Mar 3015

2015
A N N U A L
R E P O R T
S TA N D I N G
STRONG
STANDING STRONG a
RISING
TO THE TOP
It takes undeniable strength to rise to the top.
This year, we continue to stand proud as the

country’s strongest bank, and one of the
toughest in the region.
945 32 INTERNATIONAL
134
REMITTANCE
196
REMITTANCE
2,226
ATMs
BRANCHES
BRANCHES PARTNERSHIPS AGENTS
PHILIPPINES CHINA HONG KONG TAIWAN SOUTH KOREA SINGAPORE JAPAN USA CANADA UK
b METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 1

VISION MISSION S TA N D I N G
To be the country’s premiere STRONG
financial conglomerate,
empowering our individual
and business clients to realize their This year, we continue to stand proud
goals and reach their full potential.
By creating and customizing as the country’s strongest bank, and
financial solutions in response
ranked as the 9th strongest bank
to our stakeholders’ needs,
continuously expanding our scope overall in The Asian Banker 500.
of reach, and leading in community
service, we live up to our “You’re
in Good Hands” promise that It is a triumph built on the foundation
embodies who we are and what
we do. We are Metrobank. of which our nation rises. It is a
journey that goes on as we uplift
for service and excellence. We ensure our people, elevate our quality of
their future by providing them with
fulfilling careers.
service, and broaden our network.
RESPONSIBLE BANK It is in this solid foundation that we
We adhere to the highest standards
of corporate governance, exercising
renew our commitment to keep you
accountability, fairness, and
in good hands.
transparency across all our business
operations.
WE COMMIT TO BE We exercise good management
THE TRUSTED FINANCIAL PARTNER
to provide our shareholders with
Our business relies on the principles
sustainable returns on their
of trust, honesty and integrity as we
investments.
serve our customers and help them
attain their financial goals. AN INSTITUTION WITH A HEART
We give back to the communities
THE EMPLOYER OF CHOICE we serve, committed to making
We strengthen the organization meaningful contributions to the
by continuously developing and economic and social development
enhancing the abilities of our people. of our nation.
We nurture them into professional
individuals with integrity and passion
The Vision Mission Statement (VMS) was approved by the Board in February 2015
2 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 3
2015
GROUP
HIGHLIGHTS
TOTAL DEPOSITS
PHP 1.3 EARNINGS

Trillion PER SHARE
NET LOANS
AND RECEIVABLES
USD 27 PHP5.86
PHP 887 Billion USD 0.12
NET INCOME
Billion CNY 174
PHP 18.6 CNY 0.81
TOTAL Billion
ASSETS USD 19 Billion
Billion
PHP 1.8 TOTAL EQUITY USD 396
Trillion CNY 122 Million
Billion PHP 194
USD 37 Billion CNY 3
Billion
Billion
CNY 243 USD 4
Billion Billion
CNY 27
Billion

GROUP
CHAIRMAN’S
MESSAGE
Because we put you first,
we stand stronger than we
have ever been.
Metrobank was built on the foundation of trust and partnership.
We take pride in our humble roots, a steadfast commitment

to helping our customers succeed. For 53 years, I have seen
Metrobank honor this commitment by putting the fruits of our
customers’ hard work in our good hands.
We are proud to say that we have earned the trust of our partner
customers and this has given us the strength to stand today as the
Strongest Bank in the Philippines.
As we turn to the future, we know that our position of strength

comes with an even bigger challenge—to serve our customers and
community with even greater fervor. This is a challenge that I am
confident Metrobank can answer to.
This year, I take heart in the knowledge that we at Metrobank

continue to stay committed to deliver superior banking
experiences to our customers and to help bring meaningful
contributions to our country.
Together with all our employees, partners and stakeholders, I know

that we will continue to stand stronger than we have ever been.
DR. GEORGE S. K. TY
Founder, Metrobank
Chairman, Metrobank Group

CHAIRMAN’S
MESSAGE
Dear Fellow Shareholders,
We entered 2015 with high expectations after having five years of above 6% average GDP
growth. The Philippines continued to be one of the few bright stars in Asia and looked
poised for an inflection point given the positive effects of consumption spending and rising
income levels.
The Philippines however was not completely immune to the external shocks from Greece,
China and tensions in the Middle East. And by mid-year, the negative sentiment on the
global scale found its way to the country. What started out as a year full of optimism
quickly turned into a relatively challenging one for the economy. Nonetheless, the country
managed to deliver a decent GDP growth of 5.8%. This still places the Philippines as one of
the fastest growing economies in the region, ranking only behind Vietnam and China.
The growth in OFW remittances, often cited for the boost in per capita levels, has shown
signs of slowing down, and the Philippine Stock Exchange index ended on a downturn, for
the first time in six years.
In anticipation of this market volatility, we concentrated on building on our core businesses

in order to deliver sustainable profitability. Over the last couple of years we focused on
prudent balance sheet growth while maintaining our superior asset quality and strong
capital position. Our highlights from last year further indicate that we have taken the right
strategic direction and that we continue to execute on our plans.
I am proud to report that Metrobank was named by The Asian Banker as the Strongest
Bank in the Philippines. More importantly, your Bank ranked #9 overall in Asia. This placed
Metrobank alongside some of the biggest banks in the world.
In pursuit of our strategy, the Bank also completed a PHP32 billion capital raising transaction
via a Stock Rights Issue in April 2015. The successful transaction serves further evidence of
the shareholder support and confidence in the Bank.

volume growth which will contribute to keeping core earnings robust and sustainable. We
also plan to diversify revenue streams by developing other sources of fee income, particularly
in the fields of retail and wealth management. And we will continue to capitalize on natural
synergies and cross-sell opportunities within the Metrobank Group so that we can provide
our clients the full range of financial products and services to suit their needs.
This prestigious award and the capital raising transaction could not have come at a better
In our renewed pursuit of success, we know that we need to build on our capabilities to truly
time as both serve as external affirmation and confidence in our chosen strategy and a
put your banking experience in good hands. With the changing landscape and the evolving
tangible manifestation that our prudent preparations have put us on the right track to success.
needs of our clients, we are prepared to make investments in productivity and innovation to
ensure that Metrobank remains a formidable player in the domestic banking community. We
The results of our hard work are starting to come to fruition. Our chosen strategy has
are improving our talent acquisition and training programs, expanding client coverage, and
produced good results and we continue to deliver above industry growth in both loans and
pushing for the fast implementation of infrastructure, reengineering and technology initiatives.
low cost deposits while reporting robust growth in our core operating income.
This will allow us to be more efficient in servicing the evolving needs of our customers.
We continue to believe that putting the customers at the center of everything we do will
Despite the recent expansion in our balance sheet, we still maintain the best asset
differentiate Metrobank from the rest of the competition.
quality metrics among peers. Following our Stock Rights Offer, we now have one of the
highest capital levels in the industry, which makes us more than ready for more stringent
In closing, I would like to shine a light on the management team and employees of our
requirements under Basel III.
Metrobank Group. It is reassuring to know that we are set apart by an unwavering dedication
and commitment to excellence. To our shareholders, partners and customers, I offer you my
On the customer front, we continued to expand coverage with more branches and channels,
deepest gratitude for your confidence and loyalty.
launch new products and services and increase customer awareness via more aggressive
advertising. We have been streamlining internal processes and continue to train and
We commit ourselves to staying the course, bannering the guiding principles of partnerships
develop our people with the mindset of putting customers first.
and trust and with the unwavering commitment of keeping you in good hands.
Moving forward, we recognize that 2016 will again be a year of challenges. As we witnessed
last year, there is reason to believe that the Philippines is bound to feel the ripple effects of
global adversities. While on the domestic front, there are the uncertainties that come with
the upcoming national elections.
As a counterpoint to this uncertainty, there is still a silver lining as the country has built
ARTHUR TY
Chairman
the foundations aimed at achieving sustainable growth. Our GDP is still healthy by any
standard, consumer consumption is thriving and new and varied opportunities for improving
infrastructure continue to present themselves. The country is reaping the benefits of the
demographic dividends, with a strong middle class that is projected to gain more purchasing
power in the coming years.
Metrobank’s priorities and corporate objectives remain anchored on increasing market

relevance and achieving sustained profitability. We have reorganized ourselves to deliver
on our customer-centric strategy by matching client needs with our product offerings and
internal capabilities. We are placing greater emphasis on building the brand franchise and
improving customer experience. This should allow us to build sufficient capacity to propel

PRESIDENT’S
REPORT
In 2015, Philippine GDP came in at a relatively decent 5.8%, helping the country retain its
distinction as one of the fastest growing economies in the region. However, while the country
performed better than most peers, 2015 GDP was still below initial expectations of above 6%.
This slower-than-projected growth rate set the tone for the performance of the banking
industry. Overall performance for the industry in 2015 was relatively muted compared to the
strong results in the previous year. Income levels were affected by the lack of hefty treasury
gains from the past and growth in both loans and deposits were tempered coming off the
high base of 2014.
Deposit growth normalized to the single-digit level, following years of high system liquidity
as a result of the winding down of the Special Deposit Account (SDA) facility of the Bangko
Sentral ng Pilipinas (BSP) in 2013. It was also a challenging year to generate loans, as strong
capital market activity resulted in greater disintermediation. As a result, industry loan growth
came in at just 13% after hitting a high of almost 20% in 2014. Recent regulations on stricter
capital rules and underwriting standards also seem to have weighed down loan growth
opportunities. Heightened competition coupled by the initial wave of entry of foreign banks,
continued to put pressure on margins.
Despite these challenges, Metrobank delivered another banner year of performance.
Last year, Metrobank increased its core income by over 20% with a consolidated net income
of PHP18.6 billion. Total resources hit a new high of PHP1.8 trillion as the Group once again
delivered above industry growth in loans and low cost deposits.
As a result of this performance, Metrobank was named the Strongest Bank in the Philippines
by The Asian Banker. Metrobank ranked 9th overall in Asia, which marked the first time a
Philippine bank made it to the Top Ten List.

Providing excellent customer service remains one of our key priorities. To serve clients better,
we expanded our network, instituted improvements to our alternative channels and executed
promotions tailor-fit for our customer segments. In addition, we expanded our sales and
coverage teams and equipped them with the right skills and tools through the use of new,
customized training modules.
Metrobank successfully raised PHP32 billion via a Stock Rights Offer in April 2015, providing
Last year, the Group opened another 25 branches to increase its domestic presence to 945
the capital strength to take advantage of market opportunities.
branches. More than half of the network is located outside Metro Manila placing us in a
position to better service the demands of the regional growth areas. This network advantage
Our 2015 operational results are indicative of the Group’s key focus on developing our core
is supplemented by 2,226 ATMs nationwide and 100 Cash Accept Machines.
business of deposit taking and lending as well as generating fee income.
We also expanded our global reach with new partnerships. Our foreign network boasts
Total deposit liabilities reached PHP1.3 trillion or 6% higher than last year. More importantly,
of 32 international branches, subsidiaries and offices, 134 remittance tie-ups and over 190
low cost deposits, or CASA, expanded 18%, more than double industry’s deposit growth, to
remittance agents.
PHP702 billion. CASA now accounts for 56% of total deposits and continues to provide the
funding advantage to fuel our growth.
We launched a series of marketing campaigns which aimed to increase customer awareness
of Metrobank product offerings, particularly consumer loans, online facilities and wealth
Our total loan portfolio increased to PHP887 billion, or 17% higher than previous year. The
management products.
Group reported equally strong growth across all sectors of corporate, commercial and
consumer loans.
Our internal efforts to facilitate greater internal synergy ensured that our sales initiatives were
met with the appropriate level of customer support. The stronger coordination also made it
Amid stiffer competition, the robust growth in low cost deposits and loans allowed us to
easier to focus on active cross-selling to provide customers with the full range of Metrobank
maintain relatively stable margins throughout the year at 3.54%. As a result, Metrobank
products that would cater to all their financial needs.
booked PHP49.0 billion in net interest income, which now comprises over 70% of total
operating income.
The quality of our people is a key element to better customer service, something we
recognized and addressed through focused training and development efforts that sought
Meanwhile, the Group reported PHP18.4 billion in non-interest income. This came from PHP9.8
the improvement of their technical competencies. These efforts made a direct and positive
billion in service charges, fees and commissions, which went up by 10% from last year; PHP1.8
impact to the quality of our relationships and transactions. These were conducted mainly by
billion in net trading and FX gains; and PHP6.8 billion in other income.
our in-house Metrobank Academy which has been recently reorganized under the office of
the president, which indicates how much importance we have placed on this initiative.
With the focus on improving efficiency, operating expenses were kept at a reasonable level
with single-digit cost growth.
Asset quality continues to improve with non-performing loans (NPL) ratio at a new low
of below 1.0%. Given the falling NPL ratio, Metrobank reported provisions for credit and
impairment losses of PHP2.1 billion.

