Jpmannualreport 2018
Jpmannualreport 2018
Financial Highlights
Reported basis(a)
Total net revenue $ 109,029 $ 100,705 $ 96,569
Total noninterest expense 63,394 59,515 56,672
Pre-provision profit 45,635 41,190 39,897
Provision for credit losses 4,871 5,290 5,361
Net income $ 32,474 $ 24,441 $ 24,733
Per common share data
Net income per share:
Basic $ 9.04 $ 6.35 $ 6.24
Diluted 9.00 6.31 6.19
Cash dividends declared 2.72 2.12 1.88
Book value 70.35 67.04 64.06
Tangible book value (TBVPS)(b) 56.33 53.56 51.44
Selected ratios
Return on common equity 13 % 10 % 10 %
Return on tangible common equity (ROTCE)(b) 17 12 13
Common equity Tier 1 capital ratio(c) 12.0 12.1 12.2
Tier 1 capital ratio(c) 13.7 13.8 13.9
Total capital ratio(c) 15.5 15.7 15.2
Selected balance sheet data (period-end)
Loans $ 984,554 $ 930,697 $ 894,765
Total assets 2,622,532 2,533,600 2,490,972
Deposits 1,470,666 1,443,982 1,375,179
Common stockholders’ equity 230,447 229,625 228,122
Total stockholders’ equity 256,515 255,693 254,190
Market data
Closing share price $ 97.62 $ 106.94 $ 86.29
Market capitalization 319,780 366,301 307,295
Common shares at period-end 3,275.8 3,425.3 3,561.2
Headcount 256,105 252,539 243,355
(a) Results are presented in accordance with accounting principles generally accepted in the United States of America, except where
otherwise noted.
(b) TBVPS and ROTCE are each non-GAAP financial measures. For further discussion of these measures, refer to Explanation and
Reconciliation of the Firm’s Use of Non-GAAP Financial Measures and Key Financial Performance Measures on pages 57–59.
(c) The ratios presented are calculated under the Basel III Fully Phased-In Approach, and they are key regulatory capital measures.
For further discussion, refer to “Capital Risk Management” on pages 85-94.
JPMorgan Chase & Co. (NYSE: JPM) is a leading global financial services firm with assets
of $2.6 trillion and operations worldwide. The firm is a leader in investment banking,
financial services for consumers and small businesses, commercial banking, financial
transaction processing and asset management. A component of the Dow Jones Industrial
Average, JPMorgan Chase & Co. serves millions of customers in the United States and
many of the world’s most prominent corporate, institutional and government clients
under its J.P. Morgan and Chase brands.
Information about J.P. Morgan’s capabilities can be found at jpmorgan.com and about
Chase’s capabilities at chase.com. Information about JPMorgan Chase & Co. is available
at jpmorganchase.com.
89%
#1 YOU INVEST TOP 10
#1 in U.S. retail 89% of You Invest customers are Ranked Top 10 on Fortune magazine’s
deposit growth first-time investors with Chase World’s Most Admired Companies list
20,000
FINANCING/AFFORDABLE
PROPERTIES #1 #1
Financing for 20,000 affordable #1 most visited banking portal in the U.S. #1 U.S.
properties for low-income individuals • 49 million active digital customers multifamily lender
across the U.S. • 33 million active mobile customers
FIRST
#1 $1T OF M&A U.S. BANK
WITH DIGITAL COIN
#1 in global investment banking fees Advisor on more than First U.S. bank with
for the 10th consecutive year $1 trillion of announced M&A a digital coin
transactions
$500 million AdvancingCities initiative 83% of long-term mutual fund assets 10% wage increase,
to create economic opportunity in cities under management ranked in the on average, to $15–$18 per hour
around the world top two quartiles over the 10-year period for 22,000 employees
Dear Fellow Shareholders,
Jamie Dimon,
Chairman and
Chief Executive Officer
Once again, I begin this annual letter to shareholders with a sense of pride about
our company and our hundreds of thousands of employees around the world. As I
look back on the last decade — a period of profound political and economic change
— it is remarkable how much we have accomplished, not only in terms of financial
performance but in our steadfast dedication to help clients, communities and
countries all around the world.
In 2018, we continued to accelerate investments in products, services and
technology. For example, for the first time in nearly a decade, we extended our
presence in several states with new Chase branches (we plan to open another 400
new branches in the next few years). In addition, we started a new digital investing
platform: You Invest; we launched our partnership with Amazon and Berkshire
Hathaway in healthcare; we broadened our commitment to create opportunities
for jobs and prosperity and reduce the wealth gap for black Americans with
Advancing Black Pathways (announced in February 2019); and we launched our
2
AdvancingCities initiative to support job and wage growth in communities most
in need of capital. While it is too soon to assess the impact of these efforts, we’re
seeing terrific results so far.
2018 was another strong year for JPMorgan Chase, with the firm generating record
revenue and net income, even without the impact of tax reform. We earned
$32.5 billion in net income on revenue1 of $111.5 billion, reflecting strong underlying
performance across our businesses. Adjusting for the enactment of the Tax Cuts
and Jobs Act, we now have delivered record results in eight of the last nine years,
and we have confidence that we will continue to deliver in the future. Each line
of business grew revenue and net income for the year while continuing to make
significant investments in products, people and technology. We grew core loans
by 7%, increased deposits in total by 3% and generally grew market share across
our businesses, all while maintaining credit discipline and a fortress balance
sheet. In total, we extended credit and raised capital of $2.5 trillion for businesses,
institutional clients and U.S. customers.
In last year’s letter, we emphasized how important a competitive global tax system
is for America. Over the last 20 years, as the world reduced its tax rates, America
did not. Our previous tax code was increasingly uncompetitive, overly complex, and
loaded with special interest provisions that created winners and losers. This drove
down capital investment in the United States, which reduced domestic productivity
and wage growth. The new tax code establishes a business tax rate that will
make the United States competitive around the world and frees U.S. companies
to bring back profits earned overseas. The cumulative effect of capital retained
and reinvested over many years in the United States will help cultivate strong
businesses and ultimately create jobs and increase wages.
For JPMorgan Chase, all things being equal (which they are not), the new lower
tax rates added $3.7 billion to net income. For the long term, we expect that
some or eventually most of that increase will be erased as companies compete
for customers on products, capabilities and prices. However, we did take this
opportunity in the short term to massively increase our investments in technology,
new branches and bankers, salaries (we now pay a minimum of $31,000 a year
for full time entry-level jobs in the United States), philanthropy and lending
(specifically in lower income neighborhoods).
1
Represents managed revenue.
3
Earnings, Diluted Earnings per Share and Return on Tangible Common Equity
2004–2018
($ in billions, except per share and ratio data)
$32.5
Adjusted net income1
$26.9
$24.7 $9.00
$24.4 $24.4
24%
22% $21.3 $21.7 $21.7
$19.0
$17.4 $17.9 $6.00 $6.19
15%
$15.4 13% $6.31
11% 17% Adjusted
15% $14.4 10% 15% 15%
13% 13% ROTCE1 was
$5.19 $5.29 12%
13.6%,
10% $11.7
$4.48 $4.34 for 2017
$4.00 $4.33 6% $3.96
$8.5
$2.35 $5.6 $2.26
$4.5 $1.35
$1.52
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Net income Diluted earnings per share Return on tangible common equity (ROTCE)
1
Adjusted results, a non-GAAP financial measure, exclude a $2.4 billion decrease to net income, for 2017, as a result of the enactment of the Tax Cuts and Jobs Act.
$92.01
$63.83 $65.62
$58.17
$51.88
$47.75 $56.33
$43.93 $53.56
$38.70 $39.83 $40.36 $39.36 $39.22 $51.44
$36.07 $35.49 $48.13
$44.60
$38.68 $40.72
$33.62
$30.12
$27.09
$21.96 $22.52
$16.45 $18.88
$15.35
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
4
As you know, we believe tangible book value per share is a good measure of the
value we have created for our shareholders. If our asset and liability values are
appropriate — and we believe they are — and if we can continue to deploy this
capital profitably, we think we can continue to exceed 15% return on tangible
equity for the next several years (and potentially at or above 17% in the near term),
assuming there is not a significant downturn. If we can earn these types of returns,
our company should ultimately be worth considerably more than tangible book
value. The chart on the bottom of the opposite page shows that tangible book value
“anchors” the stock price.
Bank One/JPMorgan Chase & Co. tangible book value per share performance vs. S&P 500 Index
Tangible book value over time captures the company’s use of capital, balance sheet and profitability. In this chart, we are looking at
heritage Bank One shareholders and JPMorgan Chase & Co. shareholders. The chart shows the increase in tangible book value per share;
it is an after-tax number that assumes all dividends were retained vs. the Standard & Poor’s 500 Index (S&P 500 Index), which is a
pre-tax number that includes reinvested dividends.
1
On March 27, 2000, Jamie Dimon was hired as CEO of Bank One.
In the last five years, we have bought back almost $55 billion in stock or
approximately 660 million shares, which is nearly 20% of the company’s common
shares outstanding. In prior letters, I explained why buying back our stock at
tangible book value per share was a no-brainer. Seven years ago, we offered an
example of this: If we bought back a large block of stock at tangible book value,
earnings and tangible book value per share would be substantially higher just four
years later than without the buyback. While we prefer buying back our stock at
tangible book value, we think it makes sense to do so even at or above two times
tangible book value for reasons similar to those we’ve expressed in the past. If we
buy back a big block of stock this year, we would expect (using analysts’ earnings
5
estimates) earnings per share in five years to be 2%–3% higher and tangible book
value to be virtually unchanged. We want to remind our shareholders that we much
prefer to use our capital to grow than to buy back stock. I discuss stock buybacks
later in this letter.
JPMorgan Chase & Co. S&P 500 Index S&P Financials Index
While we don’t run the company worrying about the stock price in the short run, in
the long run our stock price is a measure of the progress we have made over the
years. This progress is a function of continual investments, in good and bad times,
to build our capabilities — our people, systems and products. These important
investments drive the future prospects of our company and position it to grow
and prosper for decades. Whether looking back over five years, 10 years or since
the JPMorgan Chase/Bank One merger (approximately 14 years ago), our stock
has significantly outperformed the Standard & Poor’s 500 Index and the Standard
& Poor’s Financials Index. And this growth came during a time of unprecedented
challenges for banks — both the Great Recession and the extraordinarily difficult
legal, regulatory and political environment that followed.
6
JPMorgan Chase stock is owned by large institutions, pension plans, mutual funds
and directly by individual investors. However, it is important to remember that
in almost all cases, the ultimate beneficiaries are individuals in our communities.
Well over 100 million people in the United States own stock, and a large
percentage of these individuals, in one way or another, own JPMorgan Chase
stock. Many of these people are veterans, teachers, police officers, firefighters,
retirees, or those saving for a home, school or retirement. Your management
team goes to work every day recognizing the enormous responsibility that we
have to perform for our shareholders.
In the first section of this letter, I try to give a comprehensive understanding of
how we run our company, including how we think about building shareholder
value for the long run. In that section, I highlight our strong belief that building
shareholder value can only be done in conjunction with taking care of employees,
customers and communities. This is completely different from the commentary
often expressed about the sweeping ills of naked capitalism and institutions only
caring about shareholder value.
In the second section of this letter, I comment on important forward-looking issues.
While we remain optimistic about the long-term growth of the United States and
the world, the near-term economic and political backdrop is increasingly complex
and fraught with risks — both known and unknown. And we face a future with less
overall confidence in virtually all institutions, from corporations to governments
to the media. The extremely volatile global markets in the fourth quarter of 2018
might be a harbinger of things to come — creating both risks for our company and
opportunities to serve our clients.
The third section of this letter is about public policy, specifically American public
policy, which is a major concern for our country and, therefore, our company.
Again, I try to give a comprehensive, multi-year overview of what I see as some of
our problems and suggest a few ways they can be addressed. One consistent theme
is completely clear: Businesses, governments and communities need to work as
partners, collaboratively and constructively, to analyze and solve problems and
help strengthen the economy for everyone’s benefit.
7
I. JPMorgan Chase Principles and Strategies Page 10
1. First and foremost, we look at our business from the point of view of the
customer. Page 10
3. We will maintain a fortress balance sheet — and fortress financial principles. Page 16
1. We need to continue to restore trust in the strength of the U.S. banking system
and global systemically important financial institutions. Page 26
2. We have to remind ourselves that responsible banking is good and safe banking. Page 29
5. On the importance of the cloud and artificial intelligence, we are all in. Page 34
6. We remain devoted and diligent to protect privacy and stay cyber safe —
we will do what it takes. Page 35
7. We know there are risks on the horizon that will eventually demand
our attention. Page 36
8. We are prepared for — though we are not predicting — a recession. Page 40
8
III. Public Policy Page 41
2. We must have a proper diagnosis of our problems — the issues are real
and serious — if we want to have the proper prescription that leads to
workable solutions. Page 42
3. All these issues are fixable, but that will happen only if we set aside partisan
politics and narrow self-interest — our country must come first. Page 46
9
I. J PM ORG AN CHA SE PR IN CIP L E S AND ST R AT EGI E S
In this section, I want to give the reader a comprehensive view of how we run the company.
We manage the company consistently with these principles in mind – and they have stood
the test of time. We also strive to satisfy, and even exceed, the requirements of our regu-
lators and governments around the globe – and we think these principles are a critical
component of that.
1. First and foremost, we look at our business from the point of view of the customer.
Customer needs are what gets our attention. We energetically drive organic growth.
We believe that in a hyper-competitive world We continue to drive good and healthy
(from competitors known and unknown), the organic growth (meaning good customers,
best strategy – both offensive and defensive products and services they need and want
– is to give the customer more: something at fair and reasonable prices), and while
better, faster or more efficiently. We are we are happy with our progress, we recog-
always on a quest to improve our products nize that we won’t meet every goal we set
and services, and, for the most part, this is for ourselves and can always do better. In
done with enhancements in technology and past letters, we have identified many areas
through the continual training of our people. of organic growth. Our achievements with
Most fundamental of all is doing the right these initiatives are detailed in the CEO
thing for our customers – in all cases. letters in this Annual Report, but a few of
the critical strategies are highlighted in the
sidebar below.
Consumer & • By 2022, we expect 93% of the U.S. population to be in our Chase footprint
Community as we expand our branch network to new markets with an integrated
physical and digital approach. In addition to entering the Washington, D.C.,
Banking
Philadelphia and Boston markets in 2018, we recently announced nine new
markets for 2019, including Charlotte, Minneapolis, Nashville and St. Louis.
10
• Customers recently began receiving personalized merchant offers and
discounts from ChaseOffersSM. This program ramped up rapidly, with
customers activating 25+ million offers across 7 million cards in the initiative’s
first three months. CreditJourneySM, with more than 15 million users enrolled,
has also been a tremendously successful way to engage customers through
access to credit score information and identity protection.
• And later this year, we’ll make it easier for our credit card customers to
borrow on their existing lines through two new products — My Chase PlanSM,
allowing customers to finance a specific purchase at a reasonable cost at
the point of sale; and My Chase LoanSM, letting customers borrow against
their unused credit limit and pay back their debt in fixed amounts at a
competitive rate. These products enable us to compete for the approximately
$250 billion in card loans that our existing customers have with competitors.
Corporate & • We have been #1 in investment banking for the past decade and finished
Investment Bank 2018 with 8.7% of global wallet share, the industry’s best. Still, we believe
we can increase our share over time as we continue to add bankers
selectively and leverage technology to provide better data and insights
to our clients.
• Our Corporate & Investment Bank is one of the few truly global businesses
in the financial services industry. As emerging countries take their place on
the global stage, we will be there to support them. The investments we are
making in China and in other emerging markets today will result in our
international growth for years to come.
11
Commercial • Being able to deliver the broad-based capabilities of JPMorgan Chase at a
Banking very local level is a key competitive advantage. Since launching our Middle
Market expansion efforts, we are now local in 39 new markets and have
added 2,800 clients, resulting in 22% compounded revenue growth over the
last three years. Our growth potential for Middle Market business isn’t just
limited to our expansion markets. Through data-driven analysis, we’ve
identified nearly 38,000 prospective clients nationally. Some of our most
exciting opportunities are within our legacy markets like New York, Chicago,
Dallas and Houston, where we have been for over a century.
Asset & Wealth • We are using data and technology to transform how we interact with clients.
Management By integrating our human expertise with distinctive digital offerings like You
Invest, we have been able to attract new clients, 89% of whom are first-time
investors with Chase.
12
I. JPMORG AN CHAS E PRINCIPLES AND STRATEGIES
The charts below show JPMorgan Chase’s happy, repeat customers. They have plenty
fairly consistent growth over the years. of other choices.
This kind of growth only comes from
Global investment banking fees10 #2 #1 #1 >80% of Fortune 500 companies do business with us
Market share10 8.7% 8.1% 8.7% Presence in over 100 markets globally
Total Markets revenue11 #8 #1 #1 #1 in 16 businesses — compared to 8 in 201422
Market share11 6.3% 10.7% 11.6% #1 in global investment banking fees for the 10th
Corporate & FICC11 #7 #1 #1 consecutive year10
Investment Market share11 7.0% 11.1% 11.9% Consistently ranked #1 in Markets revenue since 201211
Bank Equities11 #8 co–#1 co–#1 J.P. Morgan Research ranked as the #1 Global
Market share11 5.0% 9.9% 11.2% Research Firm12
Assets under custody ($T) $13.9 $23.5 $23.2 #1 in USD payments volume13
Top 3 custodian globally14
# of top 50 MSAs with dedicated teams 26 50 50 133 locations across the U.S.
Bankers 1,203 1,766 1,922 26 international locations
New relationships (gross) NA 1,062 1,232 17 specialized industry coverage teams
Commercial Average loans ($B) $53.6 $198.1 $205.5 #1 traditional Middle Market Bookrunner17
Banking Average deposits ($B) $73.6 $177.0 $170.9 20,000 affordable housing units financed in 2018
Gross investment banking revenue ($B)16 $0.7 $2.4 $2.5
Multifamily lending15 #28 #1 #1
Ranking of 5-year cumulative net client Serve clients across the entire wealth spectrum
asset flows23 NA #2 #2 Business with 55% of the world’s largest pension funds,
North America Private Bank (Euromoney)18 #1 #1 #1 sovereign wealth funds and central banks
Client assets ($T) $1.3 $2.8 $2.7 Fiduciaries across all asset classes
Asset & Wealth
Active AUM market share24 1.8% 2.5% 2.5% 83% of 10-year long-term mutual fund assets under
Management
North America Private Bank client management (AUM) performed above peer median19
assets market share25 3% 4% 4% Revenue and long-term AUM balance growth ~90%
Average loans ($B) $26.5 $123.5 $138.6 since 2006
# of Wealth Management client advisors 1,506 2,605 2,865
For information on footnotes 1–19, refer to slides 32-33 in the JPMorgan Chase 2019 Investor Day — Firm Overview presentation, which is available on JPMorgan Chase & Co.’s
website (https://www.jpmorganchase.com/corporate/investor-relations/document/2019_firm_overview_ba56d0e8.pdf), under the heading Investor Relations, Events & Presentations,
JPMorgan Chase 2019 Investor Day, and on Form 8-K as furnished to the U.S. Securities and Exchange Commission (SEC) on February 26, 2019, which is available on the SEC’s
website (www.sec.gov).
20
2006 reflects First Data joint venture.
21
Source: Barlow Research Associates, Primary Bank Market Share Database as of 4Q18. Rolling eight quarter average of small businesses with revenue of $100,000 – <$25 million.
22
Source: Ranks for Banking – Dealogic as of January 1, 2019, and ranks for Markets, Treasury Services and Securities Services – Coalition, preliminary 2018 rank analysis based on
JPMorgan Chase’s business structure.
23
Source: Company filings and JPMorgan Chase estimates. Rankings reflect competitors in the peer group with publicly reported financials and 2018 client assets of at least $500B
as follows: Allianz Group, Bank of America Corporation, Bank of New York Mellon Corporation, BlackRock, Inc., Credit Suisse Group AG, Franklin Resources, Inc., The Goldman Sachs
Group, Inc., Invesco Ltd., Morgan Stanley, T. Rowe Price Group, Inc. and UBS Group AG. JPMorgan Chase’s ranking reflects AWM client assets, Chase Wealth Management investments
and new-to-firm Chase Private Client deposits.
24
Source: Strategic Insight as of February 2019. Reflects active long-term mutual funds and exchange-traded funds only. Excludes fund of funds and money market funds.
25
Source: Capgemini World Wealth Report 2018. Market share estimated based on 2017 data (latest available).
NM = Not meaningful B = Billions
NA = Not available T = Trillions
FICC = Fixed Income, Currencies and Commodities
MSAs = Metropolitan statistical areas
USD = U.S. dollar
13
I. JPMOR GA N CH A SE P R I N C I PL ES A N D ST R AT EG I ES
($ in billions) $2,357
$2,307 $227
$167
$167 $136 $1,789
$1,693
$1,621 $1,619
$1,519
$1,392 $1,443
$1,264
$1,115 $1,158
$1,088
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Corporate clients Commercial clients Consumer
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Client assets Wholesale deposits Consumer deposits
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
1
Represents assets under management, as well as custody, brokerage, administration and deposit accounts.
2
Represents activities associated with the safekeeping and servicing of assets.
14
I. JPMORG AN CHAS E PRINCIPLES AND STRATEGIES
While we never expect to be best-in-class The chart below shows our performance
every year in every business, we normally generally, by business, versus our competi-
compare well with our best-in-class peers. tors in terms of efficiency and returns.
JPMorgan Chase Is in Line with Best-in-Class Peers in Both Efficiency and Returns
Efficiency Returns
JPM 2018 Best-in-class JPM medium-term
overhead peer overhead target overhead JPM 2018 Best-in-class JPM medium-term
ratios ratios1 ratio ROTCE peer ROTCE2, 3 target ROTCE
Consumer &
53% 47% 50%+/- 28% 33% 25%+
Community BAC–CB BAC–CB
Banking
Corporate &
57% 54% 54%+/- 16% 16% ~16%
Investment BAC–GB & GM BAC–GB & GM
Bank
1
Best-in-class overhead ratio represents comparable JPMorgan Chase (JPM) peer business segments: Bank of America Consumer
Banking (BAC-CB), Bank of America Global Banking and Global Markets (BAC–GB & GM), U.S. Bancorp Corporate and Commercial
Banking (USB–C&CB), Credit Suisse Private Banking (CS–PB) and T. Rowe Price Group, Inc. (TROW).
2
Best-in-class ROTCE represents implied net income minus preferred stock dividends of comparable JPM peers and peer business
segments when available: BAC–CB, BAC–GB & GM, Fifth Third Bancorp (FITB), Morgan Stanley Wealth Management (MS–WM) and TROW.
3
Given comparisons are at the business segment level, where available, allocation methodologies across peers may be inconsistent
with JPM’s.
4
Bank of America Corporation (BAC), Citigroup Inc. (C), The Goldman Sachs Group, Inc. (GS), Morgan Stanley (MS), Wells Fargo &
Company (WFC).
5
Managed overhead ratio = total noninterest expense/managed revenue; revenue for GS and MS is reflected on a reported basis.
ROTCE = Return on tangible common equity
On an ongoing basis, we analyze and data, customer satisfaction and many other
compare ourselves with our competitors measures. Our management will always be
at a very detailed level. The analysis we do very critical of its own performance: Acknowl-
is on more than 50 sub-lines of business edging our shortcomings and mistakes and
and hundreds of products, incorporating studying them intensely and learning from
not just financial data but also operational them make for a stronger company.
15
I. JPMOR GA N CH A SE P R I N C I PL ES A N D ST R AT EG I ES
We also never lose sight of the fact that we processing, added data and analytics to prod-
have an extraordinary number of strong ucts, and moved quickly. We recently sent
competitors – we cannot be complacent. one of our senior teams to China to study
There are many capable financial tech- what’s being achieved there with artificial
nology (fintech) companies in the United intelligence (AI) and fintech, and it’s hard
States and around the world – technology not to be both impressed and a little worried
always creates opportunities for disruption. about the progress China has made – it made
We have acknowledged that companies like our management team even more motivated
Square and PayPal have done things that we to move quickly. Suffice it to say, no matter
could have done but did not. They looked at what our current performance is, we cannot
clients’ problems, improved straight through rest on our laurels.
A fortress company starts with a fortress You can see in the chart below that our
balance sheet. balance sheet is extraordinarily strong.
2008 2018
Tangible
$84B +$101B $185B
common equity
Reported HQLA
Liquidity ~$300B +~$455B $755B is $529B6
CET1 = Common equity Tier 1 ratio. For additional information, refer to Regulatory capital on pages 86-91
TCE = Tangible common equity
RWA = Risk-weighted assets
Liquidity = HQLA plus unencumbered marketable securities, which includes excess liquidity at JPMorgan Chase Bank, N.A.
HQLA = High quality liquid assets. Predominantly includes cash on deposit at central banks and highly liquid securities including
U.S. agency mortgage-backed securities, U.S. Treasuries and sovereign bonds
LCR = Liquidity coverage ratio
TLAC = Total loss absorbing capacity
16
I. JPMORG AN CHAS E PRINCIPLES AND STRATEGIES
17
I. JPMOR GA N CH A SE P R I N C I PL ES A N D ST R AT EG I ES
We will never forget that the most important everyone has a fair shot at participating in
thing we do is to run a healthy and vibrant and sharing in the rewards of growth, the
company that is here to constantly serve our economy will be stronger and our society
clients with responsible banking. But we will be better. We are making significant,
want our shareholders and all of our constit- long-term, data-driven business and philan-
uents to understand the tremendous amount thropic investments aimed at opening doors
we do, in addition to traditional banking, to to opportunity for those being left behind.
help the communities in which we operate.
Most people consider corporate responsi-
Our effort is substantial, permanent and bility to be enhanced philanthropy. While
supported by the whole company.
we are devoted to philanthropy (we are on
our way to spending $350 million a year
One of the reasons for JPMorgan Chase’s
on these efforts), corporate responsibility
enduring success is we have always recog-
is far more than just that. We finance more
nized that long-term business success
than $2 billion in affordable housing each
depends on community success. When
18
I. JPMORG AN CHAS E PRINCIPLES AND STRATEGIES
year; we do extensive lending in low- and Over the past five years, we have developed
moderate-income neighborhoods; we lend and refined a model that may be a blue-
to and finance small businesses around print for urban revitalization and inclusive
the country; and we design products and growth. Our head of Corporate Responsi-
services in financial education for lower bility describes our significant measures in
income individuals. And importantly, these more detail in his letter, but I highlight a
efforts are supported by senior leadership, few examples here, including the sidebar on
managed by some of our best people (these page 20 that describes our focused effort to
efforts are not an afterthought) and are support black advancement in a number of
sustainable. We try to be creative, but we the communities we serve:
analyze everything, including philanthropy,
• Detroit exemplifies the challenges many cities
based on expected results.
wrestle with, as well as the strategies for
We are huge supporters of regional and solving them. Since 2014, JPMorgan Chase
community banks, which are critical to many
has been combining its philanthropy
and business expertise to address some
cities and small towns around the country.
of Detroit’s biggest economic hurdles,
In an op-ed published by The Wall Street ranging from catalyzing development,
Journal in 2016, I wrote: “In this system, building infrastructure and affordable
regional and smaller community banks play housing, and boosting small business
an indispensable role. They sit close to the growth to revitalizing education and
communities they serve; their highest- preparing Detroiters with the skills to
ranking corporate officers live in the same secure well-paying jobs. We are deeply
neighborhoods as their clients. They are able proud of our $150 million commitment
to forge deep and long-standing relation- and the impact we have made to date –
ships and bring a keen knowledge of the the city has been the proving ground for
local economy and culture. They frequently our model for driving inclusive growth,
are able to provide high-touch and special- which has made a real difference in
ized banking services.” JPMorgan Chase, Detroit’s comeback and the lives of its
as a traditional “money center bank” and citizens. Over the past five years, we have
“bankers’ bank,” in fact, is the largest banker taken lessons learned and applied them to
in America to regional and community other cities facing similar challenges.
banks. We bank approximately 530 of
America’s 5,200 regional and community • The Entrepreneurs of Color Fund (EOCF) is
banks. In 2018, we made loans to them or another example of how we are turning our
raised capital for them totaling $4 billion. In insights into action. In 2015, JPMorgan
addition, we process payments for them, we Chase helped launch the Entrepreneurs of
finance some of their mortgage activities, Color Fund in Detroit to provide under-
we advise them on acquisitions, and we buy served entrepreneurs with access to
and sell securities for them. We also provide capital and assistance needed to grow and
them with interest rate swaps and foreign thrive. From 2015 to 2018, the fund made or
exchange both for themselves – to help approved loans totaling $6.6 million to 79
them hedge some of their exposures – and minority small businesses, resulting in over
for their clients. 830 new or preserved jobs. Since then, the
Detroit fund has more than tripled in size
to over $22 million. Building on the success
of Detroit’s EOCF, we expanded this model
to San Francisco, the South Bronx, the
Greater Washington region and Chicago,
where it is also making a real impact. In
total, these funds are now approximately
$40 million and growing.
19
ADVANCING BLACK PATHWAYS: from an op-ed that originally ran on CNN Business
For all the positive economic trends in America, the racial wealth Our current initiative, Advancing Black Leaders, seeks to hire and
gap continues to prevent growth from benefiting everyone. While promote more black senior executives and junior-level employees
this is not a new crisis, it is one we must urgently address so that at JPMorgan Chase. We know investing in our employees is key
economic opportunity is equally extended to black Americans. to our company’s future. In addition to recruiting more African-
American leaders, we also need to focus on retaining them. Since
Racism, intolerance, and poverty strangle economic opportunity. 2016, the firm has increased the number of black managing
The racial wealth gap is stark: For single black Americans, the directors by 41% and black executive directors by 53%. A good
median wealth is $200 to $300, compared to $15,000 to $28,000 start — but just the beginning.
for single white Americans. This divide undermines financial
stability for many black Americans. Advancing Black Pathways will create a dedicated talent pipeline
that will start young black professionals on an early career path
Closing the racial wealth gap is good for Americans, and it and foster a corporate culture that further encourages diversity
makes good business sense. We know employees from diverse at all levels. We plan to hire more than 4,000 black students in
backgrounds offering different perspectives drive better full-time positions, apprenticeships, and internships over the
corporate outcomes. A recent study showed that businesses next five years. JPMorgan Chase will also help create job training
with diverse leadership generate 19% more revenue than programs that are aligned with growing industries in the broader
non-diverse companies. communities we serve.
Diversity can also reduce turnover. Nearly seven in 10 millennials We are also investing in the financial success of black Americans
reported they would continue to work at a company for five or through a focus on savings, homeownership, and entrepreneur-
more years if it is diverse. ship. For example, the largest wealth gaps lie in racial disparities
among entrepreneurs. If people of color owned businesses at the
As leaders in business as well as the broader community, we know
same rates as whites, 9 million more jobs and $300 billion in
we have a responsibility to society. Not to mention, as financial
income would be created.
services executives, we can help to foster widespread prosperity.
As part of this effort, we are helping to create a $6.65 million
To this end, we have both worked to empower black Americans
Entrepreneurs of Color Fund with local partners in the Wash-
to achieve personal and professional success. For example, After
ington, D.C. region to expand access to capital, improve business
School Matters, a nonprofit founded in 2000, provides enrich-
services, and streamline supplier diversity programs for small,
ment programs to thousands of inner-city high school students in
minority-owned businesses. To date, we have launched similar
Chicago. Meanwhile, JPMorgan Chase’s Fellowship Initiative,
low-cost loan funds in four other U.S. cities, bringing other
founded in 2010, offers hands-on college access and academic
investors to the table, and leveraging nearly $40 million to
support to young men of color in Los Angeles, New York, Chicago
support underserved entrepreneurs. Thus far, Entrepreneurs of
and Dallas. The scale and success of these efforts are impressive
Color Funds have created or saved more than 1,200 jobs in
— but not enough. There is much more work to be done.
critical neighborhoods lacking needed resources to grow.
Recently, we announced Advancing Black Pathways — a new
Businesses of every size have an important role to play in
program at JPMorgan Chase that seeks to build on existing
expanding opportunity. By working together, we can give people
efforts to bridge the racial wealth divide and ultimately help
a fair and equal chance to succeed, no matter their zip code or
black families build wealth. We urge more businesses to join us
skin color.
as we attempt to close this divide.
21
I. JPMOR GA N CH A SE P R I N C I PL ES A N D ST R AT EG I ES
22
I. JPMORG AN CHAS E PRINCIPLES AND STRATEGIES
23
I. JPMOR GA N CH A SE P R I N C I PL ES A N D ST R AT EG I ES
• The new policy increases opportunities for • JPMorgan Chase has hired more than
employees to participate in volunteer activ- 14,000 U.S. veterans since 2011 – including
ities and give back to our communities. over 1,100 in 2018 alone – with more than
50% coming from diverse backgrounds.
