Edward A. Spehar

Senior Vice President &

Head of Investor Relations

June 10, 2014

INVESTOR DAY 2014

Exhibit 99.1

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2

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Agenda

Overview –

Focus on Capital Efficient Growth

Steven A. Kandarian

Chairman, President & CEO

Americas

William J. Wheeler

President, Americas

Todd Katz

EVP, Group, Voluntary & Worksite Benefits

Oscar Schmidt

EVP, Latin America

First Q&A

Break

Asia

Chris Townsend

President, Asia

EMEA

Michel Khalaf

President, Europe, Middle East and Africa

Global Employee Benefits

Maria R. Morris

EVP, Global Employee Benefits

Break

Final Q&A

Closing Remarks

Steven A. Kandarian

Chairman, President & CEO

3

Steven A. Kandarian

Chairman, President &

Chief Executive Officer

June 10, 2014

INVESTOR DAY 2014

Strategy Unveiled in May 2012

Drive Toward

Customer Centricity

and a Global Brand

Grow

Emerging Markets

Build Global

Employee Benefits

Business

Refocus the U.S.

Business

GLOBAL

*

WORLD-CLASS

*

SCALE

6

Key Commitments to Deliver by 2016

Shift from market-sensitive to protection products to

improve risk profile

Grow emerging markets to 20% of operating earnings

Achieve $1 billion in gross expense savings

Increase operating return on equity (ROE) to 12-14%; drive

down the cost of equity capital (COEC)

See Appendix for non-GAAP financial information, definitions, and/or reconciliations.

7

8

1

1

GVWB sales for 2012 exclude a single $550 million sale from winning the TRICARE Dental business. Total GVWB sales with TRICARE were $1.7 billion.

See Appendix for non-GAAP financial information, definitions, and/or reconciliations.

$0.0

$0.2

$0.4

$0.6

$0.8

$1.0

$1.2

$1.4

$1.6

$1.8

2011

2012

2013

$0

$5

$10

$15

$20

$25

$30

2011

2012

2013

Variable Annuity Sales

($ in billions)

GVWB Sales

($ in billions)

$28.4

$17.7

$1.0

$1.3

$1.1

Shift Toward Protection-Oriented Products

$10.6

Operating Earnings Growth from Emerging Markets

$7

$894

EMEA

1

$812

$726

Asia

3

2013

2012

$17

2011

Latin America

2

$(1)

Operating Earnings

($ in millions)

1

Excludes Western Europe.

2

Excludes U.S. sponsored direct (as reported in Latin America).

3

Excludes Japan, Korea, Hong Kong and Australia.

See Appendix for non-GAAP financial information, definitions, and/or reconciliations.

16.1%

7.1%

NA

9

CAGR

(2011 -

2013)

$514

$583

$590

$213

$222

$287

On Track to Achieve $1 Billion of Gross Expense Saves

2014E

2013

$571

2012

$1,000

2015

Target

Identified Saves ($ in millions)

10

$830-$860

Approximately half of reinvestment

spend on Customer Centricity

Improving technology and data

analytics

Upgrading and redesigning claims

processing

Reinvestment Highlights

$135

11

$4,654

$5,649

$6,261

Improvement in Operating ROE and Reduction in Risk

Operating

ROE

10.0%

11.2%

11.9%

May 2012

May 2014

One-year Beta

2

2011

2012

2013

MET

S&P Life Peers

Operating Earnings

1

($ in millions)

1.78

1.47

1.53

1.32

1

Total company results reflect the recently completed disposition of MetLife Assurance Limited (MAL) by excluding operating earnings of $23 million, $37 million and $26 million for the years

ended December 31, 2011, 2012 and 2013, respectively. Operating ROE on a historical reported basis (before the disposition of MAL) was 10.1%, 11.3% and 12.0% for the years ended

December 31, 2011, 2012 and 2013, respectively. 

2

Bloomberg, Standard & Poor’s (S&P).

   See Appendix for non-GAAP financial information, definitions, and/or reconciliations.

Prudent Capital Management

12

Used internal resources to acquire ProVida (fee-based,

emerging markets business) for $2 billion or 10x earnings

Increased annual common stock dividend by 89% since

early 2013

Announcing resumption of share repurchase program

–

Existing $1.3 billion authorization

–

Plan to repurchase up to $1 billion

Key Takeaways

Strong progress toward our 2016 goals

Continuing to execute strategy to create value

Diversified business with attractive growth profile

Managing capital despite regulatory uncertainty

13

William J. Wheeler

President

Americas

June 10, 2014

INVESTOR DAY 2014

16

Americas –

Key Strategies

Accelerate growth in Group, Voluntary & Worksite Benefits

Expand in Latin America

Pursue U.S. pension closeouts

Reposition Retail business

Build U.S. Direct business

Americas –

Corporate Benefit Funding

17

Estimate potential U.S. pension

closeout market at $800 billion

1

U.S. pension closeout market   

share leader in 2013 with 45%       

of $3.8 billion market

2

Asset intensive business

$1,100

$1,203

$1,295

Operating Earnings ($ in millions)

Highlights

2011

2012

2013

1

Mercer S&P 1500 Funded Status (October 2, 2013), MetLife internal analysis.

2

LIMRA U.S. Group Annuity Risk Transfer Survey, 4Q13.

  See Appendix for non-GAAP financial information, definitions, and/or reconciliations. 

Americas –

Retail

18

See Appendix for non-GAAP financial information, definitions, and/or reconciliations.

Major transformational change in

Retail

Substantial cost reduction

De-risked product offerings,

positioning for future growth

Driving enhancements to advisor

productivity

$1,335

$2,002

$2,524

Operating Earnings ($ in millions)

Highlights

2011

2012

2013

Americas –

U.S. Direct Market

19

44 million U.S. households do not

have life insurance

35 million of insured U.S.

households are underinsured

Estimated $15 trillion U.S. life

insurance gap

Life Insurance Coverage

1

Highlights

Uninsured

37%

Life Insurance

63%

1

Percentage of U.S. households.

  Source: LIMRA, “Closing the Life Insurance Gap: One Household at a Time” (2012), MetLife internal analysis.

Americas –

U.S. Direct Channels

20

Direct Mail

Direct

Response

Television

Digital

Call Centers

Retail Stores

Sponsors

Americas –

U.S. Direct Product Portfolio

Life

21

Broad set of offerings

Insurance & Non-insurance

Simple design based on

segment needs

Focus on protection

Limited underwriting

Accident

Supplemental

Health

Auto &

Home

Disability

Dental

Vision

Legal

Identity

Assistance

Highlights

Americas –

Direct Response TV

22

Simplified Issue Term Television Advertising

“Marlon”

The full video is available at http://investor.metlife.com. All other information contained on MetLife’s website is not a part of this presentation. 

Americas –

Identity Protection

23

MetLife Defender

“Busy Life”

www.metlifedefender.com

The full video is available at http://investor.metlife.com. All other information contained on MetLife’s website is not a part of this presentation. 

Insurance Sales

1

($ in millions)

Americas –

U.S. Direct Sales

24

Invest to grow across products,

channels and capabilities

Forecast 2014 sales of $130 million

Expect 2014 $(40) million post-tax

loss

Highlights

$11

$15

$24

$17

2Q13

3Q13

4Q13

1Q14

1

Includes U.S. direct to consumer (as reported in Corporate & Other) and U.S. sponsored direct (as reported in Latin America) (collectively, U.S. Direct). U.S. sponsored direct

excludes funding agreements of $0, $0, $1 million and $22 million in 2Q13, 3Q13, 4Q13 and 1Q14, respectively. 

  See Appendix for non-GAAP financial information, definitions, and/or reconciliations.

25

Americas Key Takeaways

Upside in Corporate Benefit Funding in pension risk transfer

Low single digit growth in Retail

Promising opportunity in Direct

Mid to high single digit growth in GVWB

Low to mid-teen growth in Latin America

Overall mid-single digit operating earnings growth over  

long term

1

1

Long term is the secular growth trend from 2016 onward.

  See Appendix for non-GAAP financial information, definitions and/or reconciliations.

Todd Katz

Executive Vice President

Group, Voluntary & Worksite Benefits

June 10, 2014

INVESTOR DAY 2014

28

GVWB Overview

Protect and grow Large

Market

1

franchise

Invest to increase share in

the Middle Market

2

Expand P&C business

Invest to become a

significant Voluntary/

Worksite player

Demand for voluntary/non-

medical products as responsibility

shifts to employees

Emergence of private exchanges

Increase share in the mid-sized

employer market

Uncertainty due to health care

reform

Aggressive competitor pricing

Continued slow growth in wages

and jobs in the U.S.

Target market growth for

group insurance industry is

2-4%

3

Premiums, fees and other

revenues (PFOs) growth

expected to be 4-7%

Operating earnings growth

expected to be 6-8%

1

Large Market is defined as

5,000 eligible lives.

2

Middle Market is defined as 100 to 4,999 eligible lives.

3

MetLife internal analysis based on 2008-2012 LIMRA and Eastbridge reports.

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

Key Strategies

Opportunities and

Challenges

Long-Term Outlook

Opportunities:

Challenges:

2013: GVWB Financial Results

PFOs by Product

Operating Earnings by Product

Total PFOs: $16.4B

Total Operating Earnings: $1.0B

29

Life

2

49%

Non-Medical

Health

1

42%

P&C

9%

Non-Medical

Health

47%

Life

40%

P&C

13%

Includes dental, disability, long-term care (LTC), accidental death & dismemberment (AD&D), critical illness, vision and other health. 

2

Excludes AD&D and includes certain experience-rated contracts.

