225375 jpmc summary report aw linked v3 adjusted ada (1)

8/13/2019 225375 JPMC Summary Report Aw Linked v3 Adjusted Ada (1)

1/30

SUMMARY

2REPOR

0T

12 CORPORATE RESPONSIBILITY REPORT

GLOBALSTRENGTH,LOCALIMPACT


2/30

2012 HIGHLIGHTSJPMORGAN CHASECorporate ResponsibilitySummary Report 2012

SERVING CLIENTS IN GOOD TIMES AND BAD

Provided credit and raised capital of over $1.8 trillionfor our clients worldwide. This included continuingto provide billions of dollars in credit and financingto European clients corporate and sovereign evenas their economies came under increasing strain.J.P. Morgan has been in Europe for more than 150 yearsand is committed to being a reliable partner in goodtimes and bad to serve countries, clients, nonprofitsand communities across the region.

STRENGTHENING COMMUNITIESExceeded the 10-year, $800 billion Public Commitment

we made in 2004 to make loans and investmentsfor housing, small businesses and communitydevelopment in the U.S. By the end of 2012 one yearahead of schedule we had lent or invested $844 billionin mortgages, small business and nonprofit loansand affordable housing, primarily for minorityor lower-income borrowers and communities.

BANKING UNDERSERVED CUSTOMERSIntroduced Chase Liquid, a general purpose reloadablecard that is a low-cost alternative to traditional

checking accounts and designed to bring underservedcustomers into the traditional banking system.

HONORING MILITARY AND VETERANSWorked with coalition firms to grow the 100,000 JobsMissionto 91 companies that have hired more than51,000 American veterans in just under two years well ahead of the goal to hire 100,000 veterans by 2020.JPMorgan Chase alone hired nearly 5,000 veterans bythe end of 2012, and we work every day to provide them

with the tools to have a meaningful career.

PROMOTING SUSTAINABILITYHelped deploy over $5 billion of capital for alternativeenergy and clean technology companies and projects,including over $1.6 billion in tax equity for renewableenergy. We also do our part to be environmentallyresponsible in our own operations. Our globalheadquarters in New York City continues to be thelargest LEED Platinum-certified renovation in the world.

GIVING AND VOLUNTEERINGMade more than $190 million in philanthropicdonations to nonprofits in 37 countries around theworld to support community development, educationand workforce development, while our peopleprovided 468 000 hours of volunteer service in local

$1capital r

.aised and cr

8tedit

provided globally

$8exceeded our 10-y

44bearcommunity development

commitment

10spearheading indus

0,000try-wide

initiative to hire 100,000veterans by 2020

6of Chase Liquid

5%

customers are new

to our company

$5for clean t

bechnology

$in donations and 468,000190mhours of volunteering


3/30

JPMORGAN CHASECorporate ResponsibilitySummary Report 2012

IN CONVERSATION WITH JAMIE DIMON

Q&A

Q:In the wake of the financial crisis, your industrycontinues to face high scrutiny and low trust. How is societybetter off because of what JPMorgan Chase does?

A:I can understand why the financial services industry has lost the confidenceof many people. Like all companies, weve made mistakes. What is mostimportant, however, is that we need to learn from them, continually improveand become a stronger company. We also shouldnt let our mistakes distractus from the critical role large banks play in driving economic growth. We havethe scale and expertise to lend, invest and raise capital for companies of allsizes both companies based in the U.S. who use our services internationallyto grow their businesses and those companies based around the globe whowant to expand into even more markets. Their growth plans require banksthat have the global reach and scale with which we operate which includesarranging $450 billion of syndicated loans for clients, and processing up to$10 trillion a day in transactions around the world. If we can help these clients

grow, they will in turn generate the jobs, small business growth and othereconomic activity that builds strong, vibrant communities and generates moresustainable economic growth and prosperity for all.

Q:There is a perception that global financial institutionshave gotten too big and too complex to effectively manageor regulate. What can you say to give people confidencethat companies like JPMorgan Chase are effectivelymanaging risk?

A:Challenges still exist, and there is always room for improvement, but as we

head well into 2013, were proud of our accomplishments and are optimistic forthe future. That said, as we look back at last year, there are some areas wherewe fell short in our risk management the London Whale is one example butthere are others. These problems were our fault and it is our job to fix them.Therefore, were making our control agenda priority #1 reprioritizing majorprojects, deploying massive new resources, and changing our organizationalstructure to get this right In my annual letter to shareholders I describe

JAMIE DIMON

Jamie Dimon is Chairmanand Chief Executive Officerof JPMorgan Chase. In early2013, Jamie sat down withMark Tercek of The NatureConservancy to discussJPMorgan Chases approachto corporate responsibilityand Jamies views on therole of the financial industryin society.

Mark Tercek (left) interviews Jamie Dimon (right)

MARK TERCEK

Mark Tercek is Presidentand Chief Executive Officerof The Nature Conservancy,a leading conservationorganization workingaround the world to protectecologically important landsand waters for nature andpeople. JPMorgan Chase

is collaborating with TheNature Conservancy on avariety of efforts, includingsupporting the Conservancyto help it expand its work onresponsible development ofshale resources in the U.S.


4/30

IN CONVERSATION WITH JAMIE DIMONINCONVERSATION

WITHJAMIEDIMON

an enormous amount of energy and management time on our risk management,compliance and controls. Our goal is to have a strong, effective control environmentacross the company. We want the public, our regulators and our shareholders to have

confidence that we are the safest and soundest bank on the planet. We were a port ofsafety in the last storm, and will be one in the next storm.

Q:As one of the worlds leading banks, JPMorgan Chase iswell-positioned to influence the business practices of majorcompanies including their environmental and social practices.What role do you see for JPMorgan Chase here?

A:We obviously want to invest in and lend to companies that are well-run andsuccessful thats good business for us. And we believe that how our clients manageenvironmental and social issues is an important aspect of sound management.We take a serious look at their practices on those issues and where we dont think

they are doing a good job, we give them specific feedback. Sometimes we even requirethem to improve their operations before well do business with them. Those can betough conversations but, more often than not, they are constructive and our clients feelwe provide value by working with them to help improve performance. Its a difficult areato demonstrate impact, however, since much of the work we do is behind the scenes.But thats actually why were able to have an impact with our advice we are a trustedpartner, with a vested interest in our clients success.

Q:So do you ever decline business with a company because it haspoor environmental or social practices?

A:Yes. Our first step is to engage with companies to encourage them to improve theirpractices. We think this leads to better social or environmental outcomes than us

simply walking away and those companies getting financing elsewhere, potentiallyfrom a bank less concerned with their practices. But there are instances in which wedont feel we can adequately mitigate the environmental or social risks and we declinethe business.