Parental Leave policy
• We offer internship and rotational entry
• In 2017, we increased paid parental leave
programs to ease the transition from
for the primary caregiver to 16 weeks, up
military service to the financial services
from 12 weeks, for eligible employees in
industry. Once at our firm, veterans
the United States. In 2018, we extended
can count on the support of our Office
the leave for non-primary parental care-
of Military and Veterans Affairs, which
givers to six weeks of paid time off (up
sponsors mentorship programs, acclima-
from two weeks).
tion and development initiatives, recog-
nition events and other programs to help
Supporting veterans
bridge the gap between military and
• Our veteran-focused efforts are centered corporate cultures.
on facilitating success in veterans’ post-
service lives primarily through employ- • More than 1,000 mortgage-free homes have
ment and retention. In 2011, JPMorgan been awarded to military families through
Chase and 10 other companies launched nonprofit partners as part of our firm’s
the 100,000 Jobs Mission, setting a goal Military Home Awards Program.
of collectively hiring 100,000 veterans.
• We completely support the U.S. military.
The initiative has resulted in the hiring
We cannot understand how any U.S.
of more than 500,000 veterans by over
citizen does not support the extraordinary
200 member companies of the Veteran
sacrifice and hardship borne by the mili-
Jobs Mission, with the ultimate goal of
tary to help protect this great nation.
employing 1 million veterans.
Needless to say, our success is impossible
without our employees, and we strive
mightily to help them in both their profes-
sional and personal lives.
At the end of the day, everything we do is and learn, learn, learn. And accept failure
done by human beings. In my annual letter as a “normal” recurring outcome. Develop
to shareholders, I always enjoy sharing what great models but know that they are not the
we have learned about management, leader- answer – judgment has to be involved in
ship and organizations over time. matters related to human beings. You need
to have good decision-making processes,
Great management is critical, though true with the right people in the room, the proper
leadership requires more. dissemination of information and the appro-
For any large organization, great manage- priate follow-up – all to get to the right deci-
ment is critical to its long-term success. Great sion. Force urgency and kill complacency.
management is disciplined and rigorous. Know that there is competition everywhere,
Facts, analysis, detail … facts, analysis, detail all the time. But even if you do all of this
… repeat. You can never do enough, and well, it is not enough.
it does not end. Complex activity requires
hard work and not guessing. Test, test, test
24
I. JPMORG AN CHAS E PRINCIPLES AND STRATEGIES
Real leadership requires heart and humility. Everyone knows that these leaders are only
It’s possible to be very good at the type trying to do the right thing for customers and
of management described above, but as clients. They share the credit when things go
managers rise in an organization, they well and take the blame when it does not.
depend on others more and more. The team And true leaders don’t just show they care
is increasingly important – many team – they actually do care. While they demand
members know more than their managers hard work and effort, they work as hard as
do about certain issues – a team working anyone, and they have deep empathy for
together can get to a better outcome. I have their employees under any type of stress.
seen many senior managers ascend into They are patriots not mercenaries; they have
big new roles with a bad reaction to their the heart to wear the jersey every day.
increasing dependence on other people – by
hoarding information, never allowing them- You need to stay hungry and scrappy.
selves to be embarrassed and demanding
Competition is everywhere, but, often, very
personal loyalty versus loyalty to the orga-
successful companies are lulled into a false
nization and its principles. They don’t grow
sense of security. Having worked at a number
into the new job – they swell into it. I have
of companies not nearly as successful as ours
often felt that dependency on their teams
(I have to confess that I kind of liked being
makes these folks feel paranoid or insecure –
the underdog), we fought every day to even
leading to this bad behavior.
try to get to the major leagues. All companies
Good leaders have the humility to know that are subject to inertia, insipid bureaucracy and
they don’t know everything. They foster an other flaws, which must be eradicated. If a
environment of openness and sharing. They company isn’t staying on edge, maintaining
earn trust and respect. There are no “friends a fire in its belly and pushing forward, it will
of the boss” – everyone gets equal treatment. eventually fail.
The door is universally open to everybody.
Since we shared issues that are high priori- • We do not worry about loan growth. It
ties, it is almost as important to describe the is most definitely an outcome of how we
issues we don’t worry about daily – and why. manage credit and client decisions. We will
A few are listed below: not stretch, ever, to show growth in loans.
• We do not worry about the stock price in • While we fanatically manage our
the short run. If you continue to build a company, we do not worry about missing
great company, the stock price will take revenue or expense budgets for good
care of itself. reasons. This is not a mixed message. We
want our leaders to do the right thing for
• We do not worry about quarterly earnings.
the long term and explain it if they have
Build the company for the future, and you
good reasons to diverge from prior plans.
will maximize earnings over the long run.
• We do not worry about charge-offs
• While we worry extensively about all
increasing in a recession – we fully expect
of the risks we bear, we essentially do
it, and we manage our business knowing
not worry about things like fluctuating
there will be good times and bad times.
markets and short-term economic reports.
We simply manage through them. Suffice it to say, we stay devoted to these
principles.
25
II. COM M E NTS O N CUR R EN T CR I T I C AL I SS U E S
In this section, I review and analyze some of the current critical issues that affect our company.
1. We need to continue to restore trust in the strength of the U.S. banking system and
global systemically important financial institutions.
An enormous amount has been accomplished in pages 27-28 that describes many of the lessons
the last decade. learned from the crisis and the extensive steps
The strength, stability and resiliency of the we took to help our clients).
financial system have been fundamentally Here’s an eye-opening example of how much
improved over the course of the last 10 years. capital is now in the system: Under the Fed’s
While I don’t agree with all of the Wall Street most extreme stress-testing scenario, where 35
Reform and Consumer Protection Act (Dodd- of the largest American banks bear extreme
Frank) regulations, the bill did give regulators losses (as if each were the worst bank in the
needed authority to fix our financial system’s system), the combined losses are about 6% of
most critical flaws. These post-crisis reforms the total loss absorbing resources of those 35
have made banks much safer and sounder banks. JPMorgan Chase alone has nearly three
in the three most important areas: capital, times the loss absorbing resources to cover
liquidity, and resolution and recovery. the projected losses of all of these 35 banks
Large banks, defined as global systemically (see chart below).
important financial institutions, have more In addition, resolution and recovery regu-
than doubled their highest quality capital to lations have given regulators both the legal
protect against losses, and they have tripled authority and the tools to manage a failing
their liquid assets to total assets ratio to protect or failed institution (see my comments in
against unexpected net cash outflows. This the sidebar on page 29 about how Lehman
allows healthy banks to weather extreme stress Brothers would have played out under
while continuing to provide credit and support today’s new rules). This allows regulators to
to their clients (see message to employees on minimize the impact of a major failed insti-
tution on both taxpayers and the system.
$1,749
$1,249
˜6
%
$1,274
2x
˜
$1,016 $396
1
Includes only the 18 banks participating in CCAR in 2013, as well as Bear Stearns,
Countrywide, Merrill Lynch, National City, Wachovia and Washington Mutual.
2
Federal Reserve Dodd-Frank Act Stress Test 2018: Supervisory Stress Test Methodology
and Results, June 2018.
Source: SNL Financial; Federal Reserve Bank, February 2019
SIFI = Systemically important financial institution
CCAR = Comprehensive Capital Analysis and Review
TLAC = Total loss absorbing capacity
26
Looking back on
the financial crisis
September 2018 message to employees 10 years after the financial crisis
Dear Colleagues,
A decade has passed since the collapse of Lehman Brothers so now is a good time to reflect on the financial
crisis that was raging 10 years ago this month. A lot has been written — and far more is still to be written
— on this crisis, but I would like to share a few thoughts with you on that extraordinary period of time and
everything that all of you at JPMorgan Chase did to try to help.
JPMorgan Chase did everything it possibly could do to help during this time.
On March 16, 2008, we announced our acquisition of Bear Stearns, a company with $300 billion of assets,
which had collapsed and had fatal problems (we were essentially buying a house … but it was a house on
fire). And we did this at the request of the U.S. government (thinking at the time that this could help head
off a terrible crisis). On September 25, 2008, 10 days after the collapse of Lehman Brothers, we bought the
largest S&L — WaMu — another company that had $300 billion of assets. We took other extraordinary actions
— often at calculated but great risk to JPMorgan Chase — to support clients, including governments, and to
support the markets in general. We loaned $70 billion in the global interbank market when it was needed
most. With markets in complete turmoil, we were the only bank willing to single-handedly lend $4 billion to
the state of California, $2 billion to the state of New Jersey and $1 billion to the state of Illinois. Additionally
— and frequently — we loaned or raised for our clients $1.3 trillion at consistent and fair rates, in many cases
far below what the market would have demanded, and we provided more than $100 billion to local govern-
ments, municipalities, schools, hospitals and not-for-profits over the course of 2009. Many other banks did
the same. You probably will be surprised to find out that we lent a tremendous amount of money to Lehman
before the crisis — and even more after the crisis. In fact, at the request of the Federal Reserve, we took
extraordinary risk to lend more than $80 billion (on a secured basis) to Lehman after its bankruptcy to help
facilitate sales of assets in as orderly a way as possible to minimize disruption in the markets.
27
This was a traumatic, historic period of time not just for the financial system but for the world as a whole.
We endured a once-in-a-generation economic, political and social storm, and because of you, we have
emerged 10 years after this crisis as a company of which we can all be proud.
There were many lessons learned from the crisis: the need for plenty of capital and liquidity, proper
underwriting and regulations that are constantly refined, fair and appropriate. In fact, regulators should
take a victory lap because Lehman, Bear Stearns, AIG and multiple other failures effectively could not
happen today because of the new rules and requirements.
We entered the crisis with the capital, liquidity, earnings, diversity of businesses, people and a risk
management culture that enabled us to avoid most — but, unfortunately, not all — of the issues exposed by
the crisis. These strengths also helped us to weather the economic crisis and to continue to play a central
role in supporting our clients and our communities and rebuilding the U.S. economy. Counter to what most
people think, many of the extreme actions we took were not done to make a profit: They were done to
support our country and the financial system.
What stood out most was our character and capabilities — which make JPMorgan Chase what it is today.
When the global financial crisis unfolded in 2008, the people of JPMorgan Chase understood the vital role
our firm needed to play and felt a deep responsibility to those who rely on us. It was this sense of respon-
sibility that enabled us to move beyond the challenges we were facing at that time and maintain a focus
on what really matters: Taking care of our clients, helping the communities in which we operate — all while
under extreme pressure from both the markets and the body politic — and protecting our company.
How we managed through the crisis is a testimony to the collective strength of character and commitment
of our people. During those chaotic days throughout the crisis and its aftermath, many of our people had
to work around the clock, seven days a week, for months on end. And they did it without complaint. The
biggest lesson of the crisis: The quality, character, culture and capabilities of your partners are paramount.
Looking back and then looking around at the company we are today, I am filled with awe and admiration.
For JPMorgan Chase, these past 10 years have been part of a challenging, yet defining, decade. Today,
JPMorgan Chase is among the leaders in most of our businesses. I can’t tell you how proud I am to be your
partner and to witness your extraordinary performance. I can’t thank our current and former employees
enough for helping us get through those turbulent times and for the company we have become.
28
II. COMMENTS ON CURRENT CRITICAL ISSU ES
However, if by the remotest, shooting-star possibility Lehman failed anyway, regulators would
now have the legal authority to put the firm in receivership (they did not have that ability
back in 2007-2008). At the moment of failure, unsecured debt of approximately $120 billion
would be immediately converted to equity. “New Lehman” would be the best-capitalized
bank in the world. In addition, derivatives contracts would not be triggered, and cash would
continue to move through the pipes of the financial system. Legislators and regulators should
be applauded for what they have done to solve the Too Big to Fail problem, though I should
point out that this was accomplished by putting some basic rules in place — not the thousands
of other rules layered atop them.
2. We have to remind ourselves that responsible banking is good and safe banking.
One of the critical responsibilities of banks is two times the average normal trading day
to take a rigorous and disciplined approach revenue. Overall, loans are still the biggest
to allocating capital in the financial system – risk that banks take. Our loan losses last year
whether they do it directly through loans or were $5 billion, and in the worst year of the
through public and private capital markets. Great Recession, our loan losses were approx-
Banks need to do this knowing there will imately $24 billion.
be recessions and that they should plan to
support their clients through their most diffi- Responsible banks cannot always give customers
cult times. We did exactly that throughout what they want.
the 2008 crisis (again, see message to Making bad and unworthy loans ultimately
employees on pages 27-28). While many is bad for both the bank and the customer.
people focus on market making, which of Being a responsible bank means you can’t
course entails risk (we buy and sell about $2 always give customers what they want,
trillion a day of various securities around the and, therefore, it is unlikely that all of your
world), this risk taking is carefully moni- customers are going to like you. We are
tored and largely hedged. To put risk taking fundamentally not in the same position
and market making a little bit in perspective as most businesses. If a customer has the
– in the last five years, we have lost money money, most businesses will sell their goods
trading on only 11 days, and the loss was and services to that customer. Banks can’t do
usually small and never more than about that. Sometimes we have to say no or enforce
29
II. CO MME N TS O N CU R R E N T C R I T I C A L I SS U ES
rules that may be unpopular. I have always A recent example in the oil and gas sector shows
believed that this necessary discipline with how we balance risk while serving clients in
customers is one of the reasons that, histori- tough times.
cally, banks have not been popular. From 2014 to 2016, oil prices collapsed from
Banks are under constant pressure, including a high of $108 per barrel to a low of $26
political pressure, to make loans (remember per barrel. We were carrying approximately
subprime mortgages?) even when they 250 loans to smaller oil and gas companies
should not. But when and if something goes (mostly based in Houston), referred to in
wrong with loans, even when proper and the industry as “reserve-based loans,” or
responsible underwriting is done, banks will RBLs. The proven oil and gas reserves in
come under a lot of legal, regulatory and the ground served as the collateral for these
political scrutiny and should expect to be loans, as reviewed by both J.P. Morgan’s
blamed for potentially causing the problem. petroleum engineers and third-party engi-
These conflicting pressures – to make or not neering consultants. We had $3 billion in
make loans – will always exist and need to be outstanding loans under the RBL structure
properly navigated by a good bank. (and more to the oil industry as a whole).
While we made these loans conservatively,
Client selection is critical. we knew that low oil prices at the bottom of
the cycle put us at great risk of loan losses
Client selection is one of the most important
– maybe even as high as $500 million. Our
things we do. If one bank builds a book of
view was that we were going to work with
business with clients of high character and
these borrowers; i.e., extend the loans and
another bank builds its business with clients
try to help the companies survive this rough
of low character (who are usually pushing
patch. (Of course, we put up additional loan
sound banking practices to the limit), it’s
loss reserves to account for possible losses.)
clear which bank will succeed over time.
At one point, surprisingly, some regulators
Therefore, turning down clients, which can
made it clear that they did not want banks
sometimes be hard to do, is often the only
to extend these loans because they were too
way to be a responsible bank.
risky. But we thought it was important, even
Risk taking is a detailed, analytical process and at the risk of losing hundreds of millions
includes extensive risk mitigation. of dollars (something that we were posi-
tioned to be able to do), to help our clients
Shareholders may be surprised to find out
get through this tough time rather than
that, fundamentally, we are not a risk-taking
desert them when they needed us most. And
but rather a risk-mitigating institution.
sticking with our clients is exactly what we
Risk mitigation is not guessing – it is a
did. We thought regulators were overreacting
thoughtful, detailed analytical process that
– and, indeed, our losses, ultimately, were
leads to measured decision making. Partic-
miniscule. Because of these actions, we are
ipants in our risk meetings can attest that
still welcome in Houston.
while we are adamant about serving clients,
we are also fanatic about understanding and
mitigating some of the associated risks. So,
in addition to proper client selection, risks
are mitigated through simplification, diver-
sification, hedging, syndication, covenants,
hard limits, continuous monitoring and fast
reaction to problems. We deeply analyze
everything so we can shoulder appropriate
risk for and with our clients. We are their
financial partner.
30
II. COMMENTS ON CURRENT CRITICAL ISSU ES
3. We believe in good regulation — both to help America grow and improve financial stability.
I want to be very clear that we do not advo- • The country desperately needs mortgage
cate for the repeal of Dodd-Frank. We believe reform — it would add to America’s economic
that the strength and resilience of the U.S. growth. Reducing onerous and unneces-
financial system have benefited from the sary origination and servicing require-
law. Ten years out from the crisis, however, it ments (there are 3,000 federal and state
is appropriate for policymakers to examine requirements today) and opening up the
areas of our regulatory framework that securitization markets for safe loans would
are excessive, overlapping, inefficient or dramatically improve the cost and avail-
duplicative. At the same time, they should ability of mortgages to consumers – partic-
identify areas where banks can promote ularly the young, the self-employed and
economic growth without impacting the very those with prior defaults. And these would
important progress we have made on safety not be subprime mortgages but mortgages
and soundness. In fact, a stronger economy, that we should be making. By taking this
by definition, is a safer economy. Our goal step, our economists believe that home-
should be to achieve a rational, calibrated ownership and economic growth would
approach to regulation that strikes the right increase by up to 0.2% a year.
balance. This should be an ongoing and
In the early 2000s, bad mortgage laws
rigorous process that does not require any
helped create the Great Recession of 2008.
significant piece of legislation and should not
Today, bad mortgage rules are hindering
be politicized.
the healthy growth of the U.S. economy.
Here are a few areas where we think recalibra- Because there are so many regulators
tion would be good not only for banks, but for involved in crafting the new rules, coupled
consumers and the economy as a whole: with political intervention that isn’t
always helpful, it is hard to achieve the
• Carefully monitor the growing shadow bank
much-needed mortgage reform. This has
system. While we do not believe that the
become a critical issue and one reason
rise in non-banks and shadow banking
why banks have been moving away from
has reached the point of systemic risk, the
significant parts of the mortgage busi-
growth in non-bank mortgage lending,
ness. That business, in particular, high-
student lending, leveraged lending and
lights one of the flaws of our complicated
some consumer lending is accelerating
capital allocation regime. The best way to
and needs to be assiduously monitored.
risk manage a bank is to use risk weights
(We do this monitoring regularly as part
that are actually based on risk. However,
of our own business.) Growth in shadow
since most banks are also constrained by
banking has been possible because rules
standardized capital (a capital measure
and regulations imposed upon banks
that does not risk-adjust for the lower risk
are not necessarily imposed upon these
of having a properly underwritten prime
non-bank lenders, which exemplifies the
mortgage), owning mortgages becomes
risk of not having the new rules prop-
hugely unprofitable.
erly calibrated. An additional risk is that
many of these non-bank lenders will not Because of these significant issues, we
be able to continue lending in difficult are intensely reviewing our role in origi-
economic times – their borrowers will nating, servicing and holding mortgages.
become stranded. Banks traditionally try The odds are increasing that we will
to continue lending to their customers in need to materially change our mortgage
tough times. strategy going forward.
31
II. CO MME N TS O N CU R R E N T C R I T I C A L I SS U ES
We also need to get the recalibration of that in the nine quarters following the
other regulatory requirements right, partic- actual Lehman collapse, JPMorgan Chase
ularly around operational risk capital, the earned $30 billion). One of the refrains
Fed’s Comprehensive Capital Analysis and that we hear about CCAR results is they
Review (CCAR) stress test and the addi- show that most banks at the worst part
tional allocation of capital to global system- of the stress cycle can barely cover their
ically important banks (GSIB). If we don’t required capital. This is fundamentally
do so, certain products and services will inaccurate. The CCAR test can give this
continue to be pushed outside the banking false impression because it requires
system (where they are, fundamentally, not banks to do unnatural things (such as
regulated), distorting markets and raising continuing all stock buybacks – even
the cost of credit for clients. when it is completely obvious that
banks wouldn’t or couldn’t do this). As a
• Operational risk capital. We now hold
result, we don’t rely solely on CCAR, and
nearly $400 billion of operational risk-
we stress test hundreds of scenarios a
weighted assets, which means we hold
month, preparing ourselves for circum-
more than $40 billion of equity for assets
stances far worse than CCAR stress.
that don’t exist. This was a new calcula-
tion added after the crisis to recognize While CCAR losses may exceed what
that banks also bear serious operational banks are likely to experience, they do
risk (stemming from lawsuits, processing appropriately include benefits that banks
errors and other issues). I agree that all receive from being diversified and from
banks bear operational risk, yet this is having healthy profit margins. And
also true for all companies. Most compa- CCAR is an effective built-in countercy-
nies, including banks, have earnings to clical buffer because its whole purpose
pay for operational risk. And the calcu- is to ensure adequate capital at the worst
lation that gets us to $400 billion is point of a major stress event. Capital
questionable and so complex that I am requirements for GSIBs, however, are
not going to explain it here. Finally, most completely different.
of our operational risk assets stem from
• GSIB capital requirements. My biggest
Bear Stearns and WaMu subprime mort-
issue is with GSIB capital require-
gage products that we don’t even offer
ments, and since they may be added
anymore. Tying up capital in perpetuity
to the CCAR stress test, they become
– looking for shadows on the wall – is
even more important. Most of the
probably not the best idea for fostering
factors used in GSIB requirements
growth in America.
are not risk-adjusted – and many of
• Comprehensive Capital Analysis Review. the calculations have no fundamental
I deeply believe in stress testing, but I do underpinning or logical justification.
have issues with CCAR. First, it consists Their methodology irrationally multi-
of only a single test (there are many plies certain factors over and over, and
things that can go wrong that should many of the facts are simply unjus-
be stress tested) – which is unlikely to tified on any basis. For example, one
prepare anyone (banks or regulators) of the risks is called “substitutability,”
adequately. There is an arbitrariness which is supposed to measure the risk
to a single test. Moreover, I don’t think that we won’t be able to replace certain
CCAR accurately represents what a loss services of a large bank that fails or
would look like in the nine quarters retrenches during a crisis. The specific
after a Lehman-type event (remember factors used to calculate this risk are
market share of equity and debt under-
writing and market making. But when
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II. COMMENTS ON CURRENT CRITICAL ISSU ES
Lehman failed, no one had a problem Later in this letter I discuss some possible
in replacing any of these activities. adverse consequences to the U.S. financial
For another example, American regu- system because of the interplay between
lators simply doubled thresholds for these factors in a downturn. One comment
American banks (versus international that we continue to hear is that U.S. banks
competition) and have never adjusted are now doing quite well despite evidence
them, as they were supposed to do, for that GSIB requirements are tougher on
economic growth, for other new regula- U.S. banks than on foreign banks. But
tions like total loss absorbing capacity that outperformance is not ordained from
and liquidity or for the fact that GSIB above and may not always be the case. We
banks have become a smaller part of should calculate data the right way, and
the financial system. Now regulators U.S. banks, their employees, shareholders
are talking about adding GSIB require- and the communities they serve should not
ments to CCAR, which is only logical if be put at a permanent disadvantage.
the GSIB charge itself makes sense in
Proper calibration of financial regulation
the first place. If GSIB regulation is to
can enhance the growth and resiliency of
become this important, it needs thor-
the U.S. economy, which actually reduces
ough justification.
systemic risk and helps banks safely serve
more clients.
4. We believe stock buybacks are an essential part of proper capital allocation but
secondary to long-term investing.
I have already noted that stock buybacks, money in the United States. The benefit of
though sometimes misused, are an tax reform is the long-term (multi-year)
important tool that businesses must have cumulative effect of capital retained and
to reallocate excess capital. To reiterate, this reinvested in the United States. And third,
should be done only after proper invest- the capital that was used to buy back stock
ments for the future have been considered. did not disappear – it was given to share-
holders who then put it to a better and
A recent complaint is that companies,
higher use of their own choosing.
partially due to tax reform, have used
their excess capital to buy back more Here is one concluding comment on long-
stock instead of investing in their busi- term investing: Many investors legiti-
ness. While this is true, you should keep in mately demand that companies think long
mind three things. First, as stock buybacks term and explain their strategies and poli-
increased in 2018, so did corporate capital cies. Meanwhile, these same investors, who
expenditures and research and develop- demand long-term thinking from compa-
ment (R&D). In fact, contrary to popular nies, often invest in funds that are paid a
belief, capital expenditures as a percentage lot of money for how a stock performs in
of GDP are higher today than in the “good one year. I hope these investors appreciate
old days” of the 1950s and 1960s. Second, the disconnect and hope they will consider
companies tend to buy back stock when the pressures for short-term performance
they don’t see a good use for capital in the they may have helped to create.
next year or two. We believe that as compa-
nies adjust to the new higher cash flows,
they will begin to reinvest more of that
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II. CO MME N TS O N CU R R E N T C R I T I C A L I SS U ES
5. On the importance of the cloud and artificial intelligence, we are all in.
The power of the cloud is real. on the external cloud or the internal cloud
We were a little slow in adopting the cloud, (the internal cloud will have many of the
for which I am partially responsible. My benefits of the external cloud’s scalable and
early thinking about the cloud was that it efficient platforms).
was just another term for outsourcing. I held One final but key issue: Agile platforms and
firm to the view, which is somewhat still cloud capabilities not only allow you to do
true, that we can run our own data centers, things much faster but also enable you to
networks and applications as efficiently as organize teams differently. You can create
anyone. But here’s the critical point: Cloud smaller teams of five to 20 people who can
capabilities are far more extensive, and be continually reimagining, reinventing and
we are now full speed ahead. Let me cite a rolling out new products and services in a
couple of examples: few days instead of months.
• The cloud gives us the ability to achieve
rapid scale and elasticity of computing The power of artificial intelligence and machine
power exponentially beyond our own learning is real.
capacity. This will be especially relevant as These technologies already are helping us
we scale up our artificial intelligence efforts. reduce risk and fraud, upgrade customer
service, improve underwriting and enhance
• The cloud platform is agile and flexible. marketing across the firm. And this is just
It offers access to data sets, advanced the beginning. As our management teams
analytics and machine learning capabili- get better at understanding the power of AI
ties beyond our own. It increases devel- and machine learning, these tools are rapidly
opers’ effectiveness by multiples – you being deployed across virtually everything we
can almost “click and drop” new elements do. We can also use artificial intelligence to
into existing programs as opposed to try to achieve certain desired outcomes, such
writing extensive new code. For instance, as making mortgages even more available to
adding databases and/or machine minorities. A few examples will suffice:
learning to an application can be done
almost instantaneously. And certain • In the Corporate & Investment Bank,
tasks, such as testing code and provi- DeepX leverages machine learning to
sioning compute power, are automated. assist our equities algorithms globally to
execute transactions across 1,300 stocks a
• The cloud provides a software develop- day, and this total is rising as we roll out
ment experience that is frictionless and DeepX to new countries.
allows our engineers to prototype quickly
and learn fast, as well as increase the • Across our company, we will be deploying
speed of delivering new capabilities to our virtual assistants (robots driven by artifi-
customers and clients. cial intelligence) to handle tasks such as
maintaining internal help desks, tracking
It is important to note that the cloud has down errors and routing inquiries.
matured to the point where it can meet the
high expectations that are set by large enter- • In Consumer Marketing, we are better
prises that have fairly intense demands able to customize insights and offerings
around security, audit procedures, access to for individual customers, based on, for
systems, cyber security and business resiliency. example, their ability to save or invest,
their travel preferences or the availability
We will be rapidly “refactoring” most of our of discounts on brands they like.
applications to take full advantage of cloud
computing. We then can decide whether it is • Technological solutions help us do better
more advantageous to run our applications underwriting, expediting the mortgage or
automobile loan approval process, letting
34
II. COMMENTS ON CURRENT CRITICAL ISSU ES
the customer accept the loan in a couple also curtail check fraud losses by analyzing
of clicks and then start shopping for a signatures, payee names and check features
home or car. in real time.
• In our Consumer Operations, we are using • Over time, AI will also dramatically
AI and machine learning techniques for improve Anti-Money Laundering/Bank
ATM cash management to optimize cash Secrecy Act protocols and processes as well
in devices, reduce the cost of reloads and as other complex compliance requirements.
schedule ATM maintenance.
We will try to retrain and redeploy our workforce
• And our initial results from machine as AI reduces certain types of jobs.
learning fraud applications are expected
We are evaluating all of our jobs to deter-
to drive approximately $150 million of
mine which are most susceptible to being
annual benefits and countless efficiencies.
lost through AI. We will plan ahead so we
For example, machine learning is helping
can retrain or deploy our employees both
to deliver a better customer experience
for other roles inside the company and, if
while also prioritizing safety at the point of
necessary, outside the company.
sale, where fraud losses have been reduced
significantly, with automated decisions The combined power of virtually unlimited
on transactions made in milliseconds. computing strength, AI applied to almost
We are now able to approve 1 million anything and the ability to use vast sets
additional good customers (who would of data and rapidly change applications
have been declined for potential fraud) is extraordinary – we have only begun to
and also decline approximately 1 million take advantage of the opportunities for the
additional fraudsters (who would have company and for our customers.
been approved). Machine learning will
6. We remain devoted and diligent to protect privacy and stay cyber safe — we will do what
it takes.
The threat of cyber security may very well be the The issues around privacy are real.
biggest threat to the U.S. financial system. We have spoken frequently in the past about
I have written in previous letters about the the importance of safeguarding the privacy
enormous effort and resources we dedi- of our customers. We already do this exten-
cate to protect ourselves and our clients sively, and, in fact, we are inventing new
– we spend nearly $600 million a year on products to make it easier for our customers
these efforts and have more than 3,000 to understand where we send their data
employees deployed to this mission in some (with their permission), as well as how to
way. Indirectly, we also spend a lot of time change or restrict what we do with that data.
and effort trying to protect our company in
New laws in Europe stipulate that consumers
different ways as part of the ordinary course
should be able to see what data companies
of running the business. But the financial
have on file about them and to correct or
system is interconnected, and adversaries are
delete this information if they choose. These
smart and relentless – so we must continue
are the right principles, but they are very
to be vigilant. The good news is that the
complex to execute. It is imperative that the
industry (plus many other industries), along
U.S. government thoughtfully design policies
with the full power of the federal govern-
to protect its consumers and that these poli-
ment, is increasingly being mobilized to
cies be national versus state-specific. Different
combat this threat.
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II. CO MME N TS O N CU R R E N T C R I T I C A L I SS U ES
state laws around privacy rules would create trolls, foreign governments and others are
a virtually impossible legal, compliance and aggressively using social media and other
regulatory-monitoring situation. platforms to confuse and distort information.
They should not be allowed to secretly or
But maybe the most crucial privacy issue of
dishonestly advertise or even promote ideas
all relates to protecting our democracy. Our
on media and social networks. We believe
First Amendment rights do not extend to
there are ways to address this, and we will be
foreign governments, entities or individuals.
talking more about this issue in the future.
The openness of the internet means that
7. We know there are risks on the horizon that will eventually demand our attention.
In spite of all the uncertainty, the U.S. certain markets (like initial public offerings
economy continues to grow in 2019, albeit and high yield) virtually closed down. Even
more slowly than in 2018. Employment and at the time, these large swings seemed to
wages are going up, inflation is moderate, be an overreaction, but they highlight two
financial markets are healthy, and consumer critical issues. One, which we never forget, is
and business confidence remains strong, that investor sentiment can veer widely from
although down from all-time highs. The optimism to pessimism based on little funda-
consumer balance sheet and credit are in mental change. And second, for the fourth
rather good shape, and housing, though not or fifth time in this recovery, there were
particularly strong, is in short supply in excessive moves in the market with rapidly
many U.S. cities, which should eventually increasing volatility accompanied by steep
be a tailwind. Before I review some of the drops in liquidity.
serious and possibly increasing risks that
Market reactions do not always accurately
we may confront in the years ahead, I do
reflect the real economy, and, therefore, poli-
want to review what happened in the fourth
cymakers and even companies should not
quarter of 2018.
overreact to them. But they do reflect market
The fourth quarter of 2018 might be a harbinger participant views of changing probabilities
of things to come.
and possibilities of economic outcomes.
Thus, policymakers (and banks), particularly
Going into the final months of last year, opti-
the Fed, must necessarily (because they need
mism about the global economy prevailed,
to think forward) take an assessment of these
and this was reflected in the stock and
issues into account. With this backdrop, I
bond markets. But in the fourth quarter,
will discuss some of the serious issues on
growth slowed in Germany; Italy repudiated
people’s minds (with more on liquidity later).