  See Appendix for non-GAAP financial information, definitions and/or reconciliations.

1

2013: GVWB Sales

Total Sales: $1.3B

Sales by Product

30

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

Life

25%

Non

Medical Health

57%

P&C

18%

-

2013: GVWB PFOs and Sales

Total PFOs: $16.4B

1

Large Market is defined as    5,000 eligible lives, Middle Market is defined as 100 to 4,999 eligible lives and Small Market is defined as 2 to 99 eligible lives.

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

Total Sales: $1.3B

PFOs by Case Size

1

Sales by Case Size

1

31

Small

11%

Middle

42%

Large

47%

Middle

15%

Large

81%

Small

4%

-20%

-15%

-10%

-5%

0%

5%

MetLife

A

B

C

D

E

F

G

H

-10%

-5%

0%

5%

10%

MetLife

A

B

C

D

E

F

G

H

Group Insurance

1

: 2010 –

2013 CAGR

1

PFOs and operating earnings as provided in companies’

respective statistical supplements. Excludes group medical insurance and P&C.

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

Premiums, Fees & Other Revenues

Operating Earnings

32

-

-

-

Average 0.6%

-

-

-

Average 1.7%

GVWB: Statutory to GAAP Ratio

Strong Statutory Earnings

33

87%

92%

83%

1

Numerator is statutory net gain from operations. Denominator is

operating earnings derived from GAAP.

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

0%

25%

50%

75%

100%

2011

2012

2013

Ongoing Operations (excludes LTC)

1

Protect and Grow Large Market Franchise

Disciplined pricing

Growth with existing 

customers

Expansion opportunity in

public sector business

2013 Total Industry Large Market

Premiums, Fees & Other Revenues of $43B

#1 Large Market Franchise

1

34

Highlights

1

Market share amounts are based solely on MetLife internal estimates using limited market share data reported by competitors. 

MetLife

30%

Next Top 3

Carriers

Combined

25%

All Others

45%

Invest to Increase Market Share in the Middle Market

Integrated benefits

solution

Segmented broker

strategy

Focus on exchanges

2013 Total Industry Middle Market

Premiums, Fees & Other Revenues of $46B

Untapped Potential

1

35

Highlights

1

Market share amounts are based solely on MetLife internal estimates using limited market share data reported by competitors. 

MetLife

6%

Next Top 3

Combined

16%

Industry

Leader

20%

All Others

58%

Expand Property & Casualty Business

Market expansion

Participation growth

Enhanced marketing

Risk management

Combined

Ratio

93.0 %

Net Written Premiums (NWP)

1

and Combined Ratio

2

($ in millions)

36

Highlights

1

Includes GVWB and U.S. sponsored direct (as reported in Latin America).  

2

Includes payment fee credit and excludes catastrophe losses and prior year development.

$1,371

$1,438

$1,550

$1,250

$1,300

$1,350

$1,400

$1,450

$1,500

$1,550

$1,600

2011

2012

2013

Combined

93.7 %

Combined

91.4 %

Ratio

Ratio

Combined

Ratio

93.0 %

Invest to become a Significant Voluntary/Worksite Player

Strong consumer

brand

Unmatched breadth

of products

Ease of purchase

Life, Dental,

& Disability

Property &

Casualty

Other

Voluntary/

Worksite

Market Size

$100.0

1

$3.5

2

$14.7

3

GVWB 2013

PFOs

4

$14.0

$1.4

$0.2

GVWB 2013

Market Share

14%

40%

1.4%

The Opportunity ($ in billions)

37

Highlights

1

LIMRA, 2013; MetLife internal analysis.

2

MetLife P&C market estimate, 2013.

3

Eastbridge, 2013; MetLife internal analysis.

4

Excludes LTC.

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

GVWB Key Takeaways 

Expect long-term growth in PFOs to be between 4-7%, while

maintaining

pricing

discipline

1

–

Core

products

2

are

expected

to

grow

3-6%

–

Voluntary

products

3

are

expected

to

grow

8-11%

Operating earnings long-term growth expected to be 6-8%

Strong operating ROE and cash generation

1

MetLife Group Insurance Markets Analysis based on 2008-2012 LIMRA and Eastbridge reports.

2

Life, dental & disability.

3

P&C, legal, accident & health (A&H) and critical illness.

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

38

Oscar Schmidt

Executive Vice President

Latin America

June 10, 2014

INVESTOR DAY 2014

Latin America Overview

Strengthen and expand

worksite marketing and

other agencies

Complete integration and

grow ProVida 

Build direct marketing as

a regional growth engine

Leverage global

employee benefits

Anticipate low double-

digit growth in operating

PFOs, consistent with

market

Modest reinvestment

required

Expect operating

earnings growth in excess

of growth in operating

PFOs

Key Strategies

Long-Term Outlook

Opportunities and

Challenges

41

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

ProVida

acquisition

Growth in employee

benefits and worksite

marketing

Growth in direct

marketing

Foreign exchange rates

Chile tax reform

Regulatory changes

Opportunities:

Challenges:

Sales by

Distribution Channel

1

2013: Latin America Sales by Product and     

Distribution Channel

1

Excludes U.S. sponsored direct (as reported in Latin America).

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

Sales by Product

1

A&H

26%

Credit Life

7%

Direct

25%

Group

15%

42

Total Sales: $1.2B

Life

40%

Retirement

27%

Retail

55%

Mexico

Public

5%

2014E: Latin America Financial Results

1

Excludes U.S. sponsored direct (as reported in Latin America) and corporate overhead allocations.

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

Operating PFOs by

Distribution Channel

1

Distribution Channel

1

43

ProVida

8%

Retail

47%

Group

19%

Mexico

Public

11%

ProVida

23%

Retail

42%

Pension

9%

Other

9%

Direct

5%

Group

7%

Operating Earnings by

Direct

15%

Mexico

Public

5%

MetLife is the Largest Life Player in the Region

Top Latin America Players

2013 Gross Written Premiums ($ in millions)

Source: AXCO Global Statistics.

A

C

B

E

D

G

F

I

H

44

$5,633

$4,476

$2,714

$2,454

$2,094

$1,862

$1,799

$1,466

$1,342

$1,151

45

Significant Footprint in Scale and Market Share (MS)

Mexico

#1

Insurer

8

.

MS

30.0%

7.7 Million Customers

Population: 120 Million

Colombia

#10

Life

Insurer

.

MS

2.5%

475 Thousand Customers

Population: 47 Million

Brazil

#2

Non-Bank

Life

Insurer

3

.

MS

3.5%

5.2 Million Customers

Population: 198 Million

Uruguay

#1

Life

Insurer

4

.

MS

32.4%

785 Thousand Customers

Population: 3.4 Million

Argentina

#1

Life

Insurer

5

.

MS

7.2%

4.3 Million Customers

Population: 41 Million

Chile

#1

Life

Insurer

6

.

MS14.5%

#1 AFP

7

. MS 27.9%

6.5 Million Customers

Population: 17.4 Million

Ecuador

#1

AFP .

MS

67.4%

266 Thousand Customers

Population: 15 Million

25 million customers

Over 9,500 employees

2

1

1

Ranked

by

AUM

(Bolsa

de

Valores

de

Guayaquil

–

figures

as

of

March

2014).

2

Colombia

Life

and

A&H

combined

direct

premium

(Fasecolda,

4Q13).

3

Brazil

Life

and

A&H

combined

direct

premium 

w/o

VGBL

(SUSEP,

Nov.

2013).

4

Uruguay

Life

and

A&H

combined

direct

premium,

excludes

D&S

(Banco

Central,

Dec.

2013).

5

Argentina

Life

and

A&H

combined

direct

premium

(Superintendencia

de

Seguros

de

la

Nacion,

4Q13).

6

Chile

Life,

A&H,

annuity

and

medical

combined

direct

premium

(Asoc.

de

Aseguradores

de

Chile

4Q13).

7

Chile

ProVida

AFP

AUM 

(Superintendencia

de

Pensiones

de

Chile

Dec.

2013)

(Customers

and

employee

figures

as

of

Dec.

2013).

8

Mexico

total

life

direct

premium

(EstadisticAMIS

and

FinanciAmis

4Q13).

Strategy Tied to Favorable Regional Trends

Grow employee benefits franchise by

leveraging global employee benefits

Large and mid-sized companies are

underserved

Build direct marketing as a regional

engine of growth

Strengthen and expand agency

throughout the region

Complete integration and grow

ProVida

Large emerging middle class

Mass affluent class is growing

46

Agency as Growth Engine, Worksite Marketing as Pillar

Overview

–

Difficult to replicate payroll deduction and agency network

–

Expansion of inforce via face amount increases/new riders

–

Changing employment demographics also contributing to growth

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

47

Largest distribution channel in Latin America in terms of operating

earnings

More than 8,000 career and independent agents

Unique presence in worksite marketing in Mexico representing 30%

of Latin America operating earnings:

Expand other agencies in Chile, Mexico, and Colombia

Business Outlook

ProVida: A Key Growth Initiative

Overview

Business Outlook

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

48

Largest

pension

company

in

Chile

and

region

based

on

AUM

($45

billion)

Expected

to

contribute

approximately

25%

of

Latin

America

operating

earnings in 2014

Significant

presence

in

the

mass

market

Expand

footprint

by

increasing

the

number

of

branches

and

agents

Further

penetrate

high-income

segments

through

a

multi-product

and

voluntary savings approach

ProVida: Net Salary Transfers

Net Change in Monthly Salary Pool

($ in millions)

49

$0.5

$(4.8)

$(4.4)

$1.7

$14.2

$(5)

$0

$5

$10

$15

1Q13

2Q13

3Q13

4Q13

1Q14

BBVA Controlled

MetLife Controlled

Acquisition Date

Oct. 1, 2013

ProVida: Segmented Value Proposition

Market

Segment

Active

Contributors

1

Fee

Income

1

Market Drivers

Prime

Market

1.4%

25K

5%

Target: Affluent to upper income

Multi-product (savings, tax incentive and mandatory)

Greatest competition and acquisition cost

Services tailored for affluent consumer

Middle

Market

12.0%

216K

29%

Target: Middle income 

Broad distribution to reach middle market

Sales force focused on mandatory and savings

products

Mass

Market

86.6%

1.55M

66%

Target: Low to middle income

Extensive branch network

Focus on mandatory product

Quality service: simple, easy and efficient

Lowest acquisition cost, highest profitability

Percent and number of ProVida clients and fee income at September 2013.