All said however, these dynamics present countless opportunities for the Metrobank Group
particularly for our core target customer base - entrepreneurs, middle market commercial
clients and SMEs. And with the rising per capita levels, we can expect that at the retail
customer will take on a bigger portion of our portfolio moving forward.
We will continuously aim to maximize our existing client relationships even as we open the
Together, we are stronger. This rings especially true as we report a successful 2015 from our
doors to new customers. To achieve this, we will continue coverage expansion by increasing
partners in the Metrobank Group. Synergy among the different subsidiaries and affiliates
our network and complementing our growing sales force.
made cross-selling and smart-sourcing initiatives not only possible but successful, maximizing
the potential of a shared client base. Through synergy, our subsidiaries had notable victories
We will also invest in our IT infrastructure as we seek to increase the efficiency of our internal
in their fields of expertise.
processes. We are placing greater emphasis on innovation and reengineering to ensure that
Metrobank is prepared for the next wave of development in the industry, especially as we
Our investment banking arm, First Metro Investment Corporation (First Metro) remains to be
move into the digital age of banking. These efforts are all being undertaken in keeping with
an undisputed leader in the industry. First Metro broke new ground by becoming the first local
our goal to comply with the highest service delivery and customer service standards.
investment bank to be recognized as Euromoney’s Best Investment Bank in the Philippines
I would like to end on a note of gratitude. Along with the management team of Metrobank,
Metrobank’s consumer business is well anchored on the Bank’s partnerships with Philippine
I would like to give credit where credit is due. To our employees, I give my thanks and
Savings Bank (PSBank), the Group’s thrift banking arm, and Metrobank Card Corporation
appreciation for their dedication and diligence and for all their effort in keeping with our
(MCC), a joint venture with Australia and New Zealand Bank (ANZ).
promise of keeping our customers in good hands.
Philippine Savings Bank was once again the only savings bank ranked in the Top 10
Strongest Banks in the country and sustained its position as one of the dominant lenders in
consumer banking.
Metrobank Card Corporation was awarded Best Credit Card in the Philippines, in addition to
sustaining its No. 1 position in the industry with over 1.5 million cards in force.
Philippine AXA Life Insurance Company (AXA Philippines) posted healthy revenue growth of
FABIAN S. DEE
President
15% translating to P4.0 billion in sales. Their performance was driven by their bancassurance
business which contributed 67%, and was boosted by newly launched health products and
successful campaigns.
We continue to have a positive view on the domestic economy and see that this coming 2016
will provide better growth opportunities compared to last year. We expect interest rates to
be relatively stable given the benign inflation environment. We cannot discount however
the possible negative effects of the global economies somehow trickling down to affect the
Philippines, and as with any national election, there will be uncertainties as we make a switch
to a new administration.

2015
PERFORMANCE ROOTED IN
HIGHLIGHTS STRENGTH
For 53 years, we at Metrobank have been steadfast in
our commitment to keeping our customers in good
hands. By valuing relationships over transactions,
we put ourselves in the position to consistently
provide the best services and the most meaningful
value to our stakeholders.
We believe that this heartfelt approach is a

substantial reason why we were able to achieve
this kind of success.
We are currently the 9th Strongest Bank in the Asia

Pacific Region, a recognition that puts us at par
with some of the world’s best financial institutions.
BUILDING As we enter a period that promises to be equal

OPPORTUNITIES parts opportunity and challenge, we make it our
responsibility to provide both meaningful and
A key theme for Metrobank last year was the exceptional service to our clients. Our conviction
financing of capital expenditure for long-term to do so is matched only by our capability to
project development in infrastructure, power and deliver results. For our clients, we proudly banner
telecommunications. These long-term projects our financial strength, coverage advantage and
form the foundation of growth that will propel customer-first mindset to truly put your convenience
the Philippines to the next level. and success in better hands.
Because we put you, our customers, first, we now

stand stronger than ever.

RISING WITH A
PURPOSE
Metrobank takes great pride in being able

to serve our customers, wherever they are
platform—the enrollment of international
mobile numbers. This made sure that no
Although largely healthy, the 2015
and whatever their needs might be. With
the entire institution working in sync to
matter where they are, our clients abroad
will be able to enjoy the convenience of
performance of the Philippine economy was
provide the best possible value to each
and every client, we built relationships with
Metrobank’s internet banking by enabling
them to receive the One Time Pin required
not without its challenges. The country felt
our customers and grew the Metrobank
business to where it stands today.
for transactions and account registration. the effects of global headwinds, higher than
This commitment demanded that we
The results of our internet and mobile
platform upgrades were evident in 2015.
expected imports and a slowdown in foreign
expand our coverage to better address the We recorded a 61% increase in usage in remittances. The Philippine Stock Exchange
needs of all our clientele. In our efforts to internet banking and an astounding 389%
be as accessible as possible, our expansion in mobile banking usage, providing us with also saw its first negative posting in six years.
covered all client segments, notably our a wealth of encouragement for the exciting
branches, business banking centers, wealth mobile upgrades slated to come in 2016. The whole Philippine banking industry faced
management desks and electronic portals.
Our coverage expansion also made sure a new set of challenges, even after a strong
We ensured that we gave the appropriate to improve our accessibility to our partner
boost to an already strong presence. Last entrepreneurs and high net worth clientele showing in 2014.
year, we increased our branch network by establishing new satellite offices for
to 945. The opening of 25 new branches SMEs and investment distribution desks.
ensured that our network grew both in
established areas of business as well as Most importantly, we reaffirmed our Adversity, however, is never without
emerging new cities. commitment to customer service
excellence. To truly listen to the pulse opportunity.
With our customers’ convenience in mind, of our customers’ needs, we conducted
we amplified our branch expansion by several studies that covered both our retail
doing the same for our alternative channels. and business clients.
We added 126 ATMs, bringing our total Metrobank rose to this challenge, relying
network to 2,226. As we put a premium on These included Brand Health and Mystery
the safety and integrity of our customers’ Shopper studies. Our branches performed on both our established basic tradition of
transactions, this expansion coincided well in the 2015 run of the Mystery Shopper,
with an upgrade of our security systems netting 98% rating on service standards excellence and a little creative synergy to
which substantially lowered incidences of for personnel competency and proper
skimming and machine compromise. handling of customers. The positive rating buck the trends.
score is consistent with the decline in
We also made sure to optimize Metrobank’s number of customer complaints, from 5%
services online. In 2015, we rolled out of total feedback received in 2014 to 3%
an additional functionality to our online in 2015.

It takes a strong
partnership...
FAITH IN FILIPINO BUSINESS
Metrobank was founded in the spirit

of helping the Filipino businesses
find the right solutions to reach
their goals. It is this faith in the
entrepreneurs that drives us to help
our partners find success.
From nurturing new commercial clients to strengthening
partnerships with major industry players, we will continue
planting seeds of trust with our partners as they continue their
journeys of growth. As their partner, we have always provided
sound financial guidance to aid their success. To us, it is simple:
their successes form the pillars of our success.
In 2015, this commitment to the success of our customers

delivered a 17% overall loan growth, significantly higher than the
industry rate of 13%.
Over the last three years, we took steps to ensure that we

are always there for our partners. This is evidenced by our
expansions in new growth areas and the hiring of additional
frontliners, making our extensive line of financial solutions readily
available to customers.
For our SMEs in particular, our tagline “Ang Partner Mo Sa Negosyo”

rings truer than ever, our constant reminder that every partner is
a valued partner. With this mindset, we penetrated the market for
aspiring businesses.
Learn more about Metrobank SME

> www.metrobank.com.ph/sme/
We deepen
Metrobank’s success in 2015 was achieved
largely through a revitalized sales and
relationships with
service culture that put greater focus on
improving the overall customer experience.
customers by
Initiatives of the Bank focused on new
listening— and
customer acquisition and active cross-
selling, in line with its commitment to
then aligning our
provide customers with the full range of
Metrobank products that would cater to all
goals with theirs.
their financial needs.
In the third quarter, Metrobank launched

a new customer awareness campaign
dubbed – “What’s New at Metrobank”.
The ad campaign introduced a fresh new
+61%
MB Direct Usage
look to the brand that was consistent with
+17%
the Metrobank core values and promise
of keeping customers in good hands. It
was launched in an effort to become
more visible to the wider and younger Loans Growth
EXPANDING
HORIZONS
Metrobank has always helped clients
in fulfilling their growth potential. Last
year, Metrobank facilitated the pursuit
of the regional and global aspirations of
local companies. A number of landmark
transactions propelled Filipino corporations
to the bigger map together with some of
the global players in their industries.

Get a car and home loan now
> www.metrobank.com.ph/carloan/
> www.metrobank.com.ph/homeloan/
This growth in the consumer portfolio

was supported by the successful release
of special promotions for Metrobank’s
Home and Car Loans such as “We’re
Bringing Awesome Back”, “It’s the
Awesome Comeback” and “Dream Loan
For Your Dream Home”, contributed
to the sustained growth rates of our
consumer portfolio.
Car loans in particular achieved substantial

success. Streamlined processes and strong
sales pick up, contributed to Metrobank
winning the Best Automobile Lending
Product award from The Asian Banker.
population. The ad series featured our

consumer offerings for car and home
loans, our alternative e-banking channels
and our expertise in investments.
In addition, our sales force strengthened

their internal working relations by
engaging our people and emphasizing the
importance of coordination and synergy.
These efforts were done to ensure that
each initiative to bring the right product
to the right client was met with the
appropriate level of customer support.
This extra push on the customer and sales

front and better internal synergy delivered
strong results in 2015.
The Bank expanded CASA by 18% and this
+18%
provided a stable funding base to fuel our
growth. Building on the momentum from
previous years, the consumer portfolio
CASA Growth continued to expand, up 18% year-on-year.

It takes an
unwavering trust...
Lasting success is not achieved
overnight. We know that it takes
time and effort to form strong
partnerships and to gain the trust
of our clients. Today, it is this
unwavering trust we have with
our partners that differentiates
us from the rest and allows us to
constantly succeed.
Metrobank continued to assert its dominance in the premium
segment of the market. By introducing new and more affordable
products, we registered one of the highest Unit Investment Trust
Fund (UITF) growth rates in the industry.
We also were able to retain our #1 ranking in the Towers Watson

Survey for Retirement Funds. These rankings, of course, are on top
of our usual excellence, as proven by our Treasury team’s receipt of
numerous awards from PDEX (Philippine Dealing Exchange) and
FMAP (Fund Managers Association of the Philippines).
In a time of high market volatility, sales clinics and investor forums

were regularly held to keep clients up to date with the latest market
developments and trends.
You can start investing now

28 METROPOLITAN BANK & TRUST COMPANY > www.metrobank.com.ph
STANDING STRONG 29
Metrobank has
always valued
the convenience
of our clients.
Consistent with our thrust to provide
quality, accessible remittance and banking
services to hardworking OFWs, 2015 saw
us establishing new partnerships in the
Middle East, Americas, Europe and Asia-
Pacific. This expanded our remittance
tie-up network to 134 partners all over
the world. This was done in parallel with
our efforts to strengthen our agent
network establish more capabilities in
handling transactions.