European Union rules; Brexit uncertainty
remained; and fear spiked around Ameri- There are legitimate concerns around China’s
ca’s trade issues with China. Among other economy (in addition to trade), but they are
geopolitical tensions, the U.S. government manageable.
shutdown began. In addition, more questions
arose about interest rate increases in the To fully understand China, you have to do
United States and the effect of the reversal of a fair assessment of all of its strengths and
unprecedented quantitative easing, partic- weaknesses. Over the last 40 years, China has
ularly in this country. These issues, which done a highly effective job of getting itself
reduced growth forecasts and increased to this point of economic development, but
uncertainty, should legitimately cause stock in the next 40 years, the country will have
prices to drop and bond spreads to increase. to confront serious issues. The Chinese lack
However, stock markets fell 20%, investment enough food, water and energy; corruption
grade bond spreads gapped out by 36% and continues to be a problem; state-owned
36
II. COMMENTS ON CURRENT CRITICAL ISSU ES
enterprises are often inefficient; corporate dinated way, fiscal, monetary and industrial
and government debt levels are growing policy levers to maintain the growth and
rapidly; financial markets lack depth, trans- employment they want, and they have the
parency and adequate rule of law; and Asia control and wherewithal to do it. That being
is a very complex part of the world geopoliti- said, the American public should understand
cally speaking. Just as important, not enough that China does not have a straight road to
people participate in the nation’s political becoming the dominant economic power.
system. Chinese leadership is well aware of The nation simply has too much to overcome
these issues and talks about many of them in the foreseeable future. If China and the
quite openly. I say none of this to be nega- United States can maintain a healthy strategic
tive about China (indeed, I have enormous and economic relationship (and that should
respect for what the Chinese have accom- be our goal), it could greatly benefit both
plished in the economic realm) but just to countries – as well as the rest of the world.
give a balanced view. And in spite of these
difficulties, we believe that China is well on Debt levels are increasing around the world —
its way to becoming a fully developed nation, although this debt is mitigated because much
though the future will probably entail more of it is sovereign debt, which is different from
uncertainty and moments of slower growth corporate and consumer debt.
(like the rest of us) than in the past. If countries essentially owe debt to them-
Disruption of trade is another risk for selves, not to creditors outside their country,
China. The United States’ trade issues with they can generally manage their debt
China are substantial and real. They include (America’s total debt to GDP is just about
the theft or forced transfer of intellectual 80%, while Japan’s is approaching 200%).
property; lack of bilateral investment rights, Such debt is not necessarily a good thing
giving ownership or control of investments; because it can be politically destabilizing and
onerous non-tariff barriers; unfair subsidies overcomplicate policymaking; however, it
or benefits for state-owned enterprises; and is generally manageable because if a nation
the lack of rapid enforcement of any disagree- owes money to itself, it is essentially real-
ments. The U.S. position is supported, though locating its income across various interest
in an uncoordinated way, by our Japanese groups within the country. If the country
and European allies. We should only expect can continue to grow, it can still create more
China to do what is in its own self-interest, income for its citizens.
but we believe that it should and will agree America’s debt level is rapidly increasing
to some of the United States’ trade demands but is not at the danger level. While America
because, ultimately, the changes will create does owe in excess of $6 trillion (essentially
a stronger Chinese economy. We should 40% of its publicly held debt) to creditors
also point out that over the last 30 years, outside the country, U.S. companies and
the Chinese have been on a high-speed path investors hold more than $25 trillion in total
that includes increasing transparency and claims on foreigners, including more than
economic reform, and while the momentum $12 trillion of foreign portfolio holdings,
slows down periodically, they have continued and the U.S. economy is worth more than
relentlessly on that path. We believe the odds $100 trillion. So we earn more on foreign
are high that a fair trade deal will eventually assets than we pay to foreign creditors. This
be worked out – but if not, there could be is not a major issue. However, our country’s
serious repercussions. debt level over the next 30 years will start
China can deal with many serious situa- to increase exponentially, and at a certain
tions because, unlike developed democratic point, this could cause concern in global
nations, it can both macromanage and capital markets. We have time to address this
micromanage its economy and move very problem, but we should start to deal with the
fast. Government officials can pull, in a coor- issue well before it becomes a crisis.
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II. CO MME N TS O N CU R R E N T C R I T I C A L I SS U ES
People also point to emerging market debt – The chance of bad policy errors is increasing.
both corporate and sovereign – as a potential In this risk section and in the next section
issue, but the emerging markets, both coun- on public policy, I feel compelled to empha-
tries and companies, are much bigger and size an obvious point: Bad public policy is
stronger than they were in the past. They a major risk. It could be central banks and
have more foreign exchange reserves and monetary policy, trade snafus or simply deep
generally more effective risk management of political gridlock in an increasingly complex
currency and interest rate mismatches. world – but bad policymaking is definitely
an increasing risk for the global economy.
Leveraged lending is increasing, particularly
through shadow banks. The confusion and uncertainty around liquidity
Total leveraged lending in the United are causing some legitimate concerns.
States is approximately $2.3 trillion. About Several times in the last few years, including
25% of the loans are owned by banks, the in the fourth quarter of 2018, markets
majority in more senior positions, and the exhibited rapid losses of liquidity, although
remaining 75% are owned by shadow banks fortunately, and importantly, the markets
or non-banks. Deconstructing that number a recovered in all cases – but that was in the
bit, about $1.8 trillion is in U.S. institutional context of a good environment. The ongoing
leverage term loans – approximately 30% debate around liquidity and short-term losses
of which are owned by banks. We estimate of liquidity in the market is an important
that approximately $500 billion of direct one. We consider it in two ways: traditional
loans are owned exclusively by non-banks. liquidity and macro liquidity.
While leveraged lending is a growing issue
and one that we are monitoring, we don’t • Traditional liquidity. I call it micro liquidity
think this is yet of the size or quality to cause here, and it generally refers to the width of
systemic issues in the financial system. This the bid-ask spread, as well as the size and
does not mean it won’t create some issues. speed with which securities can be bought
When things get bad, invariably prices drop or sold without dramatically affecting
dramatically, certain types of high-yield debt their price. There is no question that some
cannot be refinanced, etc. – but at this level, micro liquidity is more constrained than
it is still a manageable issue. in the past due to bank capital, liquidity
and Volcker Rule requirements. In addi-
There are growing geopolitical tensions — with tion, high-frequency traders generally
less certainty around American global leadership. create some intraday liquidity (within a
Geopolitical tensions are always there – just day), though even this is unreliable in a
reading the newspaper in any week in any downturn. Because they rarely take posi-
year since World War II would make anyone tions interday (day to day), traders do not
pretty worried. But it does appear that geopo- create real liquidity, but my view is that
litical tensions are growing. Let me mention a they increase the volatility of liquidity
few: Russian aggression, Middle East conflicts, over time. There is no question that rules
Venezuela, North Korea, Iran, Turkey, Brexit and regulations also cause unwanted and
and European politics generally. unnecessary distortions in money market
vehicles, such as repos and swaps, particu-
It’s always difficult to understand the effect larly at quarter-end.
of geopolitical uncertainty. But it is now
heightened due to uncertainty around how If you look at liquidity – from before the
the United States intends to exercise global financial crisis to today – in fairly liquid
leadership. This uncertainty may very well markets like Treasuries, swaps and equi-
be the biggest new unknown factor affecting ties, there is a noticeable difference. In
critical geopolitical and economic issues. good markets, liquidity is essentially high
and is almost at the same level today as it
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II. COMMENTS ON CURRENT CRITICAL ISSU ES
was before the crisis. But when markets quantitative easing around the world. If that
became volatile in the last several years, ever reverses in a material way, how could
liquidity dropped much further and faster it not have an effect on the 10-year bond?
than it did before the crisis. It is important Finally, I would not look at the yield curve
to remember that this happened in good and its potential inversion as giving the same
times. Therefore, it is reasonable to expect signals as in the past. There has simply been
that what we have been experiencing is too much interference in the global markets
now the new normal of liquidity – and by central banks and regulators to under-
that we should be prepared for it to be stand its full effect on the yield curve.
even worse in truly difficult times.
Expect banks to be far more constrained going
• Macro liquidity. This describes a broader into the next real downturn.
view of financial conditions. For example,
Today is nothing like 2008. There are fewer
is it easy to borrow and lend? Are banks
leveraged financial assets in the system
able to increase their lending? Is the cost of
now than a decade ago. In 2008, huge losses
borrowing going up? Is the Fed adding or
in the mortgage market forced consumers
reducing liquidity in the system (essentially
and companies to sell assets acquired by
by buying or selling Treasuries)? There is
borrowing. Fundamentally, market panic
no doubt that new regulations, particularly
ensued. Now there is far less borrowing
bank liquidity requirements, dramatically
against assets, and it is unlikely that there
reduce the ability of the Fed to increase
will be a lot of forced selling as a result.
bank lending today by shoring up bank
However, keep in mind that it is still possible
reserves. In the old days, the central bank
for investors to sell lots of assets if any form
could effectively create excess reserves by
of market panic takes place.
buying Treasuries. These excess reserves
were lendable by the bank. Today, such When the next real downturn begins, banks
reserves are often not lendable due to new will be constrained – both psychologically
liquidity rules. So bank lending as a func- and by new regulations – from lending freely
tion of deposits is, in effect, permanently into the marketplace, as many of us did in
reduced. The notion of “money velocity” 2008 and 2009. New regulations mean that
and in fact the transmission of monetary banks will have to maintain more liquidity
policy are, therefore, different from the going into a downturn, be prepared for the
past, and it is hard to calculate the full impacts of even tougher stress tests and
effect of all these changes. It is extremely hold more capital because capital require-
difficult for us, and probably even for the ments are even more procyclical than in the
Fed, to know when and at what level the past. Effectively, some new rules will force
removal of cash (liquidity) from the system capital to the sidelines just when it might
starts to significantly affect macro or micro be needed most by clients and the markets.
liquidity. We will, however, probably know For example, in the next financial crisis,
it when we see it. JPMorgan Chase will simply be unable to
take some of the actions we took in 2008, as
There may be too much certainty that growth will described in the sidebar on pages 27-28.
be slow and inflation subdued.
There is still global growth, and employ- The Fed is still quite powerful and retains
ment and wages continue to go up. However, numerous tools to deal with many of the issues
this has been a very slow recovery, and it is described above.
possible that the “normal” increase of infla- There is excessive focus on what the Fed says
tion late in the cycle, due to wage demands and does in the short term. The Fed appro-
and limited supply, can still happen. We priately, and by necessity, needs to be data
don’t see it today, but I would not rule it out. dependent – how could it be otherwise? And,
In addition, 10-year bond spreads have been of course, while proper policy requires Fed
suppressed in some way by the extreme
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II. CO MME N TS O N CU R R E N T C R I T I C A L I SS U ES
officials to constantly think about the future to take certain actions that they want. It is a
(though it does not require them to make mistake to think that they don’t have signifi-
specific forecasts public), they can’t know cant tools at their disposal.
what the future holds with any certainty. But
Of course, we hyper-focus on today’s prob-
they are deeply knowledgeable, flexible and
lems, and they often overshadow the prog-
appropriately willing to change their minds.
ress we are making across the globe. We
And, counter to what you often hear today,
should not overlook the positive signs. In
they retain a large number of tools at their
addition to the strong U.S. economy, the
disposal. They can change short-term rates at
world is still growing, trade issues may be
will and, in fact, can effect change on longer
properly resolved and Brazil, among others,
term rates if they want. With a few simple
has turned the corner economically.
words, they can change the future expecta-
tions of the interest rate curve. They can buy If a downturn starts and leads to darker
or finance an extraordinary amount of assets, scenarios, we will be prepared, and we also
and they can revise regulations, if necessary, believe the U.S. government will eventually
to improve liquidity or enhance lending. respond adequately.
They can often, simply by asking, get banks
The key point here is that a fairly healthy not stop investing in our future, investing in
U.S. economy will be confronting a wide technology or building new branches. We will
variety of issues in 2020 and 2021. It’s hard continue to make markets for our clients. We
to look at all the issues facing the world and will not overreact to the credit cycle.
not think that the range of possible outcomes
We will mitigate risk. We may reduce risk
is broader and that the odds of bad outcomes
by taking on fewer new clients or by syndi-
might be increasing. And certain factors, like
cating or hedging risk. And we may reduce
confidence, which we know is important, can
risk by managing our portfolio of securi-
be easily damaged by bad policy, unexpected
ties and loans unrelated to clients. We will
events or even high market volatility. The
exercise more of our muscle in terms of
next recession may not resemble prior reces-
managing expenses, monitoring headcount
sions. Next time, the cause may be just the
and creating more efficiencies. We will have
cumulative effect of negative factors – the
special credit teams, created in advance, to
proverbial last straw on the camel’s back.
deal with any problematic credits.
We are always prepared to deal with the next Finally, we will be seeking out new ways
recession. to grow and compete. Our experience is
We generally do not spend a lot of time that recessions do create opportunities for
guessing about when the next recession will healthy companies to enhance their fran-
be – we manage our business knowing that chises generally by serving clients where
there will be cycles. other companies cannot.
40
III. PUBLIC POL I CY
There are many critical issues roiling the In this section, I attempt to analyze and
United States and other countries around offer some views on what has caused
the world today – just to name a few: this situation and then suggest some
capitalism versus other economic systems, solutions. Neither the diagnoses nor the
the role of business in our society, how the proposed cures are purely my own. These
United States intends to exercise global issues have been studied intensively by
leadership, income inequality, equal oppor- many people with deep knowledge. And
tunity, access to healthcare, immigration given the space and other constraints of
and diversity. Many people have lost faith this letter, I may be about to violate the
in government’s ability to solve these and Einstein maxim, which I love: “Everything
other problems. In fact, almost all insti- should be made as simple as possible, but
tutions – governments, schools, unions, not simpler.” One of the main points I am
media and businesses – have lost credibility trying to make is that when you step back
in the eyes of the public. In the meantime, and take a comprehensive multi-year view,
many of these problems have been around looking at the situation in its totality, it
for a long time and are not aging well. Poli- is the cumulative effect of many of our
tics is increasingly divisive, and a number policies that has created many of our prob-
of policies are not working. This state of lems. And whatever the solutions, I think
affairs is unlikely to get better without thor- they are unlikely to be achieved by govern-
ough diagnosis, thoughtful policy solutions ment alone – civil society and business
and a commitment to a common purpose. need to be part of the equation. To start,
we must understand our problems.
Before I talk about our problems, I think it’s large and small, exceptional universities, and
important to put any negatives in context, so a welcoming environment for innovation,
first a paean to our nation. America is still science and technology. America was an idea
the most prosperous nation the world has borne on principles, not based upon histor-
ever seen. We are blessed with the natural ical relationships and tribal politics. It has
gifts of land; all the food, water and energy and will continue to be a beacon of hope for
we need; the Atlantic and Pacific oceans as the world and a magnet for the world’s best
natural borders; and wonderful neighbors and brightest.
in Canada and Mexico. And we are blessed
Of course, America has always had its flaws.
with the extraordinary gifts from our
Some of its more recent issues center on
Founding Fathers, which are still unequaled:
income inequality, stagnant wages, lack of
freedom of speech, freedom of religion,
equal opportunity, immigration and lack
freedom of enterprise, and the promise of
of access to healthcare. I make it a prac-
equality and opportunity. These gifts have
tice when hearing complaints to strive to
led to the most dynamic economy the world
understand where people might be right
has ever seen, nurturing vibrant businesses
or partially right instead of rejecting or
accepting their views reflexively.
41
III. PUBLI C P O LI CY
Middle class incomes have been stagnant Over the last 10 years, the U.S. economy has
for years. Income inequality has gotten grown cumulatively about 20%. While this
worse. Forty percent of American workers may sound impressive, it must be put into
earn less than $15 an hour, and about 5% context: After a sharp downturn, economic
of full-time American workers earn the growth would have been 40% over 10 years
minimum wage or less, which is certainly in a normal recovery. Twenty percent more
not a living wage. In addition, 40% of growth would have added $4 trillion to
Americans don’t have $400 to deal with GDP, which certainly would have driven
unexpected expenses, such as medical wages higher and given us the wherewithal
bills or car repairs. More than 28 million to broadly build a better country. Key
Americans don’t have medical insurance questions that keep arising – and remain
at all. And, surprisingly, 25% of those unanswered are: Why have productivity
eligible for various types of federal assis- and economic growth been so anemic?
tance programs don’t get any help. No And why have income inequality and so
one can claim that the promise of equal many other things gotten worse? Included
opportunity is being offered to all Amer- among the common explanations is that
icans through our education systems, nor “secular stagnation” is the new normal. I’ve
are those who have run afoul of our justice also heard blame placed on institutional
system getting the second chance that greed and “short-termism,” bad corporate
many of them deserve. And we have been governance, job displacement from new
debating immigration reform for 30 years. technologies, immigration or trade and a
Simply put, the social needs of far too lack of new productivity-enhancing tech-
many of our citizens are not being met. nology. Another common refrain is that
capitalism and free enterprise have failed.
As you’ll see, I think some of these argu-
ments miss the mark.
2. We must have a proper diagnosis of our problems — the issues are real and serious —
if we want to have the proper prescription that leads to workable solutions.
Slogans are not policy, and, though simple incorporating or accounting for the effect of
and sometimes virtuous-sounding, they often certain factors that can be pivotal but are too
lead to policies that fail. Well-intentioned but complex or qualitative to model.
poorly designed policies generally have large
I have tried to come up with a list of critical
and unintended negative consequences. Policy
factors that greatly affect the health of an
should always be extremely well-designed.
economy over many years (such as educa-
In my view, too often we don’t perform the tion, infrastructure, healthcare, etc.). The
deep analysis required to fully understand list is below, and when you look at how we
our problems. One of the reasons is that we have performed in these areas, it’s rather
often have too short term an orientation; condemning. Our shortcomings in these
i.e., looking at how things have changed areas clearly have impeded the prosperity
year-over-year or even quarter-over-quarter. of the U.S. economy and have failed many
We frequently fail to look at trends over a of our fellow citizens over the past two
multi-year period or over decades – we miss decades or so.
the forest for the trees. It’s also important to
point out that many economic models that
are used to design policy have a hard time
42
Our problems: What’s holding back our nation’s productivity and
economic growth and reducing opportunity
43
PREVIOUSLY UNCOMPETITIVE TAX
SYSTEM FOR BUSINESS INEFFICIENT MORTGAGE MARKETS
Over the last 20 years, as the world reduced its tax rates, The inability to reform mortgage markets has dramatically
America did not. Our previous tax code was increasingly reduced mortgage availability. In fact, our analysis shows that,
uncompetitive, overly complex and loaded with special-interest conservatively, more than $1 trillion in additional mortgage loans
provisions that created winners and losers. This was driving might have been made over a five-year period had we reformed
down capital investment in the United States and giving an our mortgage system. J.P. Morgan analysis indicates that the cost
advantage to foreign companies, thereby reducing productivity of not reforming the mortgage markets could be as high as 0.2%
and causing wages to remain stagnant. The good news is the of GDP a year.
recent changes in the U.S. tax system include many of the key
ingredients to fuel economic expansion: a business tax rate that
will make the United States competitive around the world along
with provisions to free U.S. companies to bring back profits
earned overseas. DRAMATIC REDUCTION IN LABOR
FORCE PARTICIPATION
Wages for low-skilled work are no longer a living wage — the
incentives to start work have been declining over time. Add to
this the education issues already mentioned above. Two other
CAPRICIOUS AND WASTEFUL contributing factors are that many former felons have a hard
LITIGATION SYSTEM time getting jobs, and an estimated 2 million Americans are
Our litigation system now costs 1.6% of GDP, 1% more than currently addicted to opioids (in 2017, a staggering 48,000
what it costs in the average OECD (Organisation for Economic Americans died because of opioid overdoses). Some studies
Co-operation and Development) nation. show that addiction is one of the major reasons why many men
ages 25–54 are permanently out of work.
FRUSTRATING IMMIGRATION
POLICIES AND REFORM
STUDENT LENDING (AND DEBT)
Forty percent of foreign students who receive advanced
degrees in science, technology and math (300,000 students Irrational student lending, soaring college costs and the burden of
annually) have no legal way of staying here, although many student loans have become a significant issue. The impact of
would choose to do so. Most students from countries outside student debt is now affecting mortgage credit and household
the United States pay full freight to attend our universities, formation — a $1,000 increase in student debt reduces subsequent
but many are forced to take the skills they learned here back homeownership rates by 1.8%. Recent research shows that the
home. From my vantage point, that means one of our largest burdens of student debt are now starting to affect the economy.
exports is brainpower. We need more thoughtful, merit-based
immigration policies. In addition, most Americans would like a
permanent solution to DACA (Deferred Action for Childhood
Arrivals) and a path to legal status for law-abiding, tax-paying
LACK OF PROPER FEDERAL
undocumented immigrants — this is tearing the body politic
apart. The Congressional Budget Office estimates the failure to GOVERNMENT BUDGETING
pass immigration reform earlier this decade is costing us 0.3% AND PLANNING
of GDP a year. This inevitably leads to waste, inefficiency and constraints on
multi-year planning. One striking example: It may cost the
military at least 20% of its spending power when budgets are
not approved on time and continuous spending resolutions are
imposed. And we don’t do some basic things well, like account
for loans and guarantees properly and demand appropriate
funding of public pension plans.
44
III. PUBLIC POLICY
It is hard to look at these issues in their government officials who often have an
totality and not conclude that they have a increasing ability to interfere with both the
significant negative effect on the great Amer- economy and individual lives – which they
ican economic engine. My view is if you add frequently do to maintain power. This would
it all up, this dysfunction could easily have be as much a disaster for our country as it has
been a 1% drag on our growth rate. Before I been in the other places it’s been tried.
talk about some ideas to address these issues,
I am not an advocate for unregulated, unvar-
I would like to discuss one major debate
nished, free-for-all capitalism. (Few people I
currently in the echo chamber.
know are.) But we shouldn’t forget that true
Is capitalism to blame? Is socialism better? freedom and free enterprise (capitalism) are,
at some point, inexorably linked.
There is no question that capitalism has been
the most successful economic system the Successful economies will create large, successful
world has ever seen. It has helped lift billions
companies.
of people out of poverty, and it has helped
enhance the wealth, health and education of Show me a country without any large,
people around the world. Capitalism enables successful companies, and I will show you
competition, innovation and choice. an unsuccessful country – with too few
jobs and not enough opportunity as an
This is not to say that capitalism does not outcome. And no country would be better
have flaws, that it isn’t leaving people behind off without its large, successful companies in
and that it shouldn’t be improved. It’s essen- addition to its midsized and small compa-
tial to have a strong social safety net – and all nies. Private enterprise is the true engine of
countries should be striving for continuous growth in any country. Approximately 150
improvement in regulations as well as social million people work in the United States:
and welfare conditions. 130 million work in private enterprise and
only 20 million people in government. As
Many countries are called social democra-
I pointed out earlier in this letter, large,
cies, and they successfully combine market
successful companies generally provide
economies with strong social safety nets.
good wages, even at the starting level, as
This is completely different from traditional
well as insurance for employees and their
socialism. In a traditional socialist system,
families, retirement plans, training and
the government controls the means of
other benefits. Companies in a free enter-
production and decides what to produce and
prise system drive innovation through
in what quantities, and, often, how and where
capital investments and R&D; they are huge
the citizens work rather than leaving those
supporters of communities; and they often
decisions in the hands of the private sector.
are at the forefront of social policy. Are they
When governments control companies, the reason for all of society’s ills? Absolutely
economic assets (companies, lenders and not. However, in many ways and without ill
so on) over time are used to further polit- intent, many companies were able to avoid –
ical interests – leading to inefficient compa- almost literally drive by – many of society’s
nies and markets, enormous favoritism and problems. Now they are being called upon to
corruption. As Margaret Thatcher said, “The do more – and they should.
problem with socialism is that eventually you
run out of other people’s money.” Socialism
inevitably produces stagnation, corruption
and often worse – such as authoritarian
45
III. PUBLI C P O LI CY
3. All these issues are fixable, but that will happen only if we set aside partisan politics and
narrow self-interest — our country must come first.
We need to set aside partisan politics. strate that we are spending money wisely,
None of these issues is exclusively owned we should spend more – think infrastruc-
by Democrats or Republicans. To the ture and education funding. And that
contrary, it is clear that partisan politics is may very well mean taxing the wealthy
stopping collaborative policy from being more. If that happens, the wealthy should
implemented, particularly at the federal remember that if we improve our society
level. This is not some special economic and our economy, then they, in effect, are
malaise we are in. This is about our society. among the main winners.
We are unwilling to compromise. We are Our nation requires strong political
unwilling or unable to create good policy leaders to develop good, thoughtful poli-
based on deep analytics. And our govern- cies, use their political skills to determine
ment is unable to reorganize and keep pace what is doable and exercise their leader-
in the new world. Plain and simple, this is a ship skills to lead people toward common-
collective failure to put the needs of society sense solutions.
ahead of our personal, parochial and
partisan interests. If we do not fix these We need to set aside our narrow self-interest.
problems, America’s moral, economic and
We live in an increasingly complex world
military dominance may cease to exist.
where companies, governments, unions
In my view, we need a Marshall Plan for and special interest groups vie for time,
America. To do this, Democrats have to attention and favorable circumstances for
acknowledge that many of the things that their respective institutions. While it is a
have been done as a nation – often in constitutional right to petition our govern-
the name of good – have sometimes not ment, and many organizations legitimately
worked and need to be modified. Throwing fight for the interests of their constituents,
money at problems does not always work. we all may have become too self-inter-
Recently, a report showed that the federal ested. I fear that this self-interest is part of
government wasted nearly $1 billion on what is destroying the glue that holds our
charter schools due to mismanagement society together. We all share a collective
and lack of adequate oversight – this was responsibility to improve our country.
money intended to help children. Demo-
I would like to give a few examples, which
crats should acknowledge Republicans’
represent the tip of the iceberg (it would
legitimate concerns that sending money
be easy to come up with thousands more).
to Washington tends to be simply seen as
waste, ultimately offering little value to • Governments, both federal and state,
local communities. Republicans need to fight to keep military bases open that
acknowledge that America should and can we don’t need and Veterans Affairs
afford to provide a proper safety net for hospitals that are broken – making the
our elderly, our sick and our poor, as well as military more costly and less effective.
help create an environment that generates Our shortcomings are not just about
more opportunities and more income for inefficiencies; they border on immoral.
more Americans. And if we can demon- In an incredibly depressing story,
former Secretary of Defense Bob Gates
describes how Congress took years
longer than it should have to approve
the building of U.S. Army personnel
46
III. PUBLIC POLICY
carriers that we needed in Iraq and say, industry gets its share of tax breaks
Afghanistan to protect our soldiers from and forms of protection from legiti-
improvised explosive devices. While mate competition. I could add hospitals,
we dallied, many of our soldiers died or schools and unions to this list – none of
received terrible lifelong injuries. our institutions is blameless.
Five states (California, Connecticut, While leaders obviously fight for their
Illinois, New Jersey and New York) fight institutions, we all need to be able to
for unlimited state and local tax deduc- advocate for policies that are good for
tions because those five states reap 46% our organizations without being bad for
of the benefit – even worse, knowing our country. And as a general matter, we,
that over 80% of the benefits from as citizens, should support policies that
these deductions go to people who earn are good for our country even if they
more than $320,000 a year. may not be good for us individually. For
too long, too many have fought to use
• Businesses are equally guilty here.
regulation and legislation to further their
Just start digging through the tax code
interests without appropriate regard for
– buried in there are an extraordi-
the needs of the country.
nary number of loopholes, credits and
exemptions that aren’t about competi-
tiveness or good tax policy. Suffice it to
4. Governments must be better and more effective — we cannot succeed without their help.
The rest of us could do a better job, too.
The U.S. federal government is becoming I have already commented about needing
less relevant to what is going on in people’s real policies that include thoughtful plans
lives. People have generally lost faith in the to increase growth and create more oppor-
ability of institutions to deliver on their tunity for everyone. Faster growth will
mission and meet societal needs. They are raise incomes, generate opportunities and
demanding change, and we must recognize create the wherewithal to fund improve-
that change is needed. We need dramatic ments in our social welfare programs.
reform of our global and federal institu- (On pages 48-49, I describe some possible
tions and how we attack our biggest soci- solutions to the problems previously high-
etal challenges. There are signs of progress, lighted on pages 43-44.) These solutions
particularly in how local governments are are not my own but are a synthesis of
starting to attack pressing problems – the some of the best thoughts that we have
ones that directly affect people’s lives, like seen. Some of these solutions are simple,
education, housing and employment. Look and some are more complex. And obvi-
at Detroit and see how excellent leader- ously, if they were politically easy to put
ship is fixing a once failing city. We should into practice, that would have been done
continue to empower local governments by now. However, I am convinced that if
to address the needs of our society, but we we could get ideas like these implemented,
should be asking our federal government economic growth and opportunity for all
to do the same. would be greatly enhanced.
47
Some solutions to how we might drive growth, incomes and opportunity
HEALTHCARE
This may be our toughest, most complicated problem, but we know
there are some things we can do to make the system work better. TAX CREDITS AND BENEFITS
Some of the solutions may include aligning incentives better; trying
The business tax changes in the 2017 tax law made the United States
to eliminate the extraordinary amount of money wasted on
more competitive, benefiting American workers today and strength-
bureaucracy, administration and fraud; empowering employees to
ening our economy for the long term. In 2018, nominal wages
make better choices, with upfront transparency in employer plan
increased 3.3% — the fastest rate of growth since 2008 — and job
pricing and options and the actual cost of medical procedures;
openings exceeded the number of unemployed workers for the first
developing better corporate wellness programs, focusing particu-
time since the federal government started tracking these data in
larly on obesity and smoking; creating better tools to shop around
2000. Beyond this important progress, there is still more that
for non-emergency care and manage healthcare expenses; and
policymakers could do to help working Americans. Of the 150 million
reducing the extraordinary expense for unwanted end-of-life care.
Americans working today, approximately 21 million earn between
Another obvious thing to do is to start teaching wellness, nutrition,
$7.25 an hour (the prevailing federal minimum wage) and $10.10 an
health and exercise in K-12 classrooms nationwide.
hour. It is hard to live on $7-$10 an hour, particularly for families
(even if two household members are working). While it would be
acceptable to increase minimum wages, this should be done locally
48
LABOR FORCE PARTICIPATION
and carefully so it does not increase unemployment. Perhaps a We have already mentioned two critical solutions that would help
more effective step would be to expand the Earned Income Tax improve labor force participation — make work pay more by
Credit (EITC). Today, the EITC supplements low- to moderate- expanding the EITC and provide graduating students with work skills
income working individuals and couples, particularly with children. that will lead to better paying jobs. Remember, jobs bring dignity.
For example, a single mother with two children earning $9 an hour That first job is often the first rung on the ladder. People like working,
(approximately $20,000 a year) could receive a tax credit of more and studies show that once people start working, they continue
than $5,000 at year’s end. Last year, the EITC program cost the working. Jobs and living wages lead to better social outcomes — more
United States about $63 billion, and 25 million individuals received household formation, more marriages and children, and less crime,
the credit. We should convert the EITC to make it more like a as well as better health and overall well-being.
negative income payroll tax, which would spread the benefit,
Reducing recidivism of those who have been incarcerated is not only
reduce fraudulent and improper payments, and get it into more
important to citizens with a criminal record and their families — but it
people’s hands. Workers without children receive a very small tax
can also have profound positive implications for public safety. Last
credit — this should be dramatically expanded, too.
year, we welcomed the Federal Deposit Insurance Corporation’s
proposed changes to allow banks more flexibility in hiring citizens
convicted of a crime. Our responsibility to recruit, hire, retain and
train talented workers extends to this population, and we will support
LITIGATION re-entry programs and give convicted and/or formerly incarcerated
Americans a path to well-paying jobs. Finally, we should all be
While the rule of law and the right of plaintiffs to get their day
gratified that the government now seems to be taking the opioid
in court are sacrosanct, there have to be ways to improve this
problem very seriously.
system. One example, which works in many other countries, is to
have the loser pay in some circumstances. Clearly, this would have
to be done in such a way as to ensure that aggrieved parties are
not denied appropriate access to our justice system. But we need
a way to reduce frivolous litigation designed principally to extract STUDENT LENDING
fees for lawyers. We also need to reduce the time and the cost
We should have programs to ameliorate the burden of student loans
necessary to achieve justice by adding more judges and creating
on some former students. We would be well-advised to have more
more specialty courts to deal with complex issues.
properly designed underwriting standards around the creation of
student loans. Direct government lending to students has grown
almost 500% over the last 10 years — and it has not all been
responsible lending. It would also be helpful for the government to
IMMIGRATION disclose student lending programs as if they were accountable on
the same basis as a bank. Addressing these factors would lead to
There has been support for bipartisan comprehensive legislation far better, and healthier, student lending.
that provides substantial money for border security, creates more
merit-based immigration, makes DACA permanent and gives a
path to legal status or citizenship for law-abiding, hard-working,
undocumented immigrants. We know this is no easy feat, but we
should pass and enact legislation to resolve immigration. PROPER BUDGETING AND PLANNING
All levels of government should do proper budgeting and planning
— and on a multi-year basis. It is particularly important that most
federal programs — think military, infrastructure and education
MORTGAGE LENDING — have good long-term plans and be held accountable to execute
Things can be done to reform mortgage markets, which would them. When the government says it is going to spend money, it
increase mortgage availability — as I mentioned in the previous should tell the American people what the expected outcome is and
sidebar on pages 43-44. report on it. It should account for loans the same way the private
sector does, and it should be required to do cost-benefit analysis.