50

1

Direct Marketing as a Regional Growth Engine

Overview

Key distribution channel to address the large emerging middle class

opportunity

100+ sponsors throughout the region

10 million customers

Business Outlook

Broad portfolio of Accident & Health, Life and Property & Casualty

products

Expansion of sponsors and sponsor relationships

From product provider to marketing and technology expert

51

Growing Employee Benefits Across the Region

Overview

Market leadership in key countries: Mexico, Brazil and Chile

13,000 group customers across the region

Business Outlook

Leverage U.S. relationships with Fortune 500 companies,

multinational solutions and global network

Expand voluntary/worksite marketing solutions

Opportunities to serve mid-sized companies/brokers

52

Strong Capital Distributions Despite High Growth

53

Net

Capital

Distributions

1

as

a

Percentage

of

Operating

Earnings

Highlights

Modest capital needs given product

mix

ProVida expected to maintain similar

payout ratio

1

Subsidiary

dividends

and

other

capital

distributions

less

capital

contributions.

See

Appendix

for

non-GAAP

financial

information,

definitions

and/or

reconciliations.

Latin America Key Takeaways

Significant presence in key Latin America markets

Strong track record of double digit growth

–

Operating earnings CAGR of 20% for the last 10 years

–

Organic operating earnings 10-year CAGR of 12.5% in

Mexico

High margin capital efficient products

Well diversified by product and distribution channel

54

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

Chris Townsend

President

Asia

June 10, 2014

INVESTOR DAY 2014

*

*

*

*

Asia Overview

Secure maximum

operating earnings from

Japan and Korea

Build a value growth

platform in China and

India beyond 2016

Ensure solid operating

earnings contribution

from designated markets

Enter high growth, high

margin Southeast Asia

markets

Opportunities:

Expansion and productivity

enhancements in distribution

Product portfolio optimization

Employee benefits and

investing in new capabilities

Challenges:

Regulatory restrictions

Managing distribution

through business model

changes

Brand awareness in Asia

Key Strategies

Long-Term Outlook

Opportunities and

Challenges

Market

growth

1

-

Japan 2-3% 

-

Korea 6-7%

-

Rest of Asia 10-12%

MetLife growth in

operating PFOs

-

Japan 5-7% 

-

Korea 8-10%

-

Rest of Asia 12-15%

Operating expenses

grow at a slower rate

than operating PFOs

1

Swiss

Re,

The

Japanese

Insurance

Market

(January

2013);

Swiss

Re,

The

South

Korean

Insurance

Market

(January

2013).

See

Appendix

for

non-GAAP

financial

information,

definitions

and/or

reconciliations.

57

2013: Asia Sales by Product and Distribution Channel

Group

8%

Retirement

18%

Accident &

Health

25%

Life: Protection

20%

Life: Savings

29%

Group

1

8%

Direct

12%

Bancassurance

16%

MetLife Agency

27%

Independent

Agency

37%

Total Sales: $4.0B

1

Group

includes

sales

achieved

by

direct,

agency

and

employee

benefit

brokers.

See

Appendix

for

non-GAAP

financial

information,

definitions

and/or

reconciliations.

58

Sales by Product

Sales by Distribution Channel

2013: Asia Financial Results

Total Operating PFOs: $10.3B

Total Baseline Operating Earnings: $1.2B

1

China

is

a

non-consolidating

joint

venture.

Therefore,

Asia’s

total

operating

PFOs

of

$9.6

billion,

as

reported,

does

not

include

China.

2

Adjusted

for

the

following

items:

(i)

decrease

of

$13

million

(DAC

and

other

unlockings);

(ii)

decrease

of

$57

million

(reserve

adjustment

in

Australia);

(iii)

increase

of

$68

million

(Japan

excess

fixed

annuity

surrenders);

and

(iv)

increase

of

$52

million

(Japan

investment

income).

See

Appendix

for

non-GAAP

financial

information,

definitions

and/or

reconciliations.

59

Operating

PFOs

by

Product

1

Life

39%

Group

5%

Baseline Operating

Earnings

by

Product

2

Group

3%

Retirement

24%

A&H

54%

A&H

48%

Retirement

8%

Life

19%

(% of total Asia)

Operating

Earnings

2016

Target

75-80%

10-15%

5-10%

Asia Financial Contribution Overview

Total

($ in millions)

1

China

is

a

non-consolidating

joint

venture.

Therefore,

Asia’s

total

operating

PFOs

of

$9,615

million,

as

reported,

does

not

include

China.

2

Designated

Markets

for

2013

include:

Australia,

Bangladesh,

Hong

Kong,

Nepal,

Pakistan

and

regional

office

and

for

2016

also

includes

Malaysia,

Vietnam

and

Myanmar.

3

Adjusted

for

the

following

items:

(i)

decrease

of

$13

million

(DAC

and

other

unlockings);

(ii)

decrease

of

$57

million

(reserve

adjustment

in

Australia);

(iii)

increase

of

$68

million

(Japan

excess

fixed

annuity

surrenders);

and

(iv)

increase

of

$52

million

(Japan

investment

income).

See

Appendix

for

non-GAAP

financial

information,

definitions

and/or

reconciliations.

Baseline Operating Earnings

$1,194

3

60

Asia

Designated

Markets

2

India

China

1

Korea

Japan

Japan: Market Opportunity

Higher reliance on private sector to pay for retirement and

health care

Affluent senior population increasing

Shifting purchasing patterns among younger segments

Potential growth opportunities from Abenomics

61

Multiple, scaled distribution channels

A leader in productivity

Consultative sales drive cross-selling

opportunities

Strong access to affluent and small

and medium business markets

Direct distribution channel leverage

Japan 2013: Multiple Scaled Distribution

Channels Providing Consumers Choice

Total Sales: $2.5B

62

Highlights

Sales by Distribution Channel

Independent

Agency

49%

MetLife

Agency

23%

Bancassurance

17%

Direct

11%

See

Appendix

for

non-GAAP

financial

information,

definitions

and/or

reconciliations.

1

Insurance

Research

Institute,

Insurance

Book

2012.

See

Appendix

for

non-GAAP

financial

information,

definitions

and/or

reconciliations.

Japan 2013: Diversified Product Mix with High

Protection Share

A leader in stand-alone A&H

A leader in foreign currency life and

annuity

#1 in group by policy count

1

Balanced mix and risk diversification

Continuing to innovate

Total Operating Earnings:

$1.2B

63

Highlights

Operating PFOs by Product

Operating Earnings by Product

Retirement

5%

Group

2%

Group

1%

Total Operating PFOs:

$7.4B

Retirement

31%

A&H

54%

Life

40%

A&H

53%

Life

14%

Japan: Accelerating Value Creation

Persistency

~90%

1

and

improving

Reducing expense ratios

Technology investments driving further efficiency gains

Investment in Brand

64

1

As of 1Q14.

Korea 2013: Increased Distribution Diversification

Continue to enhance market leading

MetLife agency

Diversifying distribution by growing

independent agency with a powerful

value proposition

Portfolio enhancement with A&H

~20% of total sales

Total Sales: $675M

65

Highlights

Sales by Distribution Channel

Bancassurance

7%

See

Appendix

for

non-GAAP

financial

information,

definitions

and/or

reconciliations.

China 2013: Leadership Position in Direct-Telemarketing

Distribution across 24 cities in 10

provinces providing access to more

than half of China’s total GDP

1

Largest foreign joint venture insurer

in Direct with high productivity

Direct-telemarketing channel is

75% protection sales

Introducing digital capabilities to

enhance customer reach

Total Sales: $300M

66

Highlights

Sales by Distribution Channel

MetLife

Agency

12%

Independent Agency

2%

1

National Bureau of Statistics of China, China Statistical Yearbook 2013.

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

Bancassurance

24%

Direct

62%

Southeast Asia: High Growth and High Margin Markets

Vietnam

BIDV, #2 bank in Vietnam

2

Greenfield joint venture –

60% MetLife, 40% BIDV

Exclusive bancassurance distribution agreement

Malaysia

AMMB, # 5 bank in Malaysia

1

50% acquisition of existing multi-channel carrier

20-year exclusive bancassurance agreement

Newly launched Takaful company

Myanmar

Representative office approved in October 2013

Market is expected to open in 2016

67

1

Website

of

AmBank

Group

(AMMB).

2

“Vietnam's

second

biggest

lender

to

launch

$2.5

Bln

listing

tomorrow,”

TuoiTreNews

(January

23,

2014);

Bank

for

Investment

and

Development

of

Vietnam

(BIDV).

Asia: Expect Improving Capital Distributions

68

Net

Capital

Distributions

1

as

a

Percentage of Operating Earnings

Highlights

Net capital distributions to holding

companies of $1.6 billion over the

past three years

Internally funding $250-$300 million

of acquisitions in 2014

Over the long term, Japan dividends

expected to be approximately 50%

of its operating earnings

1

Subsidiary

dividends

and

other

capital

distributions

less

capital

contributions.