Q:Economists and scientists are developing new ways to valuenature as an input to business. What is the financial sectors role inencouraging companies to consider the value of natures services clean water and air, protection from floods and storms, healthytopsoil and so on as part of their routine decisions?

A:We spend a lot of time helping clients in the extractive industries operate

as sustainably as possible working with them to think about and address theenvironmental and social issues that arise in the course of their operations.An example: we are working with our clients to make sure their fracking operationsare well-managed, so that we can all reap the benefits of cleaner burning natural gas.We want to make sure we promote the strongest environmental performance possiblefor this sector.

We are also trying to identify, develop and market new financial products that aredesigned to facilitate environmental solutions. These models put a dollar value onnatures services and on better environmental outcomes clean drinking water,expanded access to recreation, abundant sources of food, clean energy and sustainablysourced fiber and use cash flows from those services to provide a return to investors.JPMorgan Chase cannot do this alone, but I believe we have the commitment and thepartnerships necessary to test these models, and potentially scale the most successful

ones to raise billions for companies that are improving the environment and earningstrong financial returns.

If we can help ourclients grow aroundthe world, they willin turn generate the

jobs, small businessgrowth and othereconomic activitythat builds strong,vibrant communitiesand generatesmore sustainableeconomic growth andprosperity for all.

Jamie Dimon,Chairman and CEO


5/30

1JPMORGAN CHASECorporate Responsibility

Summary Report 2012

REPORT CONTENTS

OUR APPROACH TOCORPORATE RESPONSIBILITY

2012 HIGHLIGHTSInside front cover

IN CONVERSATION WITHJAMIE DIMON Inside front cover

LETTER FROM OUR HEAD OFCORPORATE RESPONSIBILITY 2

CORPORATE RESPONSIBILITYAT JPMORGAN CHASE 3

www.jpmorganchase.comJPMorgan Chase is a globalfinancial services firm withassets of $2.4 trillion at theend of 2012. We are a leader ininvestment banking, financialservices for consumers, smallbusiness and commercialbanking, financial transactionprocessing, asset managementand private equity (see insideback cover for details).

WELCOMEThis report is designed toprovide our stakeholderswith information aboutour companys corporateresponsibility programs and

progress. This is a summaryof our full 2012 CorporateResponsibility Report, whichis available as a PDFonour website.

OPERATING RESPONSIBLY

SERVING OUR CUSTOMERS 21

MORTGAGES AND HOMEBUYERASSISTANCE PROGRAMS 22

SUSTAINABILITY IN OUR BUSINESS 23

SUSTAINABLE OPERATIONS 23

GOVERNANCE, ETHICS ANDRISK MANAGEMENT 24

SUPPORTING OUR PEOPLE 24

ABOUT JPMORGAN CHASE Inside back cover

ABOUT THIS REPORT Inside back cover

ADDING VALUE:GROWING ECONOMIES

HELPING SMALL BUSINESSES GROW 8

FINANCING GOVERNMENTSAND NONPROFITS 10

STRENGTHENING COMMUNITIES

BUILDING VIBRANT COMMUNITIES 13INVESTING FOR SOCIAL IMPACT 16

SERVING AMERICAS MILITARY ANDVETERAN COMMUNITIES 18
http://www.jpmorganchase.com/http://www.jpmorganchase.com/corporate/Corporate-Responsibility/corporate-responsibility.htmhttp://www.jpmorganchase.com/corporate/Corporate-Responsibility/corporate-responsibility.htmhttp://www.jpmorganchase.com/corporate/Corporate-Responsibility/corporate-responsibility.htmhttp://www.jpmorganchase.com/corporate/Corporate-Responsibility/corporate-responsibility.htmhttp://www.jpmorganchase.com/


6/30

2 JPMORGAN CHASECorporate ResponsibilitySummary Report 2012

OUR APPROACH OPERATING RESPONSIBLYADDING VALUE

LETTER FROM OUR HEAD OF CORPORATE RESPONSIBILITY

Five years after the global financial crisis began, 2012 sawthe economic tide begin to turn. Housing markets started

to stabilize, economies around the world slowly found theirfooting and unemployment rates inched down.

PETERSCHER

At JPMorgan Chase, we remain optimistic that better days are ahead, but far too manypeople are looking for jobs, governments are facing severe fiscal constraints and vitalsocial service providers are stretched thin trying to serve millions struggling to makeends meet.

As the financial crisis in the U.S. and the ongoing challenges in Europe havedemonstrated, the world is more complex and our economies more interconnectedthan at any time in history. Populations are growing rapidly and are migrating to urbanareas, creating the need for new jobs and putting pressure on local infrastructure,

public services and natural resources. And political instability, fueled in part by lack ofeconomic opportunity, is sending ripples around the globe.

At the core of our values, JPMorgan Chase believes that using our strength and globalreach, our expertise and relationships and, of course, our access to capital to supportour clients and communities, invest in them and help them navigate a complex globaleconomy is our unique and fundamental corporate responsibility. This is central to howwe do business. Because when we are successful, we create the foundation for widelyshared growth and long-term prosperity.

2012 ResultsThere was a lot for us to be proud of during the last year. At a time when job creationis top of mind, we increased our lending to small businesses by 18% over 2011; provided$6 billion to low- and moderate-income individuals and communities through ourcommunity development work; and worked to improve the lives of underserved peoplearound the globe by growing our impact investment portfolio to nearly $50 million.

We also worked with municipal governments to finance investments in infrastructure,education and economic development that make cities globally competitive and weleveraged our global footprint to connect economic leaders around the world throughour Global Cities Initiative with The Brookings Institution. We advanced environmentalstewardship and innovation across our lines of business in close partnership with clientsand through careful management of our direct operations. Our company and peopledonated significant amounts of time and money to help local charities everywhere weoperate. And we continued to uphold our duty to support the military men and womenwho bravely serve the U.S.

Taken together, these efforts reflect our responsibility to invest in our communitiesacross the globe and we are committed to doing more in the years ahead. We knowthat to make progress, we need to operate with integrity, acknowledge and fix ourmistakes, and continually strive to gain the confidence of all our stakeholders.This is what motivates us every day.

Peter ScherHead of Corporate Responsibility

Head of CorporateResponsibility

Our efforts takentogether reflect

our responsibilityto invest in ourcommunities acrossthe globe and weare committed todoing more in theyears ahead.


