barbara

Henry, LUTCF, of New England Financial

in Orlando, FL, swears by e-Relationship.

In the fall, she sent market-related

pieces to clients and prospects and got

a terrific response, including dozens of

“thank you’s,” 13 appointments and

at least one sale.

“We’re always reminded to work

smarter,” Barbara said. “With

e-Relationship, I can hit so many clients

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

Staying in touch this way gives me

credibility that other advisers out there

don’t have. It also saves me time and

saves me money on postage. I can’t

imagine not having it!” �

F e b r u a r y / M a r c h 2 0 0 9

e-Relationship:A Better Way to

Connect with Clients

Rallying the Troops

MetLife Auto & Home’s

2008 National Sales Meeting

attendees give recuperating

veterans a comforting surprise

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

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

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

Home® decided to give back to those who served

our country.

With satisfying memories of the teambuilding event held

during its 2007 meeting in New Orleans (refurbishing an

elementary school ravaged by Hurricane Katrina), the 2008

National Sales Meeting planning team decided to once again

promote teamwork and reap the priceless byproduct of giving

back to the community. Don Cunningham and Wayne Hudson,

both regional sales directors, teambuilding activity leaders and

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

who served in the military.

In preparation, Don and Wayne utilized their activity budget

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

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

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

teams of 10 gung-ho sales managers competed to assemble

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

competitive group finished in less than half the allotted

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

with patients.

That was when participants truly realized the value of their

teambuilding activity. Life stories were casually shared by

many of the veterans, providing glimpses into their

experiences. Some vets had their stories captured on video

by the Veterans Administration to share with their families.

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

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

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

old cell phones for recycling. Every donated phone provides

an hour of calling card time for military personnel overseas,

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

210 cell phones were brought to the meeting and presented

by Scott Kuczmarski, Agency Distribution vice president, to

Fred Maldonado, AT&T regional director and “Cell Phones for

Soldiers” representative. The phones will provide our forces

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

Noticing the flock of MetLife volunteers at the VA hospital,

one wheelchair-bound veteran asked what was happening.

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

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

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

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

10

An example of the eRelationship“storyboards” sent to clients, featuring

quotes from renowned investorWarren Buffett

“Clients have told us that

the more they hear from

their rep, the more satisfied

they are. ”

— Joseph Jordan

(Left to right) Associates assemble“comfort bags”; Scott Kuczmarski (right)

presents “Cell Phones for Soldiers”;a comfort bag delivery; Snoopy greets

a veteran

Diversity at MetLife

momentum

11

Former SurgeonGeneral “WritesPrescription” forAlpharettaAssociates

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

Alpharetta, GA hosted its second annual LIAT Day with

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

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

at MetLife” from the perspective of his particularly distinctive

background. He is a former Surgeon General of the United

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

Directors. Dr. Satcher also established The Satcher Health

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

Excellence on Health Disparities at the Morehouse School

of Medicine (MSM) and occupies the Poussaint-Satcher-

Cosby 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

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

vice president, Agency Distribution Financial Services,

MetLife Auto & Home®, introduced Dr. Satcher to a LIAT

Day audience of approximately 120 MetLife associates and

business leaders.

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

workplace. He stressed that in order to enjoy their

retirement years, individuals need to prepare not only

financially, but also health-wise.

He also described some of the many challenges to creating a

healthy workplace, including injury, communicable diseases

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

Dr. Satcher also emphasized that companies need to create

an environment where people feel comfortable asking for

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

fostering a healthy workplace benefits companies by

reducing absenteeism, reducing health care costs and

improving employee morale.

Concluding his remarks, Dr. Satcher presented all the

participants with a signed “prescription” for good health:

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

30 minutes per day

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

> Avoid toxins — tobacco, illicit drugs, and abuse of alcohol

> Responsible sexual behavior: abstinence plus optimal

protection when sexually active

> Daily participation in relaxing and stress-reducing activities

The Alpharetta LIAT was honored to host such a special guest

for its LIAT Day! �

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

(Right) Dr. Satcher presents hisprescription for health

Five 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.

“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. �

5,000 AssociatesTake the Challenge!

Latest Chairman’s Challenge

deepens associates’ understanding

of our medical plan options

The Global Operations Support

Center (GOSC) is commemorating

an important milestone in its

development — and in the next

Momentum, we’ll take you there. In

late February, the ribbon was cut on

the new captive center, which will be

managed and operated exclusively by

MetLife leaders and associates. This

ribbon-cutting celebrates more than a

brick-and-mortar facility; it symbolizes

MetLife’s achievement of end-to-end

oversight of GOSC operations and

process migrations without any

dependence on a third-party provider.