See

Appendix

for

non-GAAP

financial

information,

definitions

and/or

reconciliations.

Asia Key Takeaways

Strong sustainable earnings base and investing for the future

Successfully exporting expertise and leveraging scale

Improving cash generation to the MetLife enterprise

Well positioned to capture macro growth opportunities

69

Michel Khalaf

President

Europe, Middle East and Africa (EMEA)

June 10, 2014

INVESTOR DAY 2014

*

*

*

*

EMEA Overview

Maintain diversification

and focus on protection

products

Drive growth in emerging

markets

Leverage global

relationships in employee

benefits

Continue investing in

Customer Centricity and a

global brand

Drive capital and expense

efficiency

Opportunities:

Growing middle class

Low levels of insurance

penetration

Diverse footprint and

sources of operating

earnings

Challenges:

Regulatory changes

Political instability

Building the Brand

Key Strategies

Long-Term Outlook

Opportunities and

Challenges

Market

growth

1

Munich Re, 2013.

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

72

–

Developed markets    

2-4% 

–

Emerging markets       

7-9%

Operating PFOs 10-12%

–

Developed markets    

4-6%

–

Emerging markets     

12-15%

Operating expense

growth of mid to high

single digits as more

countries reach scale

1

2013: Diversified by Product and Distribution Channel

Sales by

Distribution

Channel

1

Independent

Agency

22%

Direct

10%

Bancassurance

36%

Operating

PFOs

by

Product

1

A&H

18%

Retirement

10%

1

Excludes certain run-off and other operations, including Belgium (representing $62 million of operating PFOs).

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

73

Total Operating PFOs: $2.7B

Total Sales: $1.0B

Credit

26%

Life

30%

Group

15%

MetLife

Agency

17%

Employee

Benefits

16%

2014E: Diversified by Market and Currency

Operating

Earnings by Market

Operating

Earnings by Currency

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

74

GBP

3%

Leading Position in Emerging Markets; Niche Approach

to Developed Markets

Emerging

Markets

Developed

Markets

Market Share

8%

<1%

2%

5%

2%

6%

7%

6%

5%

7%

Source:

Market

shares:

AXCO

Global

Statistics

by

Country

(2012)

(except

Turkey

-

Insurance

Association

of

Turkey

(2012),

UAE

-

Swiss

Re

(2012)).

A

B

C

D

75

Emerging Markets Expected to Drive Future Growth

Source: Swiss Re (Sigma 3/2013: 2012 Life insurance penetration and GDP per capita; UAE GDP per capita adjusted with World Bank population data, 5/2014).

Life GWP/GDP (%)

GDP per capita

(in USD)

Life Insurance Penetration vs. GDP Per Capita

76

Well Positioned with Significant Operating Earnings

from Emerging Markets

Share of Market

Low

Medium

High

Low

Medium

High

2013

Developed Markets

2013 Operating

Earnings

Emerging Markets

2013 Operating

Earnings

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

77

= $30M

= $30M

Country

Market GWP

1

2010 -

2014E CAGR

2

MetLife GWP

1

2010 -

2014E CAGR

Market

Share

3

Rank

3

Gulf

4

12%

15%

24%

Top 5

5

Poland

8%

10%

6%

#5

Russia

39%

25%

9%

#5

Turkey

6

12%

25%

4%

#8

Strong Track Record of Growth in Key Operations

78

1

Statutory

gross

written

premiums

(GWP).

2

Swiss

Re

Sigma

database

(2013).

(Actuals

2010-12,

projections

2013-14).

3

Gulf

(2012),

AXCO

reports

with

MetLife

internal

analysis;

Poland

(2013),

Polish

Financial

Supervision

Authority;

Russia

(2013),

Federal

Service

on

Financial

Markets;

Turkey

(2013),

Insurance

Association

of

Turkey.

4

Bahrain,

Kuwait,

Oman,

Qatar

and

UAE.

5

MetLife

internal

analysis;

formal

company

rankings

for

life

market

not

available

in

all

markets.

6

Turkey

2011

(year

of

acquisition)

–

2014E.

Over 60 years in Lebanon

#1 life insurer in the market

#4 insurer in the market

Market leader in employee benefits

Unique Footprint, Difficult to Replicate

1

foreign insurer to enter market;

over 2.5 million customers

#2

in

profitability

3

1

foreign insurer to enter market;

over 5 million customers

#3 in profitability

1

Over 50 years in the UAE

900,000 customers across the Gulf

Market

leader

in

A&H

2

Over 1.7 million customers

79

Russia

Gulf

Lebanon

Poland

Turkey

Greece

5

1

Poland

Insurance

Association.

2

Insurance

Association

of

Turkey,

April

2014.

3

Expert

RA

Rating

Agency.

4

AXCO

report,

2014.

5

Insurance

Association

Booklet,

2013. 

See

Appendix

for

non-GAAP

financial

information,

definitions

and/or

reconciliations.

4

st

st

Key Drivers of Growth in Emerging Markets

Expand Bancassurance

Develop Direct to Consumer

Focus on Protection

Sales growth of 43%

Knowledge transfer from developed to

emerging markets

75% of sales in protection products

Sales growth

of 32% in A&H, 12% in

employee benefits

Sales growth of 49%

Flexible partnership models

Building the Brand and

Driving Customer Centricity

Rebranding to MetLife underway

Region-wide rollout of Customer Centricity

initiatives

80

1

Sales

growth

CAGR

2011-2013.

2

Includes

low-capital

intensive

savings

products

with

a

protection

component.

Sales

referenced

above

exclude

certain

run-off

and

other

operations,

including

Belgium,

and

a

large

group

customer

in

Turkey.

See

Appendix

for

non-GAAP

financial

information,

definitions

and/or

reconciliations.

1

1

2

1

Operating Leverage and Flexible Expense Model

Mid to high single-digit operating expense growth leading

to margin expansion

Ability to manage operating expenses for fluctuations in

sales

Drive efficiency gains through continued subsidiary

restructuring

81

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

EMEA: Strong Capital Distributions Despite High Growth

Highlights

Modest capital needs given

product mix

Focus on capital efficiency creates

higher payout ratio in near term

50+% payout ratio longer term

Net Capital Distributions

1

as a

Percentage of Operating Earnings

82

1

Subsidiary dividends and other capital distributions less capital contributions.

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

EMEA Key Takeaways

Solid progress toward 2016 objectives

Near-term headwinds, long-term outlook intact

Diversification a competitive advantage

Well positioned in growth markets

Modest retention of capital needed to fund growth

83

Maria R. Morris

Executive Vice President

Global Employee Benefits

June 10, 2014

INVESTOR DAY 2014

*

*

*

We

are

Organized

to

Capture

the

GEB

Opportunity

Share

best

practices

and

capabilities

to

accelerate

local

employee

benefits

businesses

Leverage

global

relationships

and

innovate

product

offerings

to

grow

outside

the

U.S.

86

Global

sales

CAGR

39%

Delivering Profitable Top-Line Growth

New

business

ROI

20+%

2

Pre-tax

margin

12+%

`

Deliver strong returns through solid

margins and low required capital

Life

&

Health

sales

CAGR

24%

Grow employee benefits through

multinational and expatriate solutions

Accelerate local employee benefits

businesses outside the U.S.

87

1

CAGR

2011-2013

shown

on

a

constant

currency

basis

(excluding

dispositions)

using

2014P

foreign

exchange

rates.

2

Return on Investment (ROI) based on 2013 total GEB new business.

3

Pre-tax margin shown on a constant currency basis adjusted for 2013 normalizing items in Poland (2Q) and Australia (3Q).

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

1

1

3

2013: GEB Sales and Operating PFOs

Sales by Product

Total Sales: $1.0B

88

PFO

Operating PFOs

by Region

2

Total Operating PFOs: $3.3B

1

Includes expatriate employee benefits.

2

Financial

results

are

estimated

from

operating

segments,

as

well

as

Corporate

&

Other,

as

reported.

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

Credit

28%

Local

Employee

Benefits

54%

Multinational

Employee

Benefits

1

18%

Latin

America

46%

EMEA

39%

Asia

13%

Expatriate

2%

GEB Opportunities

1

Based on expected 2013-2016 CAGR (excluding dispositions) on a constant currency basis.

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

Double-digit sales,

operating PFOs and

operating earnings

growth

Business Outlook

1

(2013-2016)

89

Grow through niches in developed

markets

Grow and invest in emerging markets

Diversify and innovate credit products

Accelerate Growth through Life & Health

Life & Health (2013–2016 CAGR)

1

–

Sales 12–15%

–

Operating PFOs 17–20%

1

Based on expected 2013-2016 CAGR (excluding dispositions) on a constant currency basis.

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

Business Outlook

Drivers

Expanded health and wellness offerings

Strategic use of MetLife’s balance sheet

Efficiencies through scale and technology

90

Double-digit growth in developed

and emerging markets

Growth in Developed Markets

Drivers

Launch new products and

distribution channels

Leverage global capabilities for

local competitive advantage

Re-engineer operating processes

for productivity and efficiency

91

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

Developed Markets Sales

(Life & Health, $ in millions)

2013

$298

2012

$137

2011

$14

Focus Markets

Other Markets

CAGR

41.4%

91.0%

$88

Growth in Emerging Markets

Drivers

Diversifying distribution

Investing in operations and

technologies

Innovating new products

92

1

Focus market data excludes Mexico Government sales.

