C O N S U M E R & C O M M U N I T Y B A N K I N G

1 CONSUMER & COMMUNITY BANKING. Gordon Smith, Chief Executive Officer Consumer & Community Banking February 23, 2016. Agenda Page Consumer & Community Banking 1. Payments 20. Credit Card 29. Mortgage Banking 36. Consumer Banking 43. Appendix 51. CONSUMER & COMMUNITY BANKING. 1. CCB. Payments Credit Card Mortgage Banking Consumer Banking We remain focused on a consistent set of strategic priorities Deepen relationships with our customers, simplify and improve customer experience Execute expense reduction initiatives and rationalize cost structure Maintain strong control environment and automate processes Ensure highest level of information security standards Increase digital engagement by delivering differentiated experiences Lead payments innovation by delivering solutions that address merchant and consumer needs CONSUMER & COMMUNITY BANKING. 2. CCB. Payments Credit Card Mortgage Banking Consumer Banking Performance targets Consumer & Community Banking targets 2015 Investor Day Medium Medium term term guidance 2014 2015 guidance (+/-) (+/-).

2 Card net charge-off rate1 Card Services revenue margin Consumer & Auto net charge-off rate Community Banking Mortgage Banking net charge-off rate1,2 (CCB). Business Banking net charge-off rate N/A. CCB ROE 18% 18% 20% 20%. CONSUMER & COMMUNITY BANKING. CCB 2015 ($B) % of JPMC. Net revenue $ 45%. Net income $ 40%. 1 Excludes held-for-sale loans 2 Excludes the impact of purchased credit-impaired (PCI) loans 3. CCB. Payments Credit Card Mortgage Banking Consumer Banking We have continued momentum across key business drivers Key business drivers $ in billions, except ratios and where otherwise noted, all balances are average 2015 YoY . Consumer & Households (mm) 1%. Community Banking Active mobile users (mm) 20%. New accounts opened1 (mm) (1%). Sales volume1 $496 7%. Credit Card Loans $126 1%. Net charge-off rate2 (24bps). Commerce Solutions Merchant processing volume $949 12%. Loan and lease originations $32 18%. Auto Finance Loan and lease portfolio $64 9%.

3 Total mortgage originations $106 36%. Third-party mortgage loans serviced $715 (9%). Mortgage Banking Loans $204 11%. Mortgage Banking net charge-offs3 $ (41%). CONSUMER & COMMUNITY BANKING. Deposits $101 11%. Business Banking Loans $20 6%. Loan originations $7 3%. Deposits $414 9%. Consumer Banking Client investment assets (end of period) $219 2%. 1 Excludes Commercial Card 2 Excludes held-for-sale loans 3 Excludes write-offs of purchased credit-impaired (PCI) loans 4. CCB. Payments Credit Card Mortgage Banking Consumer Banking We continue to improve our customer experience Power retail banking satisfaction1,2 Mortgage originations net promoter score3. Power overall satisfaction index 820. +38. 800. 780. 760 2010 2015. Power credit card satisfaction4. 740. Chase +81. 720. Midsize Banks CONSUMER & COMMUNITY BANKING. Industry Average 700 Regional Banks Big Banks 0. 680. 2010 2011 2012 2013 2014 2015 2010 2015. Rank 5 3. 1 Source: Power Retail Banking Satisfaction Study 2 Big Banks defined as top six banks 3 Note: Net promoter score = % promoters minus % detractors 4 Source: Power Credit Card Satisfaction Study 8/20/2015 and 8/19/2010.

4 5. CCB. Payments Credit Card Mortgage Banking Consumer Banking We see strong growth in deposits and core loans Consumer & Community Banking average deposits ($B) Consumer & Community Banking average loans1 ($B). Card Mortgage Banking 3. Auto 2 Business Banking/Other CAGR Non-core loans (all LOBs). +9% Total: +7% 2012 2015. Core: +19% CAGR. Total: $417 +1%. $409. $393 $391. Non-core loans: $115. (15%). $184 $159 $137. $20. $531 $56. $487 $18. $453 $15 $16. $414 $53. $48 $51. $108 Core $69 loans: $53 $57 +10%. CONSUMER & COMMUNITY BANKING. $109 $110 $114 $118. 2012 2013 2014 2015 2012 2013 2014 2015. Note: Numbers may not sum due to rounding 1 Includes held-for-sale loans 2 Non-core loans include runoff portfolios, discontinued product/products no longer originated, and/or business simplification efforts 3 Other includes securities-based lending of $ in 2013, $ in 2014 and $ in 2015. 6. CCB. Payments Credit Card We have built high-quality lending portfolios that will be resilient through-the- Mortgage Banking Consumer Banking cycle Credit Card1 Auto Finance2 Mortgage Banking3.

5 Balance transfers ($B) % of originations with LTV >120% % of originations retained with LTV >80%. (72%). 18%. 20%. 13%. 11%. 1%. 2008 2015 2008 2015 2015 2008 2015. Industry Average bank card debt / income % of originations with FICO <680 % of originations retained with FICO <680. (12ppt) 24%. 48%. 30%. CONSUMER & COMMUNITY BANKING. 20%. <1%. 2008 2015 2008 2015 2015 2008 2015. Industry 1 Balance transfers include cash advances. Average bank card debt / self-reported income is for new accounts booked in 2008 and 2015. 2 Excludes operating leases. Industry LTV data per Power PIN. Industry FICO data per Experian AutoCount 3 Reflects first-lien originations retained on balance sheet. Excludes Home Equity and Private Bank loans 7. CCB. Payments Credit Card Mortgage Banking Consumer Banking Credit losses are at low levels, but we rigorously monitor for signs of stress Credit Card net charge-offs Net charge-offs ($mm) Net charge-off rate (%)1. $1,500 $1,000 $500 $0 2 3.