49
III. PUBLI C P O LI CY
Somehow we need to help reinvent govern- One final thought: If I were king for a day,
ment to make it more efficient and nimble I would always have a competitive business
in the new world. While the federal govern- tax system and invest in infrastructure and
ment remains somewhat in a stalemate, we education as a sine qua non to maximize
have seen governors and mayors at the state the long-term health and growth of our
and local levels taking active control and economy and our citizens. I would not trade
framing effective solutions. They are helping these issues off – I would figure out a way to
to create a laboratory of what works and are properly pay for them.
often at the forefront with initiatives that
restore confidence in the ability of govern-
ment to deliver. We also call upon CEOs
and other leaders to step up and offer
non-parochial solutions.
Despite the fact that CEOs are not generally It’s not enough just for companies to meet
viewed with high levels of trust, surprisingly, the letter and the spirit of the law. They can
the 2019 Edelman Trust Barometer global also aggressively work to improve society.
report – encompassing a general global They can take positions on public policy
population of more than 33,000 respondents that they think are good for the country.
– shows that 76% think CEOs should take And they can decide, with proper policies
a stand on challenging issues and that 75% and regulatory oversight, with whom and
actually trust their employer. how they will do business.
We believe CEOs can and should get involved However, this does get complex. What
– particularly when they or their companies companies cannot do is abridge the law of
can uniquely help design policies that are the land or abrogate the rights of voters
good for America. At JPMorgan Chase, we are and their representatives to set the law of
strengthening our public policy teams to take the land. There are circumstances in which
our advocacy and ideas to the next level. We JPMorgan Chase is called upon to do things
believe the best way to scale programs that and/or set policies that should have been
we have seen work in cities, states and coun- set by the federal government – in effect,
tries around the globe is to develop action- these are decisions that the voter must
able public policies that allow more people to decide. We work very hard to try to stay on
benefit from economic growth. the right side of all these issues.
We can use our unique capabilities, data In any event, things have changed. In the
and resources to help inform infrastruc- past, boards and advisors to boards advised
ture policies, corporate governance policies, company CEOs to keep their head down
affordable housing policies, financial educa- and stay out of the line of fire. Now the
tion policies and inclusion policies, as well opposite may be true. If companies and
as small business financing and formation, CEOs do not get involved in public policy
community and economic development, and issues, making progress on all these prob-
others. In addition, while almost all compa- lems may be more difficult.
nies can help further job skills, training, and
diversity and inclusion efforts, each company
can also add value where it has distinct
capabilities, like expertise around healthcare,
infrastructure or technology.
50
III. PUBLIC POLICY
One of the biggest uncertainties in the institutions. America should engage and
world today is America’s role on the world exercise its power and influence cautiously
stage. A more secure and more prosperous and judiciously. We should all understand
world is also good for the long-term security that global laws, standards and norms will be
and prosperity of the United States. And established whether or not our nation partic-
America’s role in building that more secure ipates in setting them. It is certain that we
world has been and will likely continue to will be happier with the evolution of global
be indispensable. standards if we help craft and implement
them. We should not abdicate this role. To
While there are many legitimate complaints
the contrary, it is critical that America help
about international organizations (the
develop the best global standards in trade,
North Atlantic Treaty Organization, the
immigration, corporate governance and
World Trade Organization and the United
many other important issues.
Nations), the world is better off with these
I N C LO S I N G
While I have a deep and abiding faith in the United States of America
and its extraordinary resiliency and capabilities, we do not have a divine
right to success. Our challenges are significant, and we should not
assume they will take care of themselves. Let us all do what we can to
strengthen our exceptional union.
I would like to express my deep gratitude and appreciation for the
employees of JPMorgan Chase. From this letter, I hope shareholders
and all readers gain an appreciation for the tremendous character and
capabilities of our people and how they have helped communities
around the world. I hope you are as proud of them as I am.
Jamie Dimon
Chairman and Chief Executive Officer
April 4, 2019
51
Consumer & Community Banking
In 2018, the U.S. economy benefited 2018 financial results Banking deposits and investment
from continued low unemployment balances. The incremental deposits
Consumer and Community Banking
and stable inflation. There have been acquired over this time period alone
(CCB) had a remarkable 2018. We
other economic periods like this would be equivalent to the seventh
delivered a 28% return on equity on
since the 1950s, but they have not largest retail bank in the country.
record net income of $14.9 billion and
lasted as long. The U.S. economy is
$52.1 billion in revenue, up 12% year- Our customers spent more than
strong. Gross domestic product
over-year. We grew our customer base $1 trillion on 99 million debit and
increased at an annual rate of 2.9%;
to nearly 62 million U.S. households, credit card accounts in 2018, averag-
unemployment in 2018 hit its lowest
including 4 million small businesses. ing 49 million transactions every day.
level since December 1969; and wage
Among our consumer households, We also have the largest customer
growth picked up, passing along
25% have a relationship with two or base of active mobile users among
some of the strength of the economic
more Chase lines of business. This U.S. banks at 33 million.
expansion to the consumer – many
performance is a direct result of the
of whom are our customers. The We grew our business while reduc-
growth in our business drivers and a
consumer debt burden is at manage- ing our overhead ratio and making
sustained focus on investing for the
able levels, both consumer and small significant investments. These
medium and long term.
business optimism is at or near an include investing in the 400
all-time high, and consumer credit In CCB, our four-year compound branches we are opening in new
remains strong. annual growth rate for deposits has markets to extend our reach to cus-
been double that of the industry over- tomers, as well as in other improve-
While the economy is performing
all since 2014, and in 2018, we grew ments to our customers’ experience.
well, it is not working for everyone.
retail deposit share in 27 of our top
Across the firm, we recognize this We achieved our 2018 results with
30 markets. Our average deposits of
and want to do our part to remedy continued focus on the same four
$670 billion were up 5%, and client
that reality. As a company, we want areas as in years past: customers,
investment assets reached $282
to help everyone make the most of profitability, people and controls.
billion, up 3% despite volatility in
their money and seek opportunities
the market. Since 2014, we have Here are some of the highlights of
to connect with households we don’t
brought in $215 billion of Consumer what we accomplished in each of
already serve.
these areas.
Customers
We are proud that Chase has a rela-
tionship with nearly half of all U.S.
households. A first step in reaching
more customers is making sure we
#1 #1 62M are meeting their needs. Therefore,
we are introducing new products
#1 in total U.S. credit card sales #1 in U.S. retail 62 million households and refreshing existing ones with
volume and outstandings deposit growth
the features and benefits our cus-
tomers value.
Another step taken this past year
was to open branches in new mar-
kets, specifically Washington, D.C.,
Philadelphia and Boston. When we
15 29% enter these communities, we bring
#1 MOBILE LOGINS QUICKDEPOSITSM the full force of this great company
– hiring, lending and helping cus-
#1 most visited banking 15 mobile logins 29% of check deposit tomers save for their first home, start
portal in the U.S. per active user per month transactions through
QuickDepositSM a business or retire with financial
52
Expanding into new markets
security. The reception in each mar- card bills, discounts and offers from who want to speak with someone by
ket, by new and existing customers, favorite merchants, and, for those phone or in person.
has been wonderful. As part of the who have multiple relationships with
Customers are doing more than 80%
market expansion, we also support us, a clear understanding of the prod-
of their transactions on their own.
each local community directly with ucts they qualify for before applying.
This simple experience means cus-
help from the JPMorgan Chase Foun-
Profitability tomers who use mobile and digital
dation. In Washington, D.C., we com-
We prioritize long-term, profitable channels are happier with us, tend to
mitted $1.6 million in philanthropy.
growth when making decisions about do more business with us and are
In Boston, we committed $3 billion
investing in the future of our con- more profitable.
for home and small business loans
and $1.1 million to support jobs and sumer franchise. In 2018, we contin- Consumer Banking customers who
skills development. ued our progress to drive down struc- have relationships with two or more
tural expense, reducing our overhead Chase lines of business generate two
We are always focused on improving ratio to 53%, down from 56% the and a half times more pre-tax income
the customer experience. Across all prior year. We’ve also made progress for us. That is because they have
of our products, we have made it reducing our cost to serve each house- deeper relationships and also
quicker and easier to become a Chase hold while our customer base and because they are often servicing their
customer. Increasingly, that experi- total transaction volume continue to accounts digitally, which is more
ence is digital, online or mobile. More grow. We’ve made investments that cost-effective.
than 1 million customers opened a have brought down our cost to serve
checking or savings account digitally each household by 15% since 2014. For those customers who rely on
in 2018. For existing customers who These investments allow us to reach branches, we are tailoring our physi-
were adding an account, it took less more customers at a lower cost and cal network to match the service
than three minutes. We have plans to through the channels they prefer. activity of each location. We have
reduce that time even further. More and more often, that channel expanded into our new market loca-
is mobile. tions using a combination of strate-
Existing customers enjoyed a steady
gically placed full-service branches,
stream of improvements to their Our active mobile customer base smaller format branches and stand-
experience with us: the ability to grew 11% since 2017, averaging a alone ATMs – which can now sup-
lock and unlock a misplaced card, login rate of 15 times a month. And port 74% of the transactions that
more options on how to pay credit we have made it easy for customers once required a teller.
53
#1 most visited banking 15 mobile logins 29% of check deposit
portal in the U.S. per active user per month transactions through
QuickDepositSM
80+ %
SELF-SERVICED
49M
ACTIVE DIGITAL CUSTOMERS
$1+T Looking ahead — 2019
Becoming a customer
More than 80% of 49 million active digital More than $1 trillion
transactions self-serviced customers in credit and debit card As we continue to focus on custom-
sales volume ers’ needs in 2019, we will make it
even easier to become a Chase cus-
tomer and grow with us during a life-
time. Earlier this year, we created a
product to meet the needs of the mil-
lions of U.S. households outside of the
YOU INVEST 1.5M 33M banking system – Chase Secure Bank-
DIGITAL DEPOSIT
DIGITAL PLATFORM ACCOUNTS ACTIVE MOBILE CUSTOMERS ing. For a fee of $4.95 a month, people
receive access to our branches, ATMs
You Invest digital trading 1.5 million deposit accounts 33 million active mobile and mobile banking to make pay-
platform launched opened digitally customers ments, deposit checks and send
money, and they cannot overdraft.
We are committed to serving all representation – and, most recently, We will also continue to expand to
households with these new branches, Advancing Black Pathways, our effort new markets. We expect 93% of the
including ones with low to moderate to promote greater opportunities U.S. population to be in our Chase
incomes. for black Americans to participate in footprint by the end of 2022.
economic success.
People Paying with Chase
We are so proud of our team, 135,0001 We are also mindful that the nature
Our customers make more than
strong. In the same way we focus of our work is changing as we invest
$2 trillion in payments each year –
on making experiences great for our in technology that allows customers
whether they are shopping with one
customers, we also strive to do the to manage their own needs. While
of our cards, paying a bill or paying
same for our employees. we have hired 2,000+ more people in
another person. No matter the
technology and digital roles, we have
method, we want them to be able to
We have always believed our com- 7,000 fewer employees working in
do so with ease and confidence, as
pany has a role to play in society, operational positions since 2014.
well as to realize the value of paying
leading by example in areas such as We are committed to offering other
with Chase. In addition to the new
diversity. It’s important to us that our opportunities and training to those
customer-friendly features I men-
employees represent the customers employees who might need to find a
tioned earlier, we are upgrading our
we serve. More than 57% of our new role – here at Chase or some-
card chips to be “tap to pay”-enabled.
employees are women, and more than where else.
half are minorities. Our employees We announced two new features for
who work directly with customers in Controls our credit card customers coming
our branches and call centers have Our customers rely on us to protect later this year – My Chase PlanSM and
higher minority representation than their data and their money. We take My Chase LoanSM – to provide more
our senior executive positions, and we that responsibility very seriously. ways to borrow using existing Chase
are working to correct that balance. Therefore, we deploy many safe- credit card lines. When customers
guards, checks and balances to make need to pay their Chase bills, they
But we don’t stop with our employ-
sure we do our work as effectively as can set a fixed amount to pay auto-
ees. We are leading initiatives to drive
possible. This helps us adhere to the matically or pay at our ATMs.
inclusive growth across the country,
many regulations and requirements
such as Women on the Move – which Growing wealth
that govern us. Upgrading and rigor-
helps women overcome barriers they
ously maintaining these controls is We want to help everyone make the
face at work and helps further female
an ongoing discipline; we are proud most of their money, whether they
of the work we do and will continue need to build emergency savings to
1
Includes employees and contractors
to improve.
54
cover unexpected expenses, save for a Growing businesses speed at which companies function.
home or invest. In January 2019, dur- As a firm, JPMorgan Chase can do Those we visited are using machine
ing National Savings Month, we intro- more to support businesses than just learning to open accounts in seconds
duced Auto Save, which allows our about any other financial services or pay out claims based on smart-
customers to set rules for how much firm. From sole proprietors, family-, phone images within hours. Seeing
to save based on milestones like female- and minority-owned busi- these capabilities only inspired us to
receiving a paycheck or spending at a nesses all the way to the largest global, move more quickly and push the
certain merchant. And every week, on multinational corporations, we help boundaries of what we think we can
average, we welcome 5,000 new cus- businesses manage the spectrum of accomplish for our customers and
tomers to You Invest, our self-directed needs, whether making day-to-day our shareholders.
digital investing product. payments or financing growth. No
matter the business, we are focused
Owning a home
on ways to bring unique value to cus-
We have made it simpler and faster tomers who do more business with us.
for customers who want to work with
us to buy their home. Our digitally For our customers who process pay-
enabled fulfillment process is more ments with Chase, we can offer same-
convenient than the paper process; day funding if they deposit those
it’s 20% faster, can be completed sales into a Chase Business Checking
online from anywhere and allows account. For a small business owner,
customers to monitor their progress same-day access to your sales can
through the process. Customer satis- make a real difference.
faction is at record highs, but there is
still room to simplify and improve. Closing
I have never been more optimistic
Owning a car
about our future. We are committed
Of the 62 million households with to making our business even better
whom we have a relationship, by serving more customers. The key
roughly 1 million of them will buy or to doing that is moving faster. We
lease a car with Chase each year. We have made progress improving upon
think we can do better than that by the pace we became accustomed to, Gordon Smith
making the experience easier and but we still need to do better. Co-President and Chief Operating Officer,
adding value to the process – for our JPMorgan Chase & Co., and
customers and for our dealer and Members of my leadership team CEO, Consumer & Community Banking
manufacturer partners. and I traveled to China at the end of
2018, and we were impressed by the
• #1 in overall customer satisfac- • The most frequently added new • #1 most visited banking portal in • Relief provided to customers
tion among national banks bank among small businesses the U.S. — chase.com affected by the California wild-
(J.D. Power) that added another financial fires and the federal government
institution in the past year • #1 U.S. credit card issuer shutdown
• #1 in primary bank relationships (Barlow Research)1
within our Chase footprint • #1 U.S. co-brand credit card
• Retail deposit volume growth at a issuer
rate more than twice the industry
average since 2014 • #1 in total U.S. credit and debit 1
1Q17-4Q18 data, small businesses with
payments volume revenue $100,000 to $25 million
55
Corporate & Investment Bank
2018 performance and backdrop such as Takeda’s $82 billion acquisi- $6.9 billion, up 21%. Our Cash Equi-
tion of Shire, IBM’s $34 billion pur- ties, Equity Derivatives and Prime
The Corporate & Investment Bank
chase of Red Hat and Walmart’s $16 Finance businesses each gained
(CIB) had a record year in 2018, set-
billion acquisition of Flipkart, India’s market share, and each generated
ting a new benchmark for earnings
largest online retailer. double-digit revenue growth during
of $11.8 billion on $36.4 billion of
the year. The investments we have
revenue, resulting in a return on We ranked #1 in wallet share for
made in people and technology have
equity (ROE) of 16%. both debt and equity capital markets
led to stronger execution capabilities
and raised more than $475 billion
We are now 10 years removed from and significant growth in both client
for clients around the world. We led
the financial crisis of 2008, when balances and volumes. Over the past
prominent initial public offerings
J.P. Morgan was a safe haven for five years, our Equities business has
(IPO), including for AXA Equitable
clients in chaotic markets. We gained more wallet share than our top
Holdings, the largest U.S. insurance
remain that safe haven while we three competitors combined.
IPO since 2002, and for Siemens
drive the industry forward through
Healthineers, the largest healthcare Even with the fourth quarter’s turbu-
innovation and technology.
IPO ever in EMEA2. lent markets, stronger performances
The standout performances of our during the year in areas such as
As a result of our worldwide invest-
businesses last year and over the past Currencies & Emerging Markets and
ment banking work for clients, we
decade are the result of hard work, Commodities contributed to $12.7
generated $7.5 billion in fees and
continuous investment and a belief billion of Fixed Income Markets
solidified our #1 standing in market
that a complete, global offering helps revenue in 2018, nearly matching our
share for the 10th consecutive year. In
clients meet their evolving financial 2017 result. Once again, we gained
fact, amid heavy competition in a rel-
objectives. As our clients grow in size share as the industry wallet declined.
atively healthy economic environ-
and complexity, they require a finan-
ment, our share of global investment In Treasury Services, we continued
cial partner who can provide the
banking business stood at 8.7%, the to outpace competitors, growing
financing solutions they need, wher-
highest of any bank since 2009. firmwide revenue to approximately
ever they need them and however
$9 billion. Our performance was
they want them delivered. Despite volatile trading markets at the
helped by higher interest rates and
end of the year, we continued to be a
Last year was especially active for operating deposits, which have
leading provider of trading liquidity
mergers and acquisitions (M&A) and grown by 9% since 2016.
to institutional investors, reporting
equity markets. We advised on more
full-year Markets revenue of $19.6 bil- Looking ahead, Treasury Services
than $1 trillion in announced M&A1
lion, up 6% from 2017. In Equities, we will benefit from our recent deci-
in 2018, including significant deals
achieved record full-year revenue of sion to integrate its operations with
$35.3 $36.4
$34.7 $33.7 $34.7
Revenue
Net income $10.8 $10.8 $11.8
$6.9 $8.1
Chase Merchant Services, the largest leader – and continually invest in We expect to see periods of volatility
merchant acquirer in the U.S. and digital technologies to provide clients in the future, and we are committed
Europe. Together, these businesses with data and insights when and to managing risk in a dynamic way
$6T FIRST
#1
form the biggest wholesale payments where they want them. no matter what market conditions
BLOCKCHAIN-BASED
network in the world, processing WHOLESALE PAYMENTS we face. That requires us to be disci-
PAYMENT NETWORK
That focus has generated results for
more than $6 trillion payments daily. plined and not overextend ourselves,
our shareholders, too. In addition to
It serves 1.6 million small business
Top Global $6 trillion of wholesale trusting in our
First to create a strengths and doing
earning an industry-leading
processed daily return on blockchain-based payment
customers and more thanResearch
80% ofFirm payments
what is right.
equity, our market share among the information network
Fortune 500 companies. By combin-
CIB’s largest competitors grew the Around the world
ing units, we will be able to reduce
most year-over-year, even after outpac-
legacy platform costs, accelerate the
ing the group between 2014 and 2017, Investors always assess geopolitical
expansion of our merchant acquisi- risks, and 2018 provided no shortage
according to data from Coalition.
tion business into Latin America and of them. For our part, we constantly
Technology giving them clearer insight into their dashboard. This transparency only
own portfolios and helping them bet- strengthens relationships and pro-
We’ve learned the hard way that it is
ter manage the risks and concentra- vides even more value to companies
incredibly costly to lose a leadership
tions associated with their positions. that look to us for strategic advice.
position due to a failure to embrace
change. Our firm was a leader in for- In wholesale payments, more than There is also a large opportunity to
eign exchange in the late 1990s, but 180 international banks have signed improve efficiencies internally using
by resisting rather than embracing on to be part of J.P. Morgan’s Inter- technology. About 40% of time in
electronic trading, we lost market bank Information Network, which global operations is spent on servicing
share. It took many years and mil- uses blockchain technology to client accounts, including answering
lions of dollars of investment to instantly transfer global payment queries. As we develop systems to bet-
recapture our leadership – illustrating information among correspondent ter direct those requests, we will spend
the crippling effect that short-term banks, allowing funds to reach ben- less time searching for answers and
thinking can have on a business. eficiaries faster and with fewer steps. more time responding to client needs.
We are also the first bank to offer
That lesson is one of the many rea- With our scale, global footprint and
real-time payments in U.S. dollars,
sons we continue to reinvest such leadership, we have the ability to ana-
euros and British pounds, and the
significant sums – now more than lyze data and generate insights like no
first U.S. bank to create and test a
$11.5 billion per year – into technol- other financial services company in
digital coin for instantaneous cross-
ogy across the firm. the world. We increasingly see our
border payments using blockchain.
business as a platform to which cli-
As electronification of the trading
In investment banking, we are using ents can connect for whatever finan-
markets continues across asset
technology to empower bankers and cial products and services they need.
classes, we are building sophisticated
strengthen connections with clients.
trading platforms, such as Algo Most exciting, perhaps, is the innova-
With access to a wealth of informa-
Central, enabling clients to use pre- tive spirit surging through the bank.
tion about M&A and the capital mar-
dictive analytics to tailor orders and Last September, we kicked off a com-
kets, bankers can sit side by side with
even change the speed and execution petition in which teams of analysts
clients, review trends and evaluate
style while the trade is live. and associates across the CIB were
timely capital raises or even model
invited to submit their best ideas for
In Securities Services, which safe- what might happen to their stock in
making the company faster, smarter
guards more than $23 trillion in an activist situation. Treasurers can
and better. In a span of several weeks,
client assets, we extended our view our top-ranked research, evalu-
the teams submitted 469 ideas, many
Investment Analytics Platform to ate various financial metrics and cre-
of which we are already taking for-
more than 200 large investor clients, ate custom reports on an easy-to-use
58
ward with funding. The competition We are also working with colleagues vibrant, energetic employees, is pro-
showcased the amazing talent emerg- across the bank to support different pelling our company to the forefront
ing within the organization and fueled segments of the economy. The CIB’s of digital banking and is positioning
optimism about our bank’s future. integration with Chase Merchant Ser- us to serve our clients with the inno-
vices is aimed at making international vative, effective financial strategies
Communities and partnerships payments seamless for both consum- they will need in the years to come.
Being part of a firm that has four ers and e-commerce companies. Simi-
best-in-class franchises is extraordi- larly, being able to offer best-in-class
nary. The talent and resources we advice and capital markets expertise
can mobilize for a client, a govern- to 19,000 midsized companies on
ment, an industry or a new market Commercial Banking’s roster helped
are unmatched. Our work in Detroit yield $2.5 billion of North America
is well-known: We have partnered investment banking revenue during
with local officials and organizations, 2018 – a record. Our bankers are plan-
investing $150 million in the city’s ning to gradually extend efforts to
economic recovery. This effort goes midsized companies in Europe and
beyond a financial commitment. Latin America as well. We’re also
Through the JPMorgan Chase Ser- working with the Private Bank to
vice Corps, teams of our colleagues expand our coverage of family offices
are working on-site at local nonprofit across the U.S. and around the world.
partners to solve specific challenges.
Conclusion
I’m proud to say that the firm is
We have worked hard over many
extending its resources to other cities
years to earn our place as an indus-
and communities, such as Greater
try leader – in market share, financial Daniel E. Pinto
Paris and Chicago. As a global bank
strength and reputation. As we trans- Co-President and Chief Operating
with clients and employees around
form our business for the future, we Officer, JPMorgan Chase & Co., and
the world, we believe we can add
will build on our legacy of success by CEO, Corporate & Investment Bank
value by partnering with local
taking advantage of strategic growth
governments and organizations to
opportunities while maintaining day-
expand access to jobs and skills for
to-day discipline. Our experienced
young people and adults and help
and talented CIB leadership team,
regional businesses grow.
bolstered by the next generation of
In Commercial Banking (CB), we solid foundation for continued Record performance in 2018
continue to execute our long-term, organic growth.
In 2018, CB delivered outstanding
disciplined strategy, focused on help-
• In 2008, we acquired our Commer- financial results. We generated record
ing our clients succeed and making a
cial Term Lending (CTL) franchise revenue of $9.1 billion, up 5% year-
positive difference in our communi-
from Washington Mutual. Since over-year, and net income grew 20%
ties. Across our business, we have
then, CTL has become the #1 multi- to a record $4.2 billion. We have
been steadily investing to deliver
family lender in the U.S., as we remained highly selective in growing
more value to our clients. I’m excited
have made significant investments our loan portfolio, and our net charge-
about what we’ve accomplished so
to better serve our clients. offs were just 3 basis points for the
far and the tremendous opportunity
year. Our continued credit, expense
ahead of us. As you consider the I’m incredibly proud of how our and capital discipline led to an industry-
future for CB, it’s useful to reflect on team is executing and the market leading overhead ratio of 37% and a
our progress over the last decade: leadership positions we’ve estab- strong return on equity of 20%.
lished. You can see the outcome of
• This 10-year perspective provides a
this hard work and discipline in our Clients are at the center of everything
through-the-cycle lens, which is the
performance – over the past decade, we do, and we’re delivering meaning-
best way to measure the outcome of
we’ve added high-quality loans and ful advice, solutions and capital to
our efforts, as well as the tremen-
deposits, nearly doubled revenue and help them succeed. In 2018, we hired
dous potential for CB. At every step
tripled net income. more than 150 new bankers and
along the way, we have been build-
made nearly 30,000 more client calls.
ing with patience, selecting the While we’re pleased with these Through these efforts, we added over
best clients and maintaining our results, we are not standing still. We 1,200 new relationships, grew loans
fortress principles. see enormous potential for our fran- by $7.4 billion across our business
chise and are building for the next and ended the year with $206 billion
• During this time, we commenced
10 years and beyond. In this letter, in average loan balances.
our Middle Market expansion
I share highlights from our 2018
efforts, focusing on delivering our
performance, the progress we are Being able to deliver our leading
broad-based capabilities to more
making on our strategic priorities investment banking capabilities
clients across the U.S. To date, we
and the investments underway that locally separates us from our compet-
have opened 67 new locations,
will drive continued success for our itors. Our partnership with the
added 650 new bankers and set a
clients and CB. Corporate & Investment Bank (CIB) is
outstanding and allows us to deepen
Ten-Year Retrospective — Consistent Investment and Disciplined Growth our strategic dialogue with clients.
($ in billions) Even while investment banking activ-
2008 2018 10-year CAGR
ity is market dependent, we have
grown revenue every year since the
$9.1
$4.8
JPMorgan Chase/Bank One merger in
7% 2004. 2018 was no exception, as we
Revenue
generated a record $2.5 billion in
$4.2 Investment Banking (IB) revenue,
$1.4 11% accounting for 39% of CIB’s North
Net income
America investment banking fees.
$206
Growing our client franchise
$82 10%
Average loans Across all of our businesses, we have
a tremendous opportunity to add
$171
$103 more great clients and deepen those
5% relationships over time. Since launch-
Average deposits 1
ing our Middle Market expansion
1
Deposits herein represent average client deposits and other third-party liabilities
efforts, we are local and active in 39
CAGR = Compound annual growth rate new metropolitan statistical areas
60
and have added close to 2,800 new Middle Market Banking and Specialized Industries — Market Opportunity
clients. When we move into a new
market, we are truly engaged in our
communities and deliver the full
power and platform of our entire
firm. Client by client, banker by
banker, we have organically created a
nice-sized bank from scratch, build-
ing a $15 billion loan portfolio and
an $11 billion deposit franchise. The
foundational investments we make
upfront, essentially our operating
infrastructure, are meaningful and
are now largely in place. As our pres- Prospect density1
ence matures, these newer markets MMBSI footprint
will drive revenue growth, margins
and returns for many years to come. 1
Size of circle indicates relative number of prospects in a given city
MMBSI = Middle Market Banking and Specialized Industries
The growth potential for our Middle
Market business isn’t limited to our
expansion markets. Through data- ments and asset classes, watch market whether through application pro-
driven analysis, we’ve identified and conditions closely and maintain our gramming interfaces or an open
prioritized 38,000 prospective clients strict underwriting criteria. By staying banking solution, and allow clients
nationally. Some of our most excit- true to these fundamentals, we to accept and collect payments from
ing opportunities are within our leg- believe we can thoughtfully continue anywhere in the world, in any cur-
acy markets, such as New York, Chi- to grow our CRE loan portfolio. rency. Finally, our ability to deliver
cago, Dallas and Houston, where we real-time data and insights will help
have been for over a century. Enhancing our capabilities to deliver clients optimize and simplify their
more value operations. The value we deliver
Overall, we now have banking teams
Recognizing that clients are in vari- through these capabilities allows us
in 116 locations across the U.S. These
ous stages of development and in to build incredibly close client rela-
markets account for roughly 70% of
different industries, we know they tionships and is the foundation for
the country’s gross domestic product,
have unique needs and priorities. gathering and retaining long-term,
and our success will continue to be
We also know that expectations are stable operating deposits.
driven by our exceptional teams, our
comprehensive capabilities delivered shifting and that we need to contin- Similarly, we are transforming how
locally and CB’s ability to grow with ually raise the bar to deliver more we provide credit to our clients. As
clients over time. value. As such, CB has dedicated, an example, in CTL, speed and cer-
client-focused design teams working tainty of execution are critical. To
Positioning for long-term success in to integrate, simplify and create address this, we developed our pro-
Commercial Real Estate new functionality. These teams are prietary loan origination platform,
developing exciting new capabilities CREOS. Today, we use CREOS to pro-
Our Commercial Real Estate (CRE)
that will deliver powerful solutions cess 100% of our CTL volume and
businesses are designed to thrive
while substantially improving the are seeing terrific results with more
through the cycle, and growth has
overall client experience. than 40% of our loans closing in less
been highly selective and disciplined.
We are pleased with our performance We are making significant invest- than 30 days. This platform allows
in 2018, generating loan growth of 4% ments in our digital and payments our clients to focus on running their
and $24 billion in loan originations. capabilities, and this work is critical business and lets us deliver a supe-
As we move into 2019, we will con- to our value proposition. It will rior client experience rather than
tinue to target cycle-resistant seg- enable our clients to connect with us compete on pricing, terms and credit.
in the simplest way possible,
61
Making a positive difference in the Looking forward
communities we serve I hope you can see why I’m incredibly
In CB, we embrace our obligation to proud of our franchise and excited
be a positive force in our communi- about the opportunities ahead. CB’s
ties and are well-positioned to sup- performance over the last 10 years
port the firm’s commitment to mak- has set the standard for us going
ing a difference. In 2018, we financed forward. We have an exceptional
the development of more than 20,000 team, outstanding capabilities and
housing units for low-income individ- enormous market opportunities.
uals, and, notably, our Community We believe we are well-prepared for
Development Banking team provided whatever market conditions are
$188 million in capital to the nation’s ahead, and the investments we are
largest Community Development making today will drive success for
Financial Institutions. In addition, CB decades to come.
supported local businesses, states and
All of this comes down to our cli-
municipalities, school districts, non-
ents. We are grateful for our long-
profits and higher education institu- Douglas B. Petno
standing relationships and appreci-
tions with over $56 billion in capital CEO, Commercial Banking
ate the trust and confidence they
to help them deliver their critical
place in JPMorgan Chase. I also want
services. Equally important to serving
to thank the entire CB team for mak-
our communities, last year CB
ing our business better every day
employees volunteered more than
and their ongoing commitment to
20,000 hours at local organizations.
serving clients.
from 2017 • $4.1 billion in Treasury Services from fixed income and equity markets,
• Winner of Greenwich Best Brand which is included in CB gross IB revenue
revenue
Awards in Middle Market Banking 6 Non-U.S. revenue from U.S. multinational
— Overall, Loans and Lines of clients
Progress in key growth areas
Credit, Cash Management, Inter- CAGR = Compound annual growth rate
national Products and Services3 • Middle Market expansion — Record
revenue of $649 million; 17% CAGR
62 since 2013
Asset & Wealth Management
In 2018, we marked the 10-year anni- that is still available today – our
versary of the global financial crisis, J.P. Morgan culture has remained SMART RETIREMENT
emanating from the U.S., that committed each and every day to
shocked financial markets all around delivering to clients the strongest Upgraded to Gold,
the world. Investors with the forti- risk-adjusted investment returns ranked top quintile over 10 years
tude to remain steadfast on their we can uncover in the markets.
long-term investing journey and
withstand the tremendous volatility Strong investment performance
have been highly rewarded. But for 2018 marked another impressive
many others in the decade since year in investment performance ver-
2008, it has been difficult to endure sus our competitors, with more than Upgraded to Silver,
the severe drawdowns and even 83% of our mutual fund assets ranked top decile over 5 years
more challenging to ever fully re-risk. under management (AUM) around
2018 didn’t enhance confidence in the world outperforming the peer
markets either – for the first time in median over the 10-year period.
this century, cash was the only major
publicly traded U.S. asset class to gen- In 2018, we were recognized by
Morningstar with five important rat- Upgraded to Silver,
erate a positive return for investors.
ranked top decile over 5, 10 & 15 years
ings upgrades, representing almost
Fiduciaries since 1881 $70 billion in client assets. Smart-
Retirement was upgraded to Gold,
Reflecting over the past decade, I am
making it the only active target date
proud of how our teams have helped
manager in the industry with a Gold
clients – from those with a small
rating. Global Allocation, Small Cap
savings account to the world’s largest Upgraded to Silver,
Equity and Growth & Income all 83%
pension and sovereign wealth funds ranked top quintile over 5 & 10 years
were upgraded to Silver. Core Plus
– navigate this volatile period. As
Bond was upgraded to Bronze.
stewards of wealth, we measure suc-
cess by our ability to drive positive Our impressive investment perfor-
client outcomes over time, and we mance attracted $25 billion of net
recognize the responsibility and new asset flows in 2018, marking
Created by Fahmi
from the Noun Project
1
For footnoted information, refer to slide 16 in the 2019 Asset & Wealth Management Investor Day presentation,
which is available at jpmorganchase.com/corporate/investor-relations/event-calendar.htm
AUM = Assets under management
59% 85% 63
93%
Importantly, our flows are not concen- more than 95% of our top talent • Beta/ETFs: Just two years ago, we
trated in any one asset class, region over the last several years. In the started building our Beta busi-
or channel but come from a well- Wealth Management space, we ness. Today, we offer beta capabil-
diversified set of global businesses. continue to broaden our coverage ities and exchange-traded funds
and are approaching nearly 6,500 (ETF) ranging from active to
Consistent financial performance advisors, located all around the strategic beta and passive, with
When we focus on client outcomes, world and close to where our $43 billion in AUM. In 2018, our
our own financial success follows. clients need us most. We will U.S. ETF business ranked #4 in
Record revenue of $14.1 billion and continue to expand our footprint industry flows, competing head
record net income of $2.9 billion across the U.S. and other high- to head with firms that have long
enabled us to deliver a healthy 31% growth areas such as China, where led the rankings and were consid-
return on equity for our share- we can import our firm’s expertise, ered unassailable.
holders. As we continue to invest as well as welcome new local talent
• You Invest: Launched in 2018, You
in the business for the future, our into the J.P. Morgan family.