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

Emerging Markets Sales

(Life & Health and Credit, $ in millions)

2013

$536

2012

$420

2011

$365

Focus Markets

Other Markets

CAGR

4.2%

26.5%

1

Leverage U.S. corporate

relationships

Expand global broker partnerships

Deploy the strength of our

multinational solutions network

Broaden and Deepen Global Relationships

Multinational and Expatriate Sales

($ in millions)

Drivers

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

93

Global Relationships Driving Local Growth

94

Client Profile:

Fortune 100 Company

100,000+ Employees

60+ Countries

U.S. Client Since 1931

2010

$15M GWP

33K Employees

3 Countries

2011

$17M GWP

39K Employees

7 Countries

2012

$22M GWP

51K Employees

21 Countries

2013

$29M GWP

73K Employees

24 Countries

GEB Key Takeaways

Accelerating Life & Health growth across all regions

Driving robust growth through multinational and

expatriate solutions

Delivering double-digit operating earnings growth

Improving MetLife’s risk profile

See Appendix for non-GAAP financial information, definitions and/or reconciliations.

95

Steven A. Kandarian

Chairman, President &

Chief Executive Officer

June 10, 2014

INVESTOR DAY 2014

*

*

*

*

Strategy is working and even more relevant today

Businesses with attractive growth and return characteristics

also have favorable risk profiles

Committed to delivering shareholder value

Key Takeaways for the Day

98

Appendix

June 10, 2014

INVESTOR DAY 2014

*

*

*

*

Safe Harbor Statement

This presentation may contain or incorporate by reference information that includes or is based upon forward-looking statements within the

meaning of the Private Securities Litigation Reform Act of 1995.

Forward-looking statements give expectations or forecasts of future events.

These statements can be identified by the fact that they do not relate strictly to historical or current facts. They use words such as “anticipate,”

“estimate,”

“expect,”

“project,”

“intend,”

“plan,”

“believe”

and other words and terms of similar meaning, or are tied to future periods, in

connection with a discussion of future operating or financial performance. In particular, these include statements relating to future actions,

prospective services or products, future performance or results of current and anticipated services or products, sales efforts, expenses, the

outcome of contingencies such as legal proceedings, trends in operations and financial results.

Any or all forward-looking statements may turn out to be wrong. They can be affected by inaccurate assumptions or by known or unknown risks

and uncertainties. Many such factors will be important in determining the actual future results of MetLife, Inc., its subsidiaries and affiliates.

These statements are based on current expectations and the current economic environment. They involve a number of risks and uncertainties

that

are

difficult

to

predict.

These

statements

are

not

guarantees

of

future

performance.

Actual

results

could

differ

materially

from

those

expressed

or

implied

in

the

forward-looking

statements.

Risks,

uncertainties,

and

other

factors

that

might

cause

such

differences

include

the

risks, uncertainties and other factors identified in MetLife, Inc.’s filings with the U.S. Securities and Exchange Commission (the “SEC”). These

factors include: (1) difficult conditions in the global capital markets; (2) increased volatility and disruption of the capital and credit markets, which

may affect our ability to meet liquidity needs and access capital, including through our credit facilities, generate fee income and market-related

revenue and finance statutory reserve requirements and may require us to pledge collateral or make payments related to declines in value of

specified assets, including assets supporting risks ceded to certain of our captive reinsurers or hedging arrangements associated with those

risks; (3) exposure to financial and capital market risks, including as a result of the disruption in Europe; (4) impact of comprehensive financial

services

regulation

reform

on

us,

as

a

potential

non-bank

systemically

important

financial

institution,

or

otherwise;

(5)

numerous

rulemaking

initiatives required or permitted by the Dodd-Frank Wall Street Reform and Consumer Protection Act which may impact how we conduct our

business, including those compelling the liquidation of certain financial institutions; (6) regulatory, legislative or tax changes relating to our

insurance, international, or other operations that may affect the cost of, or demand for, our products or services, or increase the cost or

administrative burdens of providing benefits to employees; (7) adverse results or other consequences from litigation, arbitration or regulatory

investigations; (8) potential liquidity and other risks resulting from our participation in a securities lending program and other transactions; (9)

investment losses and defaults, and changes to investment valuations; (10) changes in assumptions related to investment valuations, deferred

policy acquisition costs, deferred sales inducements, value of business acquired or goodwill; (11) impairments of goodwill and realized losses or

market value impairments to illiquid assets; (12) defaults on our mortgage loans; (13) the defaults or deteriorating credit of other financial

institutions that could adversely affect us; (14) economic, political, legal, currency and other risks relating to our international operations,

including with respect to fluctuations of exchange rates; (15) downgrades in our claims paying ability, financial strength or credit ratings; (16) a

deterioration in the experience of the “closed block”

established in connection with the reorganization of Metropolitan Life Insurance Company;

(17) availability and effectiveness of reinsurance or indemnification arrangements, as well as any default or failure of counterparties to perform;

(18) differences between actual claims experience and underwriting and reserving assumptions; (19) ineffectiveness of risk management

101

Safe Harbor Statement (Continued)

policies and procedures; (20) catastrophe losses; (21) increasing cost and limited market capacity for statutory life insurance reserve financings;

(22) heightened competition, including with respect to pricing, entry of new competitors, consolidation of distributors, the development of new

products by new and existing competitors, and for personnel; (23) exposure to losses related to variable annuity guarantee benefits, including

from significant and sustained downturns or extreme volatility in equity markets, reduced interest rates, unanticipated policyholder behavior,

mortality or longevity, and the adjustment for nonperformance risk; (24) our ability to address difficulties, unforeseen liabilities, asset

impairments, or rating agency actions arising from business acquisitions, including our acquisition of American Life Insurance Company and

Delaware American Life Insurance Company, and integrating and managing the growth of such acquired businesses, or arising from

dispositions

of

businesses

or

legal

entity

reorganizations;

(25)

the

dilutive

impact

on

our

stockholders

resulting

from

the

settlement

of

our

outstanding common equity units; (26) regulatory and other restrictions affecting MetLife, Inc.’s ability to pay dividends and repurchase common

stock; (27) MetLife, Inc.’s primary reliance, as a holding company, on dividends from its subsidiaries to meet debt payment obligations and the

applicable regulatory restrictions on the ability of the subsidiaries to pay such dividends; (28) the possibility that MetLife, Inc.’s Board of

Directors

may

influence

the

outcome

of

stockholder

votes

through

the

voting

provisions

of

the

MetLife

Policyholder

Trust;

(29)

changes

in

accounting standards, practices and/or policies; (30) increased expenses relating to pension and postretirement benefit plans, as well as health

care and other employee benefits; (31) inability to protect our intellectual property rights or claims of infringement of the intellectual property

rights of others; (32) inability to attract and retain sales representatives; (33) provisions of laws and our incorporation documents may delay,

deter or prevent takeovers and corporate combinations involving MetLife; (34) the effects of business disruption or economic contraction due to

disasters such as terrorist attacks, cyberattacks, other hostilities, or natural catastrophes, including any related impact on the value of our

investment

portfolio,

our

disaster

recovery

systems,

cyber-

or

other

information

security

systems

and

management

continuity

planning;

(35)

the

effectiveness

of

our

programs

and

practices

in

avoiding

giving

our

associates

incentives

to

take

excessive

risks;

and

(36)

other

risks

and

uncertainties described from time to time in MetLife, Inc.’s filings with the SEC.

MetLife, Inc. does not undertake any obligation to publicly correct or update any forward-looking statement if MetLife, Inc. later becomes aware

that

such

statement

is

not

likely

to

be

achieved.

Please

consult

any

further

disclosures

MetLife,

Inc.

makes

on

related

subjects

in

reports

to

the

SEC.

102

Explanatory Note on Non-GAAP Financial Information

Any references in this presentation (except in this Explanatory Note on Non-GAAP Financial Information slide and this Appendix) to net income

(loss), net income (loss) per share, operating earnings, operating earnings per share, book value per share, book value per share, excluding

accumulated other comprehensive income (loss) (“AOCI”) premiums, fees and other revenues and operating return on equity, should be read

as net income (loss) available to MetLife, Inc.'s common shareholders, net income (loss) available to MetLife, Inc.'s common shareholders per

diluted common share, operating earnings available to common shareholders, operating earnings available to common shareholders per diluted

common

share,

book

value

per

common

share,

book

value

per

common

share,

excluding

AOCI,

premiums,

fees

and

other

revenues

(operating)

and operating return on MetLife, Inc.’s common equity, excluding AOCI, respectively.

Operating

earnings

is

the

measure

of

segment

profit

or

loss

that

MetLife

uses

to

evaluate

segment

performance

and

allocate

resources. 

Consistent with accounting principles generally accepted in the United States of America ("GAAP") accounting guidance for segment reporting,

operating earnings is MetLife's measure of segment performance. Operating earnings is also a measure by which MetLife senior management's

and many other employees' performance is evaluated for the purposes of determining their compensation under applicable compensation plans.

Operating earnings is defined as operating revenues less operating expenses, both net of income tax.  Operating earnings available to common

shareholders is defined as operating earnings less preferred stock dividends.

Operating

revenues

and

operating

expenses

exclude

results

of

discontinued

operations

and

other

businesses

that

have

been

or

will

be

sold

or

exited by MetLife, Inc. (“Divested Businesses”). Operating revenues also excludes net investment gains (losses) (“NIGL”) and net derivative

gains (losses) (“NDGL”). Operating expenses also excludes goodwill impairments.

