Pivoting

to the FUTURe
Vision Mission*
To be the country’s premiere financial conglomerate, empowering our individual and
business clients to realize their goals and reach their full potential. By creating and
customizing financial solutions in response to our stakeholders’ needs, continuously
expanding our scope of reach, and leading in community service, we live up to our “You’re
in Good Hands” promise that embodies who we are and what we do. We are Metrobank.

*The Vision Mission Statement (VMS) was approved by the Board in December 2016

We Commit to be
THE TRUSTED FINANCIAL PARTNER
Our business relies on the principles of trust, honesty and integrity as we serve our
customers and help them attain their financial goals.

THE EMPLOYER OF CHOICE

We strengthen the organization by continuously developing and enhancing the abilities of
our people.

We nurture them into professional individuals with integrity and passion for service and
excellence.We ensure their future by providing them with fulfilling careers.

RESPONSIBLE BANK
We adhere to the highest standards of corporate governance, exercising accountability,
fairness, and transparency across all our business operations.

We exercise good management to provide our shareholders with sustainable returns on

their investments.

AN INSTITUTION WITH A HEART

We give back to the communities we serve, committed to making meaningful contributions
to the economic and social development of our nation.

Core VALUES
• Passion for Results
• Integrity
• Teamwork
• Commitment to Customer Service
• Heart for Community
Group CHAIRMAN’S MESSAGE
For over half a century,
Metrobank has operated on
the foundation of trust.
Customers have stayed with us
for our financial expertise and our
standards in providing business
solutions. Knowing our clients well
was critical in allowing us to do this.
And on top of that, we have a solid
team that exemplifies the Bank’s
values and level of service.
Our brand promise says it all: “You’re
in Good Hands with Metrobank.” We
have kept this promise for the past
55 years because of our dedication,
conviction, and the trust that our
clients have bestowed on us.These
elements fueled our drive to go over
and beyond and give them the service
they deserve.
Over the years, we have been
ambitious yet grounded by our
principles, knowing when to be quick
and nimble while remaining resilient
and rooted through every season
of growth.That’s what Metrobank
has always been: a balancing act of
dexterity and integrity.
It has been my life’s greatest honor to work alongside you
towards achieving success for generation after generation.
Thank you for your trust.
As we move forward to more vibrant
times ahead – a fast-moving economy,
a saturated marketplace, and the
boom of digital impacting business like
never before – we pivot to the future
confident and armed with strategies
that will ensure our success for
generation after generation.
It has been my life’s greatest honor
to work alongside you towards
achieving success for generation after
generation.Thank you for your trust.
As we make this pivotal turn to our
best, brightest, and strongest years
ahead, know that you are – and
will always be – in good hands with
Metrobank.
DR . GEORGE S.K.TY
Founder, Metrobank
Chairman, Metrobank Group
PIVOTING TO THE F U T U R E 3
CHAIRMAN’S MESSAGE

T
Dear fellow shareholders, This recent surge in the economy
however is set against a competitive
here are a number banking landscape that has become
of reasons why both even more challenging with local and
local and foreign international players coming from all
investors remain fronts: big and mid-sized companies,
optimistic about the foreign banks, and even non-banking
Philippine economy. institutions like finance techs.

First, the Philippines has continuously Indeed, the economic horizon is

been outpacing its Asian counterparts
and is the fastest growing in the
region, next only to China. Growth
opportunities continue to be
sustained at all-time high levels.
Structural reforms have also been
put in place to ensure inclusive
growth. This, coupled with the new
BSP leadership stressing continuity
to stabilize the banking system, lays
a firm foundation that will catalyze
more substantial investments and
increase economic development.
In spite of expectations for higher
inflation and rising interest rates, the
Philippine economy has continued to
perform well through the volatility.
In recent years, the country has
developed into one of the fastest
growing economies, not only in Asia
but in the world.
exciting. And the future is bright.The
question is: How does Your Bank
make sure that in the midst of all
this, our future stays bright?
Simple. We pivot to the future.
We will keep moving towards a more
customer-centric path – a route that
engages those who have journeyed
with us through the years and
welcomes new clients that we shall
attract and keep. This positions us
with a competitive advantage amidst
the pool of financial institutions
operating in the country.
As we make this shift, we take
precise, calculated, and strategic steps
to towards achieving sustainable
growth – one that welcomes the
digital space, while at the same time,
keeping the brand of customer care
Metrobank has been known for in
the past 55 years.

We welcome change by keeping what has worked for

us through the years while still giving ourselves enough
flexibility to re-work, renew, and re-fuel what can be
bigger, better and stronger than ever before.

4 MET ROP O LI TA N B ANK & TR UST CO.

 We welcome change by keeping what
has worked for us through the years
while still giving ourselves enough
flexibility to re-work, renew, and re-fuel
what can be bigger, better and stronger.
A step towards the future begins
by taking stock of our roots. In this
shift, we must remember who we
are, and the principles that have
endeared us to our customers.
We are a commercial bank that
deeply empathizes with our clients,
customizes tailor-fit solutions to
achieve their financial goals, and give
them not just sound banking advice
but all the support that their growing
businesses need.
Grounded on our identity, we pivot
to the future with a customer-centric
strategy.
At Metrobank, we believe that it’s
not just a matter of speed and
automation. It’s also about service
and human connection. It’s not
just about making transactions. It’s
also about nurturing interactions.
And ultimately, it’s not just about
developing products. It is about
engaging and caring about people.
That’s why we put our clients at the
heart of everything we do.
6 MET ROP O LI TA N B ANK & TRUST CO.
To achieve this, our strategy is to
take a holistic approach in customer
care and in fulfilling the customer
experience.
First, we have grouped ourselves
into needs-based segments: large
corporations, middle market, SMEs,
and retail. We recognize that each
segment’s needs are obviously unique,
and therefore their expectations
and requirements will likewise be
different. To support our customer
experience strategy, we are building
our IT and process capabilities
alongside focusing on people
development and leadership. We
need dynamic, progressive, and
well-trained people to take us to the
next level. And at the same time, we
have to continuously improve our
digital proposition specifically product
development and innovation.
After a series of hiring to boost our
frontline coverage in previous years,
our focus on training this young
corps is currently ongoing. Soon, we
shall see the fruits of our efforts as
these new hires are deployed to the
frontline to service customer needs.
Our branch strategy has also started
to shift. In the past, we used to open
a considerable number of branches a
year. Now that we have an extensive
geographic footprint with close to
55% of branches outside Metro As we move forward, our priorities
Manila and in the high growth areas, and corporate objectives remain
we anticipate that we will be less clear: To ensure the sustainability of
dependent on the traditional brick our business and to strengthen our
and mortar set-up and consequently market position by staying relevant to
will only be opening a few branches the evolving needs of our customers.
per year.This is consistent with
the view that eventually, banking As we work towards this goal, we
services will start shifting to the more would like to sincerely thank you,
convenient and more efficient online our partners, stakeholders, leaders
and digital space. and team members. We deeply
appreciate your trust and loyalty.
All these efforts have started
to produce good returns. Core To our customers: It is our honor
income is up 10% last year and we to give you the care and service you
have maintained our strong market deserve. Thank you for choosing
rankings. Our balance sheet is primed Metrobank. We will stay true to
for growth and we are positioned to keeping you in good hands.
build scalability of the business.
The Bank’s consistent solid
performance is largely because of our
people’s hard work and dedication.
Arthur Ty
Their commitment proved Chairman
unwavering especially when wehad
to deal with many challenges last
year from both external and internal
fronts – a test that we passed not
only due to our people’s loyalty, but
equally because of our clients’ trust
and support. Despite the situation,
overall results for the Bank continued
to be positive and our path is lighted
with optimism.
PIVOTING TO THE F U T U R E 7
PRESIDENT’S Report
T
he Philippine
economy capped
2017 with a solid
finish with full-year
average growth of
6.7%, thus keeping
the country’s title as
the fastest growing economy in the
ASEAN region.The expansion was
mainly driven by solid consumption
spending, strong performance of the
exports sector, vibrant industry and
service sectors, and sustained pickup
in government spending.
Reflective of this robust growth and
positive sentiment, the Philippine
Stock Market was up an impressive
28% for the year. And in support
of the economic development, the
banking industry delivered another
strong showing. Loan growth
increased to 19% overall, and deposit
growth continued to be healthy at
12%. The industry greeted a new
BSP Governor in the middle of 2017
and welcomed his approach towards
ensuring continuity of policy from his
predecessor.
On its 55th year,Your Bank continued
to make strides in growing its core
business.
Total resources for the Group
closed at a new high of P2.1 trillion,
cementing Metrobank as one of
the leaders in the local industry.
Consolidated net income came in at
P18.2 billion in 2017, up 10% on a
core basis.
Your Bank ensures that the uncertainties that may
arise cannot break or even shake the bedrock on
where we stand.
The Bank’s strong performance in
2017 was driven by robust growth
in loans and deposits, which in turn
resulted in improved margins. Given
our focus on increasing efficiency,
we also managed to improve our
operating leverage.
The Group ended the year with
total deposits of P1.5 trillion, with
low cost deposits increasing 12% to
P950 billion for a 62% CASA ratio.
This provided the stable low cost
funding that fueled our healthy loan
expansion.
Sustaining the momentum from
previous quarters, the loan portfolio
expanded by 19% year-on-year to hit
P1.3 trillion. The commercial segment
led the growth at 20% with key
contributions across large corporates,
middle-market commercial names
and even SMEs. The consumer loan
portfolio on the other hand increased
by 17%.
Net interest margin has been steadily
moving up, and last year we continued
to be superior to peers. Our NIMs
ended the year at 3.8% or 21 basis
points higher from last year, mainly
driven by improving asset yields. As a
result, net interest income increased
16% to P61.4 billion, and accounted
for 73% of the Bank’s P83.6 billion
total operating income.
Meanwhile, non-interest income
reached P22.1 billion, which consists
of P12.4 billion in service charges
and commissions and income from
trust, P3.9 billion from trading and
FX gains, and miscellaneous income
of P5.9 billion.
PIVOTING TO THE F U T U R E 9
 With the greater focus on improving
efficiency, expenses were kept at a
reasonable level with cost growth at
only 6% as we looked to rationalize
our network and leverage on our
existing manpower complement.
On a consolidated basis, we ended
the year with 953 branches and over
2,300 ATMs nationwide. More than
half of these branches are located
outside Metro Manila, putting us in a
good position to gain market share in
the country’s high growth areas.
Even as we grew loans faster than
market, asset quality continued to
be better than industry with non-
performing loans ratio at 1.0%. The
Bank reported provisions for credit
and impairment losses of P7.5 billion
including a one-off booking in the
third quarter.
On a Basel III basis, total capital
adequacy ratio was at 14.4% with
Common Equity Tier 1 at 11.8%.
Our success leverages on the strength
of our partners within the Metrobank
franchise.
Reflective of the rising per capita
levels and strong consumer spending
in the country, our consumer
related subsidiaries reported strong
performance in their respective areas.
Philippine Savings Bank (PSBank),
the thrift banking arm of Metrobank
Group, reported a net income of P2.7
billion in 2017, 8.3% higher than the
P2.5 billion recorded in the previous
year. Continued strong performance
of core revenues composed of net
interest income and fee based income
remains to be the main driver of the
increase in profits.
10 MET ROP O LI TA N B ANK & TRUST CO.
Metrobank Card Corporation
(MCC) maintained its number one
ranking in terms of cards-in-force
and receivables among members of
the Credit Card Association of the
Philippines (CCAP). MCC raised its
total assets by over 20% and doubled
its net income to P5.1billion.
AXA Philippines also had a strong
year in 2017 rising to over one million
customers who are protected under
various individual and group life
insurance products. Following its entry
into the non-life insurance business
with the acquisition of Charter
Ping-An, the fourth largest non-life
insurance company in the Philippines,
AXA Philippines ended 2017 with
P5.7 billion gross premium written for
its general insurance arm.
First Metro continued to be a leader
in the domestic capital markets,
successfully completing 13 deals in
2017. FMIC participated in 67% of
the total publicly listed capital markets
transactions as the investment bank
again provided the Group’s customers
alternative funding requirements
outside of the usual commercial
banking sphere.
Lastly, ORIX METRO Leasing and
Finance Corporation also delivered
a solid financial performance for the
Group. ORIX surpassed practically
every financial metric it had set out
to achieve last year reporting strong
growth in resources and net income
levels.
Moving forward, Metrobank’s
medium-term strategy remains
anchored on its corporate objective
of sustaining and expanding its
market relevance through continuous
improvement in customer experience,
operational efficiency and people
development.
To pivot to the future, create a
powerful differentiating factor, and
cut through the competition,Your
Bank is arming itself with a Customer
Experience (CEx) strategy. We intend
to continue allocating resources to
improve process and IT capabilities,
leadership development, and technical
and people management skills.
In support of these efforts we
focused on continuous process
improvements, highlighted by a shift
in our core banking system to build
efficiency and scalability as well as
system enhancements to improve
the overall customer experience.
The upgrades have been ongoing
and the new core banking system is
expected to be operational by next
year. Additionally, we have been
strengthening the Bank’s framework
for control and governance. We
invested in talent with strong
technology backgrounds to bolster
our business process re-engineering
and innovation teams.
For 2018, global economic growth
is expected to be broad-based and
extend to both developed and
emerging economies. Locally, we
expect higher economic expansion
largely hinged on faster investment
spending growth alongside increased
spending in public infrastructure.
The growth in 2017 shows that
the economy is on a solid footing
and could likely be poised to
achieve even faster expansion in
2018. Growth is expected to be
supported by a pickup in household
spending, sustained growth in
government spending, robust
Industry and Services sectors, and
continued strong expansion of the
export sector. Expected revenues
from the government’s Tax Reform
for Acceleration and Inclusion
(TRAIN) law would ensure that the
government has enough spending
power for the Build Build Build
program and could likely translate to
sustained higher GDP growth in the
coming years. Sustained infrastructure
outlays should underpin investment
spending moving forward.The
government’s infrastructure program
will open more opportunities for the
private sector to expand business
activities and increase capital spending.
However, risks to the domestic
economy nevertheless remain amid
the effects of the still diverse global
economic growth and impact of
financial market volatilities.
I am confident that our 55 years in
the business prepared us well enough
to overcome whatever tomorrow
brings.The stability that we built over
the past decades always goes back to
our thrust of rendering interminable
quality service to our clients. By
pivoting to the future,Your Bank
ensures that the uncertainties that
may arise cannot break or even shake
the bedrock on where we stand.
In closing, I would like to give credit
to our employees for their dedication
and diligence, and for their effort in
staying true to our customer promise.
Lastly, I would like to give my heartfelt
thanks and appreciation to our
customers and stakeholders for
your continued loyalty and trust in
Metrobank. You are our main priority
and all our efforts are directed
towards ensuring that we keep you in
good hands.
Fabian S. Dee
President
PIVOTING TO THE F U T U R E 11
 2017
GrOUP Highlights

Net Loans and

Total Assets Receivables Net Income
Earnings Per Share
PHP 2.1 PHP 1.3 PHP 18.2
Billion PHP 5.73
Trillion Trillion
Total Deposits Total Equity

PHP 1.5 PHP 202

Trillion Billion

12 MET ROP O LI TA N B ANK & TRUST CO. PIVOTING TO THE F U T U R E 13

We believe in
empowering
the next
generation.
They are individuals who hold the key to an even
more promising future.

As we turn our eyes on the potential of the retail

customers, we understand how the values of hard-
work, creativity and ambition will fuel their passion
to build a successful future.

We are here to support their dreams as they

become the movers and shakers of the next
generations.

14 MET ROP O LI TA N B ANK & TRUST CO. PIVOTING TO THE F U T U R E 15

We have shown the UNIQUE
ability to spot potential and
BUILD lasting partnerships
with OUR CUSTomers.
Metrobank has always taken pride in
nurturing client relationships.

Throughout our history, we have partnered

with many clients who evolved from small
businesses into large successful enterprises
and in turn supported the growth of the
Philippine economy.
We have always
played a part in
NATION-BUILDING.
Across our entire commercial portfolio – from large corporate
names down to the SMEs, we have empowered clients to prosper
and boost the growth of the economy.

In 2017, we already booked a number of landmark transactions in

the corporate and commercial space.

Now that the Philippines is at the crossroads of a massive

infrastructure development plan, we foresee more projects and
unprecedented growth for the country. We stand ready once
again to partner with our customers as we ride this wave of
growth and development.