We continue
Our foreign branches, offices and
subsidiaries forged arrangements with
to improve outlets nationwide. In addition to this,
our Cash Pickup Anywhere service also
more agents, bringing the network force
up to 196 representatives servicing clients
and develop grew to over 6,800 locations, inclusive of
Metrobank branches.
all over the world. products and All these programs worked in harmony
Overseas efforts were matched with
programs to expand our Domestic
services to suit to expand our coverage, allowing us to
boost our already strong market share. In
Remittance Partner Network. In the
same year, we launched Remittance-to-
the evolving 2015, total overseas Filipino remittances
coursed through Metrobank reached over
Account services with Cebuana Lhuillier’s
over 1,700-strong branch network,
needs of 6 million transactions—for a total value of
over US$4 billion.
marking another milestone in the Bank’s
domestic remittance business. This
the market.
enables customers of Cebuana Lhuillier
to remit to any Metrobank account,
real-time. This in turn strengthens our
134 196
CollectAnywhere network, making it
the service available to nearly 7,000
Remittance Remittance
tie-ups Agents
CATERING TO
YOUR NEEDS
With a diverse set of financial needs across
our customer base, there was a need for
Metrobank to get a deeper understanding
of customers to deliver tailor-fit solutions.
Greater synergy among product providers
allowed us to craft the appropriate
products to match each and every need
of our client base.

It takes a
relentless drive
to perform
In our effort to improve and stay
ahead of the curve, we created
new teams focused on innovation
and product development and
adopted a results oriented culture
built on timely execution and
continuous development.
To drive improvement in our sales execution and technology
platform, we aim to align our capacity building with international
best practices and standards.
Across the organization, internal checkpoints were set to encourage

the constant review and modification of existing systems and
processes in our bid to push service standards to be as simple,
efficient and consistent as possible.
Learn more
about Metrobank
34 METROPOLITAN BANK & TRUST COMPANY > https://careers.metrobank.com.ph STANDING STRONG 35
KEEPING YOU
ENGAGED
In a year of uncertainty, Metrobank made
sure to keep its customers informed about
relevant market developments by hosting
a series of client and investment forums.
The Group also opened new SME hubs,
Trust and Investment Desks and a new
First Metro center.
PEOPLE DEVELOPMENT attraction and management. These 2015 cross-posting within the institution. Focused our newly launched “field and forum” training
As we stand stronger than we have ever initiatives accounted for a sharp increase in on both managerial and technical tracks, modules that featured highly-relevant and
been for our customers, we continue to talent sourced from our online, university the program is set to kick off in 2016. interactive content.
believe in the strength that we draw from relations and walk-in applications.
our people. Along with improved career management, EMPLOYEE WELL-BEING & COMMUNITY
To improve our retention of talent, we rolled Metrobank continued its commitment to BUILDING
We take a holistic approach to our out new Leadership and Management empowering employees with the right We remain steadfast in our commitment to the
programs aimed at the acquisition, retention Development Courses and operationalized a competencies, expertise, and work ethics, holistic development of our people. We recognize
and development of the best talent Branch Lab to help our prized talent in their vital and relevant to stakeholders with that employee health is a non-negotiable.
available to sustain our industry excellence. practice of the Metrobank brand of service. the Metrobank Academy. This program As such, we ensured that certified First Aid
This multi-pronged effort covered the sustained continuing professional Responders and Safety Officers were deployed to
areas of operational efficiency, people We were also able to complete our talent development through an effective perform periodic health and safety inspections in
development, capability building, employee profiling for MILER—our flagship talent implementation of technical trainings. our workspace. We partnered with Department
well-being and community development. development program. This program of Labor and Employment to proactively perform
identified a pool of high potential talents CAPABILITY BUILDING joint assessments of all worksites to ensure strict
Metrobank continued to put the values of developed specifically for growth and To ensure that our frontliners are adherence to both General Labor Standards and
Commitment to Customer Service, Passion succession management. By developing embodiments of the Metrobank brand of Occupational Safety and Health Standards.
for Results, Teamwork, Integrity, and Heart promising talent and at same time, service, new training programs for various
for Community at the center of all people measuring training effectiveness, these roles at the branch level were rolled out We continue to support and enable a healthy
development initiatives. collaborative efforts all support the to build the skills and knowledge base of lifestyle through our Go 4 Health Program—a
achievement of Metrobank’s strategic goals branch employees. These programs drove comprehensive wellness initiative for head
In 2015, we launched the Metrobank Career and business growth. strategic initiatives to revitalize sales and office employees that featured Zumba classes,
Website, an online recruitment portal. This service in the branch network. gym partnerships, and health bulletins. We also
recruitment hub worked in tandem with For the rest of our valued workforce, successfully launched our new health insurance
our new social media asset in LinkedIn. All Metrobank’s Human Resources Group Efforts were also put into the upgrading of program for officers and dependents designed to
these efforts shored up our support system further developed their career-planning various hard and soft capabilities important expand benefit coverage and service.
for strategic manpower planning, talent capabilities to encourage talent-sharing and to our sales teams. This was achieved via

CORPORATE
GOVERNANCE
COMPLIANCE or substantial shareholders, other than

CORPORATE GOVERNANCE transactions which are conducted at arms-
Our drive for success is grounded on strict adherence AND COMPENSATION
COMMITTEE
length and could not materially interfere with
or influence the exercise of their judgment.
to compliance and corporate governance standards Committee Position Designated Member
The members of the Board are experts in
which ensures that we have the strong foundation to Advisers Antonio S. Abacan, Jr.
Placido L. Mapa, Jr. their field and bring with them diversity
pursue our goals. Guided by the spirit of accountability, Chairman Rex C. Drilon II in age, gender, ethnic background, skills
Vice Chairman Remedios L. Macalincag and experience. All directors were selected
transparency and fairness, Metrobank is motivated to Regular Members Arthur Ty
Francisco F. Del Rosario, Jr.
based on their qualifications such as
integrity, probity, physical & mental fitness,
continue improving by actively seeking ways to adopt Resource Person Laarni D. Bernabe
competence, relevant education, financial
Corporate Fatima P. Gamboa
literacy and training, diligence, knowledge
the best practices to uphold the highest standards of Governance Officer (OIC - Compliance Division)
and experience.
*The Committee also performs the functions of
corporate governance. the Remuneration Committee
Per Metrobank’s By-Laws, directors are
elected individually by the vote of the
holders of common stock of the Bank in
EXECUTIVE
Board of Directors accordance with Section 24 of the Corporate Code and other pertinent applicable laws. Any
The Board takes the lead in establishing
COMMITTEE stockholder may submit nominations for directorial positions to the Nomination Committee.
the tone of good governance. It is
The Committee, having in place screening policies and parameters including among others,
primarily responsible for approving and
alignment of the quality of directors with the Bank’s strategic directions, will then screen the
Committee Position Designated Member overseeing the implementation of the
nominations and come up with a Final List of Candidates. Only nominees whose names appear
Advisers George S. K. Ty Bank’s strategic objectives, risk strategy,
Antonio S. Abacan, Jr. in the list shall be eligible for election as director at the annual meeting of the stockholders.
James Go corporate governance, corporate values
Mary V. Ty and the code of conduct. It also ensures
Any vacancies occurring in the Board of Directors may be filled by the vote of at least a
Chairman Arthur Ty expeditious resolution of compliance issues
majority of the remaining directors, if still constituting a quorum. Any vacancy that occurs by
Vicente R. Cuna, Jr. and consistent adoption of corporate
Vice Chairman (alternates with reason of removal by stockholders, expiration of term or increase in the number of directors
Francisco C. Sebastian) governance policies and systems across the
shall be filled by the stockholders in a regular or special meeting called for the purpose.
Regular Members Fabian S. Dee Group. The members have an independent
Corazon B. Nepomuceno
access to management and the corporate
Mary Mylene A. Caparas
Noel Peter Z. Yuseco * secretary as well as unrestricted access to
Board Meetings
The organizational meeting of the Board is held immediately after the Annual Stockholders’
Rotating Member Francisco C. Sebastian information and records of the Company to
Member (alternates with Meeting. Regular Board meetings are held every second Wednesday of each month. Special
Vicente R. Cuna, Jr.) fulfill their responsibilities.
meetings may be called at any time by the Chairman, or, in his absence, by the Vice Chairman,
*Alternate Member
or pursuant to the written request of any four directors.
Board Composition
At the end of 2015, the Board was comprised
The Board had 12 meetings in 2015. One director attended 92% of the meetings, while all others
of 14 directors. The Bangko Sentral ng Pilipinas (BSP) and Securities and Exchange Commission
have perfect attendance. The Office of the Corporate Secretary which plays a significant role
(SEC) both require a minimum of 20% representation of independent directors in the Board.
in supporting the Board in discharging its responsibilities prepares the agenda and sends out
For Metrobank, seven (7) or 50% of the Board members are independent directors, the highest
notices and materials at least five business days before the meeting dates.
in the banking industry.
Board-level committees where executive directors are not members of (i.e. Audit, Risk
The independent directors are independent of management and major shareholders. They have
Oversight, and Related Party Transactions Committee) regularly meet without the presence of
not engaged and do not engage in any transaction with the institution or with any of its related
executive directors. On 6 July 2015, all the independent and non-executive directors conducted
companies or with any of its substantial shareholders, whether by themselves or with other
a special meeting without any executives present.
persons or through a firm of which they are partners or a company of which they are directors