The following additional adjustments are made to GAAP revenues, in the line items indicated, in calculating operating revenues:

•

Universal life and investment-type product policy fees excludes the amortization of unearned revenue related to NIGL and NDGL and certain

variable annuity guaranteed minimum income benefits ("GMIB") fees ("GMIB Fees");

•

Net investment income: (i) includes amounts for scheduled periodic settlement payments and amortization of premium on derivatives that

are hedges of investments or that are used to replicate certain investments, but do not qualify for hedge accounting treatment, (ii) includes

income from discontinued real estate operations, (iii) excludes post-tax operating earnings adjustments relating to insurance joint ventures

accounted for under the equity method, (iv) excludes certain amounts related to contractholder-directed unit-linked investments, and (v)

excludes

certain

amounts

related

to

securitization

entities

that

are

variable

interest

entities

("VIEs")

consolidated

under

GAAP;

and

•

Other revenues are adjusted for settlements of foreign currency earnings hedges.

103

The following additional adjustments are made to GAAP expenses, in the line items indicated, in calculating operating expenses:

•

Policyholder benefits and claims and policyholder dividends excludes: (i) changes in the policyholder dividend obligation related to NIGL and

NDGL, (ii) inflation-indexed benefit adjustments associated with contracts backed by inflation-indexed investments and amounts associated

with periodic crediting rate adjustments based on the total return of a contractually referenced pool of assets and other pass through 

adjustments,

(iii)

benefits

and

hedging

costs

related

to

GMIBs

("GMIB

Costs"),

and

(iv)

market

value

adjustments

associated

with

surrenders

or terminations of contracts ("Market Value Adjustments");

•

Interest credited to policyholder account balances includes adjustments for scheduled periodic settlement payments and amortization of

premium on derivatives that are hedges of policyholder account balances but do not qualify for hedge accounting treatment and excludes

amounts related to net investment income earned on contractholder-directed unit-linked investments;

•

Amortization of deferred policy acquisition costs (“DAC”) and value of business acquired ("VOBA") excludes amounts related to: (i) NIGL and

NDGL, (ii) GMIB Fees and GMIB Costs, and (iii) Market Value Adjustments;

•

Amortization

of

negative

VOBA

excludes

amounts

related

to

Market

Value

Adjustments;

•

Interest expense on debt excludes certain amounts related to securitization entities that are VIEs consolidated under GAAP; and

•

Other expenses excludes costs related to: (i) noncontrolling interests, (ii) implementation of new insurance regulatory requirements, and (iii)

acquisition and integration costs.

Operating earnings also excludes the recognition of certain contingent assets and liabilities that could not be recognized at acquisition or adjusted

for during the measurement period under GAAP business combination accounting guidance.

In

addition,

operating

return

on

MetLife,

Inc.'s

common

equity

is

defined

as

operating

earnings

available

to

common

shareholders

divided

by

average GAAP common equity.

Operating expense ratio is calculated by dividing operating expenses (other expenses net of capitalization of DAC) by premiums, fees and other

revenues (operating). 

Explanatory Note on Non-GAAP Financial Information

(Continued)

104

Explanatory Note on Non-GAAP Financial Information

(Continued)

105

MetLife believes the presentation of operating earnings and operating earnings available to common shareholders as MetLife measures it for

management purposes enhances the understanding of the company's performance by highlighting the results of operations and the underlying

profitability drivers of the business. Operating revenues, operating expenses, operating earnings, operating earnings available to common

shareholders, operating earnings available to common shareholders per diluted common share, book value per common share, excluding

AOCI, book value per diluted common share, excluding AOCI, operating return on MetLife, Inc.’s common equity, operating return on MetLife,

Inc.’s common equity, excluding AOCI, investment portfolio gains (losses) and derivative gains (losses) should not be viewed as substitutes for

the following financial measures calculated in accordance with GAAP:  GAAP revenues, GAAP expenses, income (loss) from continuing

operations, net of income tax, net income (loss) available to MetLife, Inc.'s common shareholders, net income (loss) available to MetLife, Inc.'s

common shareholders per diluted common share, book value per common share, book value per diluted common share, return on MetLife,

Inc.’s common equity, return on MetLife, Inc.’s common equity, excluding AOCI, net investment gains (losses) and net derivative gains (losses),

respectively. 

For the historical periods presented, reconciliations of non-GAAP measures used in this presentation to the most directly comparable GAAP

measures may be included in this Appendix to the presentation materials and/or are on the Investor Relations portion of our Internet website. 

Additional information about our historical results is also available on our Internet website in our Quarterly Financial Supplements for the

corresponding periods.

The non-GAAP measures used in this presentation should not be viewed as substitutes for the most directly comparable GAAP measures.

In

this

presentation,

we

may

refer

to

sales

activity

for

various

products.

These

sales

statistics

do

not

correspond

to

revenues

under

GAAP,

but

are used as relevant measures of business activity.

The

impact

of

changes

in

foreign

currency

exchange

rates

is

calculated

using

the

average

foreign

currency

exchange

rates

for

the

current

period and is applied to each of the comparable periods.

In this presentation, we may provide forward-looking guidance on our future earnings, premiums, fees and other revenues, earnings per diluted

common

share,

book

value

per

common

share

and

return

on

common

equity

on

an

operating

or

non-GAAP

basis.

A

reconciliation

of

the

non-

GAAP measures to the most directly comparable GAAP measures is not accessible on a forward-looking basis because we believe it is not

possible to provide other than a range of net investment gains and losses and net derivative gains and losses, which can fluctuate significantly

within or outside the range and from period to period and may have a significant impact on GAAP net income.

In addition, we may provide estimated historical operating results for business that is not within a single reportable segment or Corporate &

Other in this presentation. A reconciliation of non-GAAP measures to the most directly comparable GAAP measures is not accessible for such

results, as we calculate GAAP results only for our reportable segments and Corporate & Other.

Definitions

*

*

*

*

Definitions

107

Sales (Retail):

Annuity Sales:

•

Individual annuities sales consist of statutory premiums direct and assumed, excluding company sponsored internal exchanges.

•

Sales of life and non-medical health products include 100% of annualized full year premiums and fees from recurring-premium policy.

•

Sales

for

P&C

are

based

on

first

year

direct

written

premium

net

of

cancellation

and

endorsement

activity.

Sales (CBF):

Pension Closeout Sales:

Sales (Direct):

Consumer Direct Individual Life Sales:

•

Statistical sales information for life insurance is calculated by using the LIMRA International, Inc. definition of sales for core direct sales,

excluding company sponsored internal exchanges.

Sponsored Direct Group Product Sales:

•

100% of annualized full year premiums and fees from recurring-premium policy sales of all products (mainly from risk and protection

products such as individual life, accident & health and group).

•

Sales

for

P&C

are

based

on

first

year

direct

written

premium

net

of

cancellation

and

endorsement

activity.

Sales (Latin America, Asia, EMEA and GEB):

•

10% of single-premium deposits (mainly from retirement products such as variable annuity, fixed annuity and pensions) and 20% of

single-premium deposits from credit insurance.

•

100% of annualized full year premiums and fees from recurring-premium policy sales of all products (mainly from risk and protection

products such as individual life, accident & health and group).

Sales (GVWB):

•

Pension

closeout

sales

consist

of

statutory

single-premiums

received

as

payment

to

assume

certain

benefit

liabilities

of

a

U.S.

pension

plan.

This

is

consistent

with

the

LIMRA

International,

Inc.

definition

of

sales

for

single-premium

buy-outs.

Reconciliations

*

*

*

*

Reconciliation of Operating Earnings Available to Common Shareholders to Net Income

(Loss) Available to MetLife, Inc.’s Common Shareholders -

Total Company

2013

2012

2011

($ in millions)

Operating earnings available to common shareholders

6,261

$   

5,649

$  

4,654

$  

Adjustments from operating earnings available to common shareholders to net income

(loss) available to MetLife, Inc.'s common shareholders:

Add: Net investment gains (losses)

161

(352)

(867)

Add: Net derivative gains (losses)

(3,239)

(1,919)

4,824

Add: Goodwill impairment

-

(1,868)

-

Add: Other adjustments to continuing operations

(1,597)

(2,492)

(1,419)

Add: Provision for income tax (expense) benefit

1,683

2,174

(923)

Add: Income (loss) from discontinued operations, net of income tax

2

48

24

Less: Net income (loss) attributable to noncontrolling interests

25

38

(8)

Less: Preferred stock redemption premium

-

-

146

Net income (loss) available to MetLife, Inc.'s common shareholders

3,246

$   

1,202

$  

6,155

$  

109

Reconciliation of Operating Earnings Available to Common Shareholders to Net Income

(Loss) Available to MetLife, Inc.’s Common Shareholders

Retail

Group,

Voluntary

& Worksite

Benefits

Corporate

Benefit

Funding

Retail

Corporate

Benefit

Funding

Retail

Corporate

Benefit

Funding

($ in millions)

Operating earnings available to common shareholders

2,524

$     

962

$         

1,295

$     

2,002

$        

1,203

$       

1,335

$ 

1,100

$     

Adjustments from operating earnings available to common shareholders to net income

(loss) available to MetLife, Inc.'s common shareholders:

Add: Net investment gains (losses)

70

(21)

(8)

212

107

158

19

Add: Net derivative gains (losses)

(724)

(676)

(235)

162

(157)

2,321

426

Add: Goodwill impairment

-

-

-

(1,692)

-

-

-

Add: Other adjustments to continuing operations

(926)

(172)

87

(1,260)

77

(709)

111

Add: Provision for income tax (expense) benefit

554

304

53

532

(10)

(619)

(194)

Add: Income (loss) from discontinued operations, net of income tax

1

-

-

33

11

35

27

Less: Net income (loss) attributable to noncontrolling interests

-

-

-

-

1

1

(3)

Net income (loss) available to MetLife, Inc.'s common shareholders

1,499

$     

397

$         

1,192

$     

(11)