At the heart of
economic progress
Metrobank’s strong performance in
lending was led by the Commercial
Segment which continues to be
the Bank’s main area of focus and
accounts for 76% of the Bank’s total
loan portfolio.This segment grew by
20% across Large Corporates, Middle
Market Clients, and SMEs.
The build-up of our branch network
and hiring of account officers and
relationship managers positioned us at
the heart of economic development.
With a formidable coverage platform,
Metrobank was also able to identify
20 MET ROP O LI TA N B ANK & TRUST CO.
opportunities and serviced the
funding requirements of clients across
the nation, particularly in high growth
areas in the countryside.
As we prepared for a surge in
government infrastructure spending
in the coming years, we prudently
set-up credit lines and facilities to
support this drive. Last year, we
established a RMB2 billion facility with
China Development Bank, a US$900
million credit line with Export-Import
Bank of China and also completed
a US$2 billion Medium Term Note
Programme. While we have yet to
drawdown on any of these facilities,
these sources of funding will position
us to participate in the government’s
infrastructure program which would
support nation building and further
fuel the growth of the economy.
Even with secured sources of funding
to fuel our growth, the backdrop of
volatile market conditions made it
imperative that Metrobank continued
with its trademark approach of
providing bespoke services to its
clients and keeping them up to date
with recent industry dynamics.
We continued our approach of
hosting events designed for the
Bank to keep a pulse on their needs,
engage the customers, and level
up our brand of customer care.
These included our regular “Kapihan
Sessions” for SME clients nationwide
as well as economic briefings and
seminars designed to keep our
commercial customers aware of
market developments.
Quantitatively, while the headline
numbers indicate growth rates and
market share gains, the quality and
type of transactions were of equal
importance. The depth of our
It’s all about forging customer relations allowed us to
true partnerships. gain a better understanding of their
needs and positioned us to provide
true financial services for their
requirements.
This clearly shows in our range of
deals that we closed last year. We
provided financials services for short-
term working capital requirements to
long-term capital expenditure needs.
Our transaction banking services
were tailor fit to allow our customers
to become more efficient in their
business. And with the volatile market
conditions starting to creep in, our
treasury specialists provided them the
solutions needed to maintain their
strong financial standing.
Overall, our performance in 2017
indicated precisely how we were
able to customize customer solutions
and also demonstrates how the
synergies of the Metrobank Group
can provide total financial services to
our commercial customers.
Breakthrough Deals:
• Aboitiz Equity Ventures CRH
Holdings P5 billion loan
• Ayala Land Inc. P10 billion
bilateral term loan facility
• Globe Telecom US$155 million
bilateral loan facility
• Metro Pacific Tollways, Corp.
P4billion bilateral term loan
facility
• Wilcon Depot, Inc. P7.04 billion
IPO – FMIC acted as Sole Issue
Manager
PIVOTING TO THE F U T U R E 21
A redirection towards a more
CUSTomer-centric path
In all aspects of the Retail and
Consumer front – from network and
coverage to consumer promotions,
the Bank has accomplished key
milestones.
Metrobank maximized the use of its
extensive network coverage. The
Bank ended 2017 with 953 branches
nationwide. More importantly about
As a result, this coverage mix boosted
the Bank’s strong deposit franchise
and provided the Bank with the
funding requirements needed to
support its loan growth. Our core
CASA deposits increased by a healthy
12% to reach a CASA ratio of 62%.
The Bank’s overall deposit level hit a
high of P1.5 trillion last year.

Powered by 55% of these branches are located

in the countryside, placing the
Our remittance services also continue
to be supported by a well-diversified

growing hyper- Bank in a good position to capture

opportunities in the high growth
network of remittance centers in Asia,
Europe and North America which

connectivity, we areas. This physical branch network

is supported by 2,352 ATMs all over
has enabled it to become a leading
provider of remittance services to

developed a the country. OFWs.

new app that The 24/7 access of our e-channels,

which included ATMs, Cash Accept
Metrobank has several remittance
arrangements with banks and

truly takes the

Machines (CAMs), online and mobile
banking provided a convenient
alternative for our customers to
customer to the
continue their banking transactions
anytime and anywhere.
next level of
Last year we started to see a shift
service. in our transaction mix from the
traditional over-the-counter to now
remittance tie-ups and agents in
regions with high concentrations of
OFWs. As of December 31, 2017,
the Group had 134 remittance tie-ups
and approximately 180 remittance
agents present in the United States,
Europe, the Middle East, and the Asia
Pacific.

having more e-channel transactions. Metrobank had close to US$5 billion

Close to 20% of the volume of or approximately 18.7% of the total
our transactions last year were remittance volume for the Philippines
already coursed through these in 2017 based on data from the BSP.
alternative channels. This boosted our
efficiency gains, improved customer
convenience and allowed our branch
personnel the opportunity to provide
better services to the higher value
added transactions that were coursed
through the traditional channels.

Communication is a
powerful tool for building
a good partnership.

22 MET ROP O LI TA N B ANK & TRUST CO. PIVOTING TO THE F U T U R E 23

 Rising per capita
income has FUELED
the growth in
cONSUMER lending.
Consumer Loans continued to grow,
increasing steadily at 17% year-on-
year. This was driven mainly by the
auto segment, followed by credit
cards as well as mortgage loans.
The growth in the various categories
was reflective of the recent industry
developments. For example, the
continued shift towards motorization
drove the strong growth in auto, while
rising per capita levels, particularly in
the middle-income segment boosted
the credit card business.
We launched the Car Loan Great
Rates Sale promo last June 2017
that brought in substantial car loan
bookings. This was aligned with
our efforts to create a hassle-free
customer experience.
We also launched the Metrobank
Car Loan Online Application
(MCOLA) last June.Through
MCOLA, the application process
is now mobile optimized. After
the initial application documents
are uploaded via the website, client
details eventually auto-populate to
the succeeding modules after which
clients shall fill out a simplified one-
page form. This feature allowed for
faster and more convenient customer
transactions. To complete the
customer experience, the app also
includes a car buyer’s guide with a
wide array of models to choose from.
The goal of improving customer experience continues
to drive our efforts for process improvements and Our products and
services assure clients of
product enhancement. a productive yield.
24 MET ROP O LI TA N B ANK & TRUST CO.
Internally, consumer lending embarked
on various process improvement and
training activities to improve customer
experience.
Consumer Promotions
• Metrobank partnered with
various retail merchants
to offer promos for the
Metrobank Account One,
Debit and Prepaid Mastercard
cardholders. It was recognized
as Asian Banker’s Retail
Payments Product of the Year
for 2017.
• PSBank redesigned the
PSBank Mobile App. New
functionalities were added,
some being a first of its kind in
the local banking industry such
as PayMe,TouchID, and the In-
App One Time Password.
• PSBank also launched Cardless
Withdrawal.This allows clients
to conveniently and securely
withdraw cash from any
PSBank ATM without using a
PSBank ATM Card.
• Metrobank Card Corp.
launched the Victory Liner
Premiere Prepaid Visa while
sustaining its promos with
premium restaurants and
hotels.
PIVOTING TO THE F U T U R E 25
A THRUST towards providing
CUSTomized
SOLUTIONS
In the past year, our team of specialists
in the Financial Markets Sector (FMS)
had achieved notable growth and
garnered various awards – a nod to
the Bank’s expertise in managing high
net worth clientele.
Today, we continue to exhibit
strength in the wealth space by
matching sophisticated client needs
Metrobank and requirements of high net worth
individuals with a team of highly
demonstrates trained specialists. Products can
range from simple fixed income or
a strong FX products for retail customers
to complex swaps, hedges, and
commitment derivatives for commercial clients.
in providing Throughout the process of wealth
management, Metrobank not
new innovative only ensures full compliance with
regulations and practices but
products and also takes into consideration the
appropriate risk appetite for the type
services to of product being offered.
improve customer In line with our thrust towards
providing customized solutions
experience. to a diverse range of customers,
our Financial Markets Sector also
branched out its internal set-up to
cater to various customer needs.
Our Private Wealth unit is responsible
for managing and deepening the
Bank’s relationships with its ultra
High Net Worth Individuals.This
unit provides portfolio management,
investment advice, insurance and
wealth planning through various
26 MET ROP O LI TA N B ANK & TRUST CO.
product providers. We also have
a team dedicated to servicing the
requirements of institutional clients.
This team is responsible for managing
the Bank’s relationships with its
non-bank financial institutional clients,
both locally and offshore. These FMS
units continued to identify new-to-
bank clients with growth potential
and cross-selling opportunities.
Additionally, they have been
responsible for deepening the Bank’s
relationships with existing clients.
While the volatile markets were
challenging for our customers, it
also presented an opportunity for
Metrobank to step-up and deliver
on their requirements. As a result,
our Markets Sales Group bagged
a number of breakthrough deals in
foreign exchange and derivatives
with various large and medium-sized
corporations and multinationals
resulting from unique solutions
provided. The Group also saw a 50%
growth in customer foreign exchange
volume.
The strong performance of FMS was
recognized by the industry, specifically
in the PDS Awards. For the 5th
straight year, Metrobank was awarded
the Cesar EA Virata Award for Best
Securities House.The Bank was once
again the most warded institution,
recognized for excellence in FX, Fixed
Income Dealing, Corporate Securities
and Brokering, among others.
PIVOTING TO THE F U T U R E 27
 We provide a solution for
every need.
Lastly, our Trust Banking Group (TBG)
continued increasing its customer
base and trust volumes and also
launched a number of new products
in 2017. TBG opened about 300
new accounts in both the traditional
personal and corporate space, as
well as over 60 accounts for other
fiduciary services. As a result,Trust
Assets Under Management (AUM)
increased to P450billion in 2017.
For its performance in 2017, Wealth
& Finance International named
Metrobank as the Best UITF Fund
Provider in the Philippines.
28 MET ROP O LI TA N B ANK & TRUST CO.
New products launched
• Metro Short Term Fund: A
Peso-denominated money
market Unit Investment
Trust Fund (UITF) that
aims to achieve liquidity
and income slightly higher
than regular time deposit
products by investing in a
diversified portfolio of Peso-
denominated money market
instruments and fixed income
securities with a maximum
weighted average duration of
one year
• Metro Unit Paying Fund: A
Peso-denominated balanced
unit-paying UITF that aims
to achieve income from a
portfolio of preferred shares
listed at the Philippine Stock
Exchange (PSE) and Peso-
denominated fixed income
instruments and securities
• Metro$ Asian Investment
Grade Bond Fund: A Dollar-
denominated long-term bond
UITF invested in a diversified
portfolio of investment grade
fixed income securities issued
within the Asian region with a
maximum weighted average
duration of eight years
• First Metro Securities
Brokerage launch Fundsmart:
A new online platform which
will serve as a one-stop-shop
mutual fund investment facility.
• First Metro Asset
Management, Inc. (FAMI)
and globally renowned
index provider MSCI, Inc.
launched an 18-stock index
that is designed to capture
the Philippine consumption-
led growth story with
exposure to industries
such as food and beverage
manufacturing/processing, fast
food and restaurants, mall
development, communications,
financial services, tourism,
transportation and more.
PIVOTING TO THE F U T U R E 29
Developing the
next generation of
leaders
2017 Ascend and Leadership Program
In 2017, Human Resource
Management Group (HRMG) and
Learning and Development Division
(LDD) strengthened its partnership
and provided evidence for the value
of leadership development:
3 Rolled out a structured
identification of talents using
a standard criteria across all
leadership levels
3 Institutionalized the external
validation of talents’ leadership
potential and competencies in
partnership with a 3rd party
assessor and profiled talent
strengths, competency and
development areas to create a
focused development plan
3 Customized development
for each talent through
an individually designed
Development Plan that
impacts on specific behavioural
trait changes to support
handling of challenges from
major shifts in the business and
culture
3 Evolved the established
Leadership and Management
Development Program
(LMDP) offerings to provide
leaders with basic and
advanced leadership and
management competencies.
3 Continued to define and
deliver technical, functional and
regulatory courses to ensure
that employees are equipped
to meet the demands of their
jobs.
3 Structured and implemented
immersion activities for
selected leaders to develop
talents’ institutional mindset
and cross-functional skills
30 MET ROP O LI TA N B ANK & TRUST CO.
3 A particular highlight is
institutionalizing the Mentoring
Program for talents in the
Ascend Program which
consisted of a series of
discussions focused on
ensuring that business insights
are cascaded to future leaders
in a manner that will augment
their knowledge for navigating
in the organization
3 Implemented an
institutionalized Stakeholders’
Feedforward (SFF) as a
feedback mechanism for
talents’ improvement of
committed behavioral changes,
helping the managers and
talents understand the impact
or leadership learning and
development programs and
measure on-the-job results
Overall, 2017 was concluded
positively and the program will keep
the momentum in 2018 to strengthen
engagement and motivation of talents
to take ownership of their leadership
journey.
Senior Management Selection
The Bank has job descriptions for
the key positions, and assesses the
qualifications of any candidate for
the role.
Any candidate undergoes a series
of interviews by the Line Head,
HRMG, President, Chairman and the
appropriate board committee(s). Any
hiring or appointment to the role is
approved by Manpower Committee
(MANCOM), Nominations Committee
(NomCom) and the Board.
PIVOTING TO THE F U T U R E 31
2017 Employee
Demographics
Performance Assessment
Management
The Bank’s Performance Assessment
and Management System
(PAMS) measures the employee’s
performance contribution based
on clearly defined targets, goals and
standards.
Orientation and Education
Program
The Metrobank Academy provides
structured learning for each of
SUMMARy of Organizational
STRUCTURe
Retirement and Succession Code of Business Conduct
Policy and Ethics
The process of identification The revised Code of Conduct was Office of the
Risk
and developing leaders has been approved by the Board on November President Management
institutionalized to objectively assess 22, 2017 and is set to take effect by Group
employee’s potential to assume higher January 1, 2018.The revised Code of
responsibilities, especially to ensure Conduct is anchored on the Bank’s
succession planning.This is contained Core Values. Further, it defines the Internal
in the November 2017 Board expected behavior of all employees Audit
Group
approved HR policy on Ascend – across ten (10) Standards of Conduct.
Leadership Development Program. It will be disseminated to all
The Bank provides a Retirement Plan employees in January 2018.The Institutional Financial Branches and Financial and
Compliance
for its employees and employee’s employees are required to submit an Banking Sector Markets Sector Consumer Control Sector
Division
beneficiaries in case of the employee’s acknowledge receipt that they have EVP Mylene A. Caparas, 53 SEVP Fernand Antonio A. EVP Richard Benedict S. So, 52 SEVP Joshua E. Naing, 57
Tansingco, 52 SVP Lita S.Tan, 54
death, permanent total disability and read, understood and will comply with SVP Rowena D. Oliveros, 60

the phases in the employees’ retirement. The plan was approved the Code. Anti Money
development: by the Bureau of Internal Revenue on Laundering
a. Introduce the Bank, its March 2014. Further, the Code of Conduct is Division
organization, business and discussed with the new employees of HR/
directions and induct employees The normal/compulsory retirement the bank during their New Employee’s Credit
Strategic
Learning &
Information
Operations
General International
to what the Bank represents. Planning Technology Services Offices
of Bank employees occurs at the age Orientation (every 1st and 16th of the Dev’t
This is the ONBOARDING of 55 years old or 30 years of service, month). There are regular advisories
PHASE. whichever comes first. about the Code and standards of right
b. Perform current job assignment. Functional and administrative
behavior are shared during training and Administrative only, reports to the respective Board Committee
This is the JOB CERTIFICATION on various units’ meetings.
PHASE.
c. Perform for higher responsibilities.
This is the SUCCESSION
PREPARATION PHASE.