Corporate Secretary Evaluation System
The Office of Corporate Secretary plays a significant role in supporting the Board in discharging
ANTI-MONEY LAUNDERING The Board has an internal self-rating system
COMMITTEE
its responsibilities. The Office prepares the agenda and sends out notices and the materials and procedures to determine and measure
before the meeting date, prepares and distributes the minutes of the previous meeting and compliance vis-à-vis good corporate
keeps full minutes of all Board and stockholder meetings. The Office of the Corporate Secretary Committee Position Designated Member governance principles and practices as
also communicates with the directors the relevant statutory and regulatory changes as well as Chairman Edmund A. Go prescribed in the Code of Corporate
schedules of relevant seminars. Regular Members Arthur Ty Governance: (i) each Director self-rates and
Rex C. Drilon II collectively rates the Board, the Chairman
Orientation & Continuing Education Robin A. King of the Board and the President; (ii) the
All first-time directors are furnished with a copy of the general responsibility and specific duties Corporate Governance and Compensation
and responsibilities of the Board and of a director. Directors are required to certify under oath Committee (CGCC), Audit, Risk Oversight
that they have received copies and fully understand and accept the general responsibility and and other Board committees conduct self-
specific duties. The certification is also submitted to BSP together with a certification that he or rating. When a director or officer has multiple positions in the Group, CGC determines whether
she has all the prescribed qualifications and none of the disqualifications after their election. or not said director or officer is able to and has been adequately carrying out his/her duties.
The results of the annual self-assessment are validated and summarized, discussed by the
In maintaining their professional integrity, the directors are encouraged to continuously CGCC and reported to the Board.
enhance their skills, knowledge and understanding of the activities that the Bank is engaged in
or intends to pursue as well as the developments in the banking industry including regulatory Based on the results of the annual evaluation, for the year 2015, the Bank has fully complied
changes through continuing education or training. For this purpose, the Bank also has a policy with the material requirements of the Code of Corporate Governance.
on continuing education for directors. In 2015, a special seminar conducted by SGV & Co. was
provided to all directors and senior management of the Bank to apprise them on the significant Compliance System
developments in corporate governance. The compliance function, as an integral component of the Bank’s internal controls, provides
reasonable assurance that the Bank and its directors, officers and employees comply with
relevant banking and corporate laws, regulations, rules and standard – all to promote safe and
BOARD OF DIRECTORS’ ATTENDANCE sound banking operations.
AS OF DECEMBER 31, 2015
The Compliance Division is tasked to promote effective implementation of the compliance
Board Executive Anti-Money Risk Domestic Trust Audit Corporate Related Party Overseas Nominations IT Steering
Meetings Committee Laundering Oversight Equity Committee Committee Governance Transactions Banking Committee Committee system and address breaches that may arise. It ensures that emerging compliance issues and
Committee Committee Investment Committee Committee Committee
Committee key compliance risks are proactively identified, measured, and assessed and that advice and
Group George S.K. Ty 12/12 support to Management in managing regulatory and compliance risk are provided. In addition,
Chairman
Chairman Arthur Ty 12/12 38/52 (CC) 8/9 5/5 6/6 2/2 ***** 7/7 (CC)
it also ensures that compliance and awareness trainings for all employees are conducted on a
Vice Francisco C. 12/12 23/52 4/5 4/6 (VC)
regular basis; there is an effective upstream and downstream communication within the Bank
Chairman Sebastian (VC) * to address compliance matters; and that compliance matters are reported to appropriate
President/ Fabian S. Dee 12/12 49/52 10/11 5/6 7/7
Director levels of management and to the Board of Directors through the Corporate Governance and
Director Edmund A. Go 12/12 8/9 (CC) 12/13 (CC) 10/11 4/7 Compensation Committee.
Independent Renato C. Valencia 12/12 11/13 12/12 (VC) 12/13 (CC)
Independent Remedios L.
Macalincag
12/12 13/13 12/12 6/6 (VC) 12/13 4/4 (CC)
Compliance Division will continue to actively seek ways to boost compliance and adopt best
Independent Jesli A. Lapus 11/12 9/13 (VC) 5/5 11/11 (CC) 5/6
practices in corporate governance. It shall also maintain a dynamic interaction with regulators
Independent Robin A. King 12/12 7/9 5/5 (VC) 8/8 (CC) 6/6 6/6 (CC) to ensure a balance between having the right compliance culture and a risk-averse environment
Independent Vicente B. 12/12 13/13 12/12 13/13 6/6 that will support business growth.
Valdepeñas, Jr.
Independent Rex C. Drilon II 12/12 8/9 5/5 11/11 (VC) 6/6 (CC) 11/13 (VC)
Independent Francisco F.
Del Rosario, Jr.
12/12 3/3 (CC) ** 11/12 6/6 5/6 Corporate Governance Manual & Code of Conduct
The Corporate Governance Manual serves as a valuable reference in the implementation of
Director Vicente R. Cuna, Jr. 12/12 23/52 5/7 (VC)
(VC) * the corporate governance rules and regulations. The Manual is periodically updated for new
Director Alfred V. Ty (A) 4/4 1/1*** 1/2
regulatory issuances and best industry practices.
Director Antonio V. Viray (B) 8/8 3/4 ****
(A) Member starting September 2015 * Rotating Member (CC) Committee Chairman The Board of Directors, Management, Officers and Staff of the Bank commit themselves to the
(B) Member up to September 2015 ** Appointed Chairman in April 2015 (VC) Committee Vice-Chairman
*** Appointed Member in October 2015 principles and practices contained in the Manual and acknowledge that the same will guide
**** Member until September 2015
***** Member until April 2015 them in the development and achievement of the Bank’s corporate goals.

The Codes of Conduct for Directors and Employees ensure that the Bank goes beyond Compensation Policy
adherence with regulatory framework requiring Metrobankers to adhere only to the highest The Bank adopts an overall compensation package that is aligned with labor laws and
standard of fairness, accountability and transparency. Both Codes aim to instill a commitment regulations, performance-driven and competitive with industry standards, with a goal to attract,
and dedication to the virtues of honesty and integrity, together with a high sense of prudence, motivate and retain the best people.
responsibility and efficiency in the conduct of duties.
The members of the Board of Directors receive a fixed remuneration package based on
Every director exercises honesty, good faith and loyalty and in the best interest of the Bank, experience, professional background, level of responsibilities and attendance in Board and
its stockholders, regardless of the amount of their stockholdings, and other stakeholders committee meetings.
such as depositors, investors, borrowers, other clients and the general public. The Bank
prohibits the direct or indirect offering or receiving by an employee of any gift, gratuity, The Bank pays salaries commensurate to the individual’s qualifications & experience, nature of
other payment or entertainment from any person, be it a client, vendor, supplier, business the job, position, and level of responsibility with reference to an approved salary scale.
partner or subordinate, when the gift might affect the employee’s judgment or actions in the
performance of his/her duties. The Bank’s compensation package is reviewed regularly and benchmarked against competition
through participation in annual compensation and benefit surveys to ensure its competitiveness
The Codes are implemented by the Corporate Governance and Compensation Committee vis-à-vis industry and other market considerations.
and the Human Resources Group. Breaches are subject to appropriate disciplinary actions in
accordance with the principles of due process. To enjoin bank-wide compliance, the Board- Pay for Performance. The Bank aims to achieve a performance-driven work culture by
approved Corporate Governance Manual and Code of Conduct are available in the Bank’s providing meaningful rewards for performance. Annual performance scorecards are structured
intranet and posted in the Bank’s website for public access. to support business strategies and provide competitive rewards. Thus, the Bank grants
annual merit increase and performance bonus (non-guaranteed) based on the Bank’s overall
Fair Business Transaction performance, Group and individual performance, and market conditions.
The members of the Board conduct fair business transactions with the Bank and ensure that
personal interest does not bias Board decisions. Directors whenever possible, avoid situations Fair Compensation. The Bank ensures that its compensation package for non-officers or rank
that would give rise to a conflict of interest. If transactions with the Bank cannot be avoided, and file employees is in accordance with the labor law requirements. They receive salaries
it is done in the regular course of business and upon terms not less favorable to the Bank than linked to both performance and the Bank’s contractual obligation under a collective bargaining
those offered to others. agreement which include loyalty bonuses for long-term employees.
The Bank has a policy on related party transactions. Transactions with related parties are reviewed Interest of Stakeholders
by the Related Party Transactions Committee, a Board-level committee composed of independent Metrobank has a responsibility to all its stakeholders and addresses their needs. The Bank
directors. These also require prior written approval of the members of the Board, with the has policies that safeguarded the interests of customers and creditors, suppliers, employees,
exclusion of the director concerned in case the transaction involves him or his related interests. shareholders and the environment.
Policy on Insider Training The Bank continuously prioritizes the customers’ and creditors’ needs and ensures that
To ensure that shareholders are afforded protection and that individuals do not benefit from their welfare is safeguarded. Customers expect, among others that the Bank delivers on its
knowledge which is not generally available to the market, Metrobank has instituted its own promises, dependably and accurately and that employees are knowledgeable, courteous,
Insider Trading Policy. The policy covers the standard of conduct applicable to all directors and trustworthy, confident, and helpful and provide prompt service. Failure to attend promptly to
employees within the Metrobank Group including their immediate family members residing client requests is an example of non-acceptable behavior under the standard of conduct.
with them in the same household and corporations, other entities and funds subject to their
influence or control. The policy is applied to all insiders having access to material non-public The Bank also maintains policies for supplier and contract selection. The policy on
information about the securities of companies within the Metrobank Group as well as the outsourcing of banking support and marketing activities and vendor management provide
securities of any of their corporate clients and business partners. guidelines on accreditation of service providers as well as monitoring and reviewing of their
performance. The Bank also practices the policy of canvassing and bidding.
The policy requires that the disclosure of material non-public information about any of the
companies within the Metrobank Group or any Partner shall be made on a reasonable need-to- The Bank acknowledges that it has a responsibility to ensure the safety and security of its
know basis and in furtherance of a legitimate business purpose. It further requires the reporting employees and clients. The Bank actively promotes a safe and healthy work environment
insiders to confirm their respective beneficial ownership of listed shares of stock in their that is conducive to the well-being and professional development of its employees. Among
respective companies, if any, and report any changes thereto on the next trading day from the the programs instituted was the wellness check of employees, results of which were the
date of the change pursuant to the requirements of the SEC and the Philippine Stock Exchange. basis of choosing relevant health interventions for the workforce. Lectures on bank security
are likewise conducted to equip personnel in handling situations that may compromise the
Whistle Blowing Policy security of persons, property and information. The Bank also ensures a drug-and alcohol-free
All employees are encouraged to play their part in improving the overall effectiveness and work environment at all times.
success of the Bank and in strengthening the Bank’s system of integrity. The Bank has a Whistle
Blowing Policy which aims to guide officers and staff on reporting complaints related to fraud, Metrobank is also fully committed to ensure that all employees perform their work
malpractice, conflict of interest or violation of internal/regulatory policies, procedures and consistently to high standards and achieve their full potential. It recognizes that training and
controls. The policy also provides for the protection of the reporting employee from retaliation. development is fundamental to the improvement of the Bank’s operational performance and