7/30


8/30



CORPORATE RESPONSIBILITY AT JPMORGAN CHASE

GLOBAL STRENGTH, LOCAL IMPACTJPMorgan Chase believes that using our strength and global reach, our expertise and relationships and of course our access to capital to support our clients and communities, invest in them and helpthem navigate a complex global economy, is our unique and fundamental corporate responsibility.That is why, every day, we are working to be part of the solution.

GLOBAL CHALLENGES OUR INVESTMENT

FINANCIALCAPITALIn 2012, JPMorganChase raised capitaland provided creditof over $1.8 trillionfor businesses,governments, nonprofitorganizations andconsumers to enablethem to operate, growand invest in the future.

INTELLECTUALCAPITALOur deep expertiseand global network ofrelationships enableus to connect peopleand ideas and serveas a trusted advisor toour clients.

HUMANCAPITALOur employees aroundthe world work everyday to serve our clientsand give back to thecommunities wherewe operate.

ENERGY AND CLIMATE CHANGEDemand for energyto fuel economicgrowth is soaring,while the effects ofclimate change areincreasingly apparentaround the world.

PUBLIC SECTOR CONSTRAINTSLocal and nationalgovernments aroundthe world are facinghistoric fiscalconstraints, limitingtheir ability to providesocial services andfulfill other publicmandates.

ECONOMIC RECOVERYWhile many economiesare recovering from

the global financialcrisis, governments,companies andindividuals aroundthe world continue tostruggle to access the

economic opportunities and resourcesneeded for financial security.POPULATION GROWTH AND

URBANIZATIONThe populationliving in urbanareas will increasedramatically, puttingnew pressures onlocal infrastructure,

resources and economies.

70%1 of global population will

live in urban areas in 2050 equal to the worlds totalpopulation in 2002.

UNEMPLOYMENTMillions of productivepeople around theworld are looking foremployment, whilejob creation haslagged other aspects

of the economic recovery.

600m2 jobs will need to be

created globally overthe next decade.

1 Source: United Nations2 Source: International Labour Organization


9/30


10/30


11/30


Summary Report 2012


GROWING ECONOMIES

CAPITAL RAISED ANDCREDIT PROVIDEDBY JPMORGAN CHASEIN 2012:

$275 billion for consumers

$20 billion for U.S.small businesses

$520 billion for corporations

$85 billion of capitalraised and credit provided

for nonprofit andgovernment entities

$915 billion of capital raisedfor clients

$1.8t

$85b

$915b$520b

$20b

$275b

GROWING ECONOMIES

In 2012, JPMorgan Chase raised capital and provided creditof over $1.8 trillion for organizations of all sizes. As a financialinstitution, that is our core business. But we believe that whenwe do our business responsibly and successfully, we make anessential contribution to society by supporting and enablingeconomic development.

And every day around the world, JPMorgan Chase is doing thatby working with business owners, public officials and chiefexecutives of organizations large and small, raising the capitalor making the loans they need to improve their economies,expand their businesses, open new factories and stores, hirenew employees and improve the lives of their citizens.

Our financial strength, global scale and dedicated expertiseenable us to be a partner to governments, internationalorganizations and multinational corporations. At thesame time, our on-the-ground presence in thousandsof communities enables us to meet the needs of smallbusinesses, local nonprofits and individual consumers.When we serve our clients well, we keep our companystrong and we help the economy recover and grow.


12/30



HELPING SMALL BUSINESSES GROW

HELPING SMALL

BUSINESSES GROW

2012 $20.2 billion actual

2011 $17 billion actual($12 billion pledge)

2010 $11.2 billion actual($10 billion pledge)

2009 $7.2 billion actual($6 billion pledge)

While we are committed to helping businesses of all sizes growand succeed, we believe we have a particular responsibility to

help small businesses access the capital and other resourcesthey need. Small businesses help local economies flourish,create jobs and promote innovation.

In 2012, for the third year in a row, we were the largest provider of U.S. Small BusinessAdministration (SBA) loans by units, approving 4,838 SBA loans in the SBAs fiscal year2012, for a total of $887 million. The SBA program supports small businesses that maybe less able to qualify for conventional financing through access to government-backedloans. We see the program as a vital tool to help local economies grow, and we havebeen one of the leading proponents of SBA lending in our industry.

Finding Solutions That Work for all Our Customers

One of the reasons we have been a leader in SBA lending we approve 40% more SBAloans than our nearest competitor is that we draw on all available tools to identify afinancing solution that works for us and for the business owner. Our philosophy is towork to find a way to say yes as opposed to looking for a reason to say no. So, forbusinesses that do not qualify under our guidelines for conventional loans, we exploreall the available SBA loan solutions. We are also willing to provide a broader range ofloan sizes than our competitors including very small loans because we believe thatall businesses, regardless of size, should have the opportunity to grow.

GROWING OUR SMALLBUSINESS LENDING:Even during challengingeconomic times, we havecontinued to grow our smallbusiness lending. From20092011 during the worstof the recession we madespecific annual pledges toincrease our small businesslending as a way to contributeto the economic recovery.

5 10

$b pledge

$b actual15 20

$20.2b

$17b

$11.2b

$7.2b

80%increase in lending t

o U.S.

small businesses since 2010


13/30


14/30



FINANCING GOVERNMENTS AND NONPROFITS

FINANCING GOVERNMENTS

AND NONPROFITSJPMorgan Chase provides capital and services to a range ofpublic sector clients to help them fulfill their vital mandates,including national and municipal governments, central banks,multilateral agencies, international development organizations,public pension funds, hospitals, universities and more.

We provided and raised $85 billion in capital and credit for nearly 1,500 nonprofit andgovernment entities in 2012, helping them operate and grow as their budgets faced adifficult year.

We help build the infrastructure and support systems that shape the path of economicgrowth in the U.S. For example, in 2012, we raised $733 million toward construction of thelargest desalination plant in the western hemisphere, to be located in Carlsbad, California,and in the wake of Superstorm Sandy, we offered our services to help the state of NewJersey raise $2.6 billion in debt financing, waiving our fees on the underwriting. In addition,we are a leader in debt underwriting for public sector institutions in the internationalarena, helping to raise $137.8 billion globally in 2012. To address the impact of climatechange, we helped the International Finance Corporation (IFC) raise $1 billion with GreenBonds to facilitate the IFCs investments in renewable energy, energy efficiency and otherclimate-friendly projects in the developing world.