Invest has transformed the land-
deeply embedded culture of risk scape for our retail clients. The
management allowed us to do so Product innovation
easy-to-navigate user interface and
while holding our net charge-off To help ensure we continue provid- the ability to access investments on
ratio to a very low 0.01%. ing our clients with the solutions the go have attracted a new genera-
they need today and into the tion of clients, 89% of whom are
Top talent future, we are laser focused on first-time investors with Chase.
Top talent is our single most impor- innovating new products every- And that’s only the beginning –
tant asset. We consistently attract, where we do business. There’s later this year, we’ll be rolling out
train and cultivate many of the top nothing we can’t achieve when our digital advice platform called
investment managers and advisors we put the resources of this firm You Invest Portfolios.
in our industry, proudly retaining behind an initiative, and these
are only a few examples:
AUM Multi-Asset
Assets= Alternatives
AUM+AUS Liquidity
Brokerage
AUS Custody
Deposits
Wealth Management
CHANNEL
Assets Retail
Institutional
U.S.
REGION
LatAm
Assets
EMEA
Asia
≥$0 <$0
1
For footnoted information, refer to slide 17 in the 2019 Asset & Wealth Management Investor Day presentation,
which is available at jpmorganchase.com/corporate/investor-relations/event-calendar.htm
AUM = Assets under management
AUS = Assets under supervision
64
• Digital everything: Our ability to while delivering almost 280 modern driving toward the best client out-
connect with clients – however, technology applications straight to comes, and we believe that focus is
wherever and whenever they need our clients and advisors. Our relent- the engine of our continued success.
us – is paramount to our future less focus on product and system I couldn’t be more proud of what we
success. Our goal is to deliver optimization and continuous empha- have delivered for our clients and our
J.P. Morgan’s expertise 24/7, world- sis on cutting waste allow us to con- shareholders, and I have never been
wide. One example of a recent tinuously reinvest in our future. more excited for what is to come.
application we launched is Digital
Portfolio Insights. This cutting-edge Fortitude
tool allows external financial advi- In this time of rapid change and
sors to access J.P. Morgan’s propri- competition, we are fortunate to be
etary risk management analytics part of the broader JPMorgan Chase
to generate sophisticated and organization, where we all constantly
customized insights. In 2018, these challenge one another to use our
advisors used the tool to help them expertise, scale and invaluable client
build better portfolios for over base to continuously reimagine the
20,000 of their clients. future of how we serve our clients.
65
Corporate Responsibility
In an era characterized by deep age our firm’s expertise: building job These efforts underscore the degree
social divisions and widening eco- skills, expanding small businesses, to which our mission to drive inclu-
nomic disparity all over the world, revitalizing neighborhoods and sive growth has become a fundamen-
companies like ours have a responsi- promoting financial health. tal tenet of our culture. Through our
bility to be leaders in finding solu- market expansion, kicked off in 2018,
Over the last five years, we have
tions. This is not simply about being we are bringing the full force of our
refined this model in Detroit, where
a good corporate citizen; it is a busi- firm to advance this mission. We are
we made a $150 million commitment
ness imperative. The success of our opening 400 new Chase branches,
to the city’s economic recovery. The
firm is inextricably linked to the enabling us to lend to more custom-
results have exceeded our expecta-
success of our communities. ers, offer more good jobs and further
tions. People are moving back. The
invest in neighborhoods. The first
Many of today’s challenges stem unemployment rate is down from
of these branches are now open in
from the reality that, despite a grow- 20% in 2013 to less than 9% today.
Boston, Philadelphia and Washing-
ing economy, people are working For the first time in 17 years, home
ton, D.C., where we are pairing them
with expanded lending and philan-
“
thropic commitments, focused in
low- and moderate-income areas.
Business has an obligation and a vested interest in And we are actively working to hire
locally while raising wages for our
ensuring our system delivers on its unrivaled potential entry-level employees.
to create widely shared economic opportunity. Opening doors to opportunity
transforms lives, lifts entire com-
”
munities and strengthens the global
economy. It is also the best way to
repair the societal fractures that
increasingly divide us – and that’s
harder but are unable to get ahead. values have risen and mortgage the right thing to do for our firm
The average American family has lending is up. While much work and for our shareholders.
seen its net worth move backward remains to be done, there is a sense
over a generation. Meanwhile, for of optimism once again, particularly
every $100 in white family wealth among young people who now see
today, black families hold just about a future for themselves in their city.
$5. For far too many people, the
In 2018, we took a major step to
system is not working.
expand the number of people and
Business has an obligation and a places we reach by launching
vested interest in ensuring our AdvancingCities, our firm’s $500
system delivers on its unrivaled million initiative to drive inclusive
potential to create widely shared growth around the world. While
economic opportunity. That’s why many cities are experiencing grow-
JPMorgan Chase is applying the ing economies, vibrant downtown
same capabilities and resources that cores often obscure large pockets of
enable us to deliver Return on Invest- concentrated poverty. At the same
ment for our shareholders to generate time, cities offer the opportunity
what we call ‘Return on Community.’ to drive large-scale innovation and
This means we are making inten- impact. Through AdvancingCities,
tional, long-term investments aimed we are combining our business Peter L. Scher
at lifting those who are being left and philanthropic resources to do Head of Corporate Responsibility and
behind, focused where we can lever- exactly that. Chairman of the Mid-Atlantic Region
66
Generating Return on Community Building branches, strengthening our Unlocking the power of data for public
JPMorgan Chase believes that companies must communities good
do even more to help solve today’s biggest As we expand our consumer business, we are We are harnessing our scale and scope to shed
challenges and create economic opportunity also increasing our philanthropic commitment light on the inner workings of today’s global
for more people. To do so, they must invest in to our communities. For example, in 2018, we economy. The JPMorgan Chase Institute seeks
communities the same way they invest in their announced plans to open 70 new branches in to help decision makers — policymakers, busi-
own businesses. As announced in early 2018, the Greater Washington region and hire 700 nesses and nonprofit leaders — use timely data
our firm will deploy $1.75 billion by 2023 to new employees, the first major branch expan- and thoughtful analyses to make informed
drive inclusive growth in communities around sion as part of our firm’s $20 billion, five-year decisions that advance inclusive growth around
the world. Generating Return on Community investment in our business and local economic the world. Drawing on our firm’s unique propri-
is one of our core objectives because we know growth. To fuel the economy of this region, we etary data, expertise and market access, the
that the future of our company depends on the committed $4 billion in lending for home mort- Institute develops analyses and insights on the
well-being of our communities.
gages and small business and $500 million to inner workings of the global economy, frames
To create and sustain lasting positive change, support affordable housing. In addition, critical problems, and convenes stakeholders
JPMorgan Chase is investing in four key drivers roughly 20% of our branches in the region will and leading thinkers around solutions. Our
of opportunity, areas that are aligned with our reside in low- and moderate-income communi- firm’s data informs all of our strategic invest-
business expertise: jobs and skills, small busi- ties. We also doubled our philanthropic invest- ments in communities around the world.
ness expansion, neighborhood revitalization ment, committing $25 million to create eco-
In 2018, the Institute shared valuable analyses
and financial health. We are putting this model nomic opportunity for residents at risk of being
and insights on:
into action through significant, long-term and left behind in today’s economy.
data-driven investments that leverage our • Local commerce activity, leveraging 4 billion
firm’s expertise, capital, data, technology and credit and debit card transactions from
global presence. nearly 7.7 million customers to provide an
unprecedented view of the online U.S. econ-
AdvancingCities — Expanding opportunity omy, examining how online commerce has
at scale grown, who has driven that growth, and how
Our model for impact has yielded real results so it has impacted brick-and-mortar merchants;
we are doubling down on our commitment to • Families’ out-of-pocket healthcare spending
drive inclusive growth and expanding the num- trends from 2014 to 2017;
ber of people and places we reach. JPMorgan
Chase launched AdvancingCities — our largest, • Growth and evolution of the Online Platform
most comprehensive corporate responsibility ini- Economy, exploring its scale, key segments,
tiative to date to invest in solutions that bolster characteristics and how earnings from plat-
One such investment is the $6 million we com-
the world’s cities and the people within them. forms figure into family income;
mitted in 2018 to prepare Greater Washington
This initiative will allow us to deepen our work area students for local, in-demand technology • Challenges, opportunities and life cycles
in cities in two ways: through targeted commit- jobs. As an employer, we hear from so many of of America’s small businesses by analyzing
ments in key markets where the conditions our clients and employers about their struggle revenue and cash flows of 1.3 million small
exist for large-scale investments and through to find workers with the right skills. In 2017, businesses;
an annual Challenge that will accelerate collab- only 3,000 individuals obtained associate
• Institutional investor trading behavior in
orative, innovative solutions designed by local degrees and other sub-baccalaureate creden-
foreign exchange markets around three
leaders and residents to break down barriers tials in digital skills and technology, while there
to opportunity. events that led to the largest one-day moves
were 15,000 jobs that needed those credentials
in the relevant currencies in the last 20
in the region. Demand for tech workers with
To catalyze sustainable growth, we are combin- years: Brexit, the 2016 U.S. presidential elec-
less than a four-year degree increased by 42%
ing our firm’s philanthropic efforts with our tion and the decision by the Swiss National
in the region between 2014 and 2017.
lending and investing expertise to deploy up Bank to remove the Swiss franc floor; and
to $250 million as low-cost, long-term loan As part of our firm’s global New Skills for Youth
capital. We expect our investment to attract • Americans’ tax refunds by income and other
initiative, our investment will support five
an additional $1 billion in outside capital. demographic characteristics, as well as the
school districts in Virginia, Washington, D.C.,
impact of tax refunds on healthcare spending.
and Maryland and enable them to partner with
In 2018, marking our 150th anniversary in
France, JPMorgan Chase announced its local colleges and universities to build career
first AdvancingCities commitment — a $30 pathways for students that lead to well-paying
million, five-year philanthropic investment technology jobs.
to provide underserved residents and local
entrepreneurs across Greater Paris access
to economic opportunity.
67
2018 HIGHLIGHTS AND ACCOMPLISHMENTS
Awards and recognition received services to improve their finan- • To date, hosted five Partnerships for Raising
• Ranked Top 10 on Fortune magazine’s cial health; 1,246 jobs were created or Opportunity in Neighborhoods (PRO Neigh-
World’s Most Admired Companies list retained; and 1,319 small businesses borhoods) competitions, awarding more
received capital or technical assistance than $98 million to over 70 Community
• Named to Fortune magazine’s Change the Development Financial Institutions across
World list for the second year in a row • Greater Washington region: One year into
the U.S. After our $68 million commitment,
our $25 million commitment:
• Named to The Chronicle of Philanthropy’s the winners of the first three competitions
Top 20 Corporate Givers list — 590 units of affordable housing were cre- raised an additional $713 million in outside
ated or preserved; 312 jobs were created capital, issued over 21,000 loans to low- and
• Named recipient of the International Medical or retained; 722 small businesses received moderate-income customers, and created or
Corps’ Global Citizen Award preserved more than 3,000 affordable hous-
capital or technical assistance
• Harvard Business School (in a 2018 case study) ing units and 11,000 quality jobs.
• Through New Skills at Work, over the past
profiled the firm’s model for impact in Detroit
five years, we have helped nearly 150,000 • In 2018, provided $3.2 billion for wind
and how it’s being applied in other cities
people receive skills training for well-paying and solar projects in the U.S. Since 2003,
• Named to the Military Times’ Best for Vets jobs in growing industries by partnering with JPMorgan Chase has committed or arranged
Employers list about 740 nonprofits, investing $250 million more than $21 billion in financing for wind,
in job training and career education initia- solar and geothermal projects in the U.S.
• Named an ENERGY STAR® Partner of the
tives in 37 countries, as well as 30 U.S.
Year, recognized by the U.S. Environmental • Awarded our 1,000th mortgage-free home to
states and Washington, D.C.
Protection Agency and U.S. Department a U.S. military veteran, reaching all five
of Energy branches of service in communities across
44 states.
• Named to Black Enterprise’s 50 Best
Companies for Diversity list • Engaged our employees to serve our
communities:
Accomplishments
— Nearly 59,000 employees volunteered
Generating Return on Community through our
more than 389,000 hours in 2018. This
comprehensive, multimillion-dollar commit-
includes 218 employee volunteers from
ments to Detroit, Chicago and the Greater
offices in 15 countries who contributed
Washington region:
18,500 hours working on-site with 49
• Detroit: Five years into our $150 million of our nonprofit partners through the
commitment: • Through our global commitment to promote JPMorgan Chase Service Corps.
financial health:
— 13,573 people participated in workforce — Within the first three months of the firm’s
programs; 1,632 units of affordable hous- — Announced eight financial services inno- Board Match program — which doubles
ing were created or preserved; 13,180 vators as winners of the Financial Solu- the impact of eligible employees’ dona-
people received services to improve their tions Lab (FinLab) 2018 Challenge, tions to nonprofits on whose boards they
financial health; 2,067 jobs were created focused on improving consumer financial serve — 271 employees contributed,
or retained; 4,387 small businesses health in the U.S. To date, FinLab has resulting in the firm matching more than
received capital or technical assistance supported more than 30 innovative finan- $1.3 million to those organizations.
cial technology (fintech) companies that
have raised over $500 million in capital
since joining the program, saving U.S.
residents more than $1 billion.
Financial:
40 Five-Year Summary of Consolidated Financial
Highlights Audited financial statements:
41 Five-Year Stock Performance 148 Management’s Report on Internal Control Over
Financial Reporting
149 Report of Independent Registered Public Accounting
Management’s discussion and analysis: Firm
42 Introduction 150 Consolidated Financial Statements
43 Executive Overview 155 Notes to Consolidated Financial Statements
48 Consolidated Results of Operations
52 Consolidated Balance Sheets and Cash Flows Analysis
55 Off–Balance Sheet Arrangements and Contractual
Cash Obligations
57 Explanation and Reconciliation of the Firm’s Use of
Non-GAAP Financial Measures and Key Performance
Measures Supplementary information:
60 Business Segment Results 287 Selected quarterly financial data (unaudited)
79 Enterprise-wide Risk Management 288 Distribution of assets, liabilities and stockholders’
equity; interest rates and interest differentials
84 Strategic Risk Management 293 Glossary of Terms and Acronyms
102 Credit and Investment Risk Management
124 Market Risk Management
132 Country Risk Management
134 Operational Risk Management
141 Critical Accounting Estimates Used by the Firm Note:
144 Accounting and Reporting Developments The following pages from JPMorgan Chase & Co.’s 2018
Form 10-K are not included herein: 1-38, 300-311
147 Forward-Looking Statements
December 31,
(in dollars)
The following is Management’s discussion and analysis of the financial condition and results of operations (“MD&A”) of JPMorgan
Chase for the year ended December 31, 2018. The MD&A is included in both JPMorgan Chase’s Annual Report for the year ended
December 31, 2018 (“Annual Report”) and its Annual Report on Form 10-K for the year ended December 31, 2018 (“2018 Form
10-K”) filed with the Securities and Exchange Commission (“SEC”). Refer to the Glossary of terms and acronyms on pages 293–299
for definitions of terms and acronyms used throughout the Annual Report and the 2018 Form 10-K.
The MD&A contains statements that are forward-looking within the meaning of the Private Securities Litigation Reform Act of
1995. These statements are based on the current beliefs and expectations of JPMorgan Chase’s management and are subject to
significant risks and uncertainties. For a discussion of certain of those risks and uncertainties and the factors that could cause
JPMorgan Chase’s actual results to differ materially because of those risks and uncertainties, refer to Forward-looking Statements
on page 147) and Part I, Item 1A: Risk factors in the 2018 Form 10-K.
INTRODUCTION
JPMorgan Chase & Co. (NYSE: JPM), a financial holding For management reporting purposes, the Firm’s activities
company incorporated under Delaware law in 1968, is a are organized into four major reportable business
leading global financial services firm and one of the largest segments, as well as a Corporate segment. The Firm’s
banking institutions in the United States of America consumer business is the Consumer & Community Banking
(“U.S.”), with operations worldwide; JPMorgan Chase had (“CCB”) segment. The Firm’s wholesale business segments
$2.6 trillion in assets and $256.5 billion in stockholders’ are Corporate & Investment Bank (“CIB”), Commercial
equity as of December 31, 2018. The Firm is a leader in Banking (“CB”), and Asset & Wealth Management (“AWM”).
investment banking, financial services for consumers and For a description of the Firm’s business segments, and the
small businesses, commercial banking, financial transaction products and services they provide to their respective client
processing and asset management. Under the J.P. Morgan bases, refer to Business Segment Results on pages 60-78,
and Chase brands, the Firm serves millions of customers in and Note 31.
the U.S. and globally many of the world’s most prominent
corporate, institutional and government clients.
JPMorgan Chase’s principal bank subsidiaries are JPMorgan
Chase Bank, National Association (“JPMorgan Chase Bank,
N.A.”), a national banking association with U.S. branches in
27 states and the District of Columbia as of December 31,
2018, and Chase Bank USA, National Association (“Chase
Bank USA, N.A.”), a national banking association that is the
Firm’s principal credit card-issuing bank. In January 2019,
the OCC approved an application of merger which was filed
by JPMorgan Chase Bank, N.A. and Chase Bank USA, N.A. in
December 2018 and which contemplates that Chase Bank
USA, N.A. will merge with and into JPMorgan Chase Bank,
N.A., with JPMorgan Chase Bank, N.A. as the surviving bank.
For additional information refer to Supervision and
Regulation on pages 1-6 in the 2018 Form 10-K. JPMorgan
Chase’s principal nonbank subsidiary is J.P. Morgan
Securities LLC (“J.P. Morgan Securities”), a U.S. broker-
dealer. The bank and non-bank subsidiaries of JPMorgan
Chase operate nationally as well as through overseas
branches and subsidiaries, representative offices and
subsidiary foreign banks. The Firm’s principal operating
subsidiary in the U.K. is J.P. Morgan Securities plc, a
subsidiary of JPMorgan Chase Bank, N.A.
Business Developments
Expected departure of the U.K. from the EU infrastructure, capital, local regulatory licenses and branch
In 2016, the U.K. voted to withdraw from the European authorizations, as needed. The Firm anticipates that its EU
Union (“EU”), and in March 2017, the U.K. invoked Article legal entities will be ready to service its EU clients in March
50 of the Lisbon Treaty, which commenced withdrawal 2019, if required. There are some dependencies on final
negotiations with the EU. As a result, the U.K. is scheduled authorizations from the European Central Bank and
to depart from the EU on March 29, 2019. Negotiations jurisdictional National Competent Authorities to carry out
regarding the terms of the U.K.’s withdrawal continue new activity in the EU legal entities.
between the U.K. and the EU, although the situation Client readiness
remains highly uncertain.
Where required, agreements with the Firm’s EU clients are
The Firm has a long-standing presence in the U.K., which being re-documented from current U.K. legal entities to
currently serves as the regional headquarters of the Firm’s existing EU legal entities to ensure continuation of service.
operations in over 30 countries across Europe, the Middle This process involves establishing new agreements such as
East, and Africa (“EMEA”). In the region, the Firm serves ISDA master agreements between clients and the relevant
clients and customers across its business segments. The EU legal entity. There is a risk that not all clients will have
Firm has approximately 16,000 employees in the U.K., of the appropriate legal and operational arrangements in
which approximately two-thirds are in London, with place upon the U.K.’s withdrawal from the EU. The Firm
operational and technology support centers in locations continues to actively engage with its clients to ensure
such as Bournemouth, Glasgow and Edinburgh. preparedness and, to the extent possible, minimize
The Firm has been preparing for and continues to make operational disruption.
significant progress in its readiness for the U.K.’s expected Business and operational readiness
withdrawal from the EU, which is commonly referred to as
The Firm is expecting to add several hundred employee
“Brexit.” JPMorgan Chase established a Firmwide Brexit
positions in its various EU locations, including individuals
Implementation program in 2017. The program covers
who the Firm expects to relocate from the U.K. The Firm is
strategic implementation across all impacted businesses
preparing to be operational in the EU across all in-scope
and functions. The program’s objective is to deliver the
businesses and functions, including the build-out of
Firm’s capabilities on “day one” of the U.K.’s withdrawal
technology, processes and controls, and the necessary
across all impacted legal entities. The program includes an
resourcing in the EU locations across first, second and third
ongoing assessment of implementation risks including
line of defense functions.
political, legal and regulatory risks and plans for addressing
and mitigating those risks. The Firm is also monitoring the The Firm and its EU legal entities’ access to market
expected macroeconomic developments associated with a infrastructures such as trading venues, central
no-deal scenario and has undertaken stress testing covering counterparties (“CCPs”) and central settlement systems
credit and market risk to assess potential impacts. (“CSDs”) will need to be adjusted to comply with the
evolving regulatory framework. Some uncertainty remains
Significant uncertainty remains around the U.K.’s expected
with respect to the readiness of the overall market
departure from the EU, including the possibility that the
ecosystem and connectivity between participants. The Firm
U.K. departs without any agreement being reached on how
continues to monitor the regulatory landscape and is
U.K. financial services firms will conduct business within the
preparing to take mitigating action, as needed, specifically
EU (i.e., “a no-deal scenario”).
in areas such as “contract continuity” that would allow U.K.
The Firm is planning for a U.K. withdrawal in the event that entities to continue servicing trade lifecycle events.
an agreement is reached, as well as for a no-deal scenario.
In the event that the U.K.’s withdrawal from the EU is
Significant uncertainties exist under either potential
delayed through a transition deal or another mechanism,
outcome. For example, in planning for the U.K. withdrawal
the Firm would have the required operational capabilities to
from the EU under a no-deal scenario, the Firm is focused
conduct business from its EU legal entities, but the timing of
on the following key areas to ensure continuation of service
any changes would be re-assessed to ensure that a strategic
to its EU clients: regulatory and legal entity readiness; client
approach is taken. The Firm continues to closely monitor all
readiness; and business and operational readiness.
negotiations and legislative developments and has
Regulatory and legal entity readiness developed an implementation plan that allows for flexibility
The Firm intends to leverage its existing EU legal entities, in given the continued uncertainty.
Germany, Luxembourg and Ireland to conduct broader
financial service activities. These legal entities are in
advanced stages of readiness, including governance,
Provision for credit losses • in wholesale, the current period expense of $116 million
reflected additions to the allowance for loan losses from
Year ended December 31,
select client downgrades,
(in millions) 2018 2017 2016
Consumer, excluding credit card $ (63) $ 620 $ 467 largely offset by
Credit card 4,818 4,973 4,042 – other net portfolio activity, including a reduction in the
Total consumer 4,755 5,593 4,509 allowance for loan losses related to a single name in
Wholesale 116 (303) 852 the Oil & Gas portfolio in the first quarter of 2018,
Total provision for credit losses $ 4,871 $ 5,290 $ 5,361 compared to a net benefit of $303 million in the prior
year. The prior year benefit reflected a reduction in the
2018 compared with 2017 allowance for loan losses on credit quality
The provision for credit losses decreased as a result of a improvements in the Oil & Gas, Natural Gas Pipelines,
decline in the consumer provision, partially offset by an and Metals and Mining portfolios.
increase in the wholesale provision
For a more detailed discussion of the credit portfolio and the
• the decrease in the consumer, excluding credit card allowance for credit losses, refer to the segment discussions of
portfolio in CCB was due to CCB on pages 62–65, CIB on pages 66-70, CB on pages 71-73,
– lower net charge-offs in the residential real estate the Allowance for Credit Losses on pages 120–122 and Note
portfolio, largely driven by recoveries from loan sales, 13.
and 2017 compared with 2016
– lower net charge-offs in the auto portfolio The provision for credit losses decreased as a result of:
partially offset by • a net $422 million reduction in the wholesale allowance for
credit losses, reflecting credit quality improvements in the
– a $250 million reduction in the allowance for loan Oil & Gas, Natural Gas Pipelines, and Metals & Mining
losses in the residential real estate portfolio — PCI, portfolios, compared with an addition of $511 million in the
reflecting continued improvement in home prices and prior year driven by downgrades in the same portfolios
lower delinquencies; the reduction was $75 million predominantly offset by
lower than the prior year for the residential real estate
portfolio — non credit-impaired • a higher consumer provision driven by
• the prior year also included a net $218 million write- – $450 million of higher net charge-offs, primarily in the
down recorded in connection with the sale of the student credit card portfolio due to growth in newer vintages
which, as anticipated, have higher loss rates than the
loan portfolio, and
more seasoned portion of the portfolio, partially offset by
• the decrease in the credit card portfolio was due to a decrease in net charge-offs in the residential real estate
– a $300 million addition to the allowance for loan portfolio reflecting continued improvement in home
losses, reflecting loan growth and higher loss rates, as prices and delinquencies,
anticipated; the addition was $550 million lower than – a $416 million higher addition to the allowance for credit
the prior year, losses related to the credit card portfolio driven by higher
loss rates and loan growth, and a lower reduction in the
largely offset by
allowance for the residential real estate portfolio
– higher net charge-offs due to seasoning of more recent predominantly driven by continued improvement in home
vintages, as anticipated, and prices and delinquencies, and
– a net $218 million write-down recorded in connection
with the sale of the student loan portfolio.
Cash and due from banks and deposits with banks securities, refer to Corporate segment results on pages 77–
decreased primarily as a result of a shift in the deployment 78, Investment Portfolio Risk Management on page 123
of excess cash in Treasury and Chief Investment Office and Notes 2 and 10.
(“CIO”) from deposits with Federal Reserve Banks to other Loans increased reflecting:
short-term instruments (as noted below), based on market
• higher loans across the wholesale businesses, primarily
opportunities. Deposits with banks reflect the Firm’s
driven by commercial and industrial and financial
placements of its excess cash with various central banks,
institution clients in CIB and Wealth Management clients
including the Federal Reserve Banks.
globally in AWM, and
Federal funds sold and securities purchased under resale
• higher consumer loans driven by retention of originated
agreements increased primarily due to a shift in the
high-quality prime mortgages in CCB and AWM, and
deployment of excess cash in Treasury and CIO from
growth in credit card loans. These were predominantly
deposits with banks to securities purchased under resale
offset by mortgage paydowns and loan sales, lower home
agreements, and higher client-driven market-making
equity loans, run-off of PCI loans, and lower auto loans.
activities in CIB. For additional information on the Firm’s
Liquidity Risk Management, refer to pages 95–100. The allowance for loan losses decreased driven by:
Securities borrowed increased driven by higher demand for • a reduction in the consumer allowance due to a $250
securities to cover short positions related to client-driven million reduction in the CCB allowance for loan losses in
market-making activities in CIB. the residential real estate PCI portfolio, reflecting
continued improvement in home prices and lower
Trading assets increased as a result of a shift in the
delinquencies, as well as a $187 million reduction in the
deployment of excess cash in Treasury and CIO from
allowance for write-offs of PCI loans partially due to loan
deposits with banks into short-term instruments as well as
sales. These reductions were largely offset by a $300
client-driven market-making activities in CIB. For additional
million addition to the allowance in the credit card
information, refer to Derivative contracts on pages 117–
portfolio, due to loan growth and higher loss rates, as
118, and Notes 2 and 5.
anticipated.
Investment securities increased primarily due to purchases
For a more detailed discussion of loans and the allowance
of U.S. Treasury Bills, reflecting a shift in the deployment of
for loan losses, refer to Credit and Investment Risk
excess cash in Treasury and CIO from deposits with banks.
Management on pages 102-123, and Notes 2, 3, 12 and
The increase was partially offset by net sales, paydowns and
13.
maturities largely of obligations of U.S. states and
municipalities, commercial MBS and non-U.S. government
debt securities. For additional information on investment
52 JPMorgan Chase & Co./2018 Form 10-K
Accrued interest and accounts receivable increased Other assets increased reflecting higher auto operating
primarily reflecting higher client receivables related to lease assets from growth in business volume in CCB and
client-driven activities in CIB. higher alternative energy investments in CIB.
For information on Goodwill and MSRs, refer to Note 15.
Deposits increased in CIB and CCB, largely offset by Trading liabilities increased predominantly as a result of
decreases in AWM and CB. client-driven market-making activities in CIB, which resulted
in higher levels of short positions in equity instruments in
• The increase in CIB was predominantly driven by growth
Equity Markets, including prime brokerage. For additional
in operating deposits related to client activity in CIB’s information, refer to Derivative contracts on pages 117–
Treasury Services business, and in CCB reflecting the 118, and Notes 2 and 5.
continuation of growth from new accounts.
Accounts payable and other liabilities increased partly as a
• The decrease in AWM was driven by balance migration result of higher client payables related to prime brokerage
predominantly into the Firm’s higher-yielding investment- activities in CIB.
related products. The decrease in CB was driven by a Beneficial interests issued by consolidated VIEs decreased
reduction in non-operating deposits. due to net maturities of credit card securitizations. For
For more information, refer to the Liquidity Risk further information on Firm-sponsored VIEs and loan
Management discussion on pages 95–100; and Notes 2 securitization trusts, refer to Off-Balance Sheet
and 17. Arrangements on pages 55–56 and Note 14 and 27.
Federal funds purchased and securities loaned or sold Long-term debt decreased primarily driven by lower FHLB
under repurchase agreements increased reflecting higher advances, predominantly offset by net issuance of
client-driven market-making activities and higher secured structured notes in CIB, as well as net issuance of senior
financing of trading assets-debt and equity instruments in debt in Treasury and CIO. For additional information on the
CIB. Firm’s long-term debt activities, refer to Liquidity Risk
Short-term borrowings increased reflecting short-term Management on pages 95–100 and Note 19.
advances from Federal Home Loan Banks (“FHLBs”) and the For information on changes in stockholders’ equity, refer to
net issuance of commercial paper in Treasury and CIO page 153, and on the Firm’s capital actions, refer to Capital
primarily for short-term liquidity management. For actions on pages 91-92.
additional information, refer to Liquidity Risk Management
on pages 95–100.
The table below provides an index of where in this 2018 Form 10-K a discussion of the Firm’s various off-balance sheet
arrangements can be found. In addition, refer to Note 1 for information about the Firm’s consolidation policies.
(a) Excludes structured notes on which the Firm is not obligated to return a stated amount of principal at the maturity of the notes, but is obligated to return
an amount based on the performance of the structured notes.
(b) Primarily includes dividends declared on preferred and common stock, deferred annuity contracts, pension and other postretirement employee benefit
obligations, insurance liabilities and income taxes payable associated with the deemed repatriation under the TCJA.
(c) The prior period amounts have been revised to conform with the current period presentation.
(d) For further information, refer to unsettled resale and securities borrowed agreements in Note 27.
(e) Includes accrued interest and future contractual interest obligations. Excludes interest related to structured notes for which the Firm’s payment obligation
is based on the performance of certain benchmarks.