Gender Age TenURe

84%
Rank 57%
95% 69%
63%
58%
43% 10%
S. Officer 67% S. Officer 5% 42%
37%
31%
90%
16%
63% 33% 46%
52% 48% R/F R/F

37% 54% 29%

J. Officer 65% J. Officer
S. Officer J. Officer R/F Overall
RF
Female Less 40+
71%
Officers 35% 10+ years
Male Over all Less 40 Over all
Less than 10 years

32 MET ROP O LI TA N B ANK & TRUST CO. PIVOTING TO THE F U T U R E 33

Always in
Good Hands
In Metrobank, customer protection and over-all experience
is a collective and shared responsibility of everyone, from
the Bank’s Board of Directors, to Management, and to all
employees. It is part of Metrobank’s culture and is being
reinforced by the Customer Protection Training Program.
Key entities have been identified who will be ultimately
responsible for the over-all strategy and oversight of the
Bank’s desired customer experience.
Board of Directors
(BOD)
Executive Committee
(ExCom)
President
Customer Experience Committee
(CXCom)
Service Excellence Group
The Board of Directors (BOD), through the Executive
Committee (ExCom), provides the effective oversight of
the Bank’s Financial Customer Protection program and
implementation in accordance to BSP Circular 857.
The Senior Management, together with the Customer
Experience Committee (CX Com) are responsible for
the development and maintenance of the Bank’s sound
Customer Protection Risk Management System which is
integrated into the overall framework of its entire product
and service lifecycle, which includes oversight function in
the execution of CX projects.
34 MET ROP O LI TA N B ANK & TRUST CO.
The Service Excellence Group works with business
and operational units to achieve excellent customer
experience through voice of the customer program,
process efficiency initiatives, performance monitoring on
key customer metrics, effective organization structure and
skills development.
The Bank’s Customer Protection Program follows the
set standards which are reflected in its core principles –
inherent into the Metrobank corporate culture, enhancing
further its defined governance framework while addressing
conflicts that are inimical to the interests of its customers.
Voice of the Customer Program
The Bank continuously listens to its customers to improve
service delivery through the conduct of Net Promoter
Score (NPS) and Customer Satisfaction (CSAT) surveys
- NPS is a globally used metric that measures the
likelihood of customers to recommend the Bank to
their family, friends, and colleagues, thereby gauging the
customer commitment to the Bank.
- CSAT measures the satisfaction on specific
touchpoints used by the customer.This enabled the
Bank to immediately address the concerns raised by
our customers.
The Bank also has in place the semi-annual conduct of
Mystery Shopping to ensure a consistent excellent service
delivery at the Branches.
Effective Recourse / Handling of Customer
Concerns
A critical component of the Bank’s Customer Protection
Program is providing its customers accessible and hassle-
free channels with which they could communicate their
inquiries, concerns and feedback. These are in the form
of 24/7 Contact Center which handles calls and e-mails,
Social Media (Facebook), MetrobankDirect Online and
Mobile Banking.
Further, the Bank has implemented the Customer Incident
Management Policy and System, which standardized the
handling of customer complaints to ensure that these are
addressed within a set turnaround time through centralized
logging and monitoring. With this, the Bank is able to gain
valuable customer insights, identify trends and address
recurring incidents, improve its products and services to
better customer experience.
In 2017, total complaints increased by 8.8% in line with the
increase in transaction volumes. The ratio of complaints to
total transactions remained at 0.03%
2017 2016
Total Complaints 75,348 69,229
Total Transactions (millions) 195.09 183.35
Complaints to Transactions Ratio 0.03% 0.03%
Majority of the issues raised by customers were related to
cash dispensed concerns.This led to the re-engineering of
ATM-related processes resulting to significant reduction in
no cash dispensed transactions, and improved availability of
ATMs by end of the year.
Protection of Customer Information
The Bank has well-defined protocols, a secure database,
and periodically revalidated procedures in handling the
personal information of its customers.
This is an end-to-end process that covers, among others,
the array of information that will be pre-identified and
collected, the purpose of gathering information, how
these will be sourced from the customer, the IT-security
infrastructure of the Bank, and the protocols for disclosure,
both within the Bank and especially to third parties, if
needed.
Financial Education and Awareness
2017 saw the increase in reported e-fraud customer
concerns – be it through online purchases or transactions
via ATM, Online Banking and Mobile Banking. With this, the
Bank implemented various financial education campaigns
through different advertising channels including its social
media accounts providing customers with tips on how to
protect their accounts and personal information which
causes these unauthorized transactions.
The Bank pushed for the replacement of its magnetic
striped cards to EMV-enabled chip cards to further
safeguard its customers when doing ATM and POS
transactions.
PIVOTING TO THE F U T U R E 35
 Corporate Governance
Good governance is fundamental to our organization. It Corporate Governance Manual & Codes The Codes of Conduct for Directors and employees The members have an independent access to management
is the cornerstone in fulfilling our commitment to all our ensure that the Bank goes beyond adherence with and the corporate secretary as well as unrestricted access
stakeholders. It is about behaving with integrity and in
of Conduct regulatory framework requiring Metrobankers to adhere to information and records of the Bank to fulfill their
ways that are consistent with laws, rules and regulations only to the highest standard of fairness, accountability and responsibilities.
The Corporate Governance Manual introduces the Bank’s
while delivering our priorities and achieving our objectives. transparency. Both codes aim to instill a commitment and
Governance Framework which encapsulates into a single
It makes a tangible and lasting contribution to our dedication to the virtues of honesty and integrity, together Board Composition
resource in context, the roles and responsibilities within
performance and our ability to deliver positive outcomes. with a high sense of prudence, responsibility and efficiency
the Bank and the practices and procedures that we use
in the conduct of duties. Per Metrobank’s By-Laws, Directors are elected individually
to make sure we govern our organization to the highest
We seriously adhere to the highest standards of corporate by the vote of the holders of common stock of the Bank in
standards. It also encompasses the important role of
governance, exercising accountability, fairness and Every Director exercises honesty, good faith and loyalty accordance with Section 24 of the Corporation Code and
leadership in ensuring that sound governance practices
transparency across all our operations and dealings which and in the best interest of the Bank, its stockholders, other pertinent applicable regulations. Any stockholder
are instilled throughout the organization and the wider
ensure that we have the strong foundation to pursue our regardless of the amount of their stockholdings, and other may submit nominations for directorial positions to the
responsibility of management and staff to apply governance
goals. We implement structures and processes that would stakeholders such as depositors, investors, borrowers, Nominations Committee. The Committee screens the
practices and procedures in their day-to-day work.
ensure that our business is being run well and responsibly, other clients and the general public.The Bank prohibits qualifications of the nominees, putting in place screening
while taking care of the long-term best interests of our the direct or indirect offering or receiving by an employee policies and parameters including alignment with the Bank’s
It serves as a valuable reference in the implementation of
shareholders and all other stakeholders. We have a values- of any gift, gratuity, other payment or entertainment from strategic directions, to enable it to effectively review the
the corporate governance rules and regulations. The Manual
driven management and staff who behave with integrity any person, be it a client, vendor, supplier, business partner qualifications of the nominees and come up with a Final
is periodically updated for new regulatory issuances and best
and responsive to changing needs, and who are dedicated or subordinate, when the gift might affect the employee’s List of Candidates.To help ensure the most diverse talent
industry practices.The Board of Directors, Management,
to the achievement of our objectives and goals.The Bank judgment or actions in the performance of his/her duties. pools are reached, the Committee may also make use of
officers and staff of the Bank commit themselves to
aims to maintain, and indeed enhance, this reputation external database, e.g. Institute of Corporate Directors or
through a continued adherence to the highest standards the principles and practices contained in the Manual
The Codes are implemented by the Corporate professional search. Only nominees whose names appear
and acknowledge that the same will guide them in the
of governance.This strong commitment cascades from the Governance and Compensation Committee and the in the list are considered for election as director at the
top and across the Bank and the Group. development and achievement of the Bank’s corporate goals.
Human Resources Management Group. Breaches are annual meeting of the stockholders.
subject to appropriate disciplinary actions in accordance
with the principles of due process.To strengthen the In 2017, our Board is comprised of twelve directors, nine
2017
implementation of good governance and development of of whom are non-executive directors of which five or 42%
culture within the Group, training of employees regularly of them are Independent Directors.The Bangko Sentral ng
Number of Shares % Directly Domestic
Board Name
Held to Total Board Executive
Anti-Money Risk
Laundering Oversight
Equity Trust Audit
Corporate Related Party Overseas
Governance Transactions Banking
Nominations IT Steering include among others, topics on compliance, good Pilipinas (BSP) requires at least one-third but not less than
Direct Indirect
Outstanding Meetings Committee
Shares
Committee Committee
Investments Committee Committee
Committee
Committee Committee Committee
Committee Committee
governance and ethics.To enjoin bank-wide compliance, two members, who are independent directors, in the Board.
Group
the Board-approved Corporate Governance Manual and Diversity in the Board is a key consideration.The members
Chairman
George
S.K. Ty
13,852,150 4,166,755 0.44% 12/24 Codes of Conduct are available in the Bank’s intranet and are experts in their field and bring with them diversity in
(NED)
posted in the Bank’s website for public access. age, ethnic background, skills and experience. All Directors
Chairman
Arthur Ty 10,525,485 290,982,670 0.33% 21/24 (CC) 35/52 7/7 5/5 6/6 (VC) 4/5 (4)
(ED)
were selected based on their qualifications such as integrity,
Vice
Chairman
Francisco C.
900,000 0.03% 23/24 (VC) 28/52 (1) 5/5 (CC) 6/6
Board of Directors probity, physical and mental fitness, competence, relevant
Sebastian
(NED) education, financial literacy and training, diligence, knowledge
President/ Fabian S.
650 0.00% 24/24 50/52 6/8 (6) 6/6 3/5 The Board oversees the Group’s overall governance and experience. Following the Annual Shareholders’
Director (ED) Dee
framework, approves and oversees the implementation of Meeting held in April 27, 2017, there was no change in the
Director
(NED)
Alfred V. Ty 10,525,750 33,558,522 0.33% 18/24 4/5 4/6
strategies to achieve objectives, monitors managements’ composition of the Board of Directors during the period.
Director Edmund
5,281 0.00% 21/24 (CC) 7/7 (CC) 12/12 11/11 5/5 performance against set targets and ensures appropriate
(NED) A. Go
Vicente R.
controls and systems of checks and balances are in Taking into consideration the capacity of a Director
Director (ED)
Cuna, Jr
115 0.00% 23/24 20/52 (1) (CC) 5/5 (4)
place and operating effectively. It leads in establishing the to diligently and efficiently perform his duties and
Independent Jesli A. Lapus 150 0.00% 22/24 (VC) 11/12 (CC) 9/11 5/6 (CC) 14/14 (4) tone of good governance from the top and in setting responsibilities, the nature and kind of corporations he may
Independent
Rex C.
1,430 0.00% 22/24 6/7 (VC) 11/11 (CC) 6/6 (CC) 11/11 (4)
corporate values, codes of conduct and other standards of be director of and the limitations on concurrent directorship
Drilon II
appropriate behavior for itself, the senior management and between banks or between a bank and a quasi-bank under
Independent Robin A. King 187 0.00% 19/24 3/3 (5) 7/8 (6) (CC) 15/15 (VC) 11/11 14/14
other employees. It is primarily responsible for approving existing regulations, non-executive Directors of the Board
Francisco F.
Independent Del Rosario, 130 0.00% 23/24 (CC) 5/5 15/15 5/6 6/6 and overseeing the implementation of the Bank’s risk could, as a rule, concurrently serve as Directors only to
Jr.
strategy, corporate governance and corporate values. The a maximum of five publicly listed companies, making sure
Edgar O.
Independent
Chua (2)
100 0.00% 21/21 4/4 9/11 7/8 8/8 Board ensures expeditious resolution of compliance issues however that the shareholders’ legal right to vote and be
Independent
Renato C.
871 0.00% 3/3 4/4 4/4 3/3 5/5
and consistent adoption of corporate governance policies voted directors remains inviolable.
Valencia (3)
and systems across the Group.
(NED) Non-Executive Director • (ED) Executive Director
(1) Previously Alternate Member • (2) Elected director on April 26, 2017 • (3) Director until April 26, 2017; shares as of March 31, 2017
(4) Appointed on April 26, 2017 • (5) Member until April 26, 2017 • (6) Member starting April 26, 2017 • (CC) Committee Chairman • (VC) Committee Vice-Chairman

36 MET ROP O LI TA N B ANK & TRUST CO. PIVOTING TO THE F U T U R E 37

On the other hand, the Independent Directors are
independent of management and major shareholders.They
have not engaged and do not engage in any transaction
with the Bank or with any of its related companies or with
any of its substantial shareholders, whether by themselves
or with other persons or through a firm of which they
are partners or a company of which they are directors
or substantial shareholders, other than transactions which
are conducted at arm’s-length and could not materially
interfere with or influence the exercise of their judgment.
As a rule, the Independent Directors may serve for a
maximum cumulative term of nine years. After which, the
Independent Director shall be perpetually barred from re-
election as such, but may continue to qualify for nomination
and election as a regular Director.
The roles of the Chairman of the Board and the President
are separate and held by two different people to foster
an appropriate balance of power, increased accountability
and better capacity for independent decision-making by
the Board. Each has clearly defined responsibilities.The
respective powers and duties of the Chairman and the
President are delineated in the Bank’s By-Laws.
The Chairman of the Board provides leadership in the
Board. He ensures effective functioning of the Board,
including maintaining a relationship of trust with Board
members. In addition, the Chairman ensures a sound
decision making process and encourages and promotes
critical discussions and ensure that dissenting views can
be expressed and discussed within the decision-making
process. On the other hand, the President exercises direct
and active management of the business and operations of
the Bank, conducting the same according to the orders,
resolutions and instructions of the Board and according
to his own discretion wherever the same is not expressly
limited by such orders, resolutions and instructions. He
communicates and implements the vision, mission, values
and overall strategy of the Bank and promotes any
organization change in relation to the same. He exercises
general superintendence and direction over the other
officers and the employees of the Bank and to see to it
that their respective duties are properly performed.
The names of the directors serving as of 31 December
2017 and their biographical details are set out in the
Board of Directors Photo page. All these Directors served
throughout the year under review.
38 MET ROP O LI TA N B ANK & TRUST CO.
Orientation and Continuing Education
All first-time Directors must have attended a special
seminar on corporate governance for board of directors.
Orientation for first-time Directors will begin immediately
after they are selected and before their first Board meeting.
They are furnished with a copy of the general responsibility
and specific duties and responsibilities of the Board and
of a Director. Directors are required to certify under
oath that they have received copies and fully understand
and accept the general responsibility and specific duties.
The certification is also submitted to BSP together
with a certification that he or she has all the prescribed
qualifications and none of the disqualifications after their
election.
The Bank also has a policy on continuing education for
Directors. In maintaining their professional proficiency, the
Directors are encouraged to continuously 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
changes through continuing education or training.
In 2017, a special seminar conducted by Institute of
Corporate Directors has been provided to all Directors
and senior management of the Bank to apprise them on
the significant developments in corporate governance.
Retirement and Succession
As a general rule, no Director may stand for re-election
following the calendar year in which that Director turns
75 years of age. However, on the recommendation of
the Nominations Committee, the Board may waive this
requirement as to any Director if it deems a waiver to the
best interest of the Company.
Succession or filling up vacancies in the Board is addressed
in the Bank’s By-Laws. Any vacancies occurring in the
Board may be filled by the vote of at least a majority of
the remaining directors, if still constituting a quorum. Any
vacancy that occurs by reason of removal by stockholders,
expiration of term or increase in the number of directors
shall be filled by the stockholders in a regular or special
meeting called for the purpose.
Board Meetings
The organizational meeting of the Board is held
immediately after the Annual Stockholder’s Meeting.
Board-level committees are reconstituted during the
organizational meeting. Regular Board meetings are held
every second Wednesday of each month. Special meetings
may be called at any time by the Chairman, or, in his
absence, by the Vice Chairman, or pursuant to the written
request of any four directors.
In 2017, the Board had 24 meetings with the incumbent
directors attending more than 88% of all meetings.
As endorsed by the Corporate Governance and
Compensation Committee and approved by the Board
of Directors, non-executive directors shall meet at least
once a year without any executives present. In 2017, such
meeting was held on 20 February 2017.
The Office of the Corporate Secretary which plays a
significant role in supporting the Board in discharging its
responsibilities prepares the agenda and sends out notices
and materials at least five business days before the meeting
dates. It also prepares and distributes the minutes of the
previous meeting and keeps full minutes of all Board and
stockholder meetings.
Antonio V. Viray
Corporate Secretary
Board-level Committees
Our governance structure is designed to enable the Board
to discharge its responsibilities.To aid the Board in the
optimal performance of its roles and responsibilities, the
following committees, among others, have been created,
with their own respective charters which set out their
mandate, scope and working procedures:
Anti-Money Laundering Committee
A Board level Committee tasked to assist the Board in
fulfilling its oversight responsibility over the Bank’s AML
Compliance Management to make sure that the Bank
complies with the provisions of the AMLA, as amended, its
Revised Implementing Rules and Regulations (RIRR), and
BSP regulations.
Edmund A. Go, Director Chairman
Arthur Ty, Chairman Member
Rex C. Drilon II, Independent Director Member
Edgar O. Chua, Independent Director Member
Audit Committee
As an extension of the Board, the Audit Committee
assists the Board in fulfilling its statutory and fiduciary
responsibilities, enhancing shareholder value, and protecting
shareholders’ interest through effective oversight of internal
and external audit functions, transparency and proper
reporting, compliance with laws, rules and regulations
and code of conduct, and adequate and effective internal
controls.
Cornelio C. Gison, Adviser Adviser
Robin A. King, Independent Director Chairman
Francisco F. Del Rosario, Jr. Independent Director Member
Edgar O. Chua, Independent Director Member
Chief Audit
Leo R. Fragante, Head, Internal Audit Group
Executive
Corporate Governance and Compensation Committee (CGCC)
The CGCC assists the Board of Directors in fulfilling its
corporate governance responsibilities and in providing
oversight on the implementation of the Bank’s Compliance
System.The committee is tasked with establishing a
formal and transparent procedure in determining the
remuneration of directors and officers that is consistent
with the Bank’s culture, strategy, business environment and
industry practice.
Placido L. Mapa, Jr., Senior Adviser Adviser
Rex C. Drilon II, Independent Director Chairman
Arthur Ty, Chairman Member
Francisco F. Del Rosario, Independent Director Member
Jesli A. Lapus, Independent Director Member
Corporate
Atty. Donato V. Espino, Head, Compliance Division Governance
Officer
PIVOTING TO THE F U T U R E 39
Domestic Equity Investments Committee Vicente R. Cuna, Jr., Director Chairman Edmund A. Go, Director Chairman Compliance System
Vice Vice
The Domestic Equity Investments Committee has Arthur Ty, Chairman
Chairman
Jesli A. Lapus, Independent Director
Chairman
The compliance function is an integral component of the
been established to assist the Board in overseeing Bank’s internal controls that provides reasonable assurance
Fabian S. Dee, President Member Robin A. King, Independent Director Member
the development and maintenance of the Bank’s that the Bank and its directors, officers and employees
domestic equity investments policy and in monitoring its Edmund A. Go, Director Member Joshua E. Naing, Head, Financial and Control Sector Member comply with all banking and corporate laws, regulations,
implementation by Management. Bernardino V. Ramos, Head, Information Maritess B. Antonio, Head, Risk Management Chief Risk rules and standard.
Member
Technology Group Group Officer