We also work with development banks and export credit and multilateral agencies to

further economic development in emerging markets. We provide financing for industrialand infrastructure projects, support exportimport activities, and underwrite bonds, amongother activities. For example, in Ghana, working with export credit agencies in the U.S. andthe U.K., we provided financing to make electricity available to over one million Ghanaiansin rural districts and to construct seven hospitals across the country. In 2012, we financed$291 million through Export-Import Bank of the U.S., and were awarded Ex-Im BankLender of the Year.

OUR PUBLIC SECTORCLIENTS INCLUDE:

90national governments onsix continents

10U.S. feder

0al government

departments, governmentorganizations andgovernment-sponsoredenterprises

12central banks w

5orldwide

59multilateral institutions onfive continents

27sovereign wealth funds thathold more than 90% of globalsovereign wealth fund assets

THE GLOBAL CITIES INITIATIVEAs the capacity of national governments has become moreconstrained, business, government and civic leaders atthe local level are stepping forward to create and support

innovative ways to strengthen their economies and createjobs. Launched in early 2012, the Global Cities Initiative isa five-year, $10 million project of the Brookings Institutionand JPMorgan Chase that is working to increase tradeand investment ties among metropolitan areas aroundthe world. In our view, this is a key opportunity forstrengthening regional economies and for fueling globaleconomic growth.

In 2012, Global Cities brought together leaders in LosAngeles, San Diego, Columbus, Miami, Singapore andSo Paulo to highlight policy and practice innovationsfrom around the world, and to foster a global networkof leaders whose metropolitan regions trade, invest andgrow together.

Global Cities is focused on: Research:Providing insights from the independent

research of the Brookings Institution about metro areaspositions and potential in the global economy.

Practice:Equipping leaders with ideas for how to expandthe global reach of their local economies, based on the bestinnovations in policy and practices from around the world.

Connect:Bringing together an international network of

leaders from global metro areas to stimulate mutualgrowth through trade.


15/30


Summary Report 2012


ADDING VALUE

INVESTING IN WORKFORCEDEVELOPMENTEnsuring businesses, governments and nonprofits have thecapital they need to grow and create jobs is essential foreconomic development. However, even robust economicgrowth can leave behind people who lack the skills andopportunities to participate in the workforce. That is whyJPMorgan Chase donated nearly $60 millionto supportworkforce development partnerships around the world overthe last five years, and will continue to invest in this area for

the foreseeable future.

From the U.S. to Europe to AsiaIn the U.S., we provided a two-year, $600,000 grant tohelp launch Skills for Chicagolands Future, whichcoordinates workforce development training programs toprovide unemployed job seekers with the skills employersare seeking and a commitment from employers to hiresuccessful candidates, in addition to direct placement intoimmediate opportunities. The program aims to coordinatethe training and hiring of 600750 unemployed job seekersin its first year of operation.

employment program focused on women living ineconomically deprived communities in Tower Hamletsand east London.

In the United Kingdom, we supported the launch ofWomen4Workat the Bromley by Bow Centre, a holistic

In Poland, we are helping fund the Polish Children andYouth Foundations Life Skills Program, which is focusedon improving educational outcomes and developingemployability skills for students at vocational and technicalschools in Warsaw.

In Asia, we are supporting the Education DevelopmentCenter Inc.to support a workforce readiness programfor students at 24 vocational technical schools across the

Philippines, Malaysia, Indonesia and Thailand.

INVESTING IN EDUCATION AROUNDTHE WORLDProviding access to high-quality education has always beena critical strategy for improving individuals livelihoods, whilealso growing the economic and social strengths of entirecommunities. In 2012, we donated $61.7 millionto educationorganizations around the world. Highlights include:

$2.5 million over three years to support Turnaround forChildren, an organization working to improve chronicallylow-performing, high-poverty schools in New York City.Our grant helped Turnaround implement its model inthree middle schools, increasing those schools NYCLearning Environment ratings by up to 3 points (comparedto average city-wide increases of 0.2 to 0.3 points on a10-point scale).

aims to reach approximately 2 million students and about70,000 teachers.

$1.5 million over three years to help launch the SchoolCapacity & Innovation Programin South Africa, a $7.5million public-private partnership with the U.S. Agencyfor International Development and the ELMA Foundation.The program identifies South African organizations

working to improve standards of education and investsin them to build their capacity to implement theirapproaches at scale. In the first three years, the program

Donated computer servers worth more than $500,000 tothe KIPPpublic charter school network in New York. Thishardware, configured by JPMorgan Chases Technologyfor Social Good team, will increase KIPPs data storagecapacity and will improve its ability to expand curricula.

Continued our work with The King Center Imaging Projectby adding new educational themes to the online digitalarchive and showcasing the project at more than 20

locations around the U.S. through an interactive exhibitthat shares the messages and works of Dr. Martin LutherKing, Jr. with students and community leaders.

Alongside our core business of providing the capital and credit economic growth depends on, we provide philanthropicsupport to a range of organizations around the world. Two of our areas of focus are workforce development and education issues we view as critical foundations for long-term economic development. Below are highlights from programs we

supported in 2012.


16/30



STRENGTHENING COMMUNITIES

STRENGTHENINGCOMMUNITIES

We are a global financial institution, but our global presence is

built on a foundation of individual relationships in thousandsof local communities. And we are firmly convinced that doingwhat we can to deepen those relationships and strengthenthose communities is the best business we can engage in.That is why we are bringing all our assets and expertise tobear from community development investing and socialfinance to charitable giving and employee volunteerism to help develop and support the essential bedrocks of strong,vibrant communities.

Our scale, combined with our deep local involvement, gives usa unique ability to leverage resources and maximize impact,especially in low- and moderate-income communities. Ourpresence can be found across the U.S., from Harlem in NewYork City to Oakland, California. And in recent years, we haveexpanded our community investments across the globe,such that our impact is increasingly felt in communities fromGauteng, South Africa to So Paulo, Brazil.

TO HELP STRENGTHENCOMMUNITIES IN 2012:

$6provided t

bo low- and

moderate-income individualsand communities through ourcommunity development work

$donat

19ed to nonpr

0mofits in

37 countries

4hour

68s of volunteer servic

000e

provided by 43,000 employeesin communities aroundthe world

,

$43.3 billionfor

community developmentlending and investing

$124.3 billionfor smallbusiness lending

$676.3 billionformortgage lending

$800b pledge

$844b$0

SURPASSING OUR$800 BILLION PUBLICCOMMITMENT ONEYEAR EARLY

In 2012 we exceeded our2004 10-year, $800 billionPublic Commitmentto make loans andinvestments for minority orlower-income borrowersand communities.