In this new site, the GOSC will continue

to drive quality improvements and

processing efficiencies, which are both

important to fueling revenue and

earnings growth at MetLife. Stay tuned

for a full update next month. �

Next Month:A Glimpse into theGOSC Ribbon-CuttingCeremony in India

12

F e b r u a r y / M a r c h 2 0 0 9

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

family! By completing the Working On Wellness

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

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

rewards associates and their families for practicing good

health habits.

This year, all adult participants must accumulate 100 Dividend

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

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

applied to medical, dental or long-term disability benefits

costs in 2010. Adults earn 100 Points by completing the

required Health Quotient (HQ) for 30 points and by

completing other qualifying actions for the remaining

70 Points.

Remember: parents can also earn the $100 Dividend for

eligible children! Visit WebMD for complete program details.

Highlights of WOW Dividend Program changes for 2009:

> “$100 WOW Dividend Thursdays” — Most program

communications will be posted Thursdays in MetLife

NewsDaily on my.metlife.com. Participants may also visit

the WebMD site now for complete program details.

> WebMD’s Improvement Programs — Participants can

earn five points per week for a minimum of 10 weeks

for completing a program phase. Each program includes

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

Dividend Points for completing an improvement program.

> Exercise Tracker and/or Walking Planner — Regular

exercisers can enter workout sessions into the Exercise

Tracker and/or the Walking Planner and earn two points

for each data entry (maximum of 50 points can be earned).

> WOW Dividend Confirmation Tracking Number —

After completing all program requirements, a Dividend

confirmation tracking number will post to your

Redemption History section on the WOW Dividend

Program page on WebMD. Participants are responsible

for knowing their confirmation tracking number as

proof of completion of the WOW Dividend Program.

Without a tracking number, no dividend will ne awarded;

no exceptions will be made.

Visit WebMD today for complete program details. Associates

can log in to the Associate Information Center (AIC) and go

to Benefits >> Wellness >> Working On Wellness Dividend

Program. Or, click “WebMD website” under “Quicklinks”

on the AIC home page.

Questions about the 2009 WOW Dividend Program? Click on

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

or send your question to Wellness & Fitness Services at

wellnessandfitness@metlife.com. �

Everyone CouldBenefit from $100

The WOW Dividend Program

offers you $100 toward medical,

dental or LTD benefits costs

MetLife associates: we heard you!

In our recent Momentum survey

(see details in the January Momentum),

several respondents asked to see a

better way to access Momentum stories

online. So, starting next month, we’re

enhancing the online version of

Momentum to offer you an easier-to-

read, more robust online experience.

The new Momentum Online will

feature text versions of all the stories

you see in the printed Momentum.

Momentum Online will also feature

“bonus stories” you won’t see in the

print edition. Plus, our online stories

will periodically include interactive,

audio and video components.

Next month, be sure to check out the

new Momentum Online, which will be

available from a special link on the

my.metlife.com home page. And let

us know how you like our enhanced

online publication by sending us a

Lotus Notes email. (To send us an email,

simply type “Momentum” in the “To”

field of a Lotus Notes message.) �

Coming in April:The New

Momentum Online

Like a good road map, MetLife’s

Employee Code of Business Conduct

and Ethics can help you get your

bearings in a tough situation. It outlines

our company’s expectations and the

responsibilities we each bear. The Code

provides guiding principles and suggests

ways to apply these principles. It also

summarizes our policies and procedures

about important topics such as

conflicts of interest, diversity and

equal opportunity.

Though our Code is a navigation tool

specifically designed to guide your daily

decisions, you have to understand its

contents and access it when needed in

order to reap its benefits. So review the

Code on my.metlife.com >> Our

Company >> Policies and decide where

you should turn if you have a concern.

If you are a supervisor or manager,

introduce the Code to your team as a

resource. Consider ways to help your

direct reports understand the topics in

the Code. Practice ethical decision

making by including consideration of

ethics, our guiding principles, policies

and laws in every decision you make.

Finally, be a model of ethical action by

ensuring associates know that you

always include ethical considerations in

your decisions.

MetLife’s Code of Conduct sends a clear

message about where our company is

today and what our emphasis is as we

move forward. When you read,

understand and utilize the Code in

your daily business decisions, you are

protecting our company’s good

reputation and demonstrating our

company values. �

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 forits 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.

March is EthicsAwareness Month:Live by the Code!

A reminder to live by the code:A poster from MetLife aboutour Employee Code of BusinessConduct and Ethics.