the achievement of the Bank’s strategy and goals. The Metrobank Academy was established • Monitored & analyzed the credit risk profiles of the Bank’s various portfolios
to provide all officers with a wide range of suitable programs to assist in their continuing • Undertook efforts to enhance or keep up-to-date its credit risk obligor and exposure
professional development, so that the organization will have the right quality of people for measurement tools
the business to grow and achieve its goals. The Bank strives to empower Metrobankers with • Continued to work closely with the various subsidiaries and the subsidiaries of the Group to
the right skills, knowledge, work ethics and expertise that are relevant to the stakeholders. facilitate further alignment of credit risk related practices
The Bank measures its performance not only with financial returns but also with its social Market & Liquidity RISK OVERSIGHT
COMMITTEE
objectives. The Bank believes that it is responsible also for the state and welfare of the Risk Management
larger society to which it belongs. Metrobank has comprehensive community and social Three themes characterized the activities on
responsibility programs conducted by the Metrobank Foundation and the employees through the market and liquidity management side. First Committee Position Designated Member
the Purple Hearts Club. is continuous enhancement of processes and Chairman Edmund A. Go
systems, particularly on the Parent Bank side. Vice Chairman Jesli A. Lapus
Mindful of the impact that practices may have on the environment, Metrobank is also Second is further consolidation of market risk Regular Members Renato C. Valencia
committed to sound environmental stewardship. The Bank consistently strives to look for exposures within the Metrobank Group. Third is Remedios L. Macalincag
Vicente B. Valdepeñas, Jr.
ways to improve its operations towards the conservation of energy, water and resources. alignment and standardization of practices within Resource Persons Joshua E. Naing
In place are various policies on optimizing the use of paper and power shutdown of office the Group. Among the tasks completed were: Fernand A. Tansingco
equipment to minimize resource usage and to save on electricity costs. Corazon B. Nepomuceno
Richard S. So
Eligio C. Labog, Jr.
• Updated and streamlined the market rates Maritess B. Antonio
From the top management to the rank and file personnel, Metrobankers pledged the database Paul Robert Y. Murga
following green acts, among others: • Created specialized calculators and
spreadsheets to enable transformation of
• Shut down and unplug (Energy Conservation) derivative risk factors (e.g. volatilities) into
• Think before printing/Pay bills online/Shop with reusable bags (Solid Waste Reduction) a form directly readable by the bank’s
• Walk/Bike/Join carpool (Sustainable Mobility) systems. TRUST
• Taking only what is needed (Food Waste Reduction) • Did testing and validation of the Treasury
COMMITTEE
front-end system
RISK MANAGEMENT • Rolled-out the bank’s in-house risk-engine Committee Position Designated Member
The Risk Management Group (RSK) is an independent unit of the Bank that identifies, and risk system to selected subsidiaries to Advisers Antonio S. Abacan, Jr.
analyzes, measures, and monitors credit, market, liquidity, and operational risks in close support entity-specific calculations and Placido L. Mapa, Jr.
coordination with other business units. The Group reports directly to the Board of Directors enterprise-wide risk consolidation. Chairman Jesli A. Lapus
through the Risk Oversight Committee, which is composed primarily of independent • Consolidated the Metrobank Group’s Vice Chairman Rex C. Drilon II
members of the Board. The Committee’s active role in overseeing the Bank’s risk exposures across various institutional Regular Members Fabian S. Dee
infrastructure, operating policies, and exposures ensures consistency among strategies and a trading books through a correlated Group Edmund A. Go
good balance between risk appetite and prudence. Value-at-Risk measure Josefina T. Tuplano
• Conducted peer review of systems and Resource Persons Antonio V. Viray
Credit and Risk Management processes across the Group in support of
The primary task of RSK is to ensure that the credit risk exposures are consistently managed knowledge-sharing and standardization of
based on the Bank’s risk appetite to support the balance sheet’s sustainability. Following are practices across the Group
some of the initiatives undertaken for 2015:
Operational Risk
• Developed various credit-related policies to properly monitor loan exposures and adhere to Management
the requirements of BSP. RSK’s thrust of a continuing awareness and appreciation for operational risks saw continuity
• Expanded the coverage of impairment reporting to ensure pertinent provisions are set-up. through the following activities.
• Enhanced the existing Credit Review Framework to further improve assessment of lending
units’ adherence to policies and procedures. • The establishment of a risk aware culture through bankwide rollout of Operational Risk
• Ensure timely review of portfolio limits to promptly address concentration issues. Management tools, conducting focus group discussions and seminars. Developed new
• Continued to work closely with various Groups in reviewing product programs of existing e-learning materials as part of Risk Management’s campaign to institutionalize risk
and new products as well as pertinent risk-related manuals consciousness within the Bank.

• The continued implementation of various
DOMESTIC EQUITY Operational Risk Management tools to Group Oversight NOMINATIONS
INVESTMENTS aid business units in actively identifying, COMMITTEE
COMMITTEE Over the years, RSK has developed dynamic
measuring, controlling, and monitoring and interactive partnerships with various units
Committee Position Designated Member operational risks in their respective of the Bank to support them in managing Committee Position Designated Member
processes and practices. their risks. RSK provides regular reports to Chairman Vicente B. Valdepeñas, Jr.
Adviser Antonio S. Abacan, Jr.
• Collaboration with various business several senior management level committees, RegularMembers Jesli A. Lapus
Chairman Francisco F. del Rosario, Jr.
units to develop business level Key as well as relevant business groups. The Robin A. King
Vice Chairman Robin A. King
Risk Indicators (KRIs) and establish initiatives of RSK extend well beyond the
Regular Arthur Ty
Members Francisco C. Sebastian appropriate thresholds. The KRIs will Bank and in fact go on to collaborations with
Alfred Ty
Rex C. Drilon II serve as early warning indicators of the risk management units of the subsidiaries
Jesli A. Lapus significant movements on risk exposures under the Metrobank Group.
Resource Person Joshua E. Naing to help business units prepare for
IT STEERING
Maritess B. Antonio responses in case of increasing changes As part of its mandate, through the Risk COMMITTEE
to the risk exposure. Institutional KRI Oversight Committee, RSK provides timely
thresholds have also been established and relevant reports on the risk profile of the
Committee Position Designated Member
and improved. Bank and Group to the Board. The monthly
• Continued comprehensive reviews of committee meetings also serve as a venue Chairman Arthur Ty
RELATED PARTY the Bank’s new and existing policies to discuss strategies and recommendations Vice Chairman Vicente R. Cuna, Jr.
TRANSACTIONS and procedures, and developed various on policies and procedures as part of the Members Fabian S. Dee
COMMITTEE policies (Operational Key Risk Indicators, Edmund A. Go
enterprise risk management system of the
Committee Position Designated Member ITRA policy), to ensure embedding of Bank and the Metrobank Group as a whole.
Bernardino V. Ramos
the risk management process. Resource Persons Joshua E. Naing

Chairman Renato C. Valencia Maritess B. Antonio
• The initiation of the development of tool For years now, the collaboration between
Vice Chairman Rex C. Drilon II
portals for an efficient implementation RSK and the subsidiaries’ risk management
RegularMembers Remedios L. Macalincag
Vicente B. Valdepeñas, Jr. of the various Operational Risk units has led to an increasing level of
Resource Persons Maritess B. Antonio
Management tools. standardization of risk management tools and monitoring of its implementation for the
• Facilitation of the Earthquake tabletop Group. By working closely and actively with the BSP-supervised subsidiaries of the Bank,
exercise and developed the Earthquake RSK has been able to maintain oversight on the alignment of business practices, policies and
Emergency Plan procedures, where applicable.
• Consolidation of the results of the
OVERSEAS BANKING Anti-Money Laundering Product Risk Internal Audit
COMMITTEE Assessment tool that were presented to The 2015 risk-based audit plan, which was approved by the Audit Committee before the start
the AML Committee. of the year, was developed through a detailed and comprehensive evaluation of the Bank’s
• Continued the annual business strategy, attendant risks, significant regulatory requirements, and other factors, which may
Committee Position Designated Member
continuity testing activities, which have affect its delivery. It was revisited quarterly and all changes thereto were presented to and
Advisers Antonio S. Abacan, Jr. proven to increase disaster readiness of approved by the Audit Committee.
Mary V. Ty bank employees during actual events
Vice Chairman Francisco C. Sebastian such as typhoons and floods. The audit plan covered all critical business areas, control activities, regulatory requirements and
Regular Fabian S. Dee • Regular monthly reporting of KRIs and emerging risks, which enabled the Chief Audit Executive to render an overall assessment on the
Members
Alfred Ty
risk exposures to the ROC and the BOD adequacy and effectiveness of the Bank’s governance, risk management and internal control
Robin A. King
and increased the frequency of reporting processes. The completion of the audit plan complemented the oversight function of the Board
Francisco F. del Rosario, Jr.
to Senior Management and various of Directors and the Senior Management, supported management initiatives, and encouraged
Resource Persons Joshua E. Naing
Committees of RSK-ORD monitored system and process improvements.
Richard S. So
Institutional Key Risk Indicators and IT
Maritess B. Antonio
related risks The audit objectives were well-defined. These were effectively communicated and supported
• Continued assistance and guidance by the organization as manifested by the increasing requests for consultations and advice from
to subsidiaries to ensure practices are the Internal Audit Group (IAG), particularly on ensuring appropriateness of risk mitigation,
consistent within the group diligence on regulatory compliance and improvement in operational efficiency.

2015
The IAG’s activities are conducted in accordance
with the International Standards for the AUDIT COMMITTEE AUDIT COMMITTEE
Professional Practice of Internal Auditing and
the Code of Ethics. IAG remain up-to-date with
best practices (i.e. increased use of analytics, Committee Position Designated Member
REPORT
technology and electronic data) and adopt
Antonio S. Abacan, Jr.
Adviser
effective audit techniques to align with system Cornelio C. Gison The Audit Committee (the Committee) assisted the Board of Directors (the Board) in fulfilling
and process changes, industry developments Chairman Robin A. King its fiduciary responsibilities to enhance stakeholders’ value and protect their interest through its
and regulatory requirements. To adapt with and Vice Chairman Renato C. Valencia oversight on governance, risk management and internal controls.
meet the increasing demands for assurance and Regular Members Vicente B. Valdepeñas, Jr.
Francisco F. Del Rosario, Jr.
consulting services, audit skills and knowledge Remedios L. Macalincag
The Committee convened twelve (12) times during the year, was provided adequate
are continuously developed and elevated through Resource Persons Joshua E. Naing
information/training, resources, and cooperation by Management, and had private meetings
formal training and validation, especially on Nurjehan D. Dayrit
with the external auditor and Chief Audit Executive to carry out its mandate. Furthermore,
technical and specialized topics (i.e., Treasury, selected Committee members hold concurrent roles in other Board-level Committees, which
Trust, Anti-Money Laundering, Information provide them with various information from across the organization regarding the control
Chief Audit Executive Maritess B. Antonio
Technology, etc.), which have become more environment and risk taking/ management activities. Summarized below are the 2015 activities
relevant in recent years. of the Committee:
In 2015, as required by Bangko Sentral ng Pilipinas (BSP) Circ. 871 on Internal Controls and Governance Financial Reporting Control Framework
Audit, a Centralized Audit Function was formalized wherein the IAG was tasked to directly • Coordinated with other Board • Reviewed interim and annual financial • Regularly received Internal Audit (IA)
Committees in ensuring that governance reports and disclosures, valuation reports, obtained status reports on
supervise the internal audit functions of the Bank’s subsidiaries and report to their respective processes are in place and operating techniques (i.e., financial instruments), significant matters (i.e., IT initiatives,
effectively estimates/ assumptions used (i.e., regulatory compliance, AML compliance,
Audit Committees. This centralization will further align internal audit practices, maximize allowance/ liability provisioning), impact of cyber/electronic fraud, etc.) and shared
and augment skills through resource-sharing, increase coordination and further strengthen • Confirmed that signficant third party significant transactions and new accounting insights and recommendations to
contracts (i.e., IT and IS risk assessment) standards improve internal controls
corporate governance through integration of information across the Metrobank Group. were thoroughly evaluated and properly
approved • Evaluated the external auditor’s objectivity, • Reviewed the IA Charter, methodology,
independence and qualifications, scope/ risk-based audit plan and IA performance
A collaborative relationship is well-established and effectively observed with other control and •Discussed significant business plan and performance
developments (i.e., New ATM, internet
monitoring functions of the Bank, such as Controllership Group, Compliance Division and Risk and Core Banking system) and emerging •Evaluated non-audit work (IS Risk
risks (i.e. market competition, regulatory Assessment) of external auditor to preserve
Management Group to achieve greater depth and coverage in assessing risks, and ensure that requirements) with senior management independence
to ensure that capabilities are in place to
internal audit functions are effectively designed and performed. In 2016, this will extend to other achieve objectives
monitoring and support functions to optimize and expand the use of available systems and
work products.
Based on the Committee’s activities; representation letter from the Management of the Bank;
Internal audit function continues to be strategically positioned, with direct access to the Board an unqualified opinion from the external auditors on the financial statements; and CAE’s
of Directors; and is provided with adequate resources to ensure objectivity and independence favorable overall assessment/judgment on the adequacy and effectiveness of the Bank’s risk
(access to all records, properties and personnel). The audit activities continue to uphold management, governance and internal control processes, the Audit Committee concludes that
the highest level of integrity and promote unwavering diligence across the organization to business objectives will be efficaciously achieved while ensuring adherence to set standards
concretely affirm our commitment to our stakeholders in ensuring reliability and integrity of and principles.
financial and operational information, safeguarding of assets, and compliance with policies,
laws, rules, and regulations.
Robin A. King Renato C. Valencia
Chairman of the Vice Chairman of
Audit Committee the Audit Committee
Remedios L. Macalincag Dr. Vicente B. Valdepeñas, Jr. Francisco F. del Rosario, Jr.
Member Member Member
Dr. Antonio S. Abacan, Jr. Atty. Cornelio C. Gison

Adviser Adviser

DOMESTIC
SUBSIDIARIES
We have always believed that

together, we are stronger.
Working hand in hand, we
are able to provide a broader
spectrum of financial services
to meet the growing demands
of our clients, bolstering our
growing identity as a full-range
financial provider, ready to meet
fast changing customer needs.