17/30


Summary Report 2012


BUILDING VIBRANT COMMUNITIES

BUILDING VIBRANT

COMMUNITIESWe have a deep commitment to community developmentand have been making loans, grants and other investmentsaimed at strengthening low- and moderate-income (LMI)communities in the U.S. for more than 25 years.

PARTNERING WITH CDFISCommunity developmentfinancial institutions (CDFIs)are key partners in ourcommunity investmentefforts. In 2012, we lent$189 million to CDFIs andother financial intermediaries.Since 2009, we have providedover $1 billion in loans,grants and investments toCDFIs and their affiliates.

HOW WE INVEST IN COMMUNITY DEVELOPMENTIt is our responsibility to strengthen the communities where we and our customers do business, and where our customersand employees live. To achieve maximum impact in the community, we believe it is necessary to take a comprehensiveapproach to community and economic development. We deploy a range of resources and engage with partners across thecountry. Here is how we do it.

OUR RESOURCES OUR PARTNERS OUR RESULTS IN LMI COMMUNITIES

LOANS

$990mIN 2012

EQUITYINVESTMENTS

$1bIN 2012We invest inapartment buildingsthat qualify forfederal Low IncomeHousing Tax Creditsand State Low

Income HousingTax Credits. Wealso invest inNew Markets TaxCredits1, whichsupport commercialand nonprofitdevelopmentprojects in LMIcommunities.

AFFORDABLE HOUSINGFinanced the building or preservationof more than 31,000units of affordablehousing for LMI families, seniors andspecial needs populations in over 200U.S. cities.

MANUFACTURING CAPACITYFacilitated the expansion ofmanufacturing capacity thatcollectively created approximately1,600new jobs in the U.S.

HEALTHCAREFacilitated the construction of eighthealthcare centers that cumulativelywill be able to provide more than250,000annual patient visits.

EDUCATIONFinanced the development or expansionof charter schools and other educationfacilities that will serve a combined5,080students.

HEALTHY FOODFinanced six projects designed toincrease access to healthy food inunderserved communities, whichwill also create close to 700 jobsin

those communities.

1 The New Markets Tax Credit (NMTC) program is a U.S. federal tax program designed to stimulate economic growth and job creation in low-income communities byproviding much-needed longer-term, patient and subsidized investment capital. Chase has been a leader in the NMTC program, providing equity to support morethan $990 million in projects under the NMTC program in 2012.

AFFORDABLE HOUSINGDEVELOPERS

- For profit- Nonprofit- Government sponsored

SOCIAL SERVICEPROVIDERS

For example:- Charter schools- Health centers- Food banks- YMCA- Salvation Army

COMMUNITYDEVELOPMENTFINANCIAL INSTITUTIONS

That provide:- Technical assistance to

LMI borrowers- Small business development- Lending to social service

providers

BUSINESSES IN THECOMMUNITY

For example:- Kroger- Whole Foods

- Continental Tire


18/30



BUILDING VIBRANT COMMUNITIES

Financing Affordable HousingAlthough we seek to support all the institutions that form

a community, we believe high-quality, affordable housingis a critical piece of the foundation of broader communitydevelopment. That is why in 2012, we provided more than$990 million in loans and just over $1 billion in equity to buildor preserve more than 31,000 units of affordable housing forLMI families in over 200 U.S. cities. Examples include:

Highbridge Overlook Apartmentsin the Bronx, New Yorkwill provide 155 units of affordable housing, including40 units for formerly homeless people in need ofmental health and social service support. We originated a$23 million letter of credit to help finance the acquisitionand fund the construction. We invested an additional $21 million in low-incomehousing tax credit equity.

1501 Canal Apartmentsin New Orleans, Louisiana will provide 112 units of housing,primarily for low-income senior citizens, along with nearly 2,000 square feet ofcommercial space to complement the ongoing revitalization of the area. We originated an$18 million loan to support the construction and redevelopment of the historic property.

Supporting Manufacturing andCreating JobsThroughout the economic downturn, we have placed astrong emphasis on supporting projects to create new jobsand expand manufacturing capabilities in communitiesthat have been hard hit by the recession. In 2012, we

facilitated $219 million in New Markets Tax Credits to buildmanufacturing capacity in the U.S.

For example, we provided financing to help ContinentalTire build a new state-of-the-art manufacturing facility inSumter, South Carolina. The resulting project, financed inpart by a $17.7 million New Markets Tax Credit investment from Chase, is expected tocreate 1,000 permanent jobs in the region. It is anticipated that the facility will becomean economic development stimulus for this rural community.

Increasing Access to HealthcareAccess to healthcare has long been a focus for JPMorganChase. In 2012, we facilitated $79 million in New MarketsTax Credits for the construction of eight healthcarecenters that cumulatively will be able to provide more thana quarter-million annual patient visits.

For example, through a $2.8 million New Markets TaxCredit equity investment from Chase, the Chicago FamilyHealth Center (CFHC) was able to acquire and renovate a26,000-square-foot health clinic located in the underservedneighborhood of Pullman in Chicago. The new, larger facilitywill allow CFHC to increase the number of annual primary care, specialist and dental visitsfrom 30,000 to 50,000 and it will be LEED-certified.

Q:What typesof communitydevelopment bankingpartnerships andresources are mosteffective in solving thechallenges facing low-and moderate-incomecommunities?

A:What we know today isthat we can more effectivelysolve the problems thathave plagued generationsof families in low-incomecommunities acrossthe country by focusingand coordinating all our

community developmentresources, including capitalfrom the private sector,public sector and charitableorganizations. JPMorganChase has demonstratedits ability to harness theseresources collectively, ratherthan approach circumstancesin low-income communitieswith a banking approachdriven solely by volume andvisibility of deals.

Terry Simonette,President & CEO,NCB Capital Impact


19/30


Summary Report 2012


ADDING VALUE

COMING TO THE AID OF OUR COMMUNITY AFTER SUPERSTORM SANDYIn October 2012, Superstorm Sandy slammed into the

East Coast of the U.S., causing unprecedented damage inNew York City and along the New Jersey and Connecticutcoasts. With more than 30,000 employees and 10 millioncustomers affected by the storm, we marshaled ourresources to provide immediate relief and assistance tothose affected as well as to lay the groundwork for thelong-term economic recovery of the region.

In the wake of the storm, we pledged up to $5 billion inadditional capital for small and medium-sized businesses tohelp them rebuild and donated $10 million in aid to disasterrelief organizations and individuals. We also immediatelyoffered our services to help the state of New Jersey raise

$2.6 billion in debt financing, waiving our fees on theunderwriting and guaranteeing that the states borrowingcosts would not exceed a predetermined rate.