Francisco F. Del Rosario, Jr., Independent Director Chairman The Compliance Division is tasked to promote effective
Nominations Committee Trust Committee implementation of the compliance system and address
Arthur Ty, Chairman Member
breaches that may arise. It ensures that emerging
Francisco C. Sebastian,Vice Chairman Member The Committee shall review and evaluate the qualifications of The Trust Committee shall act within the sphere of its compliance issues and key compliance risks are proactively
Alfred Ty, Director Member all persons nominated to the Board as well as those nominated authority, including but not limited to, the confirmation identified, measured, and assessed and that advice and
to other positions requiring appointment by the Board. of acceptance and closing of trust and fiduciary accounts, support to Management in managing regulatory and
Executive Committee (EXCOM) the review of assets placed under the Bank’s custody, the compliance risk are provided. In addition, it also ensures
Jesli A. Lapus, Independent Director Chairman investment, and reinvestment and disposition of trust funds that compliance and awareness trainings for all employees
The EXCOM shall primarily review and approve credit and the review and approval of transactions between trust are conducted on a regular basis; there is an effective
Robin A. King, Independent Director Member
proposals and credit policies within its authority and limits as and/or fiduciary accounts. upstream and downstream communication within the
Edgar O. Chua, Independent Director Member
well as provide recommendations or conditions to lending. Bank to address compliance matters; and that compliance
The EXCOM may also act on other matters as delegated Placido L. Mapa, Jr., Senior Adviser Adviser matters are reported to appropriate levels of management
Overseas Banking Committee
by the stockholders, and the Board of Directors within its Jesli A. Lapus, Independent Director Chairman
and to the Board of Directors through the Corporate
competence and in accordance with the By-Laws of the Bank. Governance and Compensation Committee.
The Overseas Banking Committee shall assist the Board Vice
Rex C. Drilon II, Independent Director
in its oversight functions over the operations and financial Chairman
George S.K.Ty, Group Chairman Adviser Compliance Division will continue to actively seek ways to
performance of the overseas branches and subsidiaries, Fabian S. Dee, President Member
boost compliance and adapt best practices in corporate
James Go, Senior Adviser Adviser their compliance with the rules and regulations of their Edmund A. Go, Director Member governance. It shall also maintain a dynamic interaction
Mary V.Ty, Assistant to the Group Chairman Adviser respective host countries and their adherence to the
Josefina T.Tuplano,Trust Officer and Head,Trust with regulators to ensure a balance between having the
parent Bank’s business and corporate governance policies Member
Arthur Ty, Chairman Chairman Banking Group right compliance culture and a risk-averse environment that
as prescribed by the BSP and SEC.
Francisco C. Sebastian,Vice Chairman Vice Chairman will support business growth.
Evaluation System
Fabian S. Dee, President Member
Francisco C. Sebastian,Vice Chairman Chairman Fair Business Transactions & Managing Conflicts
Vicente R. Cuna, Jr., Director Member The Board has created an internal self-rating system and
Fabian S. Dee, President Member of Interest
Mary Mylene A. Caparas, Head,
Member Francisco F. Del Rosario, Jr., Independent Director Member
procedures to determine and measure compliance vis-à-
Institutional Banking Sector vis good corporate governance principles and practices The members of the Board conduct fair business
Alfred Ty, Director Member
Corazon B. Nepomuceno, Chief as prescribed in the Code of Corporate Governance: (i) transactions with the Bank and ensure that personal
Member
Credit Officer, Head, Credit Group each Director self-rates and collectively rates the Board, interest does not bias Board decisions. Directors avoid
Related Party Transactions Committee the Chairman of the Board and the President; (ii) the
Alternate member situations that would give rise to a conflict of interest. If
Noel Peter Z.Yuseco, Deputy Head, in the absence Corporate Governance and Compensation Committee transactions with the Bank cannot be avoided, it is done
Credit Group of Credit Group A Board level Committee tasked to ensure that Bank’s (CGCC), Audit, Risk Management and other Board in the regular course of business and upon terms not
Head transactions with related parties are reviewed to assess committees conduct self-rating. less favorable to the Bank than those offered to others.
risks and subjected to appropriate restrictions to ensure
Likewise, employees are prohibited from directly or
Information Technology Steering Committee (ITSC) that such are conducted at arm’s length terms and that
When a director or officer has multiple positions in the indirectly engaging in any conduct or activity that may
corporate and business resources of the Bank are not
Group, CGCC determines whether or not said director directly or indirectly be construed as inconsistent or
The ITSC provides governance and oversight in the misappropriated or misapplied.
or officer is able to and has been adequately carrying out incompatible with Metrobank’s business interests.
management of the Bank’s IT resources. Its principal
his/her duties.The results of the annual self-assessment are
function is to ensure that IT strategies are consistent with Rex C. Drilon II, Independent Director Chairman validated and summarized, discussed by the CGCC and The Bank has a policy on related party transactions.
the overall business objectives. As an extension of the
Robin A. King, Independent Director Vice Chairman reported to the Board. Transactions with related parties are reviewed by either
Board, it shall supervise the IT Risk Management Program
of the Bank and the development of policies, controls Edgar O. Chua, Independent Director Member the Related Party Transactions Management Committee, a
Based on the results of the annual evaluation, for the management-level committee composed of senior officers
and specific accountabilities consistent with the Bank’s IT
Risk Oversight Committee year 2017, the Bank has fully complied with the material or the Related Party Transactions Committee, a Board-
Risk Management Framework. It should regularly provide
requirements of the Code of Corporate Governance. level committee composed of independent directors,
adequate information to the Board regarding overall IT
The Risk Oversight Committee, as the extension of the depending on the materiality threshold set by the Bank.
performance, status of major projects and other significant
Board, is responsible for the development and oversight of Material related party transactions require prior written
issues related to IT risks.
the risk management program for the Bank and its Trust approval of the members of the Board, with the exclusion
Banking Group. of the director concerned in case the transaction involves