INVESTMENT BANKING CONSUMER BANKING
First Metro successfully completed 20 capital markets deals in 2015 that In 2015, the country’s consumption story continued to be heartening,
included follow-on offerings, corporate notes facilities, bonds issuances, term inspiring a general confidence that boosted spending and consequently set
loan facilities, project finance facilities, among others, for the country’s big the stage for a welcome expansion in consumer banking products.
corporations, the public sector, and emerging businesses.
Metrobank’s thrift banking arm, PSBank was steadfast in keeping with our strategies and
First Metro opened its fourth Investors Center in Davao. The center is a one-stop investment focus areas. Drawing on common principles, PSBank stood as the Asian Banker strongest
hub that provides easier access to information and investment products. First Metro also savings bank in 2015 for a fifth consecutive year.
hosted the fourth Philippines Investment Summit with the theme Boosting Competitiveness
and Inclusive Growth as ASEAN Integrates. The Summit focused on how local businesses PSBank also received an issuer rating of PRS AAA—the highest corporate credit rating on
can breed a culture of innovation in order to compete on a regional and international level. the PRS scale—from the Philippine Rating Services Corporation (PRS), proof of the bank’s
strong capacity to meet its financial commitments.
First Metro’s excellence in the face of a trying year did not go unnoticed, as they won a
number of accolades in 2015. Euromoney, the world’s leading financial markets magazine, PSBank’s total assets grew by 16%, driven primarily by consumer lending. Its consumer
declared First Metro the Philippines’ Best Investment Bank for 2015—a first for a local portfolio registered robust growth, up 23%, bulk of which came from Auto and Mortgage
investment bank. loans. Low-cost deposits also grew by 23%. Lastly, PSBank’s Capital Adequacy Ratio
remained formidable at 18.1%, well above the BSP minimum of 10%.
First Metro’s Philippine Equity Exchange-Traded Fund (FMETF), the country’s first and only
exchange-traded fund, was also named Asia’s Best Emerging Market ETF at the inaugural ETF In 2015, PSBank launched an updated version of PSBank Mobile, featuring new
and Indexing Awards of regional trade publications Asia Asset Management and ETFI Asia. functionalities and a more responsive user interface such as Q Anywhere, an automated,
paperless lobby management system that enabled customers to queue their transactions
First Metro retained its #1 Asset Benchmark Research ranking in the bond market survey in-branch or via PC or mobile, and ATM Lock, a security innovation that provides clients
annually conducted by The Asset Benchmark Research (ABR) of Hong Kong. Concurrently, with a tool to protect their accounts by disabling ATM Card access at their discretion.
First Metro was voted as the Top Bank Arranger for Primary Issues in Asia Currency Bonds, The year also saw PSBank launch variable unit-linked insurance products through its AXA
Philippines, also for both Corporate and Government Bonds. Bancassurance tie-up as well as a “No Annual Fee for Life” value for its PSBank Credit
Mastercard.
Lastly, First Metro was conferred its seventh consecutive Best Bond House and its first Best
Mergers & Acquisitions (M&A) House win at the Triple A Country Awards 2015 of the Hong PSBank’s distribution network now stands at 248 branches and 615 ATMs nationwide.
Kong-based finance publication The Asset.
The bank was given the Pagtugon Award for Excellence by the BSP for its reliable response
and action on clients’ concerns. It was also awarded the 2015 SSS Balikat ng Bayan Best
Paying Partner for the speed with which it processed SSS pension payments.

CREDIT CARDS INSURANCE
In 2015, spending confidence fuelled the performance of Metrobank Card, In our effort to anticipate the needs of an increasingly financially literate
helping it solidify its hold on the top of industry rankings in terms of total clientele, we saw that there would be immense value in providing them
Number of Cards in Force as shown by the latest data of the Credit Card quality insurance products.
Association of the Philippines (CCAP). Riding on this wave, Metrobank Card
rose to second in the industry in terms of Merchant Acquiring Billings and Through AXA Philippines, we expanded our capabilities in the insurance industry.
Receivables. AXA Philippines recently announced its acquisition of Charter Ping An, a non-life insurance
company. This brought to AXA the capability to offer property and casualty insurance
In 2015, Metrobank Card also posted a 27% growth for both assets and net income. This products to a wide market in addition to its robust line of life and savings products.
performance played a major role in Metrobank Card’s receipt of the Best Credit Card
Product by The Asian Banker through The Excellence in Retail Financial Services Awards AXA Philippines’ current product offering was also improved, with its best-selling plans Life
Programme 2015: Philippine Country Awards. Basix Plus and Axelerator Plus adding a critical illness coverage function, making it much
more attractive to the market.
In 2015, Metrobank also brought a fresh innovation to the market, launching the YAZZ
Prepaid Card—a reloadable VISA prepaid card that allows cashless transactions with 40 AXA Philippines also widened its reach by establishing an online presence, dubbed AXA
million accredited VISA merchants and ATMs worldwide. In addition, MCC relaunched the Solutions. This website serves as a tool that provides a seamless end-to-end sales process
Metrobank Gold Visa and positioned it as a health and fitness card that provides exclusive for the AXA distributors. AXA Solutions also takes Clients through a step-by-step financial
deals and features to those who want a healthier lifestyle. needs analysis and helps AXA distributors give needs-based proposals. Another initiative
towards making better use of modern digital tools is the introduction of myAXAvideos,
On top of fresh market offerings, Metrobank card built on the success of previous a video presentation prepared for clients to welcome them to AXA. This is seen as a
campaigns, continuing its promos with popular retailers as well as premium restaurants and groundbreaking initiative in the industry, as it gives AXA clients their very own personalized
hotels. To wit, ongoing partnerships with retailers allowed Metrobank credit cardholders video that summarizes details about their policy.
to get free food items or gift certificates for a minimum spend with their credit card.
Successful programs such as Metrobank Platinum MasterCard’s Premium Taste, Premium On ground, AXA Philippines continued its growth with the opening of three branches in
Perks and Metrobank Femme’s Signature Lifestyle saw continued runs, much to the delight 2015—Makati, Davao and La Union. AXA Philippines also saw increased distribution through
of loyal clientele. its synergy with the branch networks of both Metrobank and PSBank.

LEASING
“ Sakbibi ng galak at tagumpay” by Brian Teves - 2015 MADE Awardee

Metrobank’s financial leasing and mortgaging arm ORIX Metro also made
good on its commitment to provide excellent service in its pursuit of
business goals.
In 2015, ORIX Metro posted a 23% growth from its group earning assets, significantly higher
than 2014 returns. Its wholly owned subsidiaries ORIX Auto Leasing Philippines Corporation
and ORIX Rental Corporation also posted significant growth numbers—15% in assets and
20% in profits.
This performance provides the optimal scenario for the subsidiary’s plans to create more
opportunities. As of 2015, ORIX Metro set to motion its plan to open more branch offices
in the countryside as well as an aggressive marketing effort to highlight its full-service
operating lease products, targeting multinationals and big local corporations. To date, ORIX
Metro maintains and operates 80 branches nationwide.
In 2015, ORIX Metro kept an eye on the future of energy solutions. The year saw ORIX
Metro boast of a unique effort to explore alternative power sources. With the development
of its capability to offer Solar Savings and Power Solutions through another wholly-owned
subsidiary—the ORIX International and Trading Development Corporation—ORIX Metro
Leasing has to date financed four solar rooftop projects
CORPORATE SOCIAL
RESPONSIBILITY
Metrobank, through its Corporate Social
Responsibility arm Metrobank Foundation,
Inc. remains committed to making
meaningful contributions to society.
The Foundation also supported a total of 119 socio-civic and charitable
organizations in 2015 with a consolidated grant amount of over
PHP20 million to aid programs and projects in education, healthcare
and good governance. In addition, Metrobank also awarded PHP 15
million worth of grants to 40 chosen social development partners
to support their programs and projects to benefit marginalized and
underprivileged sectors.
The Foundation also has not forgotten its commitment to areas Donated
506
affected by super typhoon Yolanda. The Metrobank Group
stakeholders and partners completed the construction of 25 disaster-
resilient classrooms in public schools in Eastern Samar and Leyte in Fishing Boats
2015. Over 506 fishing boats were also turned over to fishermen in the
Visayas. Meanwhile, GT Foundation, constructed 3 disaster-resilient
barangay health stations equipped with birthing facilities.
Supported
The Foundation sustained its position as a leader in business
communication and public relations in the 50th Anvil Awards by the
Public Relations Society of the Philippines (PRSP) and Philippine Quill
Awards by the International Association of Business Communicators
119
socio-civic and
charitable
(IABC)-Philippines, respectively. organizations
The Foundation bagged Platinum and Gold Anvil Awards and reaped
a total of 10 Quills including its first Top Award for Communication
Management division.
PHP20m
On its 36th year, the Foundation sustained the implementation of
its different CSR programs on excellence recognition, education,
visual arts and design, healthcare, social development, and calamity
assistance.
grant amount to
aid programs and projects
Metrobank’s 53rd anniversary celebration was marked by another in education, healthcare
tradition of recognizing exemplary public servants who are considered and good governance.
unsung heroes and together make up the solid foundation of society.
The 2015 Metrobank Foundation Outstanding Filipinos included
awardees of the Search for Outstanding Teachers (SOT), The
Outstanding Philippine Soldiers (TOPS), and Country’s Outstanding
Police Officers in Service (COPS).
To honor and celebrate commendable journalists, the Foundation in

partnership with Probe Media Foundation, awarded the 2nd batch of
Metrobank Foundation Journalists of the Year (JOY). The JOY Search
is a tribute to some of the country’s finest media practitioners.
After three decades of fostering Filipino artistry and creativity, the

Metrobank Art & Design Excellence (MADE) not only serves as a
venue to develop holistic and well-rounded artists and designers but
also fuels their passion in creating art for the common good. At the
same time MADE discovers professional designers who are advocates
of sustainable design solutions.