Marshaling Our Resources

Charitable Contributions Helping the Public Helping Our Customers Helping Our Employees

Committed up to $5 millionin donations to nonprofitorganizations, including upto $1 million in matchedfunds for employeedonations to the American

Red Cross, World Visionand the United Way forimmediate relief efforts.

Charitable grant recipientsincluded organizationsworking to distribute foodand other supplies, helpingmicroenterprises stay inbusiness, and repairingdamaged homes for low-income homeowners.

Helped our customerseasily make donations tothe Red Cross through14,000 Chase ATMs.

In partnership with TheRobin Hood Relief Fund,sponsored the 12.12.12Concert for Sandy Relief,which raised morethan $50 million forstorm victims.

Quickly reopened ourbranches in affected areas,allowing anyone to comein and charge theirelectronic devices.

Dispatched mobile ATMs

to hard-hit areas, providingaccess to cash for peoplewithout power.

Provided JPMorganChase-owned officespace in Brooklyn totemporarily displacedsmall businesses.

Helped launch theEconomic Recovery TaskForce with Nassau County,New York, to help smallbusinesses navigate

options for recovery,including SBA disasterloans.

More than 700 JPMorganChase employeescontributed more than2,300 hours of volunteerservice in affectedcommunities.

Pledged to make $5 billionin lending available tosmall and medium-sizedbusinesses, at favorableterms.

Allowed any business

impacted to apply forexpedited credit, withspecial pricing and terms,for three months afterthe storm.

Waived all fees forconsumers and smallbusiness customers fornearly two weeks afterthe storm in 10 states andWashington, D.C.

Waived all mortgage-related fees for customers

in the impacted areasand automatically placedSandy customers seekingassistance on a paymentmoratorium for up to180 days.

Paid for all customer costsassociated with homepurchase and refinanceclosings that were delayedby the storm, and ensuredthat all home equity linesof credit remained open forcustomers impacted.

Established a hardshiphotline, allowing anyemployee to access up to$1,500 in emergency fundsfrom a new corporateassistance program.

Through our employee-to-employee givingprogram, matched 100%of contributions up to$1 million to a disasterrelief fund for employeesaffected by the storm.

Helped employees wholost vehicles in the stormobtain new cars withfavorable loan rates.

Created an employeeshift-share program to

bring in employees fromlocations across the U.S.to fill in at branches in theNortheast, providing relieffor employees who wereaffected by the storm orworked long hours duringthe recovery.


20/30



INVESTING FOR SOCIAL IMPACT


Launched in 2007, our Social Finance business providescapital and expertise to innovative businesses that areworking to help improve the livelihoods and quality of lifeof people living in poverty around the world.

These impact investments are unique in that, while they are expected to create afinancial return, they are also expressly focused on generating measurable socialimpact. In addition, they are intended to be scalable and sustainable, setting the stage

for long-term future growth of the businesses and markets they target.

In 2012, our Social Finance principal investment portfolio grew to nearly $50 million incommitments. Our portfolio consists of funds that profitably improve the livelihoods oflow-income and excluded populations around the world. These funds span sectorssuch as healthcare, agriculture, financial services and housing. In addition to makingprincipal investments, we also work to help shape and grow the field of impact investingby providing client advisory services and rigorous, data-driven thought leadership.

J.P. Morgan Social Finance Investment Portfolio1

Investment Fund MicroVest II Leapfrog IGNIA Bridges Social African AgriculturalEntrepreneurs Fund Capital

J.P. Morgan $10 million $10 million $5 million 3 million $8 millionInvestment

Fund size $60 million $135 million $77 million 12 million $25 million

InvestmentThesis

Provide equitycapital to low-income financialinstitutions andhelp build capitalmarkets servinglow-incomeindividuals.

Invest in companiesthat distributemicro-insuranceand relatedproducts andservices forlow-income andfinancially excludedpeople.

Invest inentrepreneurswith scalablebusinesses thatdeliver high-valueproducts andservices to low-income populationsin Mexico.

Support scalable,high-impact socialenterprises with afocus on serving themost deprived 25%of the population inthe U.K.

Invest in smalland medium-sizedagriculture-related businessesin East Africadirectly benefitingsmallholderfarmers.

1 Reflects all publicly disclosed information to date.

IMPACT OF J.P. MORGANSSOCIAL FINANCEINVESTMENTS:

14peoples liv

melihoods had been

improved by the end of 2012


21/30


Summary Report 2012



Through our Social Finance investment portfolio, we support investments in self-sustaining businesses that are working to create positive social impact in theircommunities. Examples of investments we supported in 2012 include:

Supporting Smallholder Farmers in KenyaOur investment in the African Agricultural Capital Fund (AACF) supported a $600,000investment in Wilmar Flowers, a Kenyan exporter of smallholder-supplied flowers.Wilmar currently purchases flowers from 3,000 smallholder farmers from across Kenya;with the funds investment, the company expects to engage an additional 5,000 farmersby 2016. AACFs investment will not only allow Wilmar to increase its flower supply andimprove profitability, but it will also grant these new suppliers access to internationalmarkets and increased incomes.

In investing in AACF, we joined with the United States Agency for InternationalDevelopment (USAID) and the Gates, Gatsby and Rockefeller foundations to makesubstantial, long-term improvements in the lives of at least 250,000 smallholder farm

households across the agricultural value chain of East Africa.

Expanding Access to Telecommunications andBanking in Mexico

In 2012, our investment in IGNIA, Latin Americas oldest and largest impact investmentfund, supported a $3.1 million investment in Barared, a low-cost telecommunications andcorrespondent banking company in Mexico.

Barared provides its services to Mexicos low-income populations through public telephonebooths located in neighborhood retail outlets such as convenience stores and pharmacies.In addition to providing historically excluded populations access to the banking system,the booths themselves are often the single most important revenue stream availableto micro-business owners. With the help of our investment, Barared will be able to expandits services and develop other products and services to meet the needs of Mexicoslow-income populations.

FINDINGS FROM THE2012 IMPACT INVESTORSURVEY CONDUCTED BY

J.P. MORGAN ANDTHE GLOBAL IMPACTINVESTING NETWORK:

$8amount r

bespondents

committed to impactinvestments in 2012, withplans to commit $9 billionin 2013

65%of respondents target market-rate financial returns fromtheir impact investments,and most say their portfoliosfinancial and impactperformance are in line withor exceeding expectations

96%of respondents measuretheir social and/orenvironmental impact

Source: Perspectives on Progress,The Impact Investor Surveyfound onjpmorganchase.com/socialfinance
http://www.jpmorganchase.com/corporate/socialfinance/social-finance.htmhttp://www.jpmorganchase.com/corporate/socialfinance/social-finance.htm


22/30



SERVING AMERICAS MILITARY AND VETERAN COMMUNITIES

SERVING AMERICAS MILITARY

AND VETERAN COMMUNITIES

We are committed to using our resources to help meet theneeds of our nations servicemembers, veterans and theirfamilies. Our company has focused on three specific areas:employment, homeownership and education.