40 MET ROP O LI TA N B ANK & TRUST CO. PIVOTING TO THE F U T U R E 41

him or his related interests. Related party transactions are
discussed in the Audited Financial Statements, particularly
under Notes to the Financial Statements No. 31 on
Related Party Transactions. All acts of the Board, including
material related party transactions, are confirmed by the
majority vote of the Bank’s stockholders during the Annual
Stockholders’ Meeting.
Policy on Insider Trading
Metrobank has instituted its own Insider Trading Policy to
ensure that shareholders are afforded protection and that
individuals do not benefit from knowledge which is not
generally available to the market.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-know basis and in
furtherance of a legitimate business purpose.
The policy covers the standard of conduct applicable to
all directors and employees within the Metrobank Group
including their immediate family members residing with
them in the same household and corporations, other entities
and funds subject to their influence or control. It requires
the reporting insiders to confirm their respective beneficial
ownership of listed shares of stock in their respective
companies, if any, and report any changes thereto on the
next trading day from the date of the change pursuant to
the requirements of the SEC and the PSE.
Whistle Blowing Policy
Metrobank is committed to maintaining the highest
possible standards of ethics, honesty, accountability
and adhering to the principles of good governance. All
employees are encouraged to play their part in improving
the overall effectiveness and success of the Bank and in
strengthening the Bank’s system of integrity by creating
an atmosphere of openness and trust and by providing
an avenue for employees to raise concerns and receive
feedback on any action taken.
The Bank has a Whistle Blowing Policy which aims to guide
officers and staff on reporting complaints related to fraud,
malpractice, conflict of interest or violation of internal/
regulatory policies, procedures and controls.The policy
also provides for the protection of the reporting employee.
Under the policy, the Bank shall maintain the identity of the
reporting employee as confidential and retaliation against
any reporting employee shall not be allowed.
42 MET ROP O LI TA N B ANK & TRUST CO.
Dividend Policy
The Bank’s Dividend Policy is an integral component
of its capital management policy rather than a stand-
alone process. Its fundamental and overriding policy is
sustainability.
Dividends are declared and paid out of unrestricted
retained earnings of the Bank at such intervals as the
Board of Directors may determine and in accordance with
the provisions of law and the regulations of the BSP and
the SEC. Historically, the Bank has declared annual cash
dividends equal to P1.00 per common share, equivalent
to 5% of par value.The payment of dividends in the future
will depend on the Bank’s earnings, cash flow, financial
condition, regulatory requirements for capital and other
factors.The Board of Directors may, at any time, modify the
Bank’s dividend payout ratio depending on the results of
operations and future projects and plans of the Bank.
Cash dividends are subject to approval by at least a
majority of the Board of Directors. On the other hand,
stock dividend requires prior clearance from the BSP, the
SEC and the PSE.
Compensation Policy
The Bank adopts a compensation policy that is aligned
with the Bank’s operating and risk culture, long-term
strategic and financial interest and labor laws and
regulations, promotes good performance and competitive
with industry standards, with a goal to attract, motivate and
retain the best people.
Directors’ Compensation Package
The members of the Board of Directors receive a fixed
remuneration package based on experience, professional
background, level of responsibilities and attendance in
Board and committee meetings.
Executive and Employee Compensation
The Bank pays salaries commensurate to the individual’s
qualifications and experience, nature of the job, position,
and level of responsibility with reference to an approved
salary scale.
The Bank’s compensation package is reviewed regularly and
benchmarked against competition through participation
in annual compensation and benefit surveys to ensure
its competitiveness vis-à-vis industry and other market
considerations.
Pay for Performance. The Bank aims to achieve a
performance-driven work culture by providing meaningful
rewards for performance. Annual performance scorecards
are structured 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 performance, Group and individual
performance, and market conditions.
Fair Compensation. The Bank ensures that its compensation
package for non-officers or rank and file employees is
in accordance with the labor law requirements.They
receive salaries linked to both performance and the
Bank’s contractual obligation under a collective bargaining
agreement which include loyalty bonuses for long-term
employees.
Interest of Stakeholders
Metrobank has a responsibility to all its stakeholders and
addresses their needs.The Bank has policies that safeguard
the interests of customers and creditors, suppliers,
employees, shareholders and the environment.
Customers and Creditors
The Bank remains anchored on its very purpose of
ensuring customer success, by safeguarding its customers’
and creditors’ welfare, fulfilling their needs and by helping
them achieve their goals. As contained in the Bank’s Code
of Conduct for Employees, failure to attend promptly to
client requests is an example of non-acceptable behavior
under the standard of conduct.
The Bank has also developed its Customer Protection
Policy Manual that enumerates the basic principles and
ethical business practices that govern the conduct of
the Bank in dealing with its customers, setting out the
standards of consumer protection in the areas of disclosure
and transparency, protection of client information, fair
treatment, effective recourse and financial education. It
provides assurance that consumer protection practices are
embedded in the Bank’s business operations which address
and prevent identified risks to the Bank and associated risk
of financial harm or loss to its customers.
Stockholders’ Rights and Protection of Minority Stockholders’
Interests
The Board respects the rights of the stockholders as
provided for in the Corporation Code. It promotes the
rights of the stockholders, removes impediments to the
exercise of those rights and provides an adequate avenue
for them to seek timely redress for breach of their rights.
The Board makes available to the stockholders accurate
and timely information to enable the latter make a sound
judgment on all matters brought to their attention for
consideration or approval. All material information about
the Bank is disclosed in a timely manner to the SEC and PSE.
The Board is transparent and fair in the conduct of the
Annual Stockholders’ Meetings of the Bank. The Bank
encourages the stockholders to personally attend such
meetings. If they cannot attend, they are apprised ahead
of time of their right to appoint a proxy. Subject to the
requirements of the By-Laws, the exercise of the right shall
not be unduly restricted and any doubt about the validity
of a proxy should be resolved in the stockholder’s favor.
Every stockholder entitled to vote on a particular question
or matter involved shall be entitled to one (1) vote for
each share of stock in his name. Cumulative voting is
allowed provided that the total votes cast by a stockholder
shall not exceed the number of shares registered in his
name as of the record date multiplied by the number of
directors to be elected. Matters submitted to stockholders
for the ratification shall be decided by the required
vote of stockholders present in person or by proxy. All
shareholders shall have the opportunity to obtain effective
redress for violation of their rights.
Supplier and Contract Selection
The Bank also ensures that it maintains policies for
supplier and contract selection.The policy on vendor
management and outsourcing of banking support and
marketing activities provides guidelines on accreditation
of service providers as well as monitoring and reviewing
their performance. The Bank’s Vendor Management Policy
provides guidelines in the purchase or acquisition of
products or services from vendors and mitigates risks of
dealing with unqualified vendors. It shall also ensure that
the Bank’s vendor management guidelines are compliant
with BSP regulations.The Bank also practices the policy of
canvassing and bidding services as a basis for the evaluation
and approval of the bid process.
Health, Safety and Welfare of Employees
The Bank acknowledges that it has a responsibility to
ensure the safety and security of its employees and
clients.The Bank actively promotes a safe and healthy
work environment that is conducive to the well-being
and professional development of its employees.The Bank
also believes that providing them with a secure and safe
work environment greatly enhances business and work
productivity. In particular, the Bank ensures a drug-and
alcohol-free work environment at all times.
PIVOTING TO THE F U T U R E 43
Among the programs instituted was the wellness check
of employees, results of which were the 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
security of persons, property and information.The Bank
also ensures a drug-and alcohol-free work environment at
all times.
The Bank also ensures that all employees perform their
work consistently to high standards and achieve their full
potential. It recognizes that training and 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 provides all employees
with a wide range of suitable programs to assist in
their continuing professional development, so that the
organization will have the right quality of people for the
business to grow and achieve its goals. The Bank strives to
empower Metrobankers with the right skills, knowledge,
work ethics and expertise that are relevant to the
stakeholders.
Economic and Social Development
The Bank believes that it is responsible also for the state
and welfare of the larger society to which it belongs. As
an institution with a heart, the Bank gives back to the
communities we serve, committed to making meaningful
contributions to the economic and social development
of our nation. It measures its performance not only with
financial returns but also with its social objectives.
Metrobank has comprehensive community and social
responsibility programs conducted by the Metrobank
Foundation, its corporate social responsibility arm and the
employees through the Purple Hearts Club.
The success of PHC in 2017 was rooted in the heart
for service shown by the Bank’s employee-volunteers.
Employees participated in an array of CSR programs that
focused on education, environmental stewardship, and
health. PHC also collaborated with partners across several
industries to introduce employees to new opportunities
for volunteerism that benefit and support other
marginalized sectors of society.
Details of the various programs and activities of Metrobank
Foundation and PHC may be read in the CSR Section.
44 MET ROP O LI TA N B ANK & TRUST CO.
Environment Protection
As part of Metrobank’s core value of being a responsible
corporate citizen, it believes that sustainable development
is a fundamental aspect of sound business management
and recognizes that this must rank among the top priorities
of its lending portfolio.
Metrobank is focused on developing a loan portfolio that
directly protects and promotes environmental and social
care, and likewise instilling in the borrowers, the awareness
that social and environmental care are inextricable
to economic growth in order to achieve sustainable
development.
Metrobank is committed to sound environmental
stewardship. It consistently strives to look for areas to
improve its operations towards the conservation of energy,
water and resources.Various policies on optimizing the use
of paper, power shutdown of office equipment to minimize
resource usage and to save on electricity costs, use of
vehicles for carpool and regular maintenance and servicing
of vehicles to reduce transportation cost and carbon
emissions are in place.
The Metrobank Purple Hearts Club (PHC) has
“You’re In Green Hands” (YIGH), an environmental
stewardship program which centers on combating various
environmental issues faced by the country through
restoration activities such as tree planting, mangrove
planting, seashore, and coastal clean-up drives.
In 2016, 650 Metrobankers implemented YIGH in 6 key
areas across the country, including Arroceros Forest Park
in Manila. In 2017 PHC concluded YIGH with an improved
participation rate of over 100% (131.40%), or, 703 of
the targeted 535 volunteers.They planted seedlings and
cleaned coastal areas across the country.
RISK MANAGEMENT
The Risk Management Group (RSK) is an independent
unit of the Bank that identifies, analyzes, measures, and
monitors identified material risks in close coordination
with other business units. It exercises oversight on
the risk management units of various subsidiaries and
affiliates with the goal of ensuring compliance with
relevant regulations, and the implementation of a
consistent Risk Management Framework across the
Metrobank Group.
RSK reports directly to the Board of Directors through the
Risk Oversight Committee, which is composed primarily
of independent members of the Board.The Committee’s
active role in overseeing the Bank’s infrastructure, operating
policies, and exposures ensures a good balance between
risk appetite and prudence.
Board of Directors
(BOD)
Risk Oversight
Committee (ROC)
Subsidiary Risk
Committee
Risk Management
Group (RSK)
Risk Management
Coordinating Council
(RMCC)
Risk Management Principles
Ultimately this philosophy of balancing risk and reward
translates to the following risk management principles:
1. Because risk is native to the banking business, the
Bank manages risks that correspond to its goals and
objectives as an ongoing business;
2. As the business landscape evolves, the Bank’s
risk management practices must likewise remain
appropriate and practicable, but always in consonance
with standards set by its regulators;
3. The Bank must ensure that it has the right risk
governance structure in order to minimize the
chances of risks becoming real losses while exploiting
the gains that may accrue from business opportunities;
and
4. Risk management is everyone’s concern – from the
Board who sets the overall tone, to the officers and
staff who execute the Bank’s risk management strategy.
The Risk Management Process
Consistent with the foregoing, the Bank’s risk management
process focuses on the interplay among business,
concomitant risks, and required capital with the goal of
sustaining the franchise through the rise and ebb of the
business cycle. It provides the engine for the determination
of the Bank’s strategic goals, its material risks, and its
appetite for said risks. Risk exposure identification,
measurement, management, and monitoring provide the
support on which business budgets are afforded the
chance of being achieved and for which capital adequacy to
support the effort is continuously assured.
Strategic Level
Portfolio & Transaction Level
Strategic Risk Appetite
Risk & Risk
Opportunities Assesment
Direction Definition
Identification & Evaluation
No Yes Risk Control
Viable
& Mitigation
Risk Risk
Monitoring Review
Metrics and risk assessment tools, both adopted from
regulation and best practice and internal to the Bank are
then used to measure identified risks.The use of these
tools complements the conduct of business as they help
prevent risks from being realized into serious issues, as well
as cue the possibility of any instance that capital may be
called to absorb losses.
Notwithstanding a defined risk management function,
the Bank recognizes that the core banking activity of
managing risks is not the sole responsibility of RSK. It is
rather a function that cuts across the entire organization
as manifested in the Bank’s three (3) lines of defense.
Such set-up is central to risk management, as it expresses
everyone’s role in ensuring that risk exposures are
managed and within the Bank’s risk appetite.The first
line of defense consists of the risk taking and risk owning
units since they are in the position to immediately identify,
respond, manage, and monitor risks. Second would be
independent units, like RSK, that provide oversight and the
tools, systems and advice necessary to support the first
line in identifying, managing and monitoring risks.The third
line of defense is provided by the internal audit function.
This function provides a level of independent assurance
that the risk management and internal control framework
is working as designed.
Risk Management in 2017
As business opportunities continued to expand in 2017, so
did the demands for risk management to keep up and to
ensure that such growth is sustainable.The past year thus
saw the further embedding of risk management initiatives,
a re-thinking of existing frameworks and processes, and
crafting roadmaps towards fulfilling the requirements of
new regulations and pursuing best practice.
PIVOTING TO THE F U T U R E 45
Group Oversight
Governance and oversight was a recurring theme in
2017, hence a more dynamic collaboration with other risk
management units of the Metrobank Group’s subsidiaries
was implemented through an enhanced charter of the
Risk Management Coordinating Council (RMCC), with the
parent bank’s Chief Risk Officer as chair person. Regular
meetings and reports were established and conducted with
the subsidiaries as a venue to sound concerns and share
best risk practices within the Group. Standardization and
alignment of business practices, risk policies and procedures
across the various risk management units is an endeavor
that is projected to continue.
Credit Risk
The primary task of managing credit risk is to ensure that
the credit risk exposures are consistently managed based
on the Bank’s risk appetite to support the balance sheet’s
sustainability.
In 2017, much of Credit Risk Management work was
devoted to developing expected credit loss models that
would facilitate transition to the new accounting standards
taking effect in January 2018. Initiatives, particular to risk
data collection and consolidation of credit information,
continued to progress aimed at allowing model
improvement and more efficient and accurate credit
portfolio analytics. Leveraging on the developed models
for expected credit loss, the Bank likewise began testing
its capacity to consistently attribute economic capital to
its credit risk exposures with a view towards migrating to
more advanced risk capital and performance measures.
Credit Concentration Risk
Credit concentration risk is the current and prospective
negative impact to earnings and capital arising from
over-exposure to specific industries or borrowers and
counterparties. The Bank managed, and continues to
manage this risk via adherence to processes relating to
industry and counterparty assessments, observance of
regulatory ceilings, and setting of internal limits. Credit risk
profiles of the various portfolios were monitored and
analyzed during the year to address any concentration issues.
46 MET ROP O LI TA N B ANK & TRUST CO.
Market Risk and Interest Rate Risk in the Banking Book
(IRRBB)
Market risk and IRRBB are risks resulting from adverse
movements in the general level or volatility of market
rates and/or prices possibly affecting the Bank’s financial
condition. The Bank manages these risks via a process of
identifying, analyzing, measuring and controlling relevant
market risk factors, and establishing appropriate limits for
the various exposures. In 2017, risks exposures were kept
within regulatory standards and defined thresholds of the
Bank. Moreover, the Bank undertook the enhancement of
its model risk management framework, while performing
validation of its various risk assessment tools. Its off-
market monitoring and reporting framework was likewise
revamped, thus establishing 2nd level checks on top of
customary benchmarks.
Liquidity Risk
The Bank’s liquidity policy has always been to manage its
operations to ensure that funds available are more than
adequate to meet the demands of its customers and to
enable deposits to be repaid on demand or upon maturity.
The Bank’s strategy for managing this risk is generally via
limiting the maturity mismatch between assets and liabilities,
and by holding sufficient liquid assets of appropriate quality
and marketability. In 2017, liquidity gaps were kept within
defined thresholds. In keeping with the recognition that
liquidity risk outranks all others, the Bank likewise enhanced
its contingency funding plan and bolstered further its
liquidity stress testing framework.
Operational Risk
2017 saw the further embedding of operational risk
management (ORM) initiatives, taking guidance from
the principles under BSP Circular 900.The Business Risk
Manager (BRM) function was rolled out, thus creating
a certified risk officer embedded in each of the Bank’s
businesses.The responsibilities currently ascribed to BRMs
are expected to expand as the function matures. ORM
tools were likewise enhanced along with the revision
of the Bank’s ORM framework.The most notable of
such enhancements were: a) the alignment of the Risk
Control Self-Assessment (RCSA) with the Bank’s Audit
Rating System (ARS), thus facilitating a consistent view of
Risk across the organization, and b) the completion and
monitoring of institutional and business-level Key Risk
Indicators (KRIs).
Business Continuity Risk
Enhancement of the Bank’s ability to continue with its
operations despite any disruption was also a highlight
of 2017, proceeding from the guidelines set out in BSP
Circular 951.To this end, the annual run of the Disaster
Risk Assessment (DRA) and Business Impact Analysis (BIA)
were completed, culminating in a successful staging of an
enterprise-wide Business Continuity Plan testing exercise.
Disaster preparedness initiatives likewise continued to be
rolled out, highlighted by the provision of “grab bags” for all
Metrobank personnel.
Reputation Risk
The Bank holds that reputation risk is a consequence of
other risks. Its management therefore is tied closely to the
manner by which it manages its other risks. By ensuring
effective identification, assessment, control, monitoring,
and reporting of the other material risks, reputation risk is
likewise effectively managed.
Compliance and Regulatory Risk
Compliance and Regulatory Risk as the current and
potential negative impact to operations arising from failure
to comply with all applicable laws, regulations, codes of
conduct, standards of good governance and practice. The
Bank’s Compliance Program, the implementation of which
is overseen and coordinated by the Compliance Officer,
is the primary control process for regulatory risk issues.
The Compliance Officer is responsible for communicating
and disseminating new rules and regulations to all units,
analyzing and addressing compliance issues, performing
periodic compliance testing on branches and Head Office
units, and reporting compliance findings to the appropriate
Board committee. Specific to money laundering, AML risk is
managed separately by the Bank’s Anti-Money Laundering
Division (AMLD) reporting directly to the Board’s AML
Committee.
ANTI-MONEY LAUNDERING
The Bank’s AML compliance program, which is designed
to identify and mitigate business and regulatory risks,
is being implemented through sound risk management
practices and adherence to applicable rules and
regulations on the prevention of money laundering
and terrorist financing.
The sound risk management practices of the Bank are
well established to ensure adequate and active board and
senior management oversight, acceptable policies and
procedures embodied in a money laundering and terrorist
financing prevention compliance program, appropriate
monitoring and management information system and
comprehensive internal controls and audit.These practices,
together with effective communication and training
and risk-based compliance testing, promote a robust,
dynamically-responsive, and appropriate compliance system
and culture of compliance towards a sound and stable
financial franchise. With the Bank’s robust and sound risk
management practices and strong commitment to good
corporate governance practices and principles of safe and
sound banking practices, regulatory and money laundering
and terrorist financing risks are effectively managed.
INTERNAL AUDIT
Internal Audit Group is established by the Board of
Directors, and its responsibilities are defined by the
Audit Committee as part of its oversight function.The
Audit Committee and Management take all the necessary
measures to provide the appropriate resources and
staffing that would enable Internal Audit Group to
achieve its objectives.
The mission of the Internal Audit Group is to provide
independent, objective assurance and consulting services
designed to add value and improve the Bank’s operations.
It helps the organization accomplish its objectives by
bringing a systematic, disciplined approach to evaluate and
improve the effectiveness of risk management, control, and
governance processes.
The scope of work of the Internal Audit Group includes all
processes, systems, units and activities of the Bank, covering,
among others: evaluation of the adequacy, efficiency and
effectiveness of internal control, risk management and
governance systems in the context of current and potential
future risks; review of the reliability, effectiveness and
integrity of management and financial information systems,
including the electronic information system and electronic
banking services; review of the systems and procedures
of safeguarding the Bank’s physical and information assets;
review of the compliance of trading activities with relevant
laws, rules and regulations; review of the compliance
system and implementation of established policies and
procedures; and, review of areas of interest to regulators
such as, among others, monitoring of compliance with
relevant laws, rules and regulations, including but not
PIVOTING TO THE F U T U R E 47

limited to the assessment of the adequacy of capital and
provisions; liquidity level; regulatory and internal reporting.
The Internal Audit Group personnel report to the Internal
Audit Group Head who, in turn, reports functionally to
the Board of Directors through the Audit Committee, and
administratively to the Office of the President.
The Internal Audit Group Head or Chief Audit Executive,
officers and staff of the Internal Audit Group are
authorized to:
a. Have unrestricted access to all functions, records/a.
Have unrestricted access to all functions, records/
documents, property, and personnel.
b. Have full and free access to the Audit Committee.
c. Allocate resources, set frequencies, select subjects,
determine scopes of work, and apply the procedures
and techniques required to accomplish audit objectives.
d. Obtain necessary assistance of personnel in other units
of the Bank where they perform audits, as well as other
specialized services from within or outside the Bank.
Through the years, the Internal Audit Group ensures that
its methodologies and approaches are in conformance with
the International Standards for the Professional Practice of
Internal Auditing (The Standards) and regulations, including
advancements with the changing business environment. In
2017, an independent audit firm conducted the Internal
Audit Group’s 4th External Quality Assessment Review
and assessed its continuing General Conformance with The
Standards and the Code of Ethics.
As a recognized advocate for good governance, the
Internal Audit Group supports the Bank’s programs aimed
to strengthen a corporate culture of integrity, which is a
critical component of corporate risk management.This
is through active involvement in courses and programs
on internal controls, administration of the whistleblowing
program, evaluation of root causes of critical control
breakdowns, including proactive and continuous
communication of recommendations to strengthen
controls.
The Internal Audit Group ensures that its work is aligned
with the Senior Management’s strategic and operational
objectives, and takes into account the Bank’s aim for
enhancement and growth. While meeting the planned
48 MET ROP O LI TA N B ANK & TRUST CO.
risk-based assurance activities, the Internal Audit Group
quickly adapts to a dynamic risk environment by providing
more value-adding and strategically relevant services
in 2017, which include: integrated and process audit;
review of information technology strategic plan; increase
in data analytics and centralized audit procedures; fraud
risk assessment; evaluation of residual risks against set
thresholds, among others.The Internal Audit Group
continuously invests in capability building to ensure that
internal auditors have the right skills and competencies.
Group Supervisory activities ranging from coordination to
support on internal audit activities were likewise provided
for internal audit units of Metrobank Subsidiaries: Orix
Metro Leasing and Finance Corp., Philippine Savings Bank,
Metrobank Card Corporation, and Metropolitan Bank
(China) Ltd.
In 2017, the Internal Audit Group took a step back to
re-assess its approaches and re-evaluate the strength of
the foundations on which the internal audit methodologies
are built upon. With the strong support of the Board, the
Audit Committee and the Senior Management, the Internal
Audit Group’s capabilities and pledged enhancements
(e.g., continuous auditing through data analytics, integrated
reviews, operational risk analysis), it aims to stride onward,
driven with the commitment to provide quality assurance
and consulting services to support the Bank in enhancing
corporate risk management. In the years ahead, the Internal
Audit Group endeavors to further realize efficiencies,
increase effectiveness, and also provide credible opinion,
valuable insights and recommendations on new and
specialized topics.
AUDIT Committee Report to the Board of Directors
The Audit Committee (Committee) has discharged its responsibilities and affairs independently in compliance with its
Board-approved Charter, and has represented and assisted the Board of Directors (BOD) in fulfilling its statutory and
fiduciary responsibilities to enhance stakeholders’ value and protect their interest by: providing effective oversight on the
Bank’s financial reporting framework, internal and external audit functions; monitoring and evaluating the adequacy and
effectiveness of internal control system, and implementation of corrective actions; and investigating issues/ concerns raised.
The Committee, composed of three (3) members, who are all independent directors, held twelve (12) regular meetings
and three (3) special meetings with external auditor and internal auditor over financial reporting and internal operational
matters.The Committee periodically reported to the Board results of its reviews and activities, and also met with the
Board without the presence of the Chief Executive Officer, Executive Directors or other management team. Moreover,
Committee members hold concurrent roles in other Board-level Committees, through which, they are apprised of
significant developments and are able to provide advice on risk taking and management activities. In 2017, the Committee
comprehensively deliberated the following matters:
Financial Reporting
Reviewed interim and annual financial reports and disclosures, valuation techniques (i.e., financial instruments),
estimates and assumptions used (i.e., allowance and liability provisioning), and impact of significant plans, new
accounting standards and regulations, particularly on the adoption of Philippine Financial Reporting Standards (PFRS) 9
business models and techniques.
Internal Control and Fraud Prevention
Evaluated and monitored management’s plans and actions taken to improve internal controls on lending and deposit
accounts handling processes; conducted extensive discussions with the internal and external auditors and external
quality assessor on governance, internal controls and fraud prevention resulting in enhanced internal control,
improved audit programs and processes, including augmented use of data analytics to identify, evaluate and report
possible anomalies, patterns and trends that may indicate control weaknesses or fraud; reviewed results of fraud risk
assessment, and its impact on internal audit process; and, assessed Bank’s programs to: unceasingly convey a culture of
honesty and integrity; ensure effectiveness of the whistleblowing program; and encourage employees to proactively
report improprieties.
Regulatory Requirements
Evaluated the results of IAG’s review on the adequacy and effectiveness of the Bank’s AML framework, information
technology and information security risk assessment, new requirements and changes on electronic banking and check
clearing process, and, handling of related party transactions.
Information System Controls & Cyber Security
Reviewed the results of vulnerability assessment and penetration testing on the Bank’s publicly accessible networks,
systems, servers and devices; and monitored rectification of IT-related weaknesses to prevent exposing the Bank’s
systems and data to unauthorized access and manipulation, and improve operational efficiency.
Oversee the external and internal auditor
Ensured the external and internal auditor’s objectivity, independence and qualifications; evaluated scope, plan and
performance; regularly received reports, discussed significant matters, including status of resolving control issues, and
implementation of recommendations to improve internal controls; reviewed and approved the non-audit services
(i.e., PFRS 9 financial instrument conversion project; validation of votes cast at the annual stockholders’ meeting, and
issuance of comfort letter relative to the establishment of the Bank’s medium-term note program) of the external
auditor; approved the engagement and scope of the external quality assessor for the conduct of an external quality
assessment review on the IA activity, and thoroughly discussed results thereof, including adoption of successful
practices to enhance the effectiveness of the Audit Committee’s governance function.
Based on the Committee’s accomplishments, representation letter from the Bank Management, an unqualified opinion from
the external auditor on the financial statements, and Chief Audit Executive’s positive overall assessment on the adequacy and
effectiveness of the Bank’s internal control, risk management, and governance processes, we conclude that business risks are
managed in accordance with the BOD-set policies and in compliance with relevant regulatory requirements.
Robin A. King Francisco F. del Rosario, Jr. Edgar O.Chua Atty. Cornelio C. Gison
Chairman Member Member Adviser
PIVOTING TO THE F U T U R E 49
Maximizing Synergy
across the GrOUP Domestic
Summary Ownership Structure SUBSIDIARIES
Ty Family/
* MBT The thriving economy has created many opportunities for the
Foundation Free float Metrobank Group to capitalize on. The Bank’s approach to
offering products that cater to its clients’ every needs is also
practiced by the Group subsidiaries and associates. Together, the
36.09% 14.93% 48.98% synergy among the Group allows us to seamlessly offer the full
spectrum of financial solutions across retail banking, insurance,
investment banking and leasing.