(f) Includes noncancelable operating leases for premises and equipment used primarily for banking purposes. Excludes the benefit of noncancelable sublease
rentals of $825 million and $1.0 billion at December 31, 2018 and 2017, respectively. Refer to Note 28 for more information on lease commitments.
(g) Included unfunded commitments of $40 million at both December 31, 2018 and 2017, to third-party private equity funds, and $231 million and $77
million of unfunded commitments at December 31, 2018 and 2017, respectively, to other equity investments.
The following summary table provides a reconciliation from the Firm’s reported U.S. GAAP results to managed basis.
2018 2017 2016
Effective January 1, 2018, the Firm adopted several new accounting standards. Certain of the new accounting standards were applied retrospectively and,
accordingly, prior period amounts were revised. For additional information, refer to Note 1.
(a) Predominantly recognized in CIB and CB business segments and Corporate.
(b) The decrease in fully taxable-equivalent adjustments for the year ended December 31, 2018, reflects the impact of the TCJA.
Net interest income and net yield excluding CIB’s Markets Calculation of certain U.S. GAAP and non-GAAP financial measures
businesses
Certain U.S. GAAP and non-GAAP financial measures are calculated as
In addition to reviewing net interest income and the net follows:
interest yield on a managed basis, management also Book value per share (“BVPS”)
reviews these metrics excluding CIB’s Markets businesses, Common stockholders’ equity at period-end /
as shown below; these metrics, which exclude CIB’s Markets Common shares at period-end
businesses, are non-GAAP financial measures. Management Overhead ratio
Total noninterest expense / Total net revenue
reviews these metrics to assess the performance of the
Return on assets (“ROA”)
Firm’s lending, investing (including asset-liability Reported net income / Total average assets
management) and deposit-raising activities. The resulting Return on common equity (“ROE”)
metrics that exclude CIB’s Markets businesses are referred Net income* / Average common stockholders’ equity
to as non-markets-related net interest income and net yield. Return on tangible common equity (“ROTCE”)
CIB’s Markets businesses are Fixed Income Markets and Net income* / Average tangible common equity
Equity Markets. Management believes that disclosure of Tangible book value per share (“TBVPS”)
Tangible common equity at period-end / Common shares at period-end
non-markets-related net interest income and net yield
* Represents net income applicable to common equity
provides investors and analysts with other measures by
which to analyze the non-markets-related business trends
of the Firm and provides a comparable measure to other The Firm also reviews adjusted expense, which is
financial institutions that are primarily focused on lending, noninterest expense excluding Firmwide legal expense and
investing and deposit-raising activities. is therefore a non-GAAP financial measure. Additionally,
certain credit metrics and ratios disclosed by the Firm
Year ended December 31, exclude PCI loans, and are therefore non-GAAP measures.
(in millions, except rates) 2018 2017 2016 Management believes these measures help investors
Net interest income – understand the effect of these items on reported results
managed basis(a)(b) $ 55,687 $ 51,410 $ 47,292
and provide an alternate presentation of the Firm’s
Less: CIB Markets net performance. For additional information on credit metrics
interest income(c) 3,087 4,630 6,334
and ratios excluding PCI loans, refer to Credit and
Net interest income
excluding CIB Markets(a) $ 52,600 $ 46,780 $ 40,958 Investment Risk Management on pages 102-123.
Average interest-earning
assets $2,229,188 $2,180,592 $ 2,101,604
Less: Average CIB Markets
interest-earning assets(c) 609,635 540,835 520,307
Average interest-earning
assets excluding CIB
Markets $1,619,553 $1,639,757 $ 1,581,297
Net interest yield on
average interest-earning
assets – managed basis 2.50% 2.36% 2.25%
Net interest yield on
average CIB Markets
interest-earning assets(c) 0.51 0.86 1.22
Net interest yield on
average interest-earning
assets excluding CIB
Markets 3.25% 2.85% 2.59%
Period-end Average
Year ended December 31,
Dec 31, Dec 31,
(in millions, except per share and ratio data) 2018 2017 2018 2017 2016
Common stockholders’ equity $ 230,447 $ 229,625 $ 229,222 $ 230,350 $ 224,631
Less: Goodwill 47,471 47,507 47,491 47,317 47,310
Less: Other intangible assets 748 855 807 832 922
Add: Certain deferred tax liabilities(a)(b) 2,280 2,204 2,231 3,116 3,212
Tangible common equity $ 184,508 $ 183,467 $ 183,155 $ 185,317 $ 179,611
(a) Represents deferred tax liabilities related to tax-deductible goodwill and to identifiable intangibles created in nontaxable transactions, which are netted
against goodwill and other intangibles when calculating TCE.
(b) Amounts presented for December 31, 2017 and later periods include the effect from revaluation of the Firm’s net deferred tax liability as a result of the
TCJA.
JPMorgan Chase
Consumer Businesses Wholesale Businesses
• Middle
Consumer & Card, Merchant Markets & Market • Asset
Home Lending Banking
Business Banking Services & Auto Investor Services Banking Management
The following tables summarize the Firm’s results by segment for the periods indicated.
Year ended December 31, Consumer & Community Banking Corporate & Investment Bank Commercial Banking
(in millions, except ratios) 2018 2017 2016 2018 2017 2016 2018 2017 2016
Total net revenue $ 52,079 $ 46,485 $ 44,915 $ 36,448 $ 34,657 $ 35,340 $ 9,059 $ 8,605 $ 7,453
Total noninterest expense 27,835 26,062 24,905 20,918 19,407 19,116 3,386 3,327 2,934
Pre-provision profit/(loss) 24,244 20,423 20,010 15,530 15,250 16,224 5,673 5,278 4,519
Provision for credit losses 4,753 5,572 4,494 (60) (45) 563 129 (276) 282
Net income/(loss) 14,852 9,395 9,714 11,773 10,813 10,815 4,237 3,539 2,657
Return on equity (“ROE”) 28% 17% 18% 16% 14% 16% 20% 17% 16%
Year ended December 31, Asset & Wealth Management Corporate Total
(in millions, except ratios) 2018 2017 2016 2018 2017 2016 2018 2017 2016
Total net revenue $ 14,076 $ 13,835 $ 12,822 $ (128) $ 1,140 $ (487) $111,534 $104,722 $100,043
Total noninterest expense 10,353 10,218 9,255 902 501 462 63,394 59,515 56,672
Pre-provision profit/(loss) 3,723 3,617 3,567 (1,030) 639 (949) 48,140 45,207 43,371
Provision for credit losses 53 39 26 (4) — (4) 4,871 5,290 5,361
Net income/(loss) 2,853 2,337 2,251 (1,241) (1,643) (704) 32,474 24,441 24,733
Return on equity (“ROE”) 31% 25% 24% NM NM NM 13% 10% 10%
The following sections provide a comparative discussion of the Firms results by segment as of or for the years ended
December 31, 2018, 2017 and 2016.
Consumer & Community Banking offers services to Selected income statement data
consumers and businesses through bank branches, Year ended December 31,
ATMs, digital (including online and mobile) and (in millions, except ratios) 2018 2017 2016
telephone banking. CCB is organized into Consumer & Revenue
Business Banking (including Consumer Banking/Chase Lending- and deposit-related fees $ 3,624 $ 3,431 $ 3,231
Wealth Management and Business Banking), Home
Asset management,
Lending (including Home Lending Production, Home administration and
Lending Servicing and Real Estate Portfolios) and Card, commissions 2,402 2,212 2,093
Merchant Services & Auto. Consumer & Business Mortgage fees and related
Banking offers deposit and investment products and income 1,252 1,613 2,490
services to consumers, and lending, deposit, and cash Card income 4,554 4,024 4,364
management and payment solutions to small All other income 4,428 3,430 3,077
businesses. Home Lending includes mortgage Noninterest revenue 16,260 14,710 15,255
origination and servicing activities, as well as Net interest income 35,819 31,775 29,660
portfolios consisting of residential mortgages and Total net revenue 52,079 46,485 44,915
home equity loans. Card, Merchant Services & Auto
issues credit cards to consumers and small businesses, Provision for credit losses 4,753 5,572 4,494
offers payment processing services to merchants, and Noninterest expense
originates and services auto loans and leases.
Compensation expense(a) 10,534 10,133 9,697
Noncompensation expense (a)(b)
17,301 15,929 15,208
Total noninterest expense 27,835 26,062 24,905
Income before income tax
expense 19,491 14,851 15,516
Income tax expense 4,639 5,456 5,802
Net income $ 14,852 $ 9,395 $ 9,714
Financial ratios
Return on equity 28% 17% 18%
Overhead ratio 53 56 55
Note: In the discussion and the tables which follow, CCB presents certain
financial measures which exclude the impact of PCI loans; these are non-GAAP
financial measures.
(a) Effective in the first quarter of 2018, certain operations staff were
transferred from CCB to CB. The prior period amounts have been revised to
conform with the current period presentation. For a further discussion of
this transfer, refer to CB segment results on page 71.
(b) Included operating lease depreciation expense of $3.4 billion, $2.7 billion
and $1.9 billion for the years ended December 31, 2018, 2017 and 2016,
respectively.
(c) Included MSR risk management results of $(111) million, $(242) million
and $217 million for the years ended December 31, 2018, 2017 and
2016, respectively.
Home Lending
Mortgage origination volume
by channel
Retail $ 38.3 $ 40.3 $ 44.3
Correspondent 41.1 57.3 59.3
Total mortgage
origination volume(d) $ 79.4 $ 97.6 $ 103.6
Total loans serviced
(period-end) $ 789.8 $ 816.1 $ 846.6
Third-party mortgage loans
serviced (period-end) 519.6 553.5 591.5
MSR carrying value
(period-end) 6.1 6.0 6.1
Ratio of MSR carrying value
(period-end) to third-party
mortgage loans serviced
(period-end) 1.17% 1.08% 1.03%
Card Services
Net revenue rate 11.27% 10.57% 11.29%
Merchant Services
Merchant processing volume $ 1,366.1 $ 1,191.7 $ 1,063.4
Auto
Loan and lease origination
volume $ 31.8 $ 33.3 $ 35.4
Average Auto operating lease
assets 18.8 15.2 11.0
(a) The prior period amounts have been revised to conform with the current period
presentation.
(b) Users of all web and/or mobile platforms who have logged in within the past 90
days.
(c) Users of all mobile platforms who have logged in within the past 90 days.
(d) Firmwide mortgage origination volume was $86.9 billion, $107.6 billion and
$117.4 billion for the years ended December 31, 2018, 2017 and 2016,
respectively.
(e) Represents the ratio of MSR carrying value (period-end) to third-party mortgage
loans serviced (period-end) divided by the ratio of loan servicing-related revenue
to third-party mortgage loans serviced (average).
Headcount (b)
54,480 51,181 48,748 Allowance for loan losses to
period-end loans
(a) Loans retained includes credit portfolio loans, loans held by retained 0.93 1.27 1.27
consolidated Firm-administered multi-seller conduits, trade finance Allowance for loan losses to
loans, other held-for-investment loans and overdrafts. period-end loans retained,
(b) During the third quarter of 2018 approximately 1,200 employees excluding trade finance
transferred from CCB to CIB as part of the reorganization of the and conduits(c) 1.24 1.92 1.86
Commercial Card business. Allowance for loan losses to
nonaccrual loans
retained(a) 271 170 304
Nonaccrual loans to total
period-end loans 0.47 0.72 0.50
(a) Allowance for loan losses of $174 million, $316 million and $113
million were held against these nonaccrual loans at December 31,
2018, 2017 and 2016, respectively.
(b) Loans held-for-sale and loans at fair value were excluded when
calculating the net charge-off/(recovery) rate.
(c) Management uses allowance for loan losses to period-end loans
retained, excluding trade finance and conduits, a non-GAAP financial
measure, to provide a more meaningful assessment of CIB’s allowance
coverage ratio.
Markets revenue
The following table summarizes select income statement Firm has been holding in anticipation of, or in response to,
data for the Markets businesses. Markets includes both client demand, and changes in the fair value of instruments
Fixed Income Markets and Equity Markets. Markets revenue used by the Firm to actively manage the risk exposure
comprises principal transactions, fees, commissions and arising from such inventory. Principal transactions revenue
other income, as well as net interest income. The Firm recognized upon executing new transactions with market
assesses its Markets business performance on a total participants is driven by many factors including the level of
revenue basis, as offsets may occur across revenue line client activity, the bid-offer spread (which is the difference
items. For example, securities that generate net interest between the price at which a market participant is willing to
income may be risk-managed by derivatives that are sell an instrument to the Firm and the price at which
recorded in principal transactions revenue. For a another market participant is willing to buy it from the
description of the composition of these income statement Firm, and vice versa), market liquidity and volatility. These
line items, refer to Notes 6 and 7. factors are interrelated and sensitive to the same factors
that drive inventory-related revenue, which include general
Principal transactions reflects revenue on financial
market conditions, such as interest rates, foreign exchange
instruments and commodities transactions that arise from
rates, credit spreads, and equity and commodity prices, as
client-driven market making activity. Principal transactions
well as other macroeconomic conditions.
revenue includes amounts recognized upon executing new
transactions with market participants, as well as “inventory- For the periods presented below, the predominant source of
related revenue”, which is revenue recognized from gains principal transactions revenue was the amount recognized
and losses on derivatives and other instruments that the upon executing new transactions.
(a) Declines in Markets net interest income in 2018 and 2017 were driven by higher funding costs.
(b) Loss days represent the number of days for which Markets posted losses. The loss days determined under this measure differ from the disclosure of daily
market risk-related gains and losses for the Firm in the value-at-risk (“VaR”) back-testing discussion on pages 126-128.
Selected metrics
As of or for the year ended
December 31,
(in millions, except where otherwise noted) 2018 2017 2016
Assets under custody (“AUC”) by asset class (period-end) (in billions):
Fixed Income $ 12,440 $ 13,043 $ 12,166
Equity 8,078 7,863 6,428
Other(a) 2,699 2,563 1,926
Total AUC $ 23,217 $ 23,469 $ 20,520
Client deposits and other third party liabilities (average)(b) $ 434,422 $ 408,911 $ 376,287
(a) Consists of mutual funds, unit investment trusts, currencies, annuities, insurance contracts, options and other contracts.
(b) Client deposits and other third party liabilities pertain to the Treasury Services and Securities Services businesses.
International metrics
Year ended December 31,
(in millions, except where
otherwise noted) 2018 2017 2016
Total net revenue(a)
Europe/Middle East/Africa $ 12,102 $ 11,328 $ 10,786
Asia/Pacific 5,219 4,525 4,915
Latin America/Caribbean 1,394 1,125 1,225
Total international net revenue 18,715 16,978 16,926
North America 17,733 17,679 18,414
Total net revenue $ 36,448 $ 34,657 $ 35,340
AUC (period-end)(a)
(in billions)
North America $ 14,359 $ 13,971 $ 12,290
All other regions 8,858 9,498 8,230
Total AUC $ 23,217 $ 23,469 $ 20,520
(a) Total net revenue is based predominantly on the domicile of the client
or location of the trading desk, as applicable. Loans outstanding
(excluding loans held-for-sale and loans at fair value), client deposits
and other third-party liabilities, and AUC are based predominantly on
the domicile of the client.
(b) Client deposits and other third party liabilities pertain to the Treasury
Services and Securities Services businesses.
CB product revenue consists of the following: Selected income statement data (continued)
Lending includes a variety of financing alternatives, which Year ended December 31,
(in millions, except ratios) 2018 2017 2016
are primarily provided on a secured basis; collateral
includes receivables, inventory, equipment, real estate or Revenue by product
other assets. Products include term loans, revolving lines of Lending $ 4,049 $ 4,094 $ 3,795
credit, bridge financing, asset-based structures, leases, and Treasury services 4,074 3,444 2,797
standby letters of credit.
Investment banking(a) 852 805 785
Treasury services includes revenue from a broad range of Other 84 262 76
products and services that enable CB clients to manage
Total Commercial Banking net
payments and receipts, as well as invest and manage funds. revenue $ 9,059 $ 8,605 $ 7,453
Investment banking includes revenue from a range of
products providing CB clients with sophisticated capital- Investment banking revenue, gross(b) $ 2,491 $ 2,385 $ 2,331
raising alternatives, as well as balance sheet and risk
Revenue by client segment
management tools through advisory, equity underwriting,
and loan syndications. Revenue from Fixed Income and Middle Market Banking $ 3,708 $ 3,341 $ 2,848
Equity Markets products used by CB clients is also included. Corporate Client Banking 2,984 2,727 2,429
Commercial Term Lending 1,366 1,454 1,408
Other product revenue primarily includes tax-equivalent
adjustments generated from Community Development Real Estate Banking 681 604 456
Banking activities and certain income derived from principal Other 320 479 312
transactions. Total Commercial Banking net
revenue $ 9,059 $ 8,605 $ 7,453
Client assets
Europe/Middle East/Africa $ 414 $ 441 $ 359
Asia/Pacific 222 225 177
Latin America/Caribbean 155 154 114
Total international client assets 791 820 650
Selected income statement and balance sheet data Current period income tax expense reflects a net benefit of
$302 million resulting from changes in estimates under the
Year ended December 31,
(in millions, except headcount) 2018 2017 2016 TCJA related to the remeasurement of certain deferred
Revenue
taxes and the deemed repatriation tax on non-U.S. earnings.
Principal transactions $ (426) $ 284 $ 210 This amount was more than offset by changes to certain tax
Securities gains/(losses) (395) (66) 140 reserves and other tax adjustments. The prior year income
All other income/(loss)(a) 558 867 588 tax expense included a $2.7 billion expense related to the
Noninterest revenue (263) 1,085 938 impact of the TCJA.
Net interest income 135 55 (1,425)
2017 compared with 2016
Total net revenue(b) (128) 1,140 (487)
Net loss was $1.6 billion, compared with a net loss of $704
Provision for credit losses (4) — (4) million in the prior year. The current year net loss included
Noninterest expense (c)
902 501 462 a $2.7 billion increase to income tax expense related to the
Income/(loss) before income impact of the TCJA.
tax benefit (1,026) 639 (945)
Income tax expense/(benefit) 215 2,282 (241)
Net revenue was $1.1 billion, compared with a loss of $487
Net income/(loss) $ (1,241) $ (1,643) $ (704) million in the prior year. The increase in current year net
Total net revenue revenue was driven by a $645 million benefit from a legal
Treasury and CIO 510 566 (787) settlement with the FDIC receivership for Washington
Other Corporate (638) 574 300 Mutual and with Deutsche Bank as trustee of certain
Total net revenue $ (128) $ 1,140 $ (487) Washington Mutual trusts and by the net impact of higher
Net income/(loss) interest rates.
Treasury and CIO (69) 60 (715)
Net interest income was $55 million, compared with a loss
Other Corporate (1,172) (1,703) 11
of $1.4 billion in the prior year. The gain in the current year
Total net income/(loss) $ (1,241) $ (1,643) $ (704)
was primarily driven by higher interest income on deposits
Total assets (period-end) $771,787 $ 781,478 $ 799,426 with banks due to higher interest rates and balances,
Loans (period-end) 1,597 1,653 1,592 partially offset by higher interest expense on long-term
Core loans(d) 1,597 1,653 1,589 debt primarily driven by higher interest rates.
Headcount(e) 37,145 34,601 31,789
(a) Included revenue related to a legal settlement of $645 million for the year
ended December 31, 2017.
(b) Included tax-equivalent adjustments, driven by tax-exempt income from
municipal bond investments, of $382 million, $905 million and $885
million for the years ended December 31, 2018, 2017 and 2016,
respectively. The decrease in taxable-equivalent adjustments reflects the
impact of the TCJA.
(c) Included legal expense/(benefit) of $(241) million, $(593) million and
$(385) million for the years ended December 31, 2018, 2017 and 2016,
respectively.
(d) Average core loans were $1.7 billion, $1.6 billion and $1.9 billion for the
years ended December 31, 2018, 2017 and 2016, respectively.
(e) Effective in the first quarter of 2018, certain Compliance staff were
transferred from Corporate to CB. The prior period amounts have been revised
to conform with the current period presentation. For a further discussion of
this transfer, refer to CB segment results on page 71.
The Firm’s Operating Committee, which consists of the The Directors’ Risk Policy Committee of the Board assists the
Firm’s CEO, CRO, CFO and other senior executives, is board in its oversight of the Firm’s global risk management
accountable to and may refer matters to the Firm’s Board of framework and approves the primary risk management
Directors. The Operating Committee is responsible to policies of the Firm. The Committee’s responsibilities
escalate to the Board the information necessary to facilitate include oversight of management’s exercise of its
the Board’s exercise of its duties. responsibility to assess and manage the Firm’s risks, and its
capital and liquidity planning and analysis. Breaches in risk
The Board of Directors provides oversight of risk. The DRPC
appetite, capital and liquidity issues that may have a
is the principal committee that oversees risk matters. The
Audit Committee oversees the control environment, and the material adverse impact on the Firm and other significant
Compensation & Management Development Committee risk-related matters are escalated to the DRPC.
oversees compensation and other management-related
matters. Each committee of the Board oversees reputation
risk and/or conduct risk issues within its scope of
responsibility.
The Audit Committee of the Board assists the Board in its operational risk. The FCC is co-chaired by the Chief Control
oversight of management’s responsibilities to assure that Manager and the Firmwide Risk Executive for Operational
there is an effective system of controls reasonably designed Risk Management. The FCC relies on the prompt escalation
to safeguard the assets and income of the Firm, assure the of operational risk and control issues from businesses and
integrity of the Firm’s financial statements and maintain functions as the primary owners of the operational risk.
compliance with the Firm’s ethical standards, policies, plans Operational risk and control issues may be escalated by
and procedures, and with laws and regulations. In addition, business or function control committees to the FCC, which in
the Audit Committee assists the Board in its oversight of the turn, may escalate to the FRC, as appropriate.
Firm’s independent registered public accounting firm’s
The Firmwide Fiduciary Risk Governance Committee
qualifications, independence and performance, and of the
(“FFRGC”) is a forum for risk matters related to the Firm’s
performance of the Firm’s Internal Audit function.
fiduciary activities. The FFRGC oversees the governance
The Compensation & Management Development Committee framework for fiduciary risk inherent in each of the Firm’s
(“CMDC”) of the Board assists the Board in its oversight of LOBs. The governance framework supports the consistent
the Firm’s compensation programs and reviews and identification and escalation of fiduciary risk or fiduciary
approves the Firm’s overall compensation philosophy, related conflict of interest risk. The FFRGC approves risk or
incentive compensation pools, and compensation practices compliance policy exceptions and reviews periodic reports
consistent with key business objectives and safety and from the LOBs and control functions including fiduciary
soundness. The CMDC reviews Operating Committee metrics and control trends. The FFRGC is co-chaired by the
members’ performance against their goals, and approves Wealth Management CEO and the Asset & Wealth
their compensation awards. The CMDC also periodically Management CRO. The FFRGC escalates significant fiduciary
reviews the Firm’s diversity programs and management issues to the FRC, the DRPC and the Audit Committee, as
development and succession planning, and provides appropriate.
oversight of the Firm’s culture, including reviewing
The Firmwide Estimations Risk Committee (“FERC”) reviews
management updates regarding significant conduct issues
and oversees governance and execution activities related to
and any related employee actions, including but not limited
quantitative and qualitative estimations, such as those used
to compensation actions.
in risk management, budget forecasting and capital
The Public Responsibility Committee of the Board assists the planning and analysis. The FERC is chaired by the Firmwide
Board in its oversight of the Firm's positions and practices Risk Executive for Model Risk Governance and Review. The
on public responsibility matters such as community FERC serves as an escalation channel for relevant topics and
investment, fair lending, sustainability, consumer practices issues raised by its members and the Line of Business
and other public policy issues that reflect the Firm's values Estimation Risk Committees. The FERC escalates significant
and character and impact the Firm's reputation among all of issues to the FRC, as appropriate.
its stakeholders. The Committee also provides guidance on
The Conduct Risk Steering Committee (“CRSC”) provides
these matters to management and the Board as
oversight of the Firm’s conduct initiatives to develop a more
appropriate.
holistic view of conduct risks and to connect key programs
Among the Firm’s senior management-level committees that across the Firm to identify opportunities and emerging
are primarily responsible for key risk-related functions are: areas of focus. The CRSC is co-chaired by the Conduct Risk
Compliance Executive and the Human Resources Chief
The Firmwide Risk Committee (“FRC”) is the Firm’s highest
Administrative Officer. The CRSC may escalate systemic
management-level risk committee. It provides oversight of
conduct risk issues to the FRC and as appropriate to the
the risks inherent in the Firm’s businesses. The FRC is co-
DRPC.
chaired by the Firm’s CEO and CRO. The FRC serves as an
escalation point for risk topics and issues raised by its Line of Business and Regional Risk Committees review the
members, the Line of Business Risk Committees, Firmwide ways in which the particular line of business or the business
Control Committee, Firmwide Fiduciary Risk Governance operating in a particular region could be exposed to adverse
Committee, Firmwide Estimations Risk Committee, Conduct outcomes with a focus on identifying, accepting, escalating
Risk Steering Committee and Regional Risk Committees, as and/or requiring remediation of matters brought to these
appropriate. The FRC escalates significant issues to the committees. These committees may escalate matters to the
DRPC, as appropriate. FRC, as appropriate. LOB risk committees are co-chaired by
the LOB CEO and the LOB CRO. Each LOB risk committee
The Firmwide Control Committee (“FCC”) provides a forum
may create sub-committees with requirements for
for senior management to review and discuss firmwide
escalation. The regional committees are established
operational risks, including existing and emerging issues
similarly, as appropriate, for the region.
and operational risk metrics, and to review operational risk
management execution in the context of the Operational Line of Business and Corporate Control Committees oversee
Risk Management Framework (“ORMF”). The ORMF provides the control environment of their respective business or
the framework for the governance, risk identification and function. As part of that mandate, they are responsible for
assessment, measurement, monitoring and reporting of reviewing data that indicates the quality and stability of the
82 JPMorgan Chase & Co./2018 Form 10-K
processes in a business or function, addressing key In addition, the JPMorgan Chase Bank, N.A. Board of
operational risk issues, focusing on processes with control Directors is responsible for the oversight of management of
concerns and overseeing control remediation. These the bank. The JPMorgan Chase Bank, N.A. Board
committees escalate issues to the FCC, as appropriate. accomplishes this function acting directly and through the
principal standing committees of the Firm’s Board of
The Firmwide Asset and Liability Committee (“ALCO”), chaired
Directors. Risk and control oversight on behalf of JPMorgan
by the Firm’s Treasurer and Chief Investment Officer, is
Chase Bank N.A. is primarily the responsibility of the DRPC
responsible for overseeing the Firm’s asset and liability
and the Audit Committee of the Firm’s Board of Directors,
management (“ALM”) activities and the management of
respectively, and, with respect to compensation and other
liquidity risk, balance sheet, interest rate risk, and capital
management-related matters, the Compensation &
risk. The ALCO is supported by the Treasurer Committee and
Management Development Committee of the Firm’s Board
the Capital Governance Committee. The Treasurer
of Directors.
Committee is responsible for monitoring the Firm’s overall
balance sheet, liquidity risk and interest rate risk. The Risk Identification
Capital Governance Committee is responsible for overseeing The Firm has a Risk Identification process designed to
the Firm’s strategic end-to-end capital management and facilitate the first line of defense’s responsibility to identify
governance framework, including capital planning, capital material risks inherent to the Firm, catalog them in a
strategy, and the implementation of regulatory capital central repository and review the most material risks on a
requirements. regular basis. The second line of defense reviews and
challenges the first line’s identification of risks, maintains
The Firmwide Valuation Governance Forum (“VGF”) is
the central repository and provides the consolidated
composed of senior finance and risk executives and is
Firmwide results to the FRC and DRPC.
responsible for overseeing the management of fair value
risks arising from valuation activities conducted across the
Firm. The VGF is chaired by the Firmwide head of the
Valuation Control Group (“VCG”) under the direction of the
Firm’s Controller, and includes sub-forums covering the
Corporate & Investment Bank, Consumer & Community
Banking, Commercial Banking, Asset & Wealth Management
and Corporate, including Treasury and CIO.
The capital adequacy of the Firm and its IDI subsidiaries, began January 1, 2016 and continued through the end of
both during the transitional period and upon full phase-in, 2018.
is evaluated against the Basel III approach (Standardized or As an expansion of the capital conservation buffer, the Firm
Advanced) which, for each quarter, results in the lower is also required to hold additional levels of capital in the
ratio. The Firm’s Basel III Standardized Fully Phased-In risk- form of a GSIB surcharge and a countercyclical capital
based ratios are currently more binding than the Basel III buffer.
Advanced Fully Phased-In risk-based ratios, and the Firm
Under the Federal Reserve’s final rule, the Firm is required
expects that this will remain the case for the foreseeable
to calculate its GSIB surcharge on an annual basis under two
future.
separately prescribed methods, and is subject to the higher
Additional information regarding the Firm’s capital ratios, as of the two. The first (“Method 1”), reflects the GSIB
well as the U.S. federal regulatory capital standards to surcharge as prescribed by the Basel Committee’s
which the Firm is subject, is presented in Note 26. For assessment methodology, and is calculated across five
further information on the Firm’s Basel III measures, refer criteria: size, cross-jurisdictional activity,
to the Firm’s Pillar 3 Regulatory Capital Disclosures reports, interconnectedness, complexity and substitutability. The
which are available on the Firm’s website (https:// second (“Method 2”), modifies the Method 1 requirements
jpmorganchaseco.gcs-web.com/financial-information/basel- to include a measure of short-term wholesale funding in
pillar-3-us-lcr-disclosures). place of substitutability, and introduces a GSIB score
All banking institutions are currently required to have a “multiplication factor”. The following table represents the
minimum CET1 capital ratio of 4.5% of risk weighted Firm’s GSIB surcharge.
assets. Certain banking organizations, including the Firm,
2018 2017
are required to hold additional amounts of capital to serve
Fully Phased-In:
as a “capital conservation buffer”. The capital conservation
Method 1 2.50% 2.50%
buffer is intended to be used to absorb potential losses in
Method 2 3.50% 3.50%
times of financial or economic stress. The capital
conservation buffer was subject to a phase-in period that Transitional(a) 2.625% 1.75%
(a) The GSIB surcharge is subject to transition provisions (in 25% increments)
through the end of 2018.
The Firm’s effective GSIB surcharge as calculated under Leverage-based Capital Regulatory Minimums
Method 2 for 2019 is anticipated to be 3.5%. Supplementary leverage ratio
The Federal Reserve's framework for setting the The SLR is defined as Tier 1 capital under Basel III divided
countercyclical capital buffer takes into account the macro by the Firm’s total leverage exposure. Total leverage
financial environment in which large, internationally active exposure is calculated by taking the Firm’s total average on
banks function. As of December 31, 2018, the U.S. balance sheet assets, less amounts permitted to be
countercyclical capital buffer remained at 0%. The Federal deducted for Tier 1 capital, and adding certain off-balance
Reserve will continue to review the buffer at least annually. sheet exposures, such as undrawn commitments and
The buffer can be increased if the Federal Reserve, FDIC and derivatives potential future exposure.
OCC determine that credit growth in the economy has
Failure to maintain an SLR ratio equal to or greater than the
become excessive and can be calibrated up to an additional
regulatory minimum may result in limitations on the
2.5% of RWA subject to a 12-month implementation period.
amount of capital that the Firm may distribute.
Failure to maintain regulatory capital equal to or in excess In addition to meeting the capital ratio requirements of
of the risk-based regulatory capital minimum plus the Basel III, the Firm and its IDI subsidiaries also must
capital conservation buffer (inclusive of the GSIB surcharge) maintain minimum capital and leverage ratios in order to be
and any countercyclical buffer may result in limitations to “well-capitalized” under the regulations issued by the
the amount of capital that the Firm may distribute, such as Federal Reserve and the Prompt Corrective Action (“PCA”)
through dividends and common equity repurchases. requirements of the FDIC Improvement Act (“FDICIA”),
respectively. For additional information, refer to Note 26.
(a) Adjusted average assets, for purposes of calculating the Tier 1 leverage ratio, includes total quarterly average assets adjusted for on-balance sheet assets that are
subject to deduction from Tier 1 capital, predominantly goodwill and other intangible assets.
(b) Effective January 1, 2018, the SLR was fully phased-in under Basel III. The December 31, 2017 amounts were calculated under the Basel III Transitional rules.
(c) The Firm’s capital ratios as of December 31, 2018 were equivalent whether calculated on a transitional or fully phased-in basis.
The Firm believes that it will operate with a Basel III CET1 capital ratio between 11% and 12% over the medium term.
For additional information on the Firm, JPMorgan Chase Bank, N.A. and Chase Bank USA, N.A.’s capital, RWA and capital ratios
under Basel III Standardized and Advanced Fully Phased-In rules and the SLR calculated under the Basel III Advanced Fully
Phased-In rules, all of which are considered key regulatory capital measures, refer to Explanation and Reconciliation of the
Firm’s Use of Non-GAAP Financial Measures and Key Performance Measures on pages 57-59.