6 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 4Q14 1Q15 2Q15 3Q15 4Q15. Auto Finance net charge-offs Net charge-offs ($mm) Net charge-off rate (%). $80 $60 $40. $20 $0 4. 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 4Q14 1Q15 2Q15 3Q15 4Q15. CONSUMER & COMMUNITY BANKING. Mortgage Banking non-credit impaired net charge-offs Net charge-offs ($mm) Net charge-off rate (%). $1,000 $500. $0 5 6. 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 4Q14 1Q15 2Q15 3Q15 4Q15. Note: For footnoted information, refer to appendix 8. CCB. Payments Credit Card Mortgage Banking Consumer Banking We have reduced expense by ~$4B and headcount by ~43K since 2012. CCB expense ($B) CCB headcount (K)1. ($ ). ( ). $ $ $ $ CONSUMER & COMMUNITY BANKING. 2012 2013 2014 2015 2012 2013 2014 2015. 1 Includes employees and contractors; 2013 headcount adjusted for ~1,250 reduction effective January 1, 2014. The prior period headcount figures have been revised to conform with the current presentation 9.

7 CCB. Payments Credit Card Our expense reduction initiatives are on track and we are making additional Mortgage Banking Consumer Banking investments in opportunities that will generate strong returns CCB expense ($B). On track to reduce structural expenses by $ $ ($ ) $ Marketing Mortgage Banking Innovation Strong auto lease growth transformation in payments driving $1B of incremental Branch transaction and digital lease depreciation migration Digital adoption $ Incremental investment of $ $ in marketing and innovation in payments and digital CONSUMER & COMMUNITY BANKING. As a result, CCB expense will be down $1B from 2014 to exit 2016 / 2017. 2014 Structural Auto lease Incremental Exit 2016 /. expenses growth investments 2017 1. 1 Excludes one-time FDIC charge of ~$200mm 10. CCB. Payments Credit Card Mortgage Banking Consumer Banking Mortgage Banking transformation Mortgage Banking headcount (K)1 Mortgage Banking transformation progress (25).

8 Continue to right-size the business Improve quality of servicing portfolio by actively managing down default inventory Continued investment in technology to 51. enhance the customer experience and 38 strengthen controls 29. 26. CONSUMER & COMMUNITY BANKING. Continued simplification of the business 2012 2013 2014 2015. 1 Includes employees and contractors; 2013 headcount adjusted for ~1,250 reduction effective January 1, 2014. The prior period headcount figures have been revised to conform with the current presentation 11. CCB. Payments Credit Card Mortgage Banking Consumer Banking Branch transaction migration We are making it easier for customers to self-serve Annual teller transactions (mm)2. ~(100). Enabling more ATM and mobile transactions New mobile and online functionality launched in 2015. ~90% of all teller transactions will be ATM-enabled (up from ~50% historically). Higher funds availability and withdrawal limits at 2012 2015. the ATM, higher Chase QuickDepositSM limits Transactional staff (K)3.

9 Driving digital adoption at account opening (12). Digital account set up now part of account opening process CONSUMER & COMMUNITY BANKING. 65% of new Consumer Banking customers are mobile active after 6 months, up from 53% in 20141. 2012 2015. 1 90-day mobile active activity based on 6 months after account opening in respective vintage 2 Teller transactions include all open households that transact in the branch for that respective year 3 Transactional staff includes Tellers, Sales and Service Associates and Assistant Branch Managers 12. CCB. Payments Credit Card Mortgage Banking Consumer Banking Customer preference for our digital assets enables us to lower cost to serve Consumer Bank primary bank customers impact of digitally-centric behavior1. Digitally-centric is growing Retention rates are higher Cost to serve is lower % of primary bank customers who Attrition2 Average annual service cost3. are digitally-centric +11ppt (8ppt) ~(50%).

10 CONSUMER & COMMUNITY BANKING. 4Q2012 4Q2015 All other primary Digitally-centric All other primary Digitally-centric relationships relationships Note: For footnoted information, refer to appendix 13. CCB. Payments Credit Card Mortgage Banking Consumer Banking Paperless adoption Driving paperless adoption Paper statements (mm). (136). Paper statement delivery costs ~$ , while electronic statement delivery costs ~$ To drive paperless adoption, we are focused on: 2012 2015. Simplifying the paperless enrollment Paperless account enrollments (mm). process for customers Increasing types of documents eligible for paperless delivery +28. Over 60% of new checking accounts CONSUMER & COMMUNITY BANKING. are paperless within 30 days, up from ~25% two years ago 2012 2015. 1 Cost represents average delivery costs across CCB. 14. CCB. Payments Credit Card Mortgage Banking Consumer Banking Travel & Entertainment, vendor rationalization and real estate strategy Travel & Entertainment spend Number of vendors Non-branch buildings (33%) (20%) (127).