The recent performance and contributions among the Group

*
reflect the changing environment and shifting customer needs.
The demographic sweet spot as well as general wealth creation
have helped broaden opportunities in consumer loans, credit
Leasing cards and insurance products. The increase in construction
Investment Banking Credit Cards Savings Bank*
spending and countryside development that we saw from our
lending units coincides with more client requirements for
leasing services. And lastly, the robust capital market signals the
higher level of sophistication of both issuers and investors in the
92.2% 60.0% 82.7% 59.9% investment banking space.

Note: To increase to 80%

subject to regulatory
approvals by 1Q 2018 and
100% by 3Q 2018 subject to
closing conditions

Bancassurance

28.0.2%
* Listed on PSE
Note: There are no shareholder agreements, voting trust agreements, confidentiality agreements or any such other agreements that
may impact the control, ownership and strategic direction of the company.

50 MET ROP O LI TA N B ANK & TR UST CO.

INVESTMENT BANKING
First Metro successfully completed 13 capital market deals in 2017 that included debt and equity
issuances of the Government and other private institutions for their expansion, acquisition and
general financing requirements.The investment bank participated in 67% of the total publicly listed
capital markets transactions, raising P486 billion for the public and private sectors. First Metro
continues to be the leader in the domestic bond market with 82% of the total issuances in 2017.
In 2017, First Metro expanded its industries such as food and beverage
market coverage in foreign markets manufacturing processing, fast food
with the creation of the International and restaurants, mall development,
Desk. It aims to bring First Metro’s communications, financial services,
expertise in investment banking, asset tourism, transportation and more.
management, and securities brokering,
as well as Metrobank’s commercial In 2017, First Metro was awarded
banking business, with focus on Japan, the Best Investment Bank and
China,Taiwan and South Korea where M&A House at the 11th Annual
Metrobank has a strong presence. Best Financial Institution Awards by
In just six months of operations Alpha Southeast Asia.This is the
the International Desk has already third consecutive year First Metro
made a lot of headways in laying the has received the Best Investment
groundwork for active engagement Bank award from three prestigious
with our regional neighbors and institutions: Euromoney in 2015,
forging relationships in new markets Global Finance in 2016, and this
to unlock fresh growth opportunities. year from the regional institutional
investment magazine Alpha Southeast
First Metro through its subsidiary Asia.
First Metro Asset Management,
Inc. (FAMI) and globally renowned Locally, First Metro was named the
index provider MSCI, Inc. launched Best Advisory House of 2017 at the
the First Metro Index, an 18-stock 2nd IHAP Awards of the Investment
index that is designed to capture House Association of the Philippines
the Philippine consumption-led (IHAP). First Metro was the financial
growth story with exposure to advisor of GT Capital Holdings, Inc.
(GTCAP) for the sale of its 56%
equity stake in Global Business Power
Corporation (GBP) to Metro Pacific
Investments Corporation (MPIC).
First Metro also advised GTCAP for
Best
Investment
Bank
Alpha
Best Southeast
Completed
Advisory
Asia
13 capital
House
Market deals in
IHAP 2017
52 MET ROP O LI TA N B ANK & TRUST CO.
its subsequent acquisition of 15.5%
equity stake in MPIC. Both deals were
recognized at the 2nd IHAP Awards
as the Best Advisory Deal of the Year
and the Deal of the Year.
First Metro also reaped three awards
at the PDS Annual Awards. First
Metro bagged the Top Corporate
Securities Market Maker and ranked
third in the Top 5 Fixed Income
Brokering Participant, and Top 5 Fixed
Income Dealing Participants.
First Metro won three awards for
two landmark infrastructure deals at
the The Asset Triple A Infrastructure
Awards 2017.The project loan facility
for Light Rail Manila Corporation
(LRMC) was recognized as the
Transport Deal of the Year, Philippines
and Transport Deal of the Year in Asia.
The other award was the Renewable
Energy Deal of the Year – Hydro,
Philippines for Hedcor Sibulan, Inc.’s
(HSI) multi-tranche project notes
facility. First Metro acted as the issue
manager and sole bookrunner for the
transactions.
Wilcon Depot, Inc.’s P7.04 billion
initial public offering (IPO) where
First Metro was the sole issue
manager, bookrunner, and joint lead
underwriter, was awarded Best
IPO Philippines at The Asset Triple
A Country Awards.The offering
resulted in an oversubscription
of 3.7x as it attracted a broad
spectrum of investors ranging from
retail individuals to investment and
trust funds, pension and retirement
funds, banks, insurance companies,
corporations, as well as foreign funds.
Wilcon was the largest domestic IPO
led by a single issue manager and
bookrunner.
CONSUMER BANKING
In 2017, PSBank was awarded as one of Asia’s Best Employer Brands by the World HRD Congress
and the Employer Branding Institute.And for the second consecutive year, PSBank bagged
the Bronze Award for both the Customer Experience and Best Customer Experience Team
categories at the Customer Experience Asia Excellence Awards. PSBank was the only Philippine
bank recognized by the International Quality Productivity Center for its exceptional customer
experience strategy.
With these achievements, PSBank For better security and operational Other awards received by the Bank
has again proven its commitment efficiency, PSBank embarked on in 2017 were: Outstanding Thrift Bank
to provide exceptional customer several system enhancements Partner for the BSP’s Clean Note
experience through a deeper analysis including the initial implementation Policy campaign; Honorary Mention
of customer insights, and continuous of a new deposit core banking for the Best Social Media Strategy
innovation in both product and system (Flexcube) in branches. in the Customer Experience Asia
service delivery. PSBank’s deployment Other enhancements were the Excellence Awards; two Silver Anvil
of a Customer Experience Portal Mobile Credit Verification App which Awards for the Bank’s 2015 Annual
provided for more automated and improved turnaround time for credit Report: “Engaging Our Customers”,
systematic servicing, with a one-view verification process, the Check Image and the “Be Aware” information
of the client’s total relationship as well Clearing System which expedited security awareness campaign; and an
as interactions with various touch the clearing cycle, and the Billing Award of Merit at the 15th Philippine
points.The Bank instituted the use Plus System 2 which automated the Quill Awards for its 2015 Annual
of online surveys thru LiveChat and processing, approval, payment and Report.
Online Banking to get a quick pulse recording of operating expenses and
of customer satisfaction.The Net capital expenditures. PSBank closed 2017 with a
Promoter Score (NPS) of branch distribution network of 250 branches
banking was at a high of +90. Internally, the Bank adopted and over 600 onsite and offsite ATMs
Workplace which allowed PSBankers strategically located nationwide.
PSBank released its redesigned and to immediately communicate with
more powerful PSBank Mobile App each other on real-time basis
that is packed with new functionalities especially for concerns that need
such as: PayMe;TouchID; QuickView; immediate attention and resolution.
and the In-App One Time Password. It is also a platform to motivate
It likewise launched Cardless the workforce, train and share best
Withdrawal which allows clients to practices.
conveniently and securely withdraw
cash from any PSBank ATM without
using the ATM Card.
Apart from the EMV-chip compliance
with the BSP, PSBank also added the
TAP contactless feature for both 2017 Customer distribution
Debit and Prepaid cards.
Experience Asia network of
Excellence 250
Award Branches
600
onsite and offsite
ATMs
PIVOTING TO THE F U T U R E 53
CREDIT CARDS INSURANCE
The strong consumer spending in the country helped Metrobank Card Corporation (MCC) grow AXA Philippines closed 2017 with P26.4 billion in total premium income and one million customers
to its fullest, maintaining its number 1 lead in terms of Receivables and Total Number of Cards in protected under various individual and group life insurance products. Following its entry into the
Force and number 2 rank in terms of Merchant Acquiring Billings, based on the latest data from the non-life insurance business with the acquisition of Charter Ping-An, the fourth largest non-life
Credit Card Association of the Philippines (CCAP). insurance company in the Philippines, it ended 2017 with P5.7 billion gross premium written for its
general insurance arm.
In 2017, MCC raised its total assets by to shop online and at any VISA- Mastercard Innovation Forum 2017.
23.5%, and almost doubled its 2016 accredited establishment. Cardholders MCC was the only Philippine issuer The acquisition was completed in AXA Philippines entered into a website that offers the same
Net Income to reach an all-time-high can also enjoy perks and discounts that won a regional award during the 2016, providing an opportunity to partnership with the National functionality and benefits as the
record of P5.1billion.This brought with partner merchants.Victory Liner forum. Additionally, the Metrobank expand AXA’s product portfolio Basketball Association (NBA) to FNA tool, but with faster and easier
MCC’s annualized Return on Equity Premiere has a Pera Padala feature Travel Platinum Visa Card, Metrobank and customer base. Integration of become its official insurance partner implementation.
(ROE) to 46.3%. which allows cardholders to send Card’s first complete travel credit critical functional work streams and in the Philippines.The strategic
money to loved ones locally. card, was awarded the Best New preparation for business synergies are partnership highlights both companies’ AXA Philippines was one of the
In the last quarter of the year, Product 2017 at the Visa Card Center currently underway. As of end 2017, shared principles of teamwork, seven entities in the AXA Group that
Metrobank announced its agreement 2017 saw the digitalization of Managers Forum. there were already 1,411 Life agents integrity, courage, and innovation. rolled out its global brand campaign
to acquire ANZ’s shareholding in MCC’s promotions with its partner that were licensed to sell General It also encourages the mindset for which tells the story of Lisa, an AXA
MCC.The acquisition will provide for merchants while it sustained its MCC’s energy efficiency and Insurance products. customers to power up their game customer, who was one of the victims
business growth as well as improved promos with premium restaurants conservation programs were plan, not just on the physical playing of the Nepal earthquake in 2015.
operational efficiencies between and hotels. Cardholders were offered recognized at the Don Emilio AXA Philippines expanded its field, but also on the hard court that The campaign was well received
Metrobank and MCC. free cinema tickets or food items Abello Energy Efficiency Awards. footprint in the country with the is life. and contributed immensely to the
through digital redemptions when MCC received a Special Award for opening of centers in Laoag, Cebu, heightened brand awareness that the
In December 2017, MCC launched they spend anywhere with their the substantial savings in energy and in Eastwood in Metro Manila. Aligned with its goal of being a company now enjoys.
the Victory Liner Premiere Prepaid Metrobank credit card. consumption of its main building in Over the last few years, it has installed customer-centric insurer, AXA
VISA Card, a reloadable prepaid Makati. MCC achieved 2% production close to 200 AXA Advisory Corners Philippines recently launched its It also continued to expand its
VISA card that can be used to book MCC received awards for its energy savings, about 13,389 Liters in Metrobank and PSBank branches Financial Needs Analysis (FNA) portfolio of products that cater to
tickets via the Victory Liner website, 2016 product launches. Robinsons of Oil Equivalent or a monetary nationwide. platform, both a service and a very specific markets: MyAmbition,
and over the phone, and gives Mastercard, Metrobank Card’s retail equivalent of PhP 498,339 and 26,265 tool that an AXA financial coach the first single premium variable life
cardholders the access to a VIP lane shopping co-branded credit card, kilograms of avoided CO2. (or advisor) can use to explain to plan for young professionals that can
when buying tickets in Victory Liner was recognized as the Best Segment the customer why life protection be completely availed online; Retire
stations. When loaded at any of the Solution – South East Asia at the MCC continued to promote its is important, especially in cases of Smart, a regular premium variable
4,000 loading points nationwide, paperless statements with MSOA, unforeseen setbacks and emergencies. life plan intended for disciplined fund
Victory Liner Premiere can be used wherein cardholders received their It is complemented by the eFNA build-up paid until retirement date;
statements via email instead of courier Lite, a page on the AXA Philippines and Smart Traveller, a travel insurance
delivery. In 2017, more cardholders available to purchase online.
opted to enroll, resulting in cost
savings and operational efficiency.

No.1
cards in FORCE
CCAP
Assets 1 million
P5.1Bn Customer
Net Income +23.9% protected