BOARD OF
DIRECTORS
Vicente R. Cuna, Jr. Fabian S. Dee Arthur Ty Remedios L. Macalincag Dr. George S.K. Ty Robin A. King
Director President/Director Chairman Independent Director Group Chairman Independent Director
Director since April 2014 President/Director since April 2012 Director since April 2002 Director since October 2004 Founder, Metrobank* Director since April 2011
54 years old (also served as Director from 49 years old 79 years old 83 years old 69 years old
President, Philippine Savings Bank* September 2007 to March 2011) Co-Vice Chairman, GT Capital Holdings, Inc.* Chairman/President, Premium Equities, Inc. Chairman Emeritus, GT Capital Holdings, Inc.* Former Independent Director, Toyota Financial Services Philippines, Inc.
Director, First Metro Investment Corp. 53 years old Vice-Chairman, Philippine Savings Bank* Former President/CEO, Development Bank Chairman, Metrobank Foundation, Inc. Former Independent Director, First Metro Investment, Corp.
AB Economics, De la Salle University Chairman, Metrobank Card Corp. Vice-Chairman, First Metro Investment Corp. of the Philippines Doctorate degree in Humanities, honoris Former Independent Director, PBC Capital Investment Corp.
Chairman, Metro Remittance Chairman, Metropolitan Bank (China) Ltd. Former Chairman, LGU Guarantee, Corp. causa, University of Santo Tomas Former President/CEO International Bank of California
Singapore Pte. Lte. MBA, Columbia University, New York Diploma in Economic Development, Former President/Director, Global Business Bank
Chairman, SMBC Metro Investment University of Manchester, England MBA, Finance, University of the Philippines
Corp.
Director, FMIC Equities, Inc.
BS Management Engineering, Ateneo
de Manila
Antonio V. Viray Dr. Jesli A. Lapus Edmund A. Go Renato C. Valencia Alfred V. Ty Francisco F. del Rosario, Jr. Francisco C. Sebastian Dr. Vicente B. Valdepeñas, Jr. Rex C. Drilon II
Corporate Secretary Independent Director Director Independent Director Director since September 2015 Independent Director Vice Chairman Independent Director Independent Director
76 years old Director since 2010 Director since May 2007 Director since October 1998 48 years old Director since April 2013 Director since April 2002 Director since April 2011 Director since August 2012
Former Director, Metrobank* (April 2012 66 years old 65 years old 74 years old Co-Vice Chairman, GT Capital Holdings, Inc.* 68 years old 62 years old 78 years old 69 years old
to September 2015, April to July 2009 Chairman- Independent Director, STI Education Director for Investment, Ateneo de Manila Former President/CEO Social Security System Chairman, Federal Land, Inc. Former Undersecretary, Department of Chairman, GT Capital Holdings, Inc.* Consultant, Bangko Sentral ng Pilipinas Former Independent Director, First
and April 2005 to July 2008) Services Group, Inc. University Former Chairman/CEO, Union Bank of the Chairman, Property Company of Friends, Inc. National Defense Chairman, First Metro Investments Corp. Chairman Advisory Panel to the ASEAN +3 Metro Investment, Corp.
Of Counsel, Feria Tantoco Robenio Chairman, LBP Service Corp. Director, Metrobank (China) Ltd. Philippines Vice-Chairman, Toyota Motor Philippines, Corp. Director, Mapfre Insular Insurance Corp. Chairman, First Metro Asset Former Member, Monetary Board Former Independent Director, First
Law Office Independent Director, STI Education System Investment Consultant, St. Peter Life MBA, Asian Institute of Management Independent Director, Metro Pacific Director, DMCI Homes, Inc. Management Inc. Former Director-General, National Economic Metro Asset Management, Inc.
Corporate Secretary, GT Capital Holdings, Holdings,Inc.* Group of Co. Chairman & Independent Director, iPeople, Inc.* Investments Corporation* Trustee, ABS-CBN Foundation Chairman, Global Business Power Corp. Development Authority Former President, Institute of
Inc.* Former Secretary, Department of Trade and MBM, Asian Institute of Management Independent Director, House of Investments, Inc. * B.S. Business Administration, University of Former President/CEO, Development Bank Director, Federal Land, Inc. PhD, AM, Cornell University Corporate Directors
Master of Laws, Northwestern University, Industry Independent Director, Vulcan Industrial & Southern California of the Philippines AB Economics, Ateneo de Manila Trustee, Institute of Solidarity in Asia
Illinois Former Secretary, Department of Education Mining Corporation* Former Trustee, Shareholders
Former President/CEO and Vice-Chairman, Independent Director, Anglo Association of the Philippines
Land Bank of the Philippines Philippine Holdings BS Business Administration, University
MBM, Asian Institute of Management Corporation of the East
DPA, honoris causa, Polytechnic University of
the Philippines
* Publicly listed

SENIOR ADVISERS
A. HON. FIDEL V. RAMOS
Former President, Republic of
the Philippines
B. HON. ARTEMIO V. PANGANIBAN

Former Chief Justice, Supreme Court of
the Philippines
Chairman, Board of Advisers,
Metrobank Foundation
C. DR. DAVID K.P. LI

Chairman/CEO, Bank of East Asia, Ltd.
Hong Kong
D. WASHINGTON SYCIP
Founder, SGV & Co.
Chairman Emeritus, Asian Institute of
Management
E. DR. ANTONIO S. ABACAN, JR.

Vice Chairman, Metrobank Group of Companies
Chairman, Toyota Financial Services (Phils.) Inc.
Chairman, Sumisho Motor Finance Corp.
Vice Chairman/Executive Director, Global
Business Power
Chairman, Manila Tytana Colleges
Chairman/President Manila Doctors Hospital
A B C D E
F. AMB. DOMINGO L. SIAZON, JR.

Former Secretary, Department of
Foreign Affairs
Former Director General, United Nations
Industrial
Developmet Organization (UNIDO)
Former Philippine Ambassador to Japan
G. GABRIEL CHUA
President, Solid State Multi Products Corp.
H. DR. PLACIDO L. MAPA, JR.

Senior Adviser, Metrobank Foundation, Inc.
Chairman, University of Asia & the Pacific
I. JAMES GO
Chairman, Toyota Cubao Inc.
Chairman, Toyota Manila Bay Corp.
J. CARLOS S. CHAN
Chairman, Liwayway Marketing Corp.
Chairman, Chan C. Bros, Inc.
Chairman, Liwayway (China) Co., Ltd.
Special Envoy of the President for the
People’s Republic of China
F G H I J
ADVISERS
A. DAVID O. CHUA
Director, Philippine Stock Exchange
Trustee, University of the East
Vice President, Federation of Filipino-
Chinese Chambers of Commerce and Industry, Inc.
President, Cathay Pacific Steel Corp.
B. TAN TIAN SIONG

Chairman/President, Nation Paper Products & Printing Corp.
C. CORNELIO C. GISON
Former Undersecretary, Department of Finance
D. ROBERTO JUANCHITO T. DISPO

Former Deputy Treasurer of the Philippines
A B C D

SENIOR EXECUTIVE EXECUTIVE
VICE PRESIDENTS VICE PRESIDENTS
Left to right: Left to right:
Joshua E. Naing Vivian L. Tiu Paul Robert Y. Murga

Fernand Antonio A. Tansingco Aniceto M. Sobrepeña Josefina T. Tuplano
Corazon Ma. Therese B. Nepomuceno Eligio C. Labog, Jr.
Richard Benedict S. So
Amelin S. Yao
Maritess B. Antonio
Mary Mylene A. Caparas

SENIOR
VICE PRESIDENTS
Left to right:
Pocholo V. Dela Peña Dennis C. Qua

Jette C. Gamboa Arlene Lapuz-Ureta
Bernardino V. Ramos Stephen S. See
Lita S. Tan Melizza Doris L. Guiao
Antonio R. Ocampo, Jr. Quintin T. Medrano
Mary Rose S. Tiamson Leandro G. Santillan
Anthony Paul C. Yap

SENIOR
VICE PRESIDENTS
Left to right:
Edgar Alan P. Guerrero Manolito M. Osorio

Susan L. Niere Godofredo V. Cruz
Christine W. Yang Emmeline D. Go
Leopoldo M. Ubaldo Vicente F. Jandayan
Teresita L. Dy Angelica S. Reyes
Rowena D. Oliveros Fermin T. Chio
Marilou C. Bartolome

SUMMARY OF
GROUP FINANCIALS For the Year

2015 2014 2013
In Million Pesos (Except Per Share Amounts and Foreign Exchange Rates) Net Interest Income 48,974 45,763 38,269
Interest Income 65,556 59,294 49,892
Interest Expense 16,582 13,531 11,623

Non-interest Income 18,837 29,574 42,132
Trading and Securities Gain - Net 1,282 3,305 17,182
Foreign Exchange Gain (Loss) - Net 517 (102) (2,266)
Service Charges, Fees and Commissions 9,794 8,898 8,640
Income from Trust Operations 1,164 1,186 1,071
Other Non-interest Income1 6,080 16,287 17,505

Total Operating Income 67,811 75,337 80,401
At Year End 2015 2014 2013

Total Operating Expenses 41,931 46,843 49,324
Total Assets 1,760,692 1,604,540 1,378,569 Provision for Credit and Impairment Losses 2,059 4,849 10,722
Loans and Receivables - Net 887,202 759,481 611,064 Other Operating Expenses 39,872 41,994 38,602
Financial Assets at Fair Value Through Profit or Loss 48,856 45,935 55,441
Available-for-Sale Investments - Net 235,158 207,711 273,429 Net Income 20,643 22,035 24,329
Attributable to:
Held-to-Maturity Investments 208,432 129,076 38,425
Equity Holders of the Parent Company 18,625 20,113 22,488
Non-controlling Interest 2,018 1,922 1,841
Total Liabilities 1,557,382 1,445,755 1,235,864
Deposit Liabilities 1,257,970 1,184,454 1,016,268 Basic/Diluted Earnings
Demand 233,912 187,285 150,694 Per Share Attributable to Equity Holders
Savings 467,587 406,767 362,915 of the Parent Company2 5.86 6.88 7.72

Time 542,221 576,152 502,659 1 - Includes share in net income of associates and a joint venture
Long-Term Negotiable Certificates of Deposit 14,250 14,250 – 2 - 2014 and 2013 restated to show the effect of stock rights issued in 2015

Key Ratios 2015 2014 2013
Total Equity 203,310 158,785 142,705

Attributable to: Net Interest Margin 3.5% 3.7% 3.9%
Equity Holders of the Parent Company 193,759 150,129 134,887 Return on Average Equity 10.8% 14.1% 17.8%
Non-controlling Interest 9,551 8,656 7,818 Return on Average Assets 1.1% 1.4% 1.9%
Non-performing Loans Ratio 1.0% 1.0% 1.3%
Book value per share 58.97 52.40 46.83 Non-performing Loans Cover 110.7% 165.2% 164.1%

(Basel III) (Basel III) (Basel II)
Foreign Exchange (USD:PHP) Capital Adequacy Ratio 17.8% 16.0% 16.7%
PDS Closing Rate 47.06 44.72 44.40 Tier 1 Capital 14.3% 12.1% 15.0%
PDS Weighted Average Rate 45.50 44.39 42.43 Common Equity Tier 1 14.3% 12.1% n.a.
(PDS: Philippine Dealing System)