Our Office of Military and Veterans Affairs, established in 2011, works to implement

a coordinated and strategic approach to meeting the needs of U.S. military veterans,active-duty servicemembers, members of the Guard and Reserve and their familiesacross all of JPMorgan Chases operations. We also have a Military and Veterans AffairsAdvisory Council, comprised of members of the military community who understandfirsthand the emotional, financial and physical hardships military veterans and familiesundergo, as well as the challenges they face as they transition back to civilian life.

In addition, we work closely with Syracuse Universitys Institute for Veterans and MilitaryFamilies, which we co-founded in 2011, to improve the employment situation of veterans.The Institute is the first national center in U.S. higher education focused on the social,economic, education and policy issues affecting veterans and their families post-service.

Employment and TrainingOne of the key challenges facing military servicemembers as they transition from active-duty to civilian life is finding meaningful employment. In 2011, JPMorgan Chase joinedwith 10 other companies to launch the 100,000 Jobs Missionwith the goal to collectivelyhire 100,000 veterans by 2020. By the end of 2012, the coalition had expanded to91 companies, and had already hired more than 51,000 veterans. JPMorgan Chase alonehas hired nearly 5,000 veterans since 2011.

To help JPMorgan Chase achieve its veteran hiring goals, we have created a centralizedMilitary Recruiting team to identify and recruit talented veterans to work at our company.We also launched Military 101, a program that gives hiring managers an overview of thestructure and culture of the U.S. military and insight into the skills that servicemembersbring to the table.

TO SUPPORT VETERANS,SERVICEMEMBERS ANDTHEIR FAMILIES:

5veterans hir

000ed by JPMorgan

Chase since 2011

,

$7in grants and sponsor

.7mships

for organizations andprograms focused onthe military and veteran

communities in 2012

38mortgage-fr

6ee homes

provided to veterans and theirfamilies by the end of 2012


23/30


24/30



OPERATINGRESPONSIBLYThe foundation for corporate responsibilityat JPMorgan Chase is how we manage andoperate our business. It means operatingwith integrity, supporting and respectingour employees, being transparent with our

customers and treating them fairly, effectivelymanaging environmental and social risks inour business activities, and managing our ownoperations efficiently and sustainably.

OPERATING RESPONSIBLY

SUPPORTING OUR PEOPLE24Supporting and developing our employees.

GOVERNANCE, ETHICS AND RISKMANAGEMENT 24Upholding the highest standards andstrengthening our risk management.

SERVING OUR CUSTOMERS 21Raising the bar on customer service.

MORTGAGES AND HOMEBUYERASSISTANCE PROGRAMS 22Helping struggling homeowners.

SUSTAINABILITY INOUR BUSINESS 23Managing social and environmental riskand accelerating sustainable solutions.

SUSTAINABLE OPERATIONS 23Improving the efficiency and sustainabilityof our own operations.


25/30


26/30


27/30


Summary Report 2012


SUSTAINABILITY IN OUR BUSINESS ANDSUSTAINABLE OPERATIONS

SUSTAINABILITY IN

OUR BUSINESSBecause of the linkages between the natural environment andhuman and economic systems, long-term economic growthdepends on meeting societys needs for energy, infrastructure,and food in more sustainable ways.

JPMorgan Chase provides financial advisory and lending services for clients acrosssectors around the world, and we are using our scale and expertise to help our clientsraise the bar on environmental and social performance.

We have a formal policy, process and team for assessing environmental and social risksassociated with financial transactions identified as potentially posing increased risks toour company. In 2012, we assessed a total of 251 transactions. We are also conductingportfolio-level assessments to evaluate key sustainability challenges in certainindustries, and engaging proactively with our clients to develop solutions.

In addition, we are using our capabilities to accelerate the growth of cleaner, moreefficient technologies. In 2012, we helped deploy over $5 billion of capital for alternativeenergy and clean technology companies and projects, including over $1.6 billion in taxequity investments for renewable energy.

Raising the Bar for Hydraulic Fracturing

As one of the largest financiers of the oil and gas sector, we Amanda Starbuck,Energy & Finance ProgramDirector, RainforestAction Network

saw a need to thoroughly understand the environmental andsocial impacts associated with the use of hydraulic fracturingto extract oil and natural gas. We also saw an opportunityto identify best practices and raise performance across thesector more broadly. In 2012, we launched a major effort toengage with our clients, academic and technical experts,environmental organizations, government agencies, investorsand other stakeholders. We subsequently developed a riskassessment framework to enable us to consistently andcomprehensively assess our clients policies and practices.We believe this approach is an effective model for assessingrisk and raising overall performance that can be replicatedfor other sectors or activities.

Q:What is the roleof the financialservices industryin addressingclimate change?

A:2012 was a year ofextreme storms anddrought that reminded usof the scale and urgency ofclimate change. Addressingthis challenge requires afundamental shift in ourenergy economy. That is why,in 2013, an environmentallyresponsible bank must domore to address its largestclimate impacts: the footprintof the activities it funds.

SUSTAINABLE OPERATIONSWe work to manage our operations in an efficient andsustainable manner.

A key focus is reducing energy use and related greenhouse gas emissions in ourcorporate real estate. We achieved our goal to reduce greenhouse gas emissions by 20%below 2005 levels by the end of 2012, and have established a new goal to reduce emissions byanother 20% below our 2012 baseline by the end of 2020. We have installed solar photovoltaic

arrays totaling over 1 megawatt of generating capacity at two of our data centers and sixretail bank branches in the U.S., and we are exploring installation of onsite solar energy,thermal hot water, and wind turbines at more facilities. Further initiatives include managingthe lifecycle impacts of our paper consumption and minimizing our waste streams.


28/30



GOVERNANCE, ETHICS AND RISK MANAGEMENT ANDSUPPORTING OUR PEOPLE

GOVERNANCE, ETHICS AND

RISK MANAGEMENTUpholding strong corporate governance standards andadhering to the highest ethical standards are essential to beingan accountable, transparent and well-managed company.

We have robust corporate governance policies and processes in place covering the functions,composition and other operations of our Board of Directors and for communicating andensuring our employees adherence to our Code of Conduct.