P26.4Bn 1,411
Total Premium Life Agents
Income

54 MET ROP O LI TA N B ANK & TRUST CO. PIVOTING TO THE F U T U R E 55


LEASING
ORIX METRO Leasing and Finance Corporation once again delivered a solid financial performance
for the Metrobank Group in 2017.
The company ended fiscal year 2017
with P1.23 billion in net income
after tax, an increase of 19% from
the previous year’s P1.03 billion. It
surpassed practically every financial
metric it had set out to achieve last
year. Its total group resources grew
to P43.97 billion, a 30% increase
compared to P33.3 billion recorded
in FY 2016.
The financial results of ORIX METRO
in FY 2017 translated to a return on
average equity (ROE) of 20%.The
average ROE for the past 12 years
stands at over 20%. With this, ORIX
METRO continued to solidify its
position in the industry as one of the
country’s most profitable leasing and
financing companies.
56 MET ROP O LI TA N B ANK & TR UST CO.
The company’s gross revenue also
increased from P4.47 billion in FY
2016 to P5.43 billion in FY 2017.
All strategic business units of ORIX
METRO contributed to this growth
as they brought in total new bookings
amounting to P30.72 billion in FY
2017, up by 37% compared to
P22.47 billion recorded in FY 2016.
ORIX METRO’s lending units at the
countryside branches delivered a
stellar performance by contributing
77% to the company’s new bookings.
ORIX METRO’s wholly-owned
subsidiary, ORIX Rental Corporation
(ORC) engaged in long-term full
service operating lease (FSOL) of
cars and light trucks, also delivered
outstanding results last year with a
total fleet of more than 7,000 units.
P43.97Bn
Total
Resources
P1.23Bn
Net Income
Corporate Social Responsibility
P28M
total amount
of grants provided
78 285,247
socio civic
In 2017, ORIX METRO celebrated its and charitable individuals
40th year in the leasing and finance benefitted from
industry. It was also a banner year for
organizations
the company in terms of network MBFI initiatives
reach as it ended 2017 with 98
branches.
After four decades in operation,
ORIX METRO has now become
one of the country’s most profitable
financial institutions with the widest
market reach all over the Philippines.
BUSINESs
Leadership
Redefined
W
hen Group Chairman Dr. George S.K.Ty founded Metrobank in 1962,
he envisioned it to be a leader in the banking industry. And as the
Bank prospered, he redefined leadership in business by emphasizing
40th
Year its responsibility as a corporate citizen, establishing the Metrobank
Anniversary Foundation, Inc. (MBFI) in 1979. Since then, while the Bank has grown into an industry
leader, MBFI has likewise built its own reputation as one of the biggest and most trusted
corporate philanthropic organizations in the country, implementing many initiatives in
pursuit of its mission to improve the lives of the disadvantaged and contribute to nation
building.The achievements of these two institutions underline the Metrobank Group’s
central philosophy—the intertwining of business and social responsibility.
PIVOTING TO THE F U T U R E 57
2017 Metrobank Foundation Outstanding
Filipinos
Foremost among these is the annual search for Metrobank
Foundation Outstanding Filipinos. Guided by the theme
“Beyond Excellence,” the program recognized ten ordinary
individuals with extraordinary accomplishments, rendering
service above and beyond the call of duty and making a
lasting positive impact on communities.
Among these awardees is “Basilan’s Soldier-Trailblazer,”
Lt. Col. Elmer Suderio. As commander of the 3rd Scout
Ranger Battalion, he led a series of successful combat
operations against the Abu Sayyaf Group. He also
worked to provide alternative livelihood opportunities
for Moro National Liberation Front (MNLF) returnees
after the organization signed a peace treaty pact with the
Government in 1998.
Dr. Alonzo Gabriel, dubbed as “Diliman’s Food Security
Advocate,” led the establishment of the country’s only
Laboratory of Food Microbiology and Hygiene based at
UP’s College of Home Economics. Outside the university,
Dr. Gabriel was one of three technical writers—convened
by the Department of Agriculture and the United States
Food and Drug Administration—who authored the
Philippine National Food Defense Standard in 2011.
For his part, PSSupt. Joel Doria, City Director of the Cebu
City Police Office, initiated the anti-criminality campaign
known as Project POKEMON. It has resulted to the arrest
of more than 1,700 criminals, including big-time drug
traders. Huge cargos of contraband worth more than P80
million were also confiscated.
Metrobank Art & Design Excellence (MADE)
The Foundation has also long provided a platform for up-
and-coming artists to springboard their work into greater
creative fronts.The Metrobank Art & Design Excellence
(MADE) has helped launch the careers of the country’s
most admired contemporary artists and sculptors.This
year’s theme, “IMAGINE,” challenged Filipino painters and
sculptors to root their creative works on the very seedbed
of their artistic genius—the human imagination.
In 2017, the Foundation also launched a cultural and
heritage education program with supported activities
including lectures, workshops, conferences, talks and
grant-giving.
MBFI Education Programs
Metrobank Math Challenge (MMC), the most widely
participated math competition in the country among
elementary and high school students, drew a total of
572,916 pupils to the nationwide elimination rounds in
58 MET ROP O LI TA N B ANK & TRUST CO.
2017. Out of this number, 44 students representing 29
public and private schools advanced to the final leg of the
competition.
The Foundation also continued to support the education
of financially challenged but academically outstanding
students through various scholarship programs it manages.
This year, 91 scholars from 21 universities and colleges
across the country finished their undergraduate degrees.
This was the biggest batch of graduates for the Foundation
so far. Of this number, 23 graduated with Latin honors.
Good education would however remain far-fetched if not
for the school’s greatest asset: teachers.This appreciation
for their crucial, yet often overlooked role is at the heart
of the National Teachers’ Month (NTM) movement, led
by MBFI and the Department of Education. In 2017, even
more organizations have joined the NTM celebrations
which ran from September 5 to October 5.
Consistent with its commitment to strengthen the pillars
of democracy in the country, the Metrobank Foundation
Professorial Chairs program welcomed distinguished
personalities to its roster of chairholders. Among them
is Philippine Judicial Academy vice chancellor Ret.
Justice Romeo Callejo, Sr., 2017 Metrobank Professorial
Chairholder in Ethics. He delivered a talk on the issue
of judicial accountability and disciplinary action at the
Supreme Court En Banc Session Hall.
Healing the Nation through Grants
For 2017, a total of 315,022 individuals benefitted from
the various initiatives by the Foundation and its partners.
Going into next year, additional projects supported by
MBFI would include provision of handwashing facilities in
schools, construction of classrooms for Indigenous Peoples,
restoration of the Manila Metropolitan Theater, and
trainings for coffee farmers.
Together with GT Foundation, Inc. (GTFI), the Ty family
foundation, MBFI also distributed P10 million worth of food
items to welcome the Year of the Fire Rooster through
the annual Bags of Blessing project. Benefitting 10,000
underprivileged families in 18 cities and municipalities
nationwide, this series of gift-giving activities during the
Chinese New Year helps carry out the Metrobank Group
and GT Capital Holdings’ tradition of sharing.
A total of 78 socio civic and charitable organizations were
supported by the Metrobank Foundation in 2017, with a
consolidated grant amount of P28 million to aid programs
and projects.
Metrobank Foundation as the Recipient of
Awards
A validation of its choice of activities, the Foundation took
home seven trophies at the 52nd Anvil Awards organized
by the Public Relations Society of the Philippines. Among
these were three Gold Anvils and four Silver Anvils.These
awards add to the number of honors received by the
Foundation.To date, it has won 71 Anvil awards for its
various programs and public relations tools.
Coming from a fruitful year in 2017, the Metrobank
Foundation remains committed to a leadership role among
corporate philanthropic organizations.The coming years
will see the Foundation making meaningful contributions
to Philippine social development and giving back to the
community.
PURPLE HEARTS CLUB
Metrobank continues to grow in its advocacy of Corporate
Social Responsibility through the Purple Hearts Club, or
PHC, the volunteerism arm of the Bank. In its 15th year
of existence, PHC is composed of 60 chapters with 7,623
members.
The success of PHC in 2017 lies in the heart for service
shown by the Bank’s employee-volunteers. Employees
participated in an array of CSR programs that focus on
education, environmental stewardship, and health. PHC
also collaborated with partners across several industries
to introduce employees to new opportunities for
volunteerism that benefit and support other marginalized
sectors of society.
Engaging in Partnerships
• The Adopt-A-School Program, a new initiative
introduced in 2017 where chapters adopted
schools as their beneficiaries for PHC’s projects
• Play It Forward, another PHC program launched in
2017 that advocates therapeutic play as an integral
part of the holistic development of children in the
partner hospital
• Bags of Blessing, a nationwide gift-giving project
initiated by Metrobank Group Chairman Dr. George
S.K.Ty in celebration of the Chinese New Year
Standing United in Causes
• 2017 Metrobank Fiesta Fun Run, a fundraising
activity to finance the 10th Anniversary of National
Teachers’ Month and contribute in the Manga
Development Project of Manila Doctors Hospital
• One with Marawi, the Bank’s fundraising initiative
that raised PhP 459,487.00 used to support
soldiers in Marawi
Putting Premium on Education
• Kwentong Bata Beyond Storytelling, the Bank’s
flagship literacy program that encourages values
formation reading and writing skills development
through storytelling for pre-school aged children
• Library Enrichment, an education program which
aims to instill a culture of reading through book
and reference donations and activity preparations
for the community
• Brigada Eskwela, a clean-up and rehabilitation
assistance program for schools
• National Teachers’ Month, a celebration for heroes
in the teaching profession
Encouraging Environmental Stewardship
• You’re In Green Hands, an environmental
stewardship program with restoration activities
such as tree planting, mangrove planting, seashore,
and coastal clean-up drives
• Ready, Set, Gulay!, a program that promotes
maintenance of a vegetable garden in the school
grounds
Ensuring Growth through Health
• Hapag Kainan, an initiative that advocates for an
effective yet inexpensive way to promote health
through teaching proper hygiene and sharing a
simple meal with beneficiaries and partners
• Dugong Metrobank, PHC’s bloodletting activity
where volunteers and guests donate blood for
those in need in collaboration with hospitals and
local institutions
The year 2017 reinforced the commitment of Metrobank
to its advocacy of Corporate Social Responsibility through
the improved mobilization of its employee-volunteers
in the Purple Hearts Club and implementation of new
CSR programs. Through its CSR unit, the Bank was able
to further actualize its different thrusts and successfully
support beneficiaries from various backgrounds, reflecting
the essence of a Metrobanker as an individual with a heart
for the community.
PIVOTING TO THE F U T U R E 59
 When GrOUP Chairman Dr. George S. K. Ty
fOUNDED Metrobank in 1962, he envisioned it to
be a leader in the banking INDUSTRy. And as the
Bank prospered, he redefined leadership in
BUSINESs by emphasizing its responsibility as a
corporate citizen.
That is why for us at Metrobank, it’s not just all about increasing the bottom line. We are in the
business of doing good, giving back to the community, and helping the country. We have taken
upon our shoulders the task not just of growing wealth but of building the nation.

We take great pride and joy in the recognition and the awards that Dr. George S. K.Ty, Founder
and Metrobank Group Chairman, has garnered in the area of corporate social responsibility.

Metrobank Group Chairman and founder Dr. George S.K.Ty received the
2017 Ramon V. Del Rosario (RVR) Award for Nation Building conferred by
the Junior Chamber International (JCI) Manila and the Asian Institute of
Management’s (AIM) Center for Corporate Responsibility last July 25, 2017.
“For me, BUSINESs Dr.Ty was chosen for exhibiting entrepreneurial spirit, good corporate
citizenship, social responsibility, and for his underlying passion for nation-

is not JUST ABOUT building, all of which mirror the traits and characteristics exemplified by
Ramon V. Del Rosario.

reaching the Dr.Ty was also conferred The Order of the Rising Sun, Gold and Silver

pinnacle of SUCcess, Star, by Japanese Prime Minister Shinzo Abe last November 7, 2017 at
the Imperial Palace in Tokyo, Japan. Emperor Akihito later received Dr.Ty

it is also ABOUT together with other 2017 honorees at the Houmei-Den.The recognition
was given to Dr.Ty for his efforts in strengthening Philippine-Japanese
economic relations. In particular, he undertook landmark joint ventures
empowering with several Japanese companies in key sectors such as automotives, real
estate development, investment banking, insurance, and consumer finance.
Filipinos to achieve By facilitating the entry of Japanese investments into the Philippines, Dr.Ty
has contributed to the country’s economic development.
their dreams.”
Board of DIRECTORS

1 2 3 4 5 6

7 8 9 10 11 12

1 2
Dr. George S.K.Ty
Group Chairman
Founder, Metrobank*
85 years old
Chairman Emeritus, GT Capital
Holdings, Inc.*
Chairman,Toyota Motor
Philippines Corporation
Chairman, Metrobank
Foundation, Inc.
Honorary Chaiman, GT
Foundation, Inc.
Doctorate degree in
Humanities, Honoris Causa,
University of Santo Tomas
Arthur Ty
Chairman
Director since April 2002
51 years old
Chairman of GT Capital
Holdings, Inc.*
Vice Chairman, Philippine
Savings Bank*
Vice Chairman, First Metro
Investment Corp.
Chairman, Metropolitan Bank
(China) Ltd.
MBA, Columbia University,
New York
3 4
Francisco C. Sebastian Fabian S. Dee
Vice Chairman President/Director
Director since April 2002 President/Director since April
63 years old 2012 (also served as Director
Co-Vice Chairman, GT Capital from September 2007 to
Holdings, Inc.* March 2011)
Chairman, First Metro 55 years old
Investment Corp. Chairman, Metrobank Card
Chairman, First Asset Corporation
Management Inc. Chairman, Metro Remittance
Director, Metro Pacific Singapore PTE Ltd.
Investments Corporation* Chairman, SMBC Metro
Director, Federal Land, Inc. Investment Corporation
AB Economics, Ateneo de Acting Chairman, LGU
Manila Guarantee Corporation
Director, Bancnet
Director, Bankers Association of
the Philippines
Trustee, Metrobank
Foundation, Inc.
BS Management Engineering,
Ateneo Manila
5 6
Alfred V.Ty
Director
Director since September 2015
50 years old
Co-Vice Chairman, GT Capital
Holdings, Inc.*
Vice Chairman,Toyota Motor
Philippines Corporation
Chairman, Lexus Manila, Inc.
Chairman, Federal Land, Inc.
Chairman, Property Company
of Friends, Inc.
Director, Metro Pacific
Investments Corporation*
BS Business Administration,
University of Southern
California
7 8 9 10 11 12
Edmund A. Go Vicente R. Cuna, Jr. Dr. Jesli A. Lapus Robin A. King Rex C. Drilon II Francisco F. Del Edgar O. Chua
Director Director Independent Director Independent Director Independent Director Rosario, Jr. Independent Director
Director since May 2007 Director since April 2014 Director since August 2010 Director since April 2011 Director since August 2012 Director since April 2017
Independent Director
67 years old 55 years old 68 years old 70 years old 71 years old Director since April 2013 61 years old
Director for Investment, Ateneo President, Philippine Director, STI Education Systems Trustee, Habitat for Humanity Vice Chairman, Institute of 70 years old Independent Director,
de Manila University Savings Bank* Holdings Inc.* Philippines Corporate Directors Director, Omnipay, Inc. Integrated Micro-electronics,
Advisor, Philippine Savings Chairman, ORIX Auto Leasing Chairman, STI Education Former Independent Director, Trustee, Institute of Solidarity Director, DMCI Homes, Inc. Inc. *
Bank* Philippines Corporation Services Group Inc. First Metro Investment Corp. in Asia Trustee, ABS-CBN Foundation Independent Director, Energy
Director, Metropolitan Bank AB Economics, De la Salle Chairman, Center for Tourism, Former Independent Former Chief Operating Officer, Former Director, Mapre Insular Development Corporation*
(China) Ltd. University Asian Institute of Management Director,Toyota Financial Ortigas & Company Insurance Corp. Chairman, Pilipinas Shell
Investment Consultant, St. Peter Independent Director, Philippine Services Philippines Former President/Director, Former Cabinet Member, Foundation, Inc.
Life Group Life Financial Assurance Corporation Cebu Holdings, Inc. * Habitat for Humanity Chairman, De La Salle
MBA, Asian Institute of Corporation Former President/Director, Former President/Director, Philippines University Board
Management Chairman, LBP Service Global Business Phils. Cebu Property Ventures and Former President, Management Chairman, Philippine Business
Corporation MBA, Finance, University of the Development Corporation * Association of the Philippines for the Environment
Former Secretary, Department Philippines Former Independent Director, Former Vice Chairman/ President and CEO, Cavitex
of Trade and Industry First Metro Investment Corp. President/CEO, Development Holdings Inc.
Former Secretary, Department BS Business Administration, Bank of the Philippines Former Chairman, Pilipinas Shell
of Education University of the East MBM, Asian Institute of Petroleum Corp. *
Former President/CEO/ Vice Management BS Chemical Engineering, De La
Chairman Land Bank of the Salle University
Philippines
DPA, Honoris Causa,
Polytechnic University of the
Philippines

*Publicly Listed
All Directors are Filipinos

62 MET ROP O LI TA N B ANK & TRUST CO. PIVOTING TO THE F U T U R E 63

Board of ADVISERS

Senior ADVISERS

Hon. Fidel V. Ramos Hon. Artemio V. Panganiban James Go Carlos S. Chan

Senior Adviser
Former President, Republic of the Philippines
Senior Adviser Senior Adviser Senior Adviser
Retired Chief Justice, Supreme Court of the Adviser, Metrobank Foundation, Inc. Chairman, Liwayway Marketing Corp.
Philippines Chairman, Chan C. Bros, Inc.
Chairman, Board of Advisers, Metrobank Chairman, Liwayway (China) Co., Ltd.
Foundation, Inc. Special Envoy of the President for the People’s
Republic of China

ADVISERS

Dr. David K.P. Li Gabriel Chua Dr. Placido L. Mapa, Jr. David O. Chua Tan Tian Siong Cornelio C. Gison
Senior Adviser Senior Adviser Senior Adviser Adviser Adviser Adviser
Chairman/CEO, Bank of East Asia, Ltd. President, Solid State Multi Products Corp. Senior Adviser, Metrobank Foundation, Inc. President, Cathay Pacific Steel Corp. Chairman/President, Nation Paper Products & Former Undersecretary, Department of
Hong Kong Chairman, University of Asia & the Pacific Trustee, University of the East Printing Corp. Finance
Trustee, University of the East – Ramon
Magsaysay Memorial Medical Center, Inc.
Vice President, Federation of Filipino-Chinese
Chambers of Commerce and Industry, Inc.
Former Director, Philippine Stock Exchange

64 MET ROP O LI TA N B ANK & TRUST CO. PIVOTING TO THE F U T U R E 65

 Senior OFFICERS

BRANCHES AND
CONSUMER Sectors
from L to R:
SVP Nelson G. See
SVP Melizza Doris L. Guiao
SVP Flordeliz T. Kwan
EVP Richard Benedict S. So
SVP Susan L. Niere
SVP Lita S.Tan
SVP Teresita L. Dy
SVP Rowena D. Oliveros
SVP Manolito M. Osorio
SVP Emmeline D. Go
SVP Vicente F. Jandayan
SVP Mark Anthony B. Perez (not in photo)

INSTITUTIONAL BANKING Sector

from L to R:
SVP Antonio R. Ocampo, Jr. • SVP Mary Rose S.Tiamson
SVP Godofredo V. Cruz • EVP Mary Mylene A. Caparas
EVP Amelin S.Yao • SVP Louie I. Evangelista
SVP Fermin T. Chio • SVP Leopoldo M. Ubaldo

All employees are Filipinos.

66 MET ROP O LI TA N B ANK & TR UST CO.

Senior OFFICERS

FINANCIAL MARKETS Sector

from L to R:
SVP Edgar Alan P. Guerrero • EVP Josefina T.Tuplano • SVP Angelica S. Reyes • SEVP Fernand Antonio A.Tansingco
SVP Leandro Antonio G. Santillan • SVP Maria Lizette B. Perez • SVP Anthony Paul C.Yap

FINANCIAL AND CONTROL Sector

from L to R:
SVP Marilou C. Bartolome • SEVP Joshua E. Naing • SVP Quintin T. Medrano, Jr.
SVP Arlene Lapuz-Ureta (not in photo)

All employees are Filipinos.

68 MET ROP O LI TA N B ANK & TRUST CO. PIVOTING TO THE F U T U R E 69

Senior OFFICERS

from L to R:
SVP Jette C. Gamboa • SVP Digs A. Dimagiba • SVP Christine W.Yang
SVP Stephen S. See • SVP Bernardino D. Ramos

from L to R:
EVP Paul Robert Y. Murga • EVP Maritess B. Antonio
SVP Pocholo V. Dela Peña • EVP Corazon Ma.Therese B. Nepomuceno

from L to R:
EVP Aniceto M. Sobrepeña
EVP Vivian L.Tiu

All employees are Filipinos.