SENIOR OFFICERS CONTACT INFORMATION
First Vice President De Guzman, Crisostomo P. Assistant Vice President Martin, Carlos V. CASH AND Stock Transfer SECTION
Abellar, Ma. Lourdes P. De Leon, Patricia May P. Abueg, Alona A. Martinez, Lourdes L.
Metrobank Trust Banking Group
Abes, Kathryn Francis B. Del Rosario, Ma. Theresa P. Adizas, Fe Magnolia B. Matibag, Virgin Glore E.
Arjonillo, Carolina K. Delizo, Ricardo S. Alejandrino, Randy A. Medina, Augusto, Jr., G. 17th Floor GT Tower International
Bellon, Elaida A. Diño, Carissa A. Aliluya, Annalice C. Mendiola , Ernesto, Jr., E. 6813 Ayala Avenue corner H.V. de la Costa St.
Buenavista, Grace C. Felipe, Herman Rufino S. Amantillo, Ma. Concepcion A. Mendoza, Alexander P. Makati City, Philippines 1200 www.metrobank.com.ph
Capili, Judy Grace D. Fernandez, Ma. Carlota C. Amores, James Anthony P. Mercado, Maureen S.
Capulong, Jovencio R. Florendo, Eugenia A. Angco, Ronaldo D. Millonado, Maida Lourdes E. Tel: +632 857 5600
Fax: +632 858 8517 Metrobank is the country’s premier universal bank,
Centena, Mia S. Fragante, Leo R. Angob, Maria Socorro T. Mir, Marjorie N.
Dayrit, Nurjehan Maria D. Francisco, Criselda N. Antonio, Rodolfo E. Nadera, Caroline S. tbg-settlements@metrobank.com.ph with an extensive consolidated network that
De Santos, Justina Ma. Teresita M. Gan, Grace P. Anunciacion, Dante P. Navarro, Don Manolo M. spans over 2,226 ATMs nationwide,
De Vera, Rosanna F. Garcia, Jose Ramon C. Aquino, Cecilio II, A. Nieto, Anabel N. 945 local branches, and 32 foreign branches,
Dionisio, Rommel Enrico C. Gatuslao, Geralyn Q. Arellano, Hector B. Oliquino, Senen M. Investor Relations
Esguerra, Edgar D. Go, Nathaniel D. Arenas, Celina A. Ong, Maria Rita Purificacion V. 11th Floor Metrobank Plaza subsidiaries and representative offices.
Esguerra, Samuel D. Gonzales, Antonio Soliman, Jr., A. Atraje, Maria Teresa S. Osol, Ludivico G. Sen. Gil Puyat Avenue
Evangelista, Ferlou I. Gregorio, Enrique M. Balatbat, Armelyn G. Osorio, Melchor V. EASTERN – 63555 METMKT PN (TELEX)
Fajardo, Ma. Theresa A. Guinto, Elizabeth B. Bautista, Ildemarc C. Paatan, Yagtan Kenin S. Makati City, Philippines 1200
Pacaña, Evangeline U. Tel: +632 857 9783 FAX +632 817 6248
Gamboa, Fatima P. Gumban, Milagros L. Bauto, Ramoncito O.
Go, Domingo C. Koa, Alicia K. Beltran, Ma. Jizzelle Lee M. Padua, Myla S. Fax: +632 817 6355 Customer Care: 8700 700
Kwan, Flordeliz T. Lecaros, Arnold A. Bosita, Anna Gael D. Pamaran, Mary Rose R.
Email: investor.relations@metrobank.com.ph Domestic Toll-Free: 1 800 1888 5775
Lao, Carolyn T. Legaspi, Elizabeth B. Cabaero, Claro B. Panogan, Hrothgar M.
Head Office Trunkline: +632 898 8000
Lim, Alex C. Leung, Ramir M. Cabral, Emmanuel R. Pantallon, Mark S.
Lim, Mary Joyce S. Liao, Ma. Theresa E. Calderon, Estela S. Pascioles, Arnulfo, Jr., B. CORPORATE COMMUNICATIONS +632 857 0000
Lindo, Ely Roy B. Liwanag, Fina Victoria S. Candelaria, Liv Ivy Lane P. Pasimio, Mikael Angelo S.
11th Floor Metrobank Plaza Member of the Philippines
Lugue, Manolo T. Lu, Dennis Lawrence T. Capacillo, Joyce L. Payabyab, Ener F. Deposit Insurance Corporation
Mariano, Federico T. Malagar, Kathryn Kay T. Capili, Myra C. Pecaña, Genevieve C. Sen. Gil Puyat Avenue
Ng, Natalie T. Manzano, Ma. Imelda L. Cayanan, Gabriel N. Pelaez, Joseph Eric D. Makati City, Philippines 1200 A proud member of Bancnet
Ong, David S. Mapa, Juan Placido III, T. Chan, Policarpio S. Pelayo, Shirley S. Tel: +632 857 5526
Oxales, Maria Lourdes Veronica C. Maraingan, Rey T. Chan, Susana Y. Ponce, Anna Katrina Y.
Pagaspas, Angel O. Matriano, Romulo, Jr., M. Chua, Marianne T. Que, Marilou P. Fax: +632 893 3726
Pedrosa, Ricardo N. Mayor, Ma. Ana S. Cirujano, Edralino G. Quesada, Nencie A. Email: corpcom@metrobank.com.ph
Perez, Mark Anthony B. Medalla, Maria Nelia S. Cledera, Jean L. Reyes, Ma. Glenda Y.
Reyes, Christopher Hector L. Mercado, Rizaldo G. Constantino, Marilyn M. Reyes, Maurita C.
Reyes, Rose Mary T. Mirasol, Esmeraldo S. Cordero, Eufrocina C. Rivera, Teddy D.
Rivera, Elmer R. Navarra, Jasmine E. Cruz, Darius M. Rodriguez, David Lloyd D.
Rivera, Maritess D. Ochoa, Marie Antoinette M. Daleon, Wilfredo T. Rubiano, Susanna L.
Rivera, Melanie N. Ode, Frances Jane L. De Guzman, Lyn L. Salientes, Rodolfo J.
See, Nelson G. Ong, Nerisa Y. De Jesus, Jude Martin Peter S. Salvador, Maria Virna A.
Sevidal, Raquel N. Ongsiaco, Edna O. De Leon, Bernard M. San Miguel, Rolando L.
Siriban, Cynthia P. Oppus, Maja G. Dela Cruz, Ryan C. Sanagustin, Jose Luis S.
Sta. Ana, Lalaine C. Padilla, John L. Dionisio, Isabelo M. Sanchez, Enrico E.
Tan, Irene Y. Palao, Katherine T. Divinagracia, Maria Cecilia T. Sandil, Ricardo L.
Tolentino, Lorna Y. Que, Winny S. Enriquez, Albert T. Santos, Jose Enrico S.
Trinidad, Maria Elena Z. Rabot, Joel U. Espino, Donato V. Santos, Ma. Milagros Laureta D.
Ty, Zandra M. Reyes, Christian Francis C. Falcon, Flordeliz G. Santos, Ruben L.
Villanueva, Paul Donato V. Reyes, Ma. Imelda A. Fernandez, Ferdinand B. Santos, Vanessa Grace Y.
Yap, Josephine Kee Hong S. Reyes, Maria Sharon C. Fuentes, William J. Santos, Veronica C.
Yuseco, Noel Peter Z. Romero, John Jay M. Gabor, Melissa K. Sio, Midel A.
Rosales, Florian C. Gabriel, Eloisa A. Siochi, Reynaldo C.
Vice President Rosette, Edita E. Galano, Romeo V. Siy, Vida Jordana C.
Aguila, Elizabeth B. Roxas, Cynia C. Generoso, Anna Rita S. Sowy, Maria Theresa Z.
Ajos, Jay Nazarene Christene A. Ruiz, Cynthia G. Gloriani, Emelita A. Suplico, Maria Ava Sharone S.
Alcantara, Allen D. Salazar, Robert Manuel B. Go, Andrew Michael G. Tan, Vivien V.
Alincastre, Celso Manuel, Jr., G. Salcedo, Rosana R. Gonzales, Cromel D. Tantuan, Mercy M.
Almeda, Mary Jacqueline Justina H. Samaniego, Chad Aaron R. Gonzales, Iris B. Tee, Elsa U.
Amahan, Alfredo F. Samonte, Angela Esperanza M. Hernandez, Maria Zarah C. Tigas, Anna Melissa U.
Amiscaray, Gina Rowena V. Seludo, Mary Grace J. Ko, Francisco K. Tinsay, Mary Ann M.
Arellano, Marian B. Siapuatco, Ma. Dolores L. Kow, Blaine P. Tiu, Betty T.
Baculi, Antonio T. Simbulan, Mylene S. Kua, Sharon B. Tongson, Reynald Ryan S.
Balagtas, Dennis Edmund E. Tan, Helen L. Larlar, Francis Rene B. Torrefranca, Steve O.
Banson, Ma. Amparo M. Tan, Jennifer G. Legaspi, Elizabeth D. Trajano, Ma. Nelsa M.
Bartolo, Eden L. Tan, Leny C. Leh, Paul Terence T. Trinidad, Anna Maria C.
Bautista, Dionnette P. Tan, Mary Janet S. Leonardo, Carilla S. Tuason, Geoffrey V.
Berbaño, Noel L. Tan, Roseanne T. Lim, Jeremy Jay V. Valencia, Edwin M.
Bernabe, Laarni D. Tenorio, Florencio A. Lim, Walter C. Valeriano, Ma. Michelle S.
Bondad, Elizabeth D. Tiongson, Carmelita A. Limpin, Irmino Noel R. Vargas, Merlito M.
Bormate, Rebecca B. Tobias, Benigno G. Lo, Christy T. Varquez, Esther T.
Burgos, Reynaldo C. Tobias, Juan Antonio T. Lomigo, Happy Mar S. Velez, Ma Christina A.
Cabrera, Katherine H. Untal, Alexander C. Lopez, Ma. Victoria S. Ventura, Remigia R.
Calumpang, Eric A. Urbiztondo, Rey C. Macalalad, Raul S. Verceles, Josefina Janet F.
Carreon, Reynilo M. Valenzuela, Ma. Gingili A. Madlangbayan, Reyni D. Villa, Hector M.
Chan, Marie Chorie Candice R. Vasco, Jose Antonio O. Madrazo, Alma E. Wenceslao, Violeta D.
Chiong, Easter Angela S. Victoriano, Randell D. Magpayo, Ruth Salome A. Yap, Francisco P.
Chiu, Mary Ann K. Villanueva, Enrico P. Magsalin, Ma. Dulce D. Yapson, Ma. Socorro L.
Chua, Claudine U. Villanueva, Michele L. Manansala, Fernando Jose T. Yee, Mary Ruth Frances M.
Chua, Ma. Redeleen G. Wong, Jay S. Manese, Estela J. Ypil, Charito N.
Co, Cristina G. Xu, May Sherri M. Mangaban, Neliza B. Yrureta, Daisy C.
Cocabo, Jinnah E. Yap, Sydney Thaddeus K. Mangonon, Flordeliza E. Yu, Zenaida R.
Coloma, Ma. Teresa A. Manzano, Ivy Din A. Yuson, Inocencio, Jr., Y.
David, Jaqueline L. Mariano, Marian Louise F.

Head Office: Metrobank Plaza
Sen. Gil Puyat Avenue
Makati City, Philippines 1200
74 METROPOLITAN BANK & TRUST COMPANY

Mar 3015

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2015

This year, we continue to stand proud as the

b METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 1

PHP 1.3 EARNINGS

4 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 5

We take pride in our humble roots, a steadfast commitment

As we turn to the future, we know that our position of strength

This year, I take heart in the knowledge that we at Metrobank

Together with all our employees, partners and stakeholders, I know

6 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 7

Dear Fellow Shareholders,

In anticipation of this market volatility, we concentrated on building on our core businesses

8 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 9

Metrobank’s priorities and corporate objectives remain anchored on increasing market

10 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 11

Despite these challenges, Metrobank delivered another banner year of performance.

12 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 13

14 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 15

16 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 17

We believe that this heartfelt approach is a

We are currently the 9th Strongest Bank in the Asia

BUILDING As we enter a period that promises to be equal

Because we put you, our customers, first, we now

18 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 19

Metrobank takes great pride in being able

20 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 21

Metrobank was founded in the spirit

In 2015, this commitment to the success of our customers

Over the last three years, we took steps to ensure that we

For our SMEs in particular, our tagline “Ang Partner Mo Sa Negosyo”

Learn more about Metrobank SME

In the third quarter, Metrobank launched

look to the brand that was consistent with

24 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 25

This growth in the consumer portfolio

Car loans in particular achieved substantial

population. The ad series featured our

In addition, our sales force strengthened

This extra push on the customer and sales

The Bank expanded CASA by 18% and this

26 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 27

We also were able to retain our #1 ranking in the Towers Watson

In a time of high market volatility, sales clinics and investor forums

You can start investing now

30 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 31

32 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 33

Across the organization, internal checkpoints were set to encourage

36 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 37

COMPLIANCE or substantial shareholders, other than

38 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 39

40 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 41

42 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 43

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the risk management process. Resource Persons Joshua E. Naing

46 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 47

Dr. Antonio S. Abacan, Jr. Atty. Cornelio C. Gison

48 METROPOLITAN BANK & TRUST COMPANY STANDING STRONG 49

We have always believed that