We also have structures and processes in place to provide controls and ongoing managementof the major risks we face. Risk is an inherent part of JPMorgan Chases business activities,but we fell short on multiple control issues in 2012, including sustaining a significant lossby our Chief Investment Office. As a result, we have made our control agenda our #1 priority,and are devoting an enormous amount of resources to dramatically strengthen our systems,processes and structures for managing risk and meeting regulatory obligations. We haveestablished a new Firmwide Oversight & Controls Group to direct this effort. See our 2013Proxy statement and 2012 Annual Report for more detail.

HIGHLIGHTS OF OUR2012 GLOBALEMPLOYEE SURVEY:

76%of employees said they aresatisfied with the company

85%said they are proud ofthe company

83%said they are committed toremaining with the company

SUPPORTING OUR PEOPLE

Supporting and developing our 260,000 employees areresponsibilities we take very seriously.

We take a holistic approach that considers the entire employee experience, both in theworkplace from the hiring and orientation process, to career development and mobility,to promoting diversity and inclusion and outside of the workplace, through health andwellness programs, retirement benefits, childcare support and other work-life services.

We take great pride in the recognition we continue to receive as a great place to work andgrow. In 2012, we were ranked The Worlds Most Attractive Employer Amongst FinancialServices Firms by Universum, by career seekers from the worlds 12 largest economies;one of the 40 Best Companies for Diversity by BLACK ENTERPRISEmagazine; one of the

Working Mother 100 Best Companies by Working Mothermagazine, to name just a few.Additionally, we scored 100% on the Human Rights Campaigns Corporate Equality Index,and we were featured as a Top 100 Employer on the Stonewall Equality Index in the U.K., forsupporting an inclusive workplace for lesbian, gay, bi-sexual and transgender employees.


29/30

JPMORGAN CHASECorporate Responsibility

Summary Report 2012

ABOUT JPMORGAN CHASE

2012 2011 2010

FINANCIAL HIGHLIGHTS:

About This ReportJPMorgan Chase reports annually on our corporate responsibility performance. This isa summary of our full 2012 Corporate Responsibility Report, which is available as a PDFon our website. For complete financial and organizational information, please see our2012 Annual Report.

This report covers the period January 1, 2012 to December 31, 2012, though in someinstances, information from 2013 and prior years is included where relevant. Reportingand performance data includes information on JPMorgan Chase and its subsidiaries.

We developed this report following the Global Reporting Initiative (GRI) G3.1 reportingframework including the Financial Services Sector Supplement. We are self-declaring at aB application level, and we provide a GRI index in our full Corporate Responsibility Report.

To contact the Office of Corporate Responsibility,e-mail: [email protected]

www.jpmorganchase.com

Corporate ResponsibilityFull Report

2012 COR P OR ATE R ESP ONSIB ILITY R EP OR T

GLOBALSTRENGTH,LOCALIMPACT

FOR MORE INFORMATION:

NET INCOME

$21,284m

$18,976m

$17,370m

NET REVENUE

$97,031m

$97,234m

$102,694m

RETURN ON EQUITY

11%

11%

10%

JPMORGAN CHASE BUSINESSESJPMorgan Chase & Co. (NYSE: JPM) is a leading global financial services firm and on

of the largest banking institutions in the United States, with operations worldwide; thefirm has $2.4 trillion in assets and $204.1 billion in stockholders equity. The firm is aleader in investment banking, financial services for consumers and small businesses,commercial banking, financial transaction processing, asset management and privateequity. A component of the Dow Jones Industrial Average, JPMorgan Chase & Co.serves millions of consumers in the United States and many of the worlds mostprominent corporate, institutional and government clients under its J.P. Morgan andChase brands.

e

Information about the firm is available atjpmorganchase.com. The firms 2012 AnnualReport is available at http://investor.shareholder.com/jpmorganchase/annual.cfm.

JPMorgan Chase

Consumer Businesses Wholesale BusinessesConsumer & Community Banking Corporate &

Investment BankCommercial

BankingAsset

Management

Consumer& Business

Banking

MortgageBanking

Card, MerchantServices& Auto

Banking Markets& InvestorServices

MiddleMarketBanking

CommercialTerm Lending

CorporateClientBanking

Real EstateBanking

PrivateBanking

InvestmentManagement

Highbridge/Gavea

ConsumerBanking

BusinessBanking

Chase WealthManagement

MortgageProduction

MortgageServicing

Real EstatePortfolios

Card ServicesCredit CardMerchantServices

Auto &Student

InvestmentBanking

TreasuryServices

Lending

Fixed IncomeMarkets

EquityMarkets

SecuritiesServices

CreditAdjustments

& Other

JPMorgan Chase, J.P. Morgan, Chase, the octagon symbol and other words or symbols in this report that

identify JPMorgan Chase products or services are service marks of JPMorgan Chase & Co. Other words orsymbols in this report that identify other parties goods and services may be trademarks or service marks ofthose other parties.

2013 JPMorgan Chase & Co. All rights reserved.
http://www.jpmorganchase.com/http://www.jpmorganchase.com/corporate/Corporate-Responsibility/corporate-responsibility.htmhttp://www.jpmorganchase.com/corporate/Corporate-Responsibility/corporate-responsibility.htmhttp://www.jpmorganchase.com/corporate/Corporate-Responsibility/corporate-responsibility.htmhttp://www.jpmorganchase.com/corporate/Corporate-Responsibility/corporate-responsibility.htmhttp://www.jpmorganchase.com/corporate/Corporate-Responsibility/corporate-responsibility.htmhttp://www.jpmorganchase.com/corporate/Corporate-Responsibility/corporate-responsibility.htmhttp://www.jpmorganchase.com/corporate/Corporate-Responsibility/corporate-responsibility.htmhttp://www.jpmorganchase.com/corporate/Corporate-Responsibility/corporate-responsibility.htmhttp://www.jpmorganchase.com/http://www.jpmorganchase.com/http://investor.shareholder.com/jpmorganchase/annual.cfmhttp://investor.shareholder.com/jpmorganchase/annual.cfmhttp://investor.shareholder.com/jpmorganchase/annual.cfmhttp://www.jpmorganchase.com/corporate/Corporate-Responsibility/corporate-responsibility.htmhttp://www.jpmorganchase.com/http://www.jpmorganchase.com/


30/30

jpmorganchase.com
http://www.jpmorganchase.com/http://www.jpmorganchase.com/

225375 jpmc summary report aw linked v3 adjusted ada (1)

Documents