70 MET ROP O LI TA N B ANK & TRUST CO. PIVOTING TO THE F U T U R E 71

SUMMARy
Financial Statements For the Year Consolidated Parent
(In Million Pesos, Except Per Share Amounts and Foreign Exchange Rates)
2017 2016 2017 2016
Net Interest Income 61,406 52,946 36,493 32,207
Interest Income 80,322 68,181 48,011 40,997
Interest Expense 18,916 15,235 11,518 8,790

Non-interest Income 22,836 25,927 16,858 18,816

Service Charges, Fees and Commissions 11,045 10,329 4,171 3,768
At Year End Consolidated Parent Trading and Securities Gain (Loss) - Net -402 6,563 -1,079 6,154
2017 2016 2017 2016 Foreign Exchange Gain (Loss) - Net 4,257 2,005 4,101 1,533
Total Assets 2,080,292 1,876,009 1,701,385 1,543,215 Leasing 2,129 2,001 215 220
Loans and Receivables – Net 1,265,469 1,060,868 1,002,921 844,198 Income from Trust Operations 1,377 1,274 1,351 1,251
Investment Securities 387,797 354,069 302,717 280,360 Other Non-interest Income* 4,430 3,755 8,099 5,890
Others 427,026 461,072 395,747 418,657
Total Operating Income 84,242 78,873 53,351 51,023
Total Liabilities 1,876,202 1,670,456 1,494,759 1,347,213
Deposit Liabilities 1,527,962 1,389,302 1,313,947 1,205,687 Total Operating Expenses 54,982 51,935 30,613 29,047
Demand 344,708 298,388 314,542 272,081 Provision for Credit and Impairment Losses 7,507 7,342 1,395 1,174
Savings 605,508 547,685 576,807 522,643 Other Operating Expenses 47,475 44,593 29,218 27,873
Time 547,721 520,329 395,948 388,063 Provision for Income Tax 7,990 6,622 4,515 3,890
Long-Term Negotiable Certificates of Deposit 30,025 22,900 26,650 22,900
Others 348,240 281,154 180,812 141,526 Net Income 21,270 20,316 18,223 18,086
Attributable to:
Total Equity 204,090 205,553 206,626 196,002 Equity Holders of the Parent Company 18,223 18,086
Attributable to: Non-controlling Interest 3,047 2,230
Equity Holders of the Parent Company 201,955 196,002 206,626 196,002
Other Equity Reserves (7,400) - - - Basic/Diluted Earnings Per Share (EPS) Attributable to
Non-Controlling Interest 9,535 9,551 - - Equity Holders of the Parent Company 5.73 5.61
*Includes share in net income of associates and a joint venture
Book Value Per Share (BVPS) 63.51 61.75 64.98 61.75

Foreign Exchange (USD:PHP)

PDS Closing Rate 49.93 49.72 For the Year Consolidated Parent
PDS Weighted Average Rate 50.41 47.48 2017 2016 2017 2016
(PDS: Philippine Dealing System) Net Interest Margin 3.8% 3.5% 2.9% 2.7%
Return on Average Equity 9.2% 9.3% 9.1% 9.3%
Return on Average Assets 0.9% 1.0% 1.1% 1.2%
Non-performing Loans Ratio 1.0% 0.9% 0.6% 0.4%

Capital Adequacy Ratio 14.4% 15.5% 13.5% 14.2%

Tier 1 Capital 11.8% 12.5% 10.8% 11.2%
Common Equity Tier 1 11.8% 12.5% 10.8% 11.2%

72 MET ROP O LI TA N B ANK & TRUST CO. PIVOTING TO THE F U T U R E 73

Senior Officers Contact
D
e
Information
Helen C. Chua, Marianne T.
Chuaunsu, Merriam Josephine Socorro M. Cirujano, Edralino G.
Ve Cledera, Jean L. Co, Agnes C.
ne Constantino, Marilyn M. Cordero, Eufrocina C. Cruz, Darius M.
FIRST VICE PRESIDENT Faustino, Joseph S. Angob, Maria Socorro Macabidang, Eloisa S.
cia Cruz, Dennis Ryan V. Cuenca, Lirio Luna D. Curato, Raymund D. Cuyugan, Ruth C.
, Daleon, Wilfredo T.
M Dampitan, Maria Arlene A. De Castro, Ma.Theresa N. De Guia, Florinda L.
ar De Guzman, Lyn L.
Abellar, Ma. Lourdes P. cel Fernandez, Ma. Carlota C. De Jesus, Jude Martin Peter S. De Jose, Jane D. Macalalad, Raul S.
o T. De Leon, Bernard M. Del Moral, Dorotheyo B.
III, Dela Cruz, Jon Sherbert G. Dela Victoria, Evelyn G. Dimatatac, Wivina R. Divinagracia, Maria
Abes, Kathryn Francis B. R. Florendo, Eugenia A. Cecilia T. Dizon, Mervin S. Madlangbayan, Reyni D.
D Dumago, Salvador, Jr. B. Enriquez, Albert T. Escobar,Lourdes N.
el Anot, Alfredo, Jr. D. Eustaquio, Christopher John H. Falcon, Flordeliz G.
Ajos, Jay Nazarene Christene A. Francisco, Criselda N. Madrazo, Alma E.
Ro Fernandez, Ferdinand B. Florendo, Steve V. Francisco, Ma. Elizabeth A. Gabor, Melissa K.
Alcantara, Allen D. Gan, Grace
Almeda, Mary Jacqueline Justina H. sa Garcia, Jose P.
Ramon C. Gabriel, Eloisa A. Galano, Romeo V. Magbual, Eugenio
Magpayo, R. A.
Ruth Salome
Arjonillo, Carolina K. rio Gatuslao, Geralyn Q. Garcia, Rolando Paul, Jr. C. Geronimo, Isidro A. Gloria, Arthur Robert C. Go, Andrew Magsalin, Ma. Dulce D.
Bartolo, Eden L. Gloriani, Emelita A. Go, Antiporda, Susan Q. Malan, Joel Julio M. Manansala, Fernando Jose T. Manzano, Ivy Din A. Mariano, Ernest Michael, Jr. L. Mariano, Jose Bayani T. Mariano,
, Michael G. Golangco, Margaret C. Gonzales, Cromel D. Gonzales, Iris B.
Buenavista, Grace C. M Maria Elena R. Go, Gregorio, Arleen Gay L. Haveria, Melchor F. Heceta, Julita Corazon M. Henson, Juan Marco Marian Louise F. Medina, Augusto, Jr. G. Mendez, Diana Lou N. Mendiola, Ernesto, Jr. E. Mendoza, Alexander P. Mercado, Maureen S.
Burgos, Reynaldo C. a. Nathaniel D. Herradura, Antonio, Rodolfo E. S. Mir, Marjorie N. Muñoz, Antonio T. Nadera, Caroline S. Nagasan, Nerisa D.
Capili, Judy Grace D. Th Renalita L. Koa, Alicia K. Henson, Ma. Charina Barbara C. Navarrete, Nikki Rose A. Navarro, Don Manolo M. Ngo, Ma.Victoria G. Nicdao, Ramon P.
Anunciacion,
Aquino, A. Dante P.
Roland
Capulong, Jovencio R. Kow, Blaine P. Lecaros, Raphael Nieto, Anabel N. Oliquino, Senen M. Oppus, Louie T. Osol, Ludivico G. Osorio, Melchor V.
er Atraje, Maria Teresa S. Herico, Laarni L. Hernandez, Maria Zarah C. Herrera, Jose Emmanuel K. Ileto, Olivia Z.
Centena, Mia S. es Arnold A. Legaspi, Elizabeth Imperial, Reenalee S. Jiang, Peggy S. Paatan,Yagtan Kenin S. Pacaña, Evangeline U. Padilla, Lamberto, Jr. M. Pador, Flossie Mae G. Padua, Myla S.
Azada-Chua,
Chan, Marie Chorie Candice R. a P. B. Legaspi, Elizabeth D. Leh, Maria Jose, Martin M. Junio, Judy Minda O. Palma, Rogelio, Jr.V. Panogan, Hrothgar M. Pantallon, Mark S. Parreño, Joyce P. Pascual, Ruel A. Patangan,Vicente, Jr. C. Pecaña,
Chua, Claudine U. D Paul Terence T. Leung, Kaamiño, Francis Joseph P.Kua, Francis W. Genevieve C. Pelaez, Joseph Eric D. Pelayo, Shirley S.
Cynthia K.
De Santos, Justina Ma.Teresita M. Ramir M. Liao, Ma.Theresa Po, Cristina Y.
eli Balajadia, Ma. Kua, Sharon B.
De Vera, Rosanna F. E. Lim, Walter C. Lariosa, John Benecer III, R. Larlar, Francis Rene B. Lasala, Maria Celeste F. Ponce, Anna Katrina Y. Quema, Alma V. Quesada, Nencie A. Quiñanola, Romberg E. Raga, John
zo, Cecilia C.
Diño, Carissa A. Liwanag, Fina Victoria S. Lomigo, Lawenko, Maria Lourdes Concepcion U. Ramos, Randolph John C. Resurreccion, Cynthia C. Reyes, Ma. Glenda Y. Reyes, Maurita C. Rivera,Teddy D. Rodriguez, David Lloyd D.
Ri Baltazar,
Dionisio, Rommel Enrico C. Happy Mar S. Lustre, Gemma Leonardo, Carilla S. Leyson, Amelyn O. Rosana, Carlos E.
ca Airah S.
Esguerra, Samuel D. Theresa A. Malagar, Kathryn Kay Lim, Steve Robertson L. Limpin, Irmino Noel R. Llave, Baby Amor R. Rosario, Bernadette S. Rosario, Rolando G. Rubiano, Susanna L. Salenga, Michele B. Salientes, Rodolfo J. Salonga, Enmar S. Salvador,
rd Basc
Fajardo, Ma.Theresa A. T. Mangaban, Neliza B. Manzano, Lo, Christy T. Lucido, Mirasol C. Maria Virna A. Samonte, Helen A. Sanagustin, Jose Luis S. Sandil, Ricardo L. Santos, Jose Enrico S.
o oncill
Fragante, Leo R. Ma. Imelda L. Mapa, Juan Placido Santos, Ma. Milagros Laureta D. Sayo, Leomel C.
S. o,
Gatchalian, Edna D. III,T.* Matibag,Virgin Glore E. Sierra, Diana O. Sinay, Jeanilyn A. Sio, Midel A.
Espino, Prisci
Lao, Carolyn T. Mayor, Maria Ana S. Medalla, Siochi, Reynaldo C. Sioson, Michelle Odette D. Siy,Vida Jordana C.
DonatoV. lla S.
Lim, Alex C. Maria Nelia S. Mercado, Rizaldo Sowy, Maria Theresa Z. Suarez, Alma V.
Bilas
Lim, Mary Joyce S. G. Millonado, Maida Lourdes E. Suplico, Maria Ava Sharone S.
ano,
Lindo, Ely Roy B. Mirasol, Esmeraldo S. Sy, Janet U.
Jasmi
Lu, Dennis Lawrence T. Mozo, Michelle Anne G. Tan, Catherine C. Tan, John Paul V. Tan,Vivien V. Tantuan, Mercy M. Teodoro, Denny L.
Lugue, Manolo T. n S.
Navarra, Jasmine E. Biyo, Tigas, Anna Melissa U. Tuason, Geoffrey V. Valencia, Alfredo P. Valeriano, Ma. Michelle S. Varquez, Esther T.
Maraingan, Rey T. Ochoa, Marie Antoinette M. Ong, Velez, Ma Christina A. Ventura, Remigia R. Verceles, Josefina Janet F. Villaruel, Helen B. Wenceslao,Violeta D. Wilwayco, Rowena R.
Mariano, Federico T. Alma
Maria Rita Purificacion V. Ongsiaco, D. Yap, Francisco P.
Matriano, Romulo, Jr. M. Edna O. Yapson, Ma. Socorro L. Yrureta, Daisy C. Yuson, Inocencio, Jr.Y.
Ng, Natalie T. Borce,
Oppus, Maja G. Padilla, Susan
Ong, David S. John L. Palao, Katherine T.
Orlino, Christian Paul Philippe D. C.
Pamaran, Mary Rose R. Bosita,
Oxales, Maria Lourdes Veronica C. Panlilio-Amoranto, Janella Marie R.
Pedrosa, Ricardo N. Anna
Pascioles, Arnulfo, Jr. B. Pasimio, Gael D.
Reyes, Christopher Hector L. Mikael Angelo S. Payabyab, Ener
Rivera, Elmer R. Cabaer
F. o,
Rivera, Melanie N. Que, Marilou P. Que,
Roxas, Cynia C. Claro
Winny S. Rabot, Joel U. B.
Salcedo, Rosana R. Reyes, Ma. Imelda A.
San Juan, Christian D. Calder
Reyes, Maria Sharon C. on,
Sevidal, Raquel N. Rosette, Edita E. Roxas, Anna
Simbulan, Mylene S. Estela
Sylvia E. S.
Siriban, Cynthia P. Roxas, Eriberto Pedro Antonio C.
Sta. Ana, Lalaine C. Candel
Ruiz, Cynthia G. aria, Liv
Tan, Irene Y. Salazar, Robert Manuel B. Samaniego,
Tobias, Benigno G. Ivy Lane
Chad Aaron R. Samonte, Angela P.
Tolentino, Lorna Y. Esperanza M. San Miguel, Rolando L.
Trinidad, Maria Elena Z. Canicul
Sanchez, Enrico E. a, Jesus
Ty, Zandra M. Santos, Ruben L.
Urbiztondo, Rey C. B.
Santos,Vanessa Grace Y. Canlas,
Vasco, Jose Antonio O. Santos,Veronica C. Seludo,
Villanueva, Paul Donato V. Clair
Mary Grace J. Siapuatco, Ma. Aquin
Wong, Jay S. Dolores L. Tan, Helen L.
Xu, May Sherri M. Ned P.
Tan, Jennifer G. Tan, Capacillo,
Yap, Josephine Kee Hong S. Leny C.
Yuseco, Noel Peter Z. Joyce L.
Tan, Mary Janet S. Tan, Cardillo,
Zamora, Anthony Albert M. Roseanne T. Tee, Elsa U.
Zamora, Ruben L. Hernand
Tenorio, Florencio A. o S.
VICE PRESIDENT Tiongson, Carmelita A. Tiu,
Aguila, Elizabeth B. Carpio,
Betty T. Jaime
Alejandrino, Randy A. Tobias, Juan Antonio T.
Alincastre, Celso Manuel, Jr. G. Noel Z.
Trinidad, Anna Maria C. Untal, Castro,
Amiscaray, Gina Rowena V. Alexander C. Valencia, Edwin M.
Arellano, Hector B. Maria
Valenzuela, Ma. Gingili A. Cecilia
Arenas, Celina A. Vargas, Merlito M. Victoriano,
Balagtas, Dennis Edmund E. O.
Randell D. Villa, Hector M. Castro,
Balatbat, Armelyn G. Villanueva, Michele L. Yabut,
Bandong, Angela Juvy C. Miriniza
Mark Dexter D. Yap, Sydney C.
Banson, Ma. Amparo M. Thaddeus K.
Barlis, Armand B. Cayanan,
Yee, Mary Ruth Frances M. Ypil, Gabriel
Bautista, Dionnette P. Charito N.
Bautista, Ildemarc C. N.
Yu, Zenaida R. C
Bauto, Ramoncito O. ASSISTANT VICE PRESIDENT
Beltran, Ma. Jizzelle Lee M. el
Abueg, Alona A.
Berbaño, Noel L. o,
Adizas, Fe Magnolia B. Alcantara,
Bernabe, Laarni D. Je
Jose Miguel Paolo F.Aliluya, Annalice
Bormate, Rebecca B. ssi
C.
Cabral, Emmanuel R. ca
Amantillo, Ma. Concepcion A.
Cagurangan, Jose Mari S. C.
Andres, Zenaida S.
Calumpang, Eric A. C
Ang, Maria Jennifer P.Ang,
Carreon, Reynilo M. ha
Michelle U. Angco,
Chan, Susana Y. n,
Ronaldo D.
Chiong, Easter Angela S. P
Chiu, Mary Ann K. oli
Co, Cristina G. ca
Co, Nerisa O. rp
Cocabo, Jinnah E. io
Coloma, Ma.Teresa A. S.
Concepcion, Crisanto M. C
David, Jaqueline L. hu
De Leon, Patricia May P. a,
 r nvest 2
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For inquiries on b ation 0 For general inquiries, action on requests and
dividends, stock a s@m T customer comments
certificates, and related n etrob e
matters k ank.c l 24/7 CONTACT CENTER
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All employees are Filipinos * Head, Investor Relations

74 MET ROP O LI TA N B ANK & TR UST CO.

Head Office: Metrobank Plaza
Sen. Gil Puyat Avenue
Makati City, Philippines 1200