$            

1,230

$       

2,520

$ 

1,492

$     

2013

2012

2011

110

Reconciliation of Operating Earnings Available to Common Shareholders to Net Income

(Loss) Available to MetLife, Inc.’s Common Shareholders –

Emerging Markets

111

Latin

America

1

EMEA

2

Asia

3

Total

Latin

America

1

EMEA

2

Asia

3

Total

Latin

America

1

EMEA

2

Asia

3

Total

($ in millions)

Operating earnings available to common shareholders

590

$    

287

$      

17

$   

894

$  

583

$      

222

$      

7

$      

812

$  

514

$   

213

$   

(1)

$      

726

$    

Adjustments from operating earnings available to common shareholders to net income

(loss) available to MetLife, Inc.'s common shareholders:

Add: Net investment gains (losses)

21

11

(27)

5

(2)

(3)

(94)

(99)

(6)

(428)

(14)

(448)

Add: Net derivative gains (losses)

(25)

-

12

(13)

38

-

-

38

(36)

(1)

-

(37)

Add: Other adjustments to continuing operations

168

29

17

214

(193)

(13)

14

(192)

(340)

(24)

(5)

(369)

Add: Provision for income tax (expense) benefit

(71)

3

-

(68)

53

52

(5)

100

82

138

3

223

Less: Net income (loss) attributable to noncontrolling interests

5

3

20

28

1

9

15

25

-

(11)

3

(8)

Net income (loss) available to MetLife, Inc.'s common shareholders

678

$    

327

$      

(1)

$    

1,004

$

478

$      

249

$      

(93)

$   

634

$  

214

$   

(91)

$    

(20)

$    

103

$    

1

Excludes U.S. sponsored direct (as reported in Latin America).

2

Excludes Western Europe.

3

Excludes Japan, Korea, Hong Kong and Australia.

2012

2011

2013

Reconciliation of Operating Earnings Available to Common Shareholders to Net Income

(Loss) Available to MetLife, Inc.’s Common Shareholders –

Asia

112

Japan

Korea

China

India

Designated

Markets

Total

($ in millions)

Operating earnings available to common shareholders

1,153

$    

114

$         

(11)

$      

-

$     

(12)

$          

1,244

$

Adjustments from operating earnings available to common shareholders to net income

(loss) available to MetLife, Inc.'s common shareholders:

Add: Net investment gains (losses)

330

36

2

(26)

-

343

Add: Net derivative gains (losses)

(1,063)

(6)

-

12

-

(1,057)

Add: Other adjustments to continuing operations

(438)

(13)

(1)

20

(2)

(435)

Add: Provision for income tax (expense) benefit

495

(5)

(2)

-

(2)

487

Add: Income (loss) from discontinued operations, net of income tax

(3)

-

-

-

-

(3)

Less: Net income (loss) attributable to noncontrolling interests

1

-

-

20

-

22

Net income (loss) available to MetLife, Inc.'s common shareholders

473

$       

126

$         

(12)

$      

(14)

$     

(16)

$          

557

$   

1

Designated Markets include Australia, Bangladesh, Hong Kong, Nepal, Pakistan and regional office.

Asia

2013

1

Reconciliation

of

Premiums,

Fees

&

Other

Revenues

(Operating)

to

Premiums,

Fees

&

Other Revenues (GAAP)

($ in millions)

Japan

Korea

China ¹

India

Designated

Markets

Total

Asia ¹

EMEA

Premiums, fees & other revenues (operating)

7,398

$   

1,232

$   

720

$     

294

$     

691

$           

9,615

$   

2,780

$   

Add: Adjustments to premiums, fees and other revenues

(32)

-

-

-

-

(32)

15

Premiums, fees & other revenues (GAAP)

7,366

$   

1,232

$   

720

$     

294

$     

691

$           

9,583

$   

2,795

$   

1

China is a non-consolidating joint venture. Therefore, Asia's total operating PFOs, as reported, do not include China.

Asia

2013

113

Reconciliation of Return on Common Equity

114

2013

2012

2011

Return

on

MetLife,

Inc.'s

Common

Equity

Operating return on MetLife, Inc.'s common equity, excluding accumulated other comprehensive income (loss) (1)

11.9%

11.2%

10.0%

Operating return on MetLife, Inc.'s common equity (1)

10.4%

9.5%

9.2%

Return on MetLife, Inc.'s common equity, excluding accumulated other comprehensive income (loss) (2)

6.2%

2.4%

13.2%

Return on MetLife, Inc.'s common equity (2)

5.4%

2.0%

12.2%

(1)

Operating

return

on

MetLife,

Inc.'s

common

equity

is

defined

as

operating

earnings

available

to

common

shareholders

divided

by

average

GAAP

common

equity.

(2)  Return on MetLife, Inc.'s common equity is defined as net income available to MetLife, Inc.'s common shareholders divided by average GAAP common equity.

*

*

*

*

*

*

*

*

*

Steven A. Kandarian Chairman, President & Chief Executive Officer MetLife, Inc. Steven A. Kandarian is chairman of the board, president and chief executive officer of MetLife, Inc. (NYSE: MET), a leading provider of insurance, annuities and employee benefit programs to 90 million customers worldwide. He became president and CEO on May 1, 2011, and chairman of the board of directors on January 1, 2012. For 2013, MetLife had $68.2 billion in revenue and ranked 40th on the FORTUNE 500®. Kandarian joined MetLife in April 2005 as executive vice president and chief investment officer (CIO). Since 2007, he has also overseen MetLife’s enterprise-wide strategy, which identified key areas of focus for the company. Specifically, his direction contributed to MetLife’s recent global expansion and led to significant cost savings as well as efforts to address the insurance needs of the underserved U.S. middle market.

As CIO, Kandarian oversaw the company’s more than $450 billion general account portfolio and led a number of initiatives that strengthened the portfolio and contributed to MetLife’s bottom line. He enhanced the company’s focus on effective risk management and diversified MetLife’s investment portfolio, in part through the

$5.4 billion sale of Peter Cooper Village/Stuyvesant Town in 2006. Under Kandarian’s leadership, MetLife identified the housing bubble early and reduced its exposure to sub-prime mortgage-backed securities, raised the overall quality of its corporate credit portfolio, and increased its focus on low loan-to-value commercial and agricultural mortgages. His efforts helped MetLife emerge from the 2008 credit crisis with the financial strength to complete the company’s $16 billion purchase of Alico.

From 2001 to 2004, Kandarian was executive director of the Pension Benefit Guaranty Corporation (PBGC). During his tenure, he made the public case for comprehensive reform of the pension funding rules to put the defined benefit system and the PBGC on a sound financial footing, helping to lay the groundwork for the enactment of the Pension Protection Act of 2006.

Previously, Kandarian was founder and managing partner of Orion Partners, LP, a private equity firm based in the Boston area. Earlier he was managing director of Lee Capital Holdings. Kandarian began his career as an investment banker with Houston-based Rotan Mosle, Inc.

Kandarian is a board member of the Damon Runyon Cancer Research Foundation, the Institute of International Finance, the Lincoln Center for the Performing Arts and the Partnership for New York City. He is a member of the Business Council, the Business Roundtable and the Financial Services Forum. Kandarian earned his B.A. from Clark University, J.D. from Georgetown University Law Center, and M.B.A. from Harvard Business School.

# # #

William J. Wheeler President, Americas MetLife, Inc. William J. Wheeler is president of the Americas region of MetLife, Inc., a leading provider of insurance, annuities and employee benefit programs to 90 million customers worldwide. He was appointed to this position in November 2011. As president, Wheeler oversees MetLife’s insurance and retirement businesses in the United States and Latin America. MetLife is the largest life insurer in both the U.S. and Mexico, and the company also holds leading market positions in Chile, Brazil and Argentina.

Prior to his current role, Wheeler was executive vice president and chief financial officer since December 2003. As CFO, Wheeler was responsible for overseeing all financial management matters, including financial reporting, treasury, corporate actuarial, risk management, tax, investor relations and mergers and acquisitions. Wheeler was a key architect of MetLife’s 2010 acquisition of Alico, the largest transaction in MetLife’s history, and the acquisition of Travelers Life & Annuity and related international insurance businesses in 2005. Wheeler also oversaw a number of

capital management strategies and related transactions that enhanced MetLife’s financial strength and increased its liquidity at a time of severe capital market constraints, while simultaneously achieving significant annualized expense savings and implementing a number of risk management initiatives.

Prior to becoming CFO, Wheeler oversaw business development, product management and marketing activities for the company’s Individual Business segment and also served as chief financial officer of Institutional Business, overseeing financial reporting and planning, as well as expense management for that segment. Wheeler joined MetLife in 1997 as treasurer and played a key role in preparing MetLife to become a public company. He oversaw certain aspects of the demutualization, the development of the investor relations and shareholder services organizations, and management of the initial public offering process.

Before joining MetLife, Wheeler was an investment banker for ten years at Donaldson, Lufkin & Jenrette (DLJ). During his career at DLJ, he managed a variety of transactions, including equity and debt financings, mergers and acquisitions, leveraged buyouts, financial advisory and restructurings in a number of different industries, including the insurance industry.

Wheeler serves on the board of directors for the American Council of Life Insurers (ACLI) and the Council of the Americas (COA). He is also a member of Wabash College’s board of trustees. He holds an M.B.A. from Harvard Business School and also received an A.B., magna cum laude, from Wabash College and was elected to Phi Beta Kappa.