Less: Preferred stock 26,068 26,068 Net purchase of treasury stock (17,899)
Common stockholders’ equity 230,447 229,625 Changes in additional paid-in capital (1,417)
Other intangible assets 748 855 Changes related to other CET1 capital adjustments 205
Other CET1 capital adjustments 1,034 223 Increase in Standardized/Advanced CET1 capital 230
Supplementary leverage ratio The table below presents the Firm’s assessed level of capital
The following table presents the components of the Firm’s allocated to each line of business as of the dates indicated.
Fully Phased-In SLR as of December 31, 2018 and 2017.
Line of business equity (Allocated capital)
December 31, December 31,
(in millions, except ratio) December 31,
2018 2017
Tier 1 capital $ 209,093 $ 208,564 January 1,
(in billions) 2019 2018 2017
Total average assets 2,636,505 $ 2,562,155
Consumer & Community Banking $ 52.0 $ 51.0 $ 51.0
Less: Adjustments for deductions
from Tier 1 capital 46,618 47,333 Corporate & Investment Bank 80.0 70.0 70.0
Total adjusted average assets (a)
2,589,887 2,514,822 Commercial Banking 22.0 20.0 20.0
Off-balance sheet exposures(b) 680,101 690,193 Asset & Wealth Management 10.5 9.0 9.0
Total leverage exposure $ 3,269,988 $ 3,205,015 Corporate 65.9 80.4 79.6
SLR 6.4% 6.5% Total common stockholders’ equity $ 230.4 $ 230.4 $ 229.6
(a) Adjusted average assets, for purposes of calculating the SLR, includes
total quarterly average assets adjusted for on-balance sheet assets
that are subject to deduction from Tier 1 capital, predominantly Capital actions
goodwill and other intangible assets.
(b) Off-balance sheet exposures are calculated as the average of the three Preferred stock
month-end spot balances during the reporting quarter. Preferred stock dividends declared were $1.6 billion for the
year ended December 31, 2018.
For JPMorgan Chase Bank, N.A.’s and Chase Bank USA,
N.A.’s SLR ratios, refer to Note 26. On January 24, 2019, the Firm issued $1.85 billion of
6.00% non-cumulative preferred stock, Series EE, and on
Line of business equity January 30, 2019, the Firm announced that it will redeem
Each business segment is allocated capital by taking into all $925 million of its outstanding 6.70% non-cumulative
consideration capital levels of similarly rated peers and preferred stock, Series T, on March 1, 2019. On September
applicable regulatory capital requirements. ROE is 21, 2018, the Firm issued $1.7 billion of 5.75% non-
measured and internal targets for expected returns are cumulative preferred stock, Series DD. On October 30,
established as key measures of a business segment’s 2018, the Firm redeemed $1.7 billion of its fixed-to-
performance. floating rate non-cumulative perpetual preferred stock,
Series I.
The Firm’s allocation methodology incorporates Basel III
Standardized RWA, Basel III Advanced RWA, leverage, the On October 20, 2017, the Firm issued $1.3 billion of fixed-
GSIB surcharge, and a simulation of capital in a severe to-floating rate non-cumulative preferred stock, Series CC,
stress environment. On at least an annual basis, the with an initial dividend rate of 4.625%. On December 1,
assumptions and methodologies used in capital allocation 2017, the Firm redeemed all $1.3 billion of its outstanding
are assessed and as a result, the capital allocated to lines of 5.50% non-cumulative preferred stock, Series O.
business may change. As of January 1, 2019, line of For additional information on the Firm’s preferred stock,
business capital allocations have increased due to a refer to Note 20.
combination of changes in the relative weights toward
Standardized RWA and stress, a higher capitalization rate,
updated stress simulations, and general business growth.
Trust preferred securities The following table sets forth the Firm’s repurchases of
On September 10, 2018, the Firm’s last remaining issuer of common equity for the years ended December 31, 2018,
outstanding trust preferred securities (“issuer trust”) was 2017 and 2016. There were no repurchases of warrants
liquidated, resulting in $475 million of trust preferred during the years ended December 31, 2018, 2017 and
securities and $15 million of trust common securities 2016.
originally issued by the issuer trust being cancelled.
Year ended December 31, (in millions) 2018 2017 2016
On December 18, 2017, the Delaware trusts that issued Total number of shares of common stock
seven series of outstanding trust preferred securities were repurchased 181.5 166.6 140.4
liquidated, and $1.6 billion of trust preferred and $56 Aggregate purchase price of common
million of trust common securities originally issued by those stock repurchases $19,983 $15,410 $ 9,082
trusts were cancelled.
The Firm from time to time enters into written trading plans
For additional information, refer to Note 19. under Rule 10b5-1 of the Securities Exchange Act of 1934
Common stock dividends to facilitate repurchases in accordance with the common
The Firm’s common stock dividends are planned as part of equity repurchase program. A Rule 10b5-1 repurchase plan
the Capital Management governance framework in line with allows the Firm to repurchase its equity during periods
the Firm’s capital management objectives. when it would not otherwise be repurchasing common
equity — for example, during internal trading blackout
On September 18, 2018, the Firm announced that its Board
periods. All purchases under Rule 10b5-1 plans must be
of Directors increased the quarterly common stock dividend
made according to predefined schedules established when
from $0.56 per share to $0.80 per share, effective with the
the Firm is not aware of material nonpublic information.
dividend paid on October 31, 2018. The Firm’s dividends
are subject to the Board of Directors’ approval on a The authorization to repurchase common equity will be
quarterly basis. utilized at management’s discretion, and the timing of
For information regarding dividend restrictions, refer to purchases and the exact amount of common equity that
Note 20 and Note 25. may be repurchased is subject to various factors, including
The following table shows the common dividend payout market conditions; legal and regulatory considerations
ratio based on net income applicable to common equity. affecting the amount and timing of repurchase activity; the
Firm’s capital position (taking into account goodwill and
Year ended December 31, 2018 2017 2016 intangibles); internal capital generation; and alternative
Common dividend payout ratio 30% 33% 30%
investment opportunities. The repurchase program does not
include specific price targets or timetables; may be
Common equity executed through open market purchases or privately
During the year ended December 31, 2018, warrant negotiated transactions, or utilizing Rule 10b5-1 plans; and
holders exercised their right to purchase 14.9 million may be suspended by management at any time.
shares of the Firm’s common stock. The Firm issued from For additional information regarding repurchases of the
treasury stock 9.4 million shares of its common stock as a Firm’s equity securities, refer to Part II, Item 5: Market for
result of these exercises. There were no warrants
Registrant’s Common Equity, Related Stockholder Matters
outstanding at December 31, 2018, as any warrants that
and Issuer Purchases of Equity Securities on page 30.
were not exercised on or before October 29, 2018, have
expired. At December 31, 2017, the Firm had 15.0 million
warrants outstanding.
Effective June 28, 2018, the Firm’s Board of Directors
authorized the repurchase of up to $20.7 billion of common
equity between July 1, 2018 and June 30, 2019, as part of
its annual capital plan. As of December 31, 2018, $10.4
billion of authorized repurchase capacity remained under
the common equity repurchase program.
December 31, 2018 Total capital(a) CET1 ratio Total capital ratio
(in millions, except ratios) Estimated Estimated Minimum Estimated Minimum
J.P. Morgan Securities plc $ 53,086 17.4% 4.5% 22.5% 8.0%
(a) Includes the tier 2 qualifying subordinated debt securities issued to meet the MREL requirements to which J.P. Morgan Securities plc became subject to on
January 1, 2019. For additional information on MREL, refer to Supervision & Regulation on pages 1-6
operating subsidiaries, at levels sufficient to comply with there was a decrease in the amount of HQLA in JPMorgan
liquidity risk tolerances and minimum liquidity Chase Bank, N.A. and Chase Bank USA, N.A. that was
requirements, and to manage through periods of stress determined to be transferable to non-bank affiliates. This
where access to normal funding sources is disrupted. decrease was based on a change in the Firm’s interpretation
of amounts available for transfer.
Contingency funding plan
The Firm’s contingency funding plan (“CFP”), which is The Firm’s average LCR decreased for the three months
ended December 31, 2018, compared with the prior year
approved by the firmwide ALCO and the DRPC, is a
period, due to a reduction in average HQLA primarily driven
compilation of procedures and action plans for managing
by (a) long-term debt maturities and CIB activities, and (b)
liquidity through stress events. The CFP incorporates the
a decrease in the amount of HQLA in JPMorgan Chase Bank,
limits and indicators set by the Liquidity Risk Oversight N.A. and Chase Bank USA, N.A that was determined to be
group. These limits and indicators are reviewed regularly to transferable to non-bank affiliates based on a change in the
identify emerging risks or vulnerabilities in the Firm’s Firm’s interpretation of amounts available for transfer.
liquidity position. The CFP identifies the alternative
contingent funding and liquidity resources available to the The Firm’s average LCR may fluctuate from period to period,
due to changes in its HQLA and estimated net cash outflows
Firm and its legal entities in a period of stress.
under the LCR as a result of ongoing business activity. The
Liquidity Coverage Ratio Firm’s HQLA are expected to be available to meet its
The LCR rule requires the Firm to maintain an amount of liquidity needs in a time of stress. For a further discussion
unencumbered High Quality Liquid Assets (“HQLA”) that is of the Firm’s LCR, refer to the Firm’s US LCR Disclosure
sufficient to meet its estimated total net cash outflows over reports, which are available on the Firm’s website at:
a prospective 30 calendar-day period of significant stress. (https://jpmorganchaseco.gcs-web.com/financial-
HQLA is the amount of liquid assets that qualify for information/basel-pillar-3-us-lcr-disclosures).
inclusion in the LCR. HQLA primarily consist of Other liquidity sources
unencumbered cash and certain high quality liquid As of December 31, 2018, in addition to assets reported in
securities as defined in the LCR rule. the Firm’s HQLA under the LCR rule, the Firm had
Under the LCR rule, the amounts of HQLA held by JPMorgan approximately $226 billion of unencumbered marketable
Chase Bank N.A. and Chase Bank USA, N.A that are in excess securities, such as equity securities and fixed income debt
of each entity’s standalone 100% minimum LCR securities, available to raise liquidity, if required. This
requirement, and that are not transferable to non-bank includes HQLA-eligible securities included as part of the
affiliates, must be excluded from the Firm’s reported HQLA. excess liquidity at JPMorgan Chase Bank, N.A. that are not
The LCR is required to be a minimum of 100%. transferable to non-bank affiliates.
The following table summarizes the Firm’s average LCR for As of December 31, 2018, the Firm also had approximately
the three months ended December 31, 2018, September $276 billion of available borrowing capacity at various
30, 2018 and December 31, 2017 based on the Firm’s FHLBs, discount windows at the Federal Reserve Banks and
current interpretation of the finalized LCR framework. various other central banks as a result of collateral pledged
by the Firm to such banks. This borrowing capacity excludes
Three months ended
the benefit of securities reported in the Firm’s HQLA or
Average amount December 31, September December 31, other unencumbered securities that are currently pledged
(in millions) 2018 30, 2018 2017
at the Federal Reserve Bank discount windows. Although
HQLA
available, the Firm does not view the borrowing capacity at
Eligible cash(a) $ 297,069 $ 344,660 $ 370,126 Federal Reserve Bank discount windows and the various
Eligible securities(b)(c) 232,201 190,349 189,955 other central banks as a primary source of liquidity.
Total HQLA(d) $ 529,270 $ 535,009 $ 560,081
Net cash outflows $ 467,704 $ 466,803 $ 472,078
LCR 113% 115% 119%
Net excess HQLA (d) $ 61,566 $ 68,206 $ 88,003
Deposits
The table below summarizes, by line of business, the period-end and average deposit balances as of and for the years ended
December 31, 2018 and 2017.
Deposits Year ended December 31,
As of or for the year ended December 31, Average
(in millions) 2018 2017 2018 2017
Consumer & Community Banking $ 678,854 $ 659,885 $ 670,388 $ 640,219
Corporate & Investment Bank 482,084 455,883 477,250 447,697
Commercial Banking 170,859 181,512 170,822 176,884
Asset & Wealth Management 138,546 146,407 137,272 148,982
Corporate 323 295 729 3,604
Total Firm $ 1,470,666 $ 1,443,982 $ 1,456,461 $ 1,417,386
A key strength of the Firm is its diversified deposit Average deposits increased for the year ended December
franchise, through each of its lines of business, which 31, 2018 in CCB and CIB, partially offset by decreases in
provides a stable source of funding and limits reliance on AWM, CB and Corporate.
the wholesale funding markets. A significant portion of the
• The increase in CCB reflects the continuation of growth
Firm’s deposits are consumer and wholesale operating
from new accounts, and in CIB reflects growth in
deposits, which are both considered to be stable sources of
operating deposits in both Treasury Services and
liquidity. Wholesale operating deposits are considered to be
Securities Services driven by growth in client activity.
stable sources of liquidity because they are generated from
• The decrease in AWM was driven by balance migration
customers that maintain operating service relationships
predominantly into the Firm’s investment-related
with the Firm.
products. The decrease in CB was driven by a reduction
The table below shows the loan and deposit balances, the in non-operating deposits. The decrease in Corporate
loans-to-deposits ratios, and deposits as a percentage of was predominantly due to maturities of wholesale non-
total liabilities, as of December 31, 2018 and 2017. operating deposits, consistent with the Firm’s efforts to
reduce such deposits.
As of December 31,
(in billions except ratios) 2018 2017 For further information on deposit and liability balance
Deposits $ 1,470.7 $ 1,444.0 trends, refer to the discussion of the Firm’s Business
Deposits as a % of total liabilities 62% 63% Segment Results and the Consolidated Balance Sheets
Loans 984.6 930.7 Analysis on pages 60-78 and pages 52–53, respectively.
Loans-to-deposits ratio 67% 64%
The following table summarizes short-term and long-term funding, excluding deposits, as of December 31, 2018 and 2017,
and average balances for the years ended December 31, 2018 and 2017. For additional information, refer to the Consolidated
Balance Sheets Analysis on pages 52–53 and Note 19.
Short-term funding
The Firm’s sources of short-term secured funding primarily securities and market-making portfolios); and other market
consist of securities loaned or sold under agreements to and portfolio factors.
repurchase. These instruments are secured predominantly
The Firm’s sources of short-term unsecured funding
by high-quality securities collateral, including government-
primarily consist of issuance of wholesale commercial
issued debt and agency MBS, and constitute a significant
paper. The increase in commercial paper was due to higher
portion of the federal funds purchased and securities
net issuance primarily for short-term liquidity management.
loaned or sold under repurchase agreements on the
Consolidated balance sheets. The increase at December 31, Long-term funding and issuance
2018, compared to December 31, 2017, was primarily due Long-term funding provides additional sources of stable
to higher client-driven market-making activities and higher funding and liquidity for the Firm. The Firm’s long-term
secured financing of trading assets-debt and equity funding plan is driven primarily by expected client activity,
instruments in CIB. The balances associated with securities liquidity considerations, and regulatory requirements,
loaned or sold under agreements to repurchase fluctuate including TLAC. Long-term funding objectives include
over time due to customers’ investment and financing maintaining diversification, maximizing market access and
activities; the Firm’s demand for financing; the ongoing optimizing funding costs. The Firm evaluates various
management of the mix of the Firm’s liabilities, including its funding markets, tenors and currencies in creating its
secured and unsecured financing (for both the investment optimal long-term funding plan.
Maturities/redemptions
Senior notes $ 19,141 $ 20,971 $ 4,466 $ 1,366
Subordinated debt 136 3,401 — 3,500
Structured notes 2,678 5,440 15,049 17,141
Total long-term unsecured funding – maturities/redemptions $ 21,955 $ 29,812 $ 19,515 $ 22,007
(a) Includes certain TLAC-eligible long-term unsecured debt issued by the Parent Company.
(b) The prior period amounts have been revised to conform with the current period presentation.
The Firm raises secured long-term funding through securitization of consumer credit card loans and advances from the FHLBs.
The following table summarizes the securitization issuance and FHLB advances and their respective maturities or redemptions
for the years ended December 31, 2018 and 2017.
(a) Other securitizations includes securitizations of student loans. The Firm deconsolidated the student loan securitization entities in the second quarter of
2017 as it no longer had a controlling financial interest in these entities as a result of the sale of the student loan portfolio.
(b) Includes long-term structured notes which are secured.
The Firm’s wholesale businesses also securitize loans for client-driven transactions; those client-driven loan securitizations are
not considered to be a source of funding for the Firm and are not included in the table above. For further description of the
client-driven loan securitizations, refer to Note 14.
Credit ratings
The cost and availability of financing are influenced by party commitments may be adversely affected by a decline
credit ratings. Reductions in these ratings could have an in credit ratings. For additional information on the impact of
adverse effect on the Firm’s access to liquidity sources, a credit ratings downgrade on the funding requirements for
increase the cost of funds, trigger additional collateral or VIEs, and on derivatives and collateral agreements, refer to
funding requirements and decrease the number of investors SPEs on page 55, and liquidity risk and credit-related
and counterparties willing to lend to the Firm. Additionally, contingent features in Note 5.
the Firm’s funding requirements for VIEs and other third-
The credit ratings of the Parent Company and the Firm’s principal bank and non-bank subsidiaries as of December 31, 2018,
were as follows.
JPMorgan Chase Bank, N.A. J.P. Morgan Securities LLC
JPMorgan Chase & Co. Chase Bank USA, N.A. J.P. Morgan Securities plc
On October 25, 2018, Moody’s upgraded the Parent maintains sufficient liquidity to withstand a potential
Company’s long-term issuer rating to A2 (previously A3) decrease in funding capacity due to ratings downgrades.
and short-term issuer rating to P-1 (previously P-2). The JPMorgan Chase’s unsecured debt does not contain
long-term issuer ratings were also upgraded for JPMorgan requirements that would call for an acceleration of
Chase Bank, N.A. and Chase Bank USA, N.A. to Aa2 payments, maturities or changes in the structure of the
(previously Aa3), and for J.P. Morgan Securities LLC and J.P. existing debt, provide any limitations on future borrowings
Morgan Securities plc to Aa3 (previously A1). or require additional collateral, based on unfavorable
changes in the Firm’s credit ratings, financial ratios,
On June 21, 2018, Fitch upgraded the Parent Company’s
earnings, or stock price.
long-term issuer rating to AA- (previously A+) and short-
term issuer rating to F1+ (previously F1). The long-term Critical factors in maintaining high credit ratings include a
issuer ratings were also upgraded to AA for JPMorgan Chase stable and diverse earnings stream, strong capital and
Bank, N.A, Chase Bank USA, N.A., J.P. Morgan Securities LLC liquidity ratios, strong credit quality and risk management
and J.P. Morgan Securities plc (all previously AA-). controls, and diverse funding sources. Rating agencies
continue to evaluate economic and geopolitical trends,
Downgrades of the Firm’s long-term ratings by one or two regulatory developments, future profitability, risk
notches could result in an increase in its cost of funds, and management practices, and litigation matters, as well as
access to certain funding markets could be reduced. The their broader ratings methodologies. Changes in any of
nature and magnitude of the impact of ratings downgrades these factors could lead to changes in the Firm’s credit
depends on numerous contractual and behavioral factors ratings.
which the Firm believes are incorporated in its liquidity risk
and stress testing metrics. The Firm believes that it
tables do not include loans which the Firm accounts for at Loans at fair value 3,151 2,508 220 —
Total loans – reported 984,554 930,697 4,831 5,943
fair value and classifies as trading assets. For further
Derivative receivables 54,213 56,523 60 130
information regarding these loans, refer to Notes 2 and 3.
Receivables from
For additional information on the Firm’s loans, lending- customers and other(a) 30,217 26,272 — —
related commitments and derivative receivables, including Total credit-related
assets 1,068,984 1,013,492 4,891 6,073
the Firm’s accounting policies, refer to Notes 12, 27, and 5,
Assets acquired in loan
respectively. satisfactions
Real estate owned NA NA 269 311
For further information regarding the credit risk inherent in Other NA NA 30 42
the Firm’s cash placed with banks, refer to Wholesale credit Total assets acquired in
loan satisfactions NA NA 299 353
exposure – industry exposures on pages 113–115 ; for Lending-related
information regarding the credit risk inherent in the Firm’s commitments 1,039,258 991,482 469 731
investment securities portfolio, refer to Note 10; and for Total credit portfolio $ 2,108,242 $ 2,004,974 $ 5,659 $ 7,157
information regarding credit risk inherent in the securities Credit derivatives used
in credit portfolio
financing portfolio, refer to Note 11. management
$ (12,682) $ (17,609) $ — $ —
activities(b)
Liquid securities and
For a further discussion of the consumer credit environment other cash collateral
held against
and consumer loans, refer to Consumer Credit Portfolio on derivatives(c) (15,322) (16,108) NA NA
pages 106–111 and Note 12. For a further discussion of the
wholesale credit environment and wholesale loans, refer to Year ended December 31,
(in millions, except ratios) 2018 2017
Wholesale Credit Portfolio on pages 112–119 and Note 12.
Net charge-offs(f) $ 4,856 $ 5,387
Average retained loans
Loans 936,829 898,979
Loans – reported, excluding
residential real estate PCI loans 909,386 865,887
Net charge-off rates(f)
Loans 0.52% 0.60%
Loans – excluding PCI 0.53 0.62
The following table provides a summary of lifetime principal loss estimates included in either the nonaccretable difference or
the allowance for loan losses.
Geographic composition of residential real estate loans Loan modification activities for residential real estate
At December 31, 2018, $160.3 billion, or 63% of the total loans
retained residential real estate loan portfolio, excluding The performance of modified loans generally differs by
mortgage loans insured by U.S. government agencies and product type due to differences in both the credit quality
PCI loans, were concentrated in California, New York, and the types of modifications provided. Performance
Illinois, Texas and Florida, compared with $152.8 billion, or metrics for modifications to the residential real estate
63%, at December 31, 2017. For additional information on portfolio, excluding PCI loans, that have been seasoned
the geographic composition of the Firm’s residential real more than six months show weighted-average redefault
estate loans, refer to Note 12. rates of 22% for residential mortgages and 20% for home
equity. Performance metrics for modifications to the PCI
Current estimated loan-to-values of residential real
residential real estate portfolio that have been seasoned
estate loans
more than six months show weighted average redefault
Average current estimated loan-to-value (“LTV”) ratios have
rates of 19% for home equity, 18% for prime mortgages,
declined consistent with improvements in home prices,
16% for option ARMs and 32% for subprime mortgages.
customer pay downs, and charge-offs or liquidations of
The cumulative redefault rates reflect the performance of
higher LTV loans. For further information on current
modifications completed from October 1, 2009 through
estimated LTVs of residential real estate loans, refer to Note
December 31, 2018.
12.
Certain modified loans have interest rate reset provisions Nonperforming assets
(“step-rate modifications”) where the interest rates on The following table presents information as of
these loans generally began to increase commencing in December 31, 2018 and 2017, about consumer, excluding
2014 by 1% per year, and will continue to do so until the credit card, nonperforming assets.
rate reaches a specified cap. The cap on these loans is
Nonperforming assets(a)
typically at a prevailing market interest rate for a fixed-rate
December 31, (in millions) 2018 2017
mortgage loan as of the modification date. At December 31,
Nonaccrual loans(b)
2018, the carrying value of non-PCI loans and the unpaid
Residential real estate $ 3,088 $ 3,785
principal balance of PCI loans modified in step-rate
Other consumer 373 424
modifications, which have not yet met their specified caps,
Total nonaccrual loans 3,461 4,209
were $2 billion and $3 billion, respectively. The Firm
Assets acquired in loan satisfactions
continues to monitor this risk exposure and the impact of
Real estate owned 210 225
these potential interest rate increases is considered in the
Other 30 40
Firm’s allowance for loan losses.
Total assets acquired in loan satisfactions 240 265
The following table presents information as of Total nonperforming assets $ 3,701 $ 4,474
December 31, 2018 and 2017, relating to modified (a) At December 31, 2018 and 2017, nonperforming assets excluded
retained residential real estate loans for which concessions mortgage loans 90 or more days past due and insured by U.S.
have been granted to borrowers experiencing financial government agencies of $2.6 billion and $4.3 billion, respectively, and
real estate owned (“REO”) insured by U.S. government agencies of $75
difficulty. For further information on modifications for the million and $95 million, respectively. These amounts have been
years ended December 31, 2018 and 2017, refer to Note excluded based upon the government guarantee.
12. (b) Excludes PCI loans which are accounted for on a pool basis. Since each
pool is accounted for as a single asset with a single composite interest
Modified residential real estate loans rate and an aggregate expectation of cash flows, the past-due status of
the pools, or that of individual loans within the pools, is not
2018 2017 meaningful. The Firm is recognizing interest income on each pool of
Nonaccrual Nonaccrual loans as each of the pools is performing.
December 31, Retained retained Retained retained
(in millions) loans loans (d) loans loans(d) Nonaccrual loans in the residential real estate portfolio at
Modified residential December 31, 2018 decreased to $3.1 billion from $3.8
real estate loans, billion at December 31, 2017, of which 24% and 26% were
excluding PCI loans(a)(b)
Residential mortgage $ 4,565 $ 1,459 $ 5,620 $ 1,743
greater than 150 days past due, respectively. In the
aggregate, the unpaid principal balance of residential real
Home equity 2,012 955 2,118 1,032
estate loans greater than 150 days past due was charged
Total modified
residential real estate down by approximately 32% and 40% to the estimated net
loans, excluding PCI realizable value of the collateral at December 31, 2018 and
loans $ 6,577 $ 2,414 $ 7,738 $ 2,775
2017, respectively.
Modified PCI loans(c)
Home equity $ 2,086 NA $ 2,277 NA Nonaccrual loans: The following table presents changes in
Prime mortgage 3,179 NA 4,490 NA the consumer, excluding credit card, nonaccrual loans for
Subprime mortgage 2,041 NA 2,678 NA the years ended December 31, 2018 and 2017.
Option ARMs 6,410 NA 8,276 NA
Nonaccrual loan activity
Total modified PCI loans $13,716 NA $17,721 NA
Year ended December 31,
(a) Amounts represent the carrying value of modified residential real (in millions) 2018 2017
estate loans. Beginning balance $ 4,209 $ 4,820
(b) At December 31, 2018 and 2017, $4.1 billion and $3.8 billion, Additions 2,799 3,525
respectively, of loans modified subsequent to repurchase from Ginnie
Reductions:
Mae in accordance with the standards of the appropriate government
agency (i.e., Federal Housing Administration (“FHA”), U.S. Department Principal payments and other(a) 1,407 1,577
of Veterans Affairs (“VA”), Rural Housing Service of the U.S. Charge-offs 468 699
Department of Agriculture (“RHS”)) are not included in the table Returned to performing status 1,399 1,509
above. When such loans perform subsequent to modification in Foreclosures and other liquidations 273 351
accordance with Ginnie Mae guidelines, they are generally sold back Total reductions 3,547 4,136
into Ginnie Mae loan pools. Modified loans that do not re-perform Net changes (748) (611)
become subject to foreclosure. For additional information about sales
Ending balance $ 3,461 $ 4,209
of loans in securitization transactions with Ginnie Mae, refer to Note
14. (a) Other reductions includes loan sales.
(c) Amounts represent the unpaid principal balance of modified PCI loans.
(d) As of December 31, 2018 and 2017, nonaccrual loans included $2.0 Active and suspended foreclosure: For information on
billion and $2.2 billion, respectively, of troubled debt restructurings loans that were in the process of active or suspended
(“TDRs”) for which the borrowers were less than 90 days past due. For
foreclosure, refer to Note 12.
additional information about loans modified in a TDR that are on
nonaccrual status, refer to Note 12.
(a) Represents loans held-for-sale, primarily related to syndicated loans and loans transferred from the retained portfolio, and loans at fair value.
(b) These derivatives do not qualify for hedge accounting under U.S. GAAP.
(c) The notional amounts are presented on a net basis by underlying reference entity and the ratings profile shown is based on the ratings of the reference
entity on which protection has been purchased. Predominantly all of the credit derivatives entered into by the Firm where it has purchased protection used
in credit portfolio management activities are executed with investment-grade counterparties.
(d) The maturity profile of retained loans, lending-related commitments and derivative receivables is based on remaining contractual maturity. Derivative
contracts that are in a receivable position at December 31, 2018, may become payable prior to maturity based on their cash flow profile or changes in
market conditions.
Below are summaries of the Firm’s exposures as of December 31, 2018 and 2017. The industry of risk category is generally
based on the client or counterparty’s primary business activity. For additional information on industry concentrations, refer to
Note 4.
As a result of continued growth and the relative size of the portfolio, exposure to “Individuals,” which was previously disclosed
in “All Other,” is now separately disclosed in the table below as “Individuals and Individual Entities.” This category
predominantly consists of Wealth Management clients within AWM and includes exposure to personal investment companies
and personal and testamentary trusts. Predominantly all of this exposure is secured, largely by cash and marketable securities.
In the table below, prior period amounts have been revised to conform with the current period presentation.
Liquid
Noninvestment-grade securities
and other
30 days or cash
more past collateral
As of or for the year ended due and Net charge- Credit held against
December 31, 2018 Credit Investment- Criticized Criticized accruing offs/ derivative derivative
(in millions) exposure(f) grade Noncriticized performing nonperforming loans (recoveries) hedges(g) receivables
Real Estate $ 143,316 $ 117,988 $ 24,174 $ 1,019 $ 135 $ 70 $ (20) $ (2) $ (1)
Individuals and Individual Entities(b) 97,077 86,581 10,164 174 158 703 12 — (915)
Consumer & Retail 94,815 60,678 31,901 2,033 203 43 55 (248) (14)
Technology, Media &
Telecommunications 72,646 46,334 24,081 2,170 61 8 12 (1,011) (12)
Industrials 58,528 38,487 18,594 1,311 136 171 20 (207) (29)
Banks & Finance Cos 49,920 34,120 15,496 299 5 11 — (575) (2,290)
Healthcare 48,142 36,687 10,625 761 69 23 (5) (150) (133)
Asset Managers 42,807 36,722 6,067 4 14 10 — — (5,829)
Oil & Gas 42,600 23,356 17,451 1,158 635 6 36 (248) —
Utilities 28,172 23,558 4,326 138 150 — 38 (142) (60)
State & Municipal Govt(c) 27,351 26,746 603 2 — 18 (1) — (42)
Central Govt 18,456 18,251 124 81 — 4 — (7,994) (2,130)
Automotive 17,339 9,637 7,310 392 — 1 — (125) —
Chemicals & Plastics 16,035 11,490 4,427 118 — 4 — — —
Transportation 15,660 10,508 4,699 393 60 21 6 (31) (112)
Metals & Mining 15,359 8,188 6,767 385 19 1 — (174) (22)
Insurance 12,639 9,777 2,830 — 32 — — (36) (2,080)
Financial Markets Infrastructure 7,484 6,746 738 — — — — — (26)
Securities Firms 4,558 3,099 1,459 — — — — (158) (823)
All other(d) 68,284 64,664 3,606 12 2 2 2 (1,581) (804)
Subtotal $ 881,188 $ 673,617 $ 195,442 $ 10,450 $ 1,679 $ 1,096 $ 155 $ (12,682) $ (15,322)
Liquid
Noninvestment-grade securities
and other
30 days or cash
more past collateral
As of or for the year ended due and Net charge- Credit held against
December 31, 2017 Credit Investment- Criticized Criticized accruing offs/ derivative derivative
(in millions) exposure(f) grade Noncriticized performing nonperforming loans (recoveries) hedges(g) receivables
Real Estate $ 139,409 $ 115,401 $ 23,012 $ 859 $ 137 $ 254 $ (4) $ — $ (2)
Individuals and Individual Entities(b) 87,371 77,029 10,024 80 238 899 10 — (762)
Consumer & Retail 87,679 55,737 29,619 1,791 532 30 34 (275) (9)
Technology, Media &
Telecommunications 59,274 36,510 20,453 2,258 53 14 (12) (910) (19)
Industrials 55,272 37,198 16,770 1,159 145 150 (1) (196) (21)
Banks & Finance Cos 49,037 34,654 13,767 612 4 1 6 (1,216) (3,174)
Healthcare 55,997 42,643 12,731 585 38 82 (1) — (207)
Asset Managers 32,531 28,029 4,484 4 14 27 — — (5,290)
Oil & Gas 41,317 21,430 14,854 4,046 987 22 71 (747) (1)
Utilities 29,317 24,486 4,383 227 221 — 11 (160) (56)
State & Municipal Govt(c) 28,633 27,977 656 — — 12 5 (130) (524)
Central Govt 19,182 18,741 376 65 — 4 — (10,095) (2,520)
Automotive 14,820 9,321 5,278 221 — 10 1 (284) —
Chemicals & Plastics 15,945 11,107 4,764 74 — 4 — — —
Transportation 15,797 9,870 5,302 527 98 9 14 (32) (131)
Metals & Mining 14,171 6,989 6,822 321 39 3 (13) (316) (1)
Insurance 14,089 11,028 2,981 — 80 1 — (157) (2,195)
Financial Markets Infrastructure 5,036 4,775 261 — — — — — (23)
Securities Firms 4,113 2,559 1,553 1 — — — (274) (335)
All other(d) 60,529 57,081 3,259 180 9 2 (2) (2,817) (838)
Subtotal $ 829,519 $ 632,565 $ 181,349 $ 13,010 $ 2,595 $ 1,524 $ 119 $ (17,609) $ (16,108)
(a) The industry rankings presented in the table as of December 31, 2017, are based on the industry rankings of the corresponding exposures at
December 31, 2018, not actual rankings of such exposures at December 31, 2017.