# # #

Todd B. Katz Executive Vice President, Group, Voluntary & Worksite Benefits MetLife, Americas   Todd B. Katz is the executive vice president in MetLife’s Americas region responsible for the Group, Voluntary & Worksite Benefits organization in the United States.   Katz is accountable for the strategic direction and management of the company’s U.S. group employee benefits business, which serves more than 50,000 group insurance customers, including 88 of the top 100 Fortune 500^® companies and more than 80 percent of the Fortune 500^® companies. The company offers a broad portfolio of products and services including: Group Life/AD&D, Disability, Dental, Vision, Property and Casualty, Legal Plans, and Accident and Health. In 2013, the organization generated nearly $1 billion in operating earnings and more than $16 billion in premiums, fees and other revenues.   Prior to his current role, Katz led the U.S. Insurance Products organization

where he was responsible for product manufacturing, underwriting, claims and administration for MetLife’s Group insurance business as well as its Individual Life insurance business. Before this, he held general management roles running the company’s group dental and group disability businesses. Katz started with MetLife in 1989 as a Group Sales trainee, and over the span of ten years held various positions of increasing responsibility at MetLife in the Institutional Sales organization, including five years as a top-producing account executive in the New York City group insurance market.

Katz serves on the Board of Directors of MetLife Alico Insurance K.K., MetLife’s insurance company in Japan, and the Board of Directors of MetLife’s Property and Casualty business. He has held prior Board roles including Chairman of the Board of SafeGuard Health Enterprises, Inc.

Katz holds a B.A. degree in Economics from Brandeis University.

# # #

Oscar A. Schmidt Executive Vice President, CEO of Latin America and U.S. Sponsored Direct MetLife, Inc. Oscar Schmidt is executive vice president and CEO of Latin America and U.S. Sponsored Direct business. He has held the position of CEO of Latin America since July 2006 and became executive vice president in January 2010. Schmidt took charge of the Sponsored Direct Marketing business in the United States in January 2012. Prior to this, he was president and CEO for MetLife in Argentina and Uruguay where he led the market entry and growth strategies since the early 1990s among other numerous roles at MetLife.

As CEO, Schmidt is responsible for MetLife’s operations in Latin America and the Sponsored Direct business in the U.S., which together generated $3.8 billion in operating premiums, fees and other revenues revenues and $574 million in operating earnings in 2013. Under his leadership, the company has grown to become the largest life insurer in the region. MetLife is the number one insurer in Mexico; the largest life insurer in Chile, Argentina and Uruguay; and the second largest non-bank life insurer in Brazil. In 2013, Schmidt executed the acquisition of ProVida

AFP, which positioned MetLife as the largest pension fund administrator in Chile. Schmidt played a leading role in the execution of the Alico acquisition in 2010 and the international component of the Travelers acquisition in 2005. These three deals are the largest in MetLife history and have greatly increased the company’s global footprint. In his current role, Schmidt drives organic growth through innovative products and distribution while pursuing M&A opportunities across the Americas.

Throughout his tenure as CEO of Latin America, he has participated in a number of key projects to grow the business and define the strategy of the company. Working closely with the Harvard Business School, in 2007 he launched a global initiative to introduce a disciplined process to appraise local business opportunities and align them with the corporate strategy.

Schmidt is recognized as a thought leader for his experience in the life and pension industry. He led a global project in 2003 in the long-term savings and pension arena, which included exploring opportunities in Europe and Asia, launching the Afore business in Mexico and growing the business in Latin America. Between 1999 and 2003 he was elected President of AVIRA (Life and Annuity Insurers Association of Argentina) and during 2005 and 2006 President of the UAFJP (Argentina Retirement and Pension Fund Managers Association).

Prior to joining MetLife, Schmidt held executive positions at Arthur Andersen and Sul América Seguros. He is a CPA and graduated from the University of Buenos Aires.

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Christopher G. Townsend President, Asia MetLife, Inc.   Christopher Townsend is president of MetLife’s Asia region and a member of the company’s executive group. Appointed to this position in August 2012, Townsend oversees all of MetLife’s businesses in Asia. In 2013, the Asia region generated $1.2 billion in operating earnings, as well as operating premiums, fees and other revenues of $9.6 billion.   Prior to joining MetLife, Townsend was, since 2010, chief executive officer of the Asia Pacific region at AIG. In addition to leading all aspects of the business across the region, which included 4,700 employees in 15 countries, he oversaw the company’s risk, audit, compliance and investment divisions. As CEO, Townsend drove capital optimization, cost efficiency and a focus on client needs as he implemented a strategy to take advantage of opportunities to drive an above average return on equity.   From 2007 to 2010, Townsend was chief executive officer of AIG Australasia, with responsibility for the company’s businesses across Australia and New Zealand. Working with many of the company’s internal and external stakeholders, he developed and executed on a three-year plan to deliver a superior compound annual growth rate and solid combined operating ratios. In addition to reorganizing the

business around its customers, he drove innovation through product development and the implementation of an e-business initiative that helped differentiate AIG from many of its key competitors.

Earlier in his career, Townsend was the CEO of AIG Hong Kong, served as senior vice president of mergers and acquisitions and also held a number of senior leadership roles in Hong Kong, London and Sydney. He joined AIG in the United Kingdom in 1991 and spent more than half of his 21-year career in the company’s Asia Pacific region.

Townsend currently sits on the Board of Directors for MetLife’s philanthropic organization, the MetLife Foundation, and also serves as vice chairman of the U.S.-Korea Business Council. He has previously served as a board member of the Hong Kong Federation of Insurers, governor of the American Chamber of Commerce and board member of the Insurance Council of Australia. He is a Chartered Insurer.

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Michel Khalaf President EMEA MetLife, Inc.   Michel Khalaf is president of MetLife, Inc.’s EMEA (Europe, Middle East and Africa) region and a member of the company’s executive group. He was appointed to this position in November 2011.   Prior to assuming his current position, Khalaf was executive vice president and chief executive officer of MetLife’s Middle East, Africa and South Asia (MEASA) region. Previously, Khalaf was deputy president and chief operating officer of Philamlife, AIG’s operating company in the Philippines.   Since joining Alico’s investment department in 1989, Khalaf has held a number of leadership roles in various markets around the world including the Caribbean, France and Italy. In 1996, he was named the first general manager of Alico’s operation in Egypt. In 2001, he assumed the position of regional senior vice president in charge of Alico’s life, pension and mutual fund operations in Poland, Romania and the Baltics as well as president and chief executive officer of Amplico Life.   Khalaf is a graduate of Syracuse University with a B.S. in engineering and an M.B.A. in finance. He is a fellow of the Life Management Institute (FLMI).

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Maria R. Morris Executive Vice President, Global Employee Benefits MetLife, Inc. Maria R. Morris, executive vice president, MetLife Inc., is a member of MetLife’s Executive Group and leads the Global Employee Benefits and Global Relationship Management organizations, and is the interim head of the Global Brand and Marketing organization. In this role, Morris is focused on doubling the company’s Group Life, Health, Pensions and Credit businesses outside of the United States by 2016. Morris is responsible for expanding MetLife’s employee benefits business in 40+ countries, and broadening relationships and fueling growth across the globe via partnerships with multinational corporations as well as through distribution relationships with financial institutions. In her interim role leading Global Brand and Marketing, Morris has responsibility for continuing to strengthen MetLife’s brand across the globe and leading MetLife to become a world-class marketing and customer centric organization.

Morris has served in multiple leadership roles at MetLife since joining the company in 1984. Prior to her current role, she served as head of Global Technology and Operations, where she managed a $1.6 billion IT portfolio and a $2.5 billion

procurement and real estate budget. In addition, she oversaw the successful integration of MetLife’s $16 billion acquisition of American Life Insurance Company (Alico).

As MetLife’s executive vice president for Employee Benefits Sales, Morris managed the Group Insurance and Retirement and Savings sales and service teams. Under her direction, they achieved record sales and generated more than $14 billion in annual revenue. From 2000 to 2003, as vice president and head of MetLife’s Group and Individual Disability businesses, Morris nearly doubled Group Disability profits. From 1996 to 2000, she led the Dental business to a 200 percent increase in profits by transforming the organization’s operating model.

Morris is a member of the board of directors of MetLife Property and Casualty Insurance Company and the MetLife Foundation. She was elected the first female chairman of the board of directors for INROADS, Inc. and served from 2010 to 2013. Morris is currently the Vice Chair of the All Stars Project, Inc.

Morris holds a B.A., magna cum laude, from Franklin and Marshall College, where she was elected to Phi Beta Kappa.

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Edward A. Spehar Senior Vice President, Investor Relations MetLife   Edward A. Spehar is senior vice president and head of investor relations of MetLife, Inc., a leading global provider of insurance, annuities and employee benefit programs serving 90 million customers. Appointed to this position in November 2012, Spehar manages and coordinates the presentation of MetLife’s financial results, messages and strategies to the analyst and investor community.   Before joining MetLife, Spehar spent over 20 years analyzing insurance companies with broad and diverse businesses as an equity research analyst. He joined MetLife from Bank of America Merrill Lynch, where he served as a sell-side equity research analyst covering the life insurance industry for approximately 19 years. In this role, he produced fundamental equity research on the industry and covered 15 publicly-traded insurers, including MetLife, American International Group and Prudential Financial. He also held similar roles at Lehman Brothers and Ameritrust Company.   Spehar received a bachelor’s degree in management from Case Western Reserve University as well as a master’s in business administration degree from the Weatherhead School of Management at Case Western Reserve.

He is a chartered financial analyst as well as a member of the New York Society of Security Analysts and the Association of Insurance and Financial Analysts. While at Bank of America Merrill Lynch, Spehar was repeatedly selected for Institutional Investor magazine’s annual All-America Research Team.

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