(b) Individuals and Individual Entities predominantly consists of Wealth Management clients within AWM and includes exposure to personal investment
companies and personal and testamentary trusts.
(c) In addition to the credit risk exposure to states and municipal governments (both U.S. and non-U.S.) at December 31, 2018 and 2017, noted above, the
Firm held: $7.8 billion and $9.8 billion, respectively, of trading securities; $37.7 billion and $32.3 billion, respectively, of AFS securities; and $4.8 billion
and $14.4 billion, respectively, of held-to-maturity (“HTM”) securities, issued by U.S. state and municipal governments. For further information, refer to
Note 2 and Note 10.
(d) All other includes: SPEs and Private education and civic organizations, representing approximately 92% and 8%, respectively, at December 31, 2018 and
90% and 10%, respectively, at December 31, 2017.
(e) Excludes cash placed with banks of $268.1 billion and $421.0 billion, at December 31, 2018 and 2017, respectively, which is predominantly placed with
various central banks, primarily Federal Reserve Banks.
(f) Credit exposure is net of risk participations and excludes the benefit of credit derivatives used in credit portfolio management activities held against
derivative receivables or loans and liquid securities and other cash collateral held against derivative receivables.
(g) Represents the net notional amounts of protection purchased and sold through credit derivatives used to manage the credit exposures; these derivatives
do not qualify for hedge accounting under U.S. GAAP. The All other category includes purchased credit protection on certain credit indices.
Real Estate
Presented below is additional information on the Real Estate industry to which the Firm has significant exposure.
Real Estate exposure increased $3.9 billion to $143.3 billion during the year ended December 31, 2018, while the investment-
grade percentage of the portfolio remained relatively flat at 82%. For further information on Real Estate loans, refer to Note
12.
December 31, 2018
Loans and %
Lending-related Derivative Credit Investment-
(in millions, except ratios) Commitments Receivables exposure grade % Drawn(c)
Multifamily(a) $ 85,683 $ 33 $ 85,716 89% 92%
Other 57,469 131 57,600 72 63
Total Real Estate Exposure(b) 143,152 164 143,316 82 81
Loans
In the normal course of its wholesale business, the Firm The following table presents net charge-offs/recoveries,
provides loans to a variety of clients, ranging from large which are defined as gross charge-offs less recoveries, for
corporate and institutional clients to high-net-worth the years ended December 31, 2018 and 2017. The
individuals. For a further discussion on loans, including amounts in the table below do not include gains or losses
information on credit quality indicators and sales of loans, from sales of nonaccrual loans.
refer to Note 12.
Wholesale net charge-offs/(recoveries)
The following table presents the change in the nonaccrual Year ended December 31,
loan portfolio for the years ended December 31, 2018 and (in millions, except ratios) 2018 2017
2017. Loans – reported
Average loans retained $ 416,828 $ 392,263
Wholesale nonaccrual loan activity
Gross charge-offs 313 212
Year ended December 31, (in millions) 2018 2017
Gross recoveries (158) (93)
Beginning balance $ 1,734 $ 2,063
Net charge-offs 155 119
Additions 1,188 1,482
Net charge-off rate 0.04% 0.03%
Reductions:
Paydowns and other 692 1,137
Gross charge-offs 299 200
Returned to performing status 234 189
Sales 327 285
Total reductions 1,552 1,811
Net changes (364) (329)
Ending balance $ 1,370 $ 1,734
equivalent to the risk of loan exposures. DRE is a less credit derivative contracts, as well as interest rate, foreign
extreme measure of potential credit loss than Peak and is exchange, equity and commodity derivative contracts.
used as an input for aggregating derivative credit risk The accompanying graph shows exposure profiles to the
exposures with loans and other credit risk. Firm’s current derivatives portfolio over the next 10 years
Finally, AVG is a measure of the expected fair value of the as calculated by the Peak, DRE and AVG metrics. The three
Firm’s derivative receivables at future time periods, measures generally show that exposure will decline after
including the benefit of collateral. AVG over the total life of the first year, if no new trades are added to the portfolio.
the derivative contract is used as the primary metric for
pricing purposes and is used to calculate credit risk capital Exposure profile of derivatives measures
December 31, 2018
and the CVA, as further described below. (in billions)
The following table summarizes the ratings profile of the Firm’s derivative receivables, including credit derivatives, net of all
collateral, at the dates indicated. The ratings scale is based on the Firm’s internal ratings, which generally correspond to the
ratings as assigned by S&P and Moody’s.
Note: In the table above, the financial measures which exclude the impact of PCI loans are non-GAAP financial measures.
(a) For the year ended December 31, 2017, excluding net charge-offs of $467 million related to the student loan portfolio transfer, the net charge-off rate for
Consumer, excluding credit card would have been 0.18%; total Firm would have been 0.55%; Consumer, excluding credit card and PCI loans would have
been 0.20%; and total Firm, excluding PCI would have been 0.57%.
(b) Write-offs of PCI loans are recorded against the allowance for loan losses when actual losses for a pool exceed estimated losses that were recorded as
purchase accounting adjustments at the time of acquisition. A write-off of a PCI loan is recognized when the underlying loan is removed from a pool.
(c) Includes risk-rated loans that have been placed on nonaccrual status and loans that have been modified in a TDR. The asset-specific credit card allowance
for loan losses modified in a TDR is calculated based on the loans’ original contractual interest rates and does not consider any incremental penalty rates.
(d) The allowance for lending-related commitments is reported in accounts payable and other liabilities on the Consolidated balance sheets.
(e) The Firm’s policy is generally to exempt credit card loans from being placed on nonaccrual status as permitted by regulatory guidance.
Predominant business activities that give rise to market risk by line of business and Corporate
LOBs and Predominant business Related market risks Positions included in Risk Positions included in Positions included in other
Corporate activities(a) Management VaR earnings-at-risk sensitivity-based measures
CCB • Services mortgage • Non-linear risk primarily • Mortgage pipeline loans, • Retained loan portfolio
loans from prepayment options classified as derivatives • Deposits
• Originates loans and embedded in mortgages • Warehouse loans, classified
takes deposits and changes in the as trading assets – debt
probability of newly instruments
originated mortgage
commitments actually • MSRs
closing • Hedges of pipeline loans,
• Basis risk from warehouse loans and MSRs,
differences in the relative classified as derivatives
movements of the rate • Interest-only securities,
indices underlying classified as trading assets
mortgage exposure and debt instruments, and
other interest rates related hedges, classified as
derivatives
CIB • Makes markets and • Risk of loss from adverse • Trading assets/liabilities – • Retained loan portfolio • Privately held equity and
services clients across movements in market debt and marketable equity • Deposits other investments
fixed income, foreign prices across interest instruments, and measured at fair value
exchange, equities and rate, credit, currency, derivatives, including • Derivatives FVA and fair
commodities commodity and equity hedges of the retained loan value option elected
• Originates loans and risk factors portfolio liabilities DVA
takes deposits • Certain securities
purchased, loaned or sold
under resale agreements
and securities borrowed
• Fair value option elected
liabilities
• Derivative CVA and
associated hedges
• Marketable equity
investments
CB • Originates loans and • Interest rate risk and • Retained loan portfolio
takes deposits prepayment risk • Deposits
AWM • Provides initial capital • Risk from changes in • Debt securities held in • Retained loan portfolio • Initial seed capital
investments in market factors (e.g., rates advance of distribution to • Deposits investments and related
products such as and credit spreads) clients, classified as trading hedges, classified as
mutual funds and assets - debt instruments(b) derivatives
capital invested • Capital invested alongside
alongside third-party third-party investors,
investors typically in privately
• Originates loans and distributed collective
takes deposits vehicles managed by AWM
(i.e., co-investments)
Corporate • Manages the Firm’s • Structural interest rate • Derivative positions • Deposits with banks • Privately held equity and
liquidity, funding, risk from the Firm’s measured at fair value • Investment securities other investments
capital, structural traditional banking through noninterest portfolio and related measured at fair value
interest rate and activities revenue in earnings interest rate hedges • Foreign exchange exposure
foreign exchange risks • Structural non-USD • Marketable equity related to Firm-issued non-
• Long-term debt and
foreign exchange risks investments related interest rate USD long-term debt (“LTD”)
hedges and related hedges
(a) In addition to the predominant business activities, each of the LOBs and Corporate may engage in principal investing activities. To the extent principal investments are
deemed market risk sensitive, they are reflected in relevant risk measures (i.e., VaR or Other sensitivity-based measures) and captured in the table above. For additional
discussion on principal investments refer to Investment Portfolio Risk Management on page 123.
(b) The AWM contribution to Firmwide average VaR was not material for the year ended December 31, 2018 and 2017.
Value-at-risk
JPMorgan Chase utilizes VaR, a statistical risk measure, to As VaR is based on historical data, it is an imperfect
estimate the potential loss from adverse market moves in measure of market risk exposure and potential future
the current market environment. The Firm has a single VaR losses. In addition, based on their reliance on available
framework used as a basis for calculating Risk Management historical data, limited time horizons, and other factors, VaR
VaR and Regulatory VaR. measures are inherently limited in their ability to measure
The framework is employed across the Firm using historical certain risks and to predict losses, particularly those
simulation based on data for the previous 12 months. The associated with market illiquidity and sudden or severe
framework’s approach assumes that historical changes in shifts in market conditions.
market values are representative of the distribution of For certain products, specific risk parameters are not
potential outcomes in the immediate future. The Firm captured in VaR due to the lack of inherent liquidity and
believes the use of Risk Management VaR provides a daily availability of appropriate historical data. The Firm uses
measure of risk that is closely aligned to risk management proxies to estimate the VaR for these and other products
decisions made by the lines of business and Corporate, and when daily time series are not available. It is likely that
provides the appropriate information needed to respond to using an actual price-based time series for these products,
risk events. if available, would affect the VaR results presented. The
The Firm’s Risk Management VaR is calculated assuming a Firm therefore considers other nonstatistical measures such
one-day holding period and an expected tail-loss as stress testing, in addition to VaR, to capture and manage
methodology which approximates a 95% confidence level. its market risk positions.
Risk Management VaR provides a consistent framework to The daily market data used in VaR models may be different
measure risk profiles and levels of diversification across than the independent third-party data collected for VCG
product types and is used for aggregating risks and price testing in its monthly valuation process. For example,
monitoring limits across businesses. VaR results are in cases where market prices are not observable, or where
reported to senior management, the Board of Directors and proxies are used in VaR historical time series, the data
regulators. sources may differ. For further information on the Firm’s
valuation process, refer to Valuation process in Note 2.
Under the Firm’s Risk Management VaR methodology,
Because VaR model calculations require daily data and a
assuming current changes in market values are consistent
consistent source for valuation, it may not be practical to
with the historical changes used in the simulation, the Firm
use the data collected in the VCG monthly valuation process
would expect to incur VaR “back-testing exceptions,”
for VaR model calculations.
defined as losses greater than that predicted by VaR
estimates, an average of five times every 100 trading days. The Firm’s VaR model calculations are periodically
The number of VaR back-testing exceptions observed can evaluated and enhanced in response to changes in the
differ from the statistically expected number of back-testing composition of the Firm’s portfolios, changes in market
exceptions if the current level of market volatility is conditions, improvements in the Firm’s modeling techniques
materially different from the level of market volatility and measurements, and other factors. Such changes may
during the 12 months of historical data used in the VaR affect historical comparisons of VaR results. For information
calculation. regarding model reviews and approvals, refer to Estimations
and Model Risk Management on page 140.
Underlying the overall VaR model framework are individual
VaR models that simulate historical market returns for The Firm calculates separately a daily aggregated VaR in
individual risk factors and/or product types. To capture accordance with regulatory rules (“Regulatory VaR”), which
material market risks as part of the Firm’s risk management is used to derive the Firm’s regulatory VaR-based capital
framework, comprehensive VaR model calculations are requirements under Basel III. This Regulatory VaR model
performed daily for businesses whose activities give rise to framework currently assumes a ten business-day holding
market risk. These VaR models are granular and incorporate period and an expected tail loss methodology which
numerous risk factors and inputs to simulate daily changes approximates a 99% confidence level. Regulatory VaR is
in market values over the historical period; inputs are applied to “covered” positions as defined by Basel III, which
selected based on the risk profile of each portfolio, as may be different than the positions included in the Firm’s
sensitivities and historical time series used to generate daily Risk Management VaR. For example, credit derivative
market values may be different across product types or risk hedges of accrual loans are included in the Firm’s Risk
management systems. The VaR model results across all Management VaR, while Regulatory VaR excludes these
portfolios are aggregated at the Firm level. credit derivative hedges. In addition, in contrast to the
Firm’s Risk Management VaR, Regulatory VaR currently
excludes the diversification benefit for certain VaR models.
Total VaR
As of or for the year ended December 31, 2018 2017
(in millions) Avg. Min Max Avg. Min Max
CIB trading VaR by risk type
Fixed income $ 33 $ 25 $ 46 $ 28 $ 20 $ 40
Foreign exchange 6 3 15 10 4 20
Equities 17 13 26 12 8 19
Commodities and other 8 4 13 7 4 10
Diversification benefit to CIB trading VaR (26) (a)
NM (b)
NM (b)
(30) (a)
NM (b)
NM (b)
CCB VaR 1 — 3 2 1 4
Corporate VaR 12 9 14 4 1 16
(a) (b) (b) (a) (b) (b)
Diversification benefit to other VaR (1) NM NM (1) NM NM
(b) (b) (b) (b)
Other VaR 12 9 14 5 2 16
(a) (b) (b) (a) (b) (b)
Diversification benefit to CIB and other VaR (10) NM NM (4) NM NM
Total VaR $ 41 $ 28 (b)
$ 62 (b)
$ 29 $ 17 (b)
$ 42 (b)
(a) Average portfolio VaR is less than the sum of the VaR of the components described above, which is due to portfolio diversification. The diversification
effect reflects that the risks are not perfectly correlated.
(b) Diversification benefit represents the difference between the total VaR and each reported level and the sum of its individual components. Diversification
benefit reflects the non-additive nature of VaR due to imperfect correlation across lines of business, Corporate, and risk types. The maximum and
minimum VaR for each portfolio may have occurred on different trading days than the components and consequently diversification benefit is not
meaningful.
Average Total VaR increased $12 million for the year-ended VaR back-testing
December 31, 2018 as compared with the prior year. The Firm evaluates the effectiveness of its VaR methodology
The increase was primarily due to changes in the risk profile by back-testing, which compares the daily Risk Management
for Fixed Income and Equities risk types, the inclusion of VaR results with the daily gains and losses actually
certain CIB marketable equity investments and a Corporate recognized on market-risk related revenue.
private equity position that became publicly traded in the The Firm’s definition of market risk-related gains and losses
fourth quarter of 2017, as well as increased volatility in the is consistent with the definition used by the banking
one-year historical look-back period. regulators under Basel III. Under this definition, market
In addition, average Credit Portfolio VaR has declined by $4 risk-related gains and losses are defined as: gains and
million, reflecting the sale of select positions in the prior losses on the positions included in the Firm’s Risk
year. Management VaR, excluding fees, commissions, certain
valuation adjustments, net interest income, and gains and
VaR can vary significantly over time as positions change, losses arising from intraday trading.
market volatility fluctuates, and diversification benefits
change.
The following chart compares actual daily market risk-related gains and losses with the Firm’s Risk Management VaR for the
year ended December 31, 2018. As the chart presents market risk-related gains and losses related to those positions included
in the Firm’s Risk Management VaR, the results in the table below differ from the results of back-testing disclosed in the Market
Risk section of the Firm’s Basel III Pillar 3 Regulatory Capital Disclosures reports, which are based on Regulatory VaR applied to
covered positions. The chart shows that for the year ended December 31, 2018 the Firm observed ten VaR back-testing
exceptions and posted gains on 128 of the 259 days.
Structural interest rate risk can occur due to a variety of assumed rates paid which may differ from actual rates paid
factors, including: due to timing lags and other factors. The Firm’s earnings-at-
• Differences in the timing among the maturity or repricing risk scenarios are periodically evaluated and enhanced in
of assets, liabilities and off-balance sheet instruments response to changes in the composition of the Firm’s
balance sheet, changes in market conditions, improvements
• Differences in the amounts of assets, liabilities and off- in the Firm’s simulation and other factors.
balance sheet instruments that are repricing at the same
time The Firm’s U.S. dollar sensitivities are presented in the table
below.
• Differences in the amounts by which short-term and long-
term market interest rates change (for example, changes December 31,
in the slope of the yield curve) (in billions) 2018 2017
• The impact of changes in the maturity of various assets, Parallel shift:
liabilities or off-balance sheet instruments as interest +100 bps shift in rates $ 0.9 $ 1.7
rates change -100 bps shift in rates (2.1) (3.6)
The Firm manages interest rate exposure related to its Steeper yield curve:
assets and liabilities on a consolidated, firmwide basis. +100 bps shift in long-term rates 0.5 0.7
Business units transfer their interest rate risk to Treasury -100 bps shift in short-term rates (1.2) (2.2)
and CIO through funds transfer pricing, which takes into Flatter yield curve:
account the elements of interest rate exposure that can be
+100 bps shift in short-term rates 0.4 1.0
risk-managed in financial markets. These elements include
-100 bps shift in long-term rates (0.9) (1.4)
asset and liability balances and contractual rates of interest,
contractual principal payment schedules, expected The Firm’s sensitivity to rates is largely a result of assets
prepayment experience, interest rate reset dates and repricing at a faster pace than deposits.
maturities, rate indices used for repricing, and any interest
rate ceilings or floors for adjustable rate products. All The Firm’s net U.S. dollar sensitivities as of December 31,
transfer-pricing assumptions are dynamically reviewed. 2018 decreased when compared to December 31, 2017
primarily as a result of updating the Firm’s baseline to
The Firm generates a baseline for net interest income and
certain interest rate-sensitive fees, and then conducts reflect higher interest rates. As higher interest rates are
simulations of changes for interest rate-sensitive assets and now reflected in the Firm’s baselines, sensitivities to
liabilities denominated in U.S. dollars and other currencies changes in rates are expected to be less significant.
(“non-U.S. dollar” currencies). This simulation primarily The Firm’s non-U.S. dollar sensitivities are presented in the
includes retained loans, deposits, deposits with banks, table below.
investment securities, long term debt and any related
interest rate hedges, and excludes other positions in risk December 31,
management VaR and other sensitivity-based measures as (in billions) 2018 2017
described on page 125. Parallel shift:
+100 bps shift in rates $ 0.5 $ 0.5
Earnings-at-risk scenarios estimate the potential change in
this baseline, over the following 12 months utilizing Flatter yield curve:
multiple assumptions. These scenarios include a parallel +100 bps shift in short-term rates 0.5 0.5
shift involving changes to both short-term and long-term
rates by an equal amount; a steeper yield curve involving The results of the non-U.S. dollar interest rate scenario
holding short-term rates constant and increasing long-term involving a steeper yield curve with long-term rates rising
rates or decreasing short-term rates and holding long-term by 100 basis points and short-term rates staying at current
rates constant; and a flatter yield curve involving holding levels were not material to the Firm’s earnings-at-risk at
short-term rates constant and decreasing long-term rates or December 31, 2018 and 2017.
increasing short-term rates and holding long-term rates
constant. These scenarios consider the impact on exposures
as a result of changes in interest rates from baseline rates,
as well as pricing sensitivities of deposits, optionality and
changes in product mix. The scenarios include forecasted
balance sheet changes, as well as modeled prepayment and
reinvestment behavior, but do not include assumptions
about actions that could be taken by the Firm in response to
any such instantaneous rate changes. Mortgage prepayment
assumptions are based on the interest rates used in the
scenarios compared with underlying contractual rates, the
time since origination, and other factors which are updated
periodically based on historical experience. The pricing
sensitivity of deposits in the baseline and scenarios use
Investment activities(a)
Investment management activities Consists of seed capital and related hedges; 10% decline in market $ (102) $ (110)
and fund co-investments value
Other investments Consists of privately held equity and other 10% decline in market (218) (338)
investments held at fair value value
Funding activities
Non-USD LTD cross-currency basis Represents the basis risk on derivatives 1 basis point parallel (13) (10)
used to hedge the foreign exchange risk on tightening of cross currency
the non-USD LTD(b) basis
Non-USD LTD hedges foreign currency Primarily represents the foreign exchange 10% depreciation of 17 (13)
(“FX”) exposure revaluation on the fair value of the currency
derivative hedges(b)
Derivatives – funding spread risk Impact of changes in the spread related to 1 basis point parallel (4) (6)
derivatives FVA increase in spread
Fair value option elected liabilities – Impact of changes in the spread related to 1 basis point parallel 30 22
funding spread risk fair value option elected liabilities DVA(b) increase in spread
Fair value option elected liabilities – Interest rate sensitivity on fair value option 1 basis point parallel 1 (1)
interest rate sensitivity liabilities resulting from a change in the increase in spread
Firm’s own credit spread(b)
(a) Excludes equity securities without readily determinable fair values that are measured under the measurement alternative. Refer to Note 2 for additional
information.
(b) Impact recognized through OCI.
Reports containing overviews of key technology risks and The strength and proficiency of the Firm’s global resiliency
efforts to enhance related controls are produced for these program has played an integral role in maintaining the
forums, and are reviewed by management at multiple levels Firm’s business operations during and after various events.
including technology management, Firmwide management
Payment fraud risk
and the Operating Committee. The forums are used to
Payment fraud risk is the risk of external and internal
escalate information security risks or other matters as
parties unlawfully obtaining personal monetary benefit
appropriate to the FCC.
through misdirected or otherwise improper payment. Over
IRM provides oversight of the activities which identify, the past year, the risk of payment fraud remained at a
assess, manage and mitigate cybersecurity risk. As integral heightened level across the industry. The complexities of
participants in cybersecurity governance forums, the IRM these incidents and the strategies used by perpetrators
organization actively monitors and oversees the continue to evolve. A Payments Control Program including
Cybersecurity and Technology Control functions. the LOBs and Corporate develop methods for managing the
risk, implementing controls and providing employee and
The Firm’s Security Awareness Program includes training
client education and awareness training. The Firm’s
that reinforces the Firm's Information Technology Risk and
monitoring of customer behavior is periodically evaluated
Security Management policies, standards and practices, as
and enhanced in an effort to detect and mitigate new
well as the expectation that employees comply with these
strategies implemented by fraud perpetrators. The Firm’s
policies. The Security Awareness Program engages
consumer and wholesale businesses collaborate closely to
personnel through training on how to identify potential
deploy risk mitigation controls across their businesses.
cybersecurity risks and protect the Firm’s resources and
information. This training is mandatory for all employees Third-party outsourcing risk
globally on an annual basis, and it is supplemented by To identify and manage the operational risk inherent in its
firmwide testing initiatives, including quarterly phishing outsourcing activities, the Firm has a Third-Party Oversight
tests. Finally, the Firm’s Global Privacy Program requires all (“TPO”) framework to assist the lines of business and
employees to take annual awareness training on data Corporate in selecting, documenting, onboarding,
privacy. This privacy-focused training includes information monitoring and managing their supplier relationships. The
about confidentiality and security, as well as responding to objective of the TPO framework is to hold third parties to
unauthorized access to or use of information. the same high level of operational performance as is
expected of the Firm’s internal operations. The Corporate
Business and technology resiliency risk
Third-Party Oversight group is responsible for Firmwide TPO
Business disruptions can occur due to forces beyond the
training, monitoring, reporting and standards.
Firm’s control such as severe weather, power or
telecommunications loss, flooding, transit strikes, terrorist Insurance
threats or infectious disease. The safety of the Firm’s One of the ways in which operational risk may be mitigated
employees and customers is of the highest priority. The is through insurance maintained by the Firm. The Firm
Firm’s global resiliency program is intended to enable the purchases insurance from commercial insurers and utilizes
Firm to recover its critical business functions and a wholly-owned captive insurer, Park Assurance Company,
supporting assets (i.e., staff, technology and facilities) in as needed to comply with local laws and regulations (e.g.,
the event of a business interruption. The program includes workers compensation), as well as to serve other needs
corporate governance, awareness training, and testing of (e.g., property loss and public liability). Insurance may also
recovery strategies, as well as strategic and tactical be required by third parties with whom the Firm does
initiatives to identify, assess, and manage business business. The insurance purchased is reviewed and
interruption and public safety risks. approved by senior management.
loans, where the carrying value is based on the fair value of the Firm’s creditworthiness, market funding rates, liquidity
the underlying collateral. considerations, unobservable parameters, and for
Assets measured at fair value portfolios that meet specified criteria, the size of the net
The following table includes the Firm’s assets measured at open risk position. The judgments made are typically
fair value and the portion of such assets that are classified affected by the type of product and its specific contractual
within level 3 of the valuation hierarchy. For further terms, and the level of liquidity for the product or within the
information, refer to Note 2. market as a whole. For a further discussion of valuation
adjustments applied by the Firm, refer to Note 2.
December 31, 2018 Total assets at Total level Imprecision in estimating unobservable market inputs or
(in billions, except ratios) fair value 3 assets
Trading debt and equity instruments $ 359.5 $ 4.2
other factors can affect the amount of gain or loss recorded
for a particular position. Furthermore, while the Firm
Derivative receivables(a) 54.2 5.8
believes its valuation methods are appropriate and
Trading assets 413.7 10.0
consistent with those of other market participants, the
AFS securities 230.4 —
methods and assumptions used reflect management
Loans 3.2 0.1
judgment and may vary across the Firm’s businesses and
MSRs 6.1 6.1
portfolios.
Other 27.2 1.0
Total assets measured at fair value on
The Firm uses various methodologies and assumptions in
a recurring basis 680.6 17.2 the determination of fair value. The use of methodologies
Total assets measured at fair value on a or assumptions different than those used by the Firm could
nonrecurring basis 1.4 1.1
result in a different estimate of fair value at the reporting
Total assets measured at fair value $ 682.0 $ 18.3 date. For a detailed discussion of the Firm’s valuation
Total Firm assets $ 2,622.5 process and hierarchy, and its determination of fair value
Level 3 assets as a percentage of total for individual financial instruments, refer to Note 2.
Firm assets(a) 0.7%
Level 3 assets as a percentage of total Goodwill impairment
Firm assets at fair value(a) 2.7% Under U.S. GAAP, goodwill must be allocated to reporting
(a) For purposes of the table above, the derivative receivables total reflects the impact units and tested for impairment at least annually. The Firm’s
of netting adjustments; however, the $5.8 billion of derivative receivables classified process and methodology used to conduct goodwill
as level 3 does not reflect the netting adjustment as such netting is not relevant to impairment testing is described in Note 15.
a presentation based on the transparency of inputs to the valuation of an asset.
The level 3 balances would be reduced if netting were applied, including the netting Management applies significant judgment when testing
benefit associated with cash collateral. goodwill for impairment. The goodwill associated with each
Valuation business combination is allocated to the related reporting
Details of the Firm’s processes for determining fair value units for goodwill impairment testing.
are set out in Note 2. Estimating fair value requires the For the year ended December 31, 2018, the Firm reviewed
application of judgment. The type and level of judgment current economic conditions, business performance,
required is largely dependent on the amount of observable estimated market cost of equity, and projections of business
market information available to the Firm. For instruments performance for all its businesses. Based upon such reviews,
valued using internally developed valuation models and the Firm concluded that the goodwill allocated to its
other valuation techniques that use significant reporting units was not impaired as of December 31, 2018.
unobservable inputs and are therefore classified within The fair values of these reporting units exceeded their
level 3 of the valuation hierarchy, judgments used to carrying values by approximately 20% or higher and did not
estimate fair value are more significant than those required indicate a significant risk of goodwill impairment based on
when estimating the fair value of instruments classified current projections and valuations.
within levels 1 and 2. The projections for all of the Firm’s reporting units are
In arriving at an estimate of fair value for an instrument consistent with management’s current short-term business
within level 3, management must first determine the outlook assumptions, and in the longer term, incorporate a
appropriate valuation technique to use. Second, the lack of set of macroeconomic assumptions and the Firm’s best
observability of certain significant inputs requires estimates of long-term growth and returns on equity of its
management to assess all relevant empirical data in businesses. Where possible, the Firm uses third-party and
deriving valuation inputs including, for example, transaction peer data to benchmark its assumptions and estimates.
details, yield curves, interest rates, prepayment rates, Declines in business performance, increases in credit losses,
default rates, volatilities, correlations, equity or debt prices, increases in capital requirements, as well as deterioration in
valuations of comparable instruments, foreign exchange economic or market conditions, adverse regulatory or
rates and credit curves. For further discussion of the legislative changes or increases in the estimated market cost
valuation of level 3 instruments, including unobservable of equity, could cause the estimated fair values of the Firm’s
inputs used, refer to Note 2. reporting units or their associated goodwill to decline in the
future, which could result in a material impairment charge to
For instruments classified in levels 2 and 3, management earnings in a future period related to some portion of the
judgment must be applied to assess the appropriate level of associated goodwill.
valuation adjustments to reflect counterparty credit quality,
For additional information on goodwill, refer to Note 15.
142 JPMorgan Chase & Co./2018 Form 10-K
Credit card rewards liability management’s estimates and assumptions regarding future
JPMorgan Chase offers credit cards with various rewards taxable income, which also incorporates various tax
programs which allow cardholders to earn rewards points planning strategies, including strategies that may be
based on their account activity and the terms and available to utilize NOLs before they expire. In connection
conditions of the rewards program. Generally, there are no with these reviews, if it is determined that a deferred tax
limits on the points that an eligible cardholder can earn, nor asset is not realizable, a valuation allowance is established.
do they expire, and these points can be redeemed for a The valuation allowance may be reversed in a subsequent
variety of rewards, including cash (predominantly in the reporting period if the Firm determines that, based on
form of account credits), gift cards and travel. The Firm revised estimates of future taxable income or changes in
maintains a rewards liability which represents the estimated tax planning strategies, it is more likely than not that all or
cost of rewards points earned and expected to be redeemed part of the deferred tax asset will become realizable. As of
by cardholders. The rewards liability is sensitive to various December 31, 2018, management has determined it is
assumptions, including cost per point and redemption rates more likely than not that the Firm will realize its deferred
for each of the various rewards programs, which are tax assets, net of the existing valuation allowance.
evaluated periodically. The liability is accrued as the Prior to December 31, 2017, U.S. federal income taxes had
cardholder earns the benefit and is reduced when the not been provided on the undistributed earnings of certain
cardholder redeems points. This liability was $5.8 billion non-U.S. subsidiaries, to the extent that such earnings had
and $4.9 billion at December 31, 2018 and 2017, been reinvested abroad for an indefinite period of time. The
respectively, and is recorded in accounts payable and other Firm is no longer maintaining the indefinite reinvestment
liabilities on the Consolidated balance sheets. assertion on the undistributed earnings of those non-U.S.
subsidiaries in light of the enactment of the TCJA. The U.S.
Income taxes federal and state and local income taxes associated with the
JPMorgan Chase is subject to the income tax laws of the undistributed and previously untaxed earnings of those
various jurisdictions in which it operates, including U.S. non-U.S. subsidiaries was included in the deemed
federal, state and local, and non-U.S. jurisdictions. These repatriation charge recorded as of December 31, 2017. The
laws are often complex and may be subject to different Firm will recognize any taxes it may incur on global
interpretations. To determine the financial statement intangible low tax income as income tax expense in the
impact of accounting for income taxes, including the period in which the tax is incurred.
provision for income tax expense and unrecognized tax
benefits, JPMorgan Chase must make assumptions and The Firm adjusts its unrecognized tax benefits as necessary
judgments about how to interpret and apply these complex when additional information becomes available. Uncertain
tax laws to numerous transactions and business events, as tax positions that meet the more-likely-than-not recognition
well as make judgments regarding the timing of when threshold are measured to determine the amount of benefit
certain items may affect taxable income in the U.S. and to recognize. An uncertain tax position is measured at the
non-U.S. tax jurisdictions. largest amount of benefit that management believes is
more likely than not to be realized upon settlement. It is
JPMorgan Chase’s interpretations of tax laws around the possible that the reassessment of JPMorgan Chase’s
world are subject to review and examination by the various unrecognized tax benefits may have a material impact on its
taxing authorities in the jurisdictions where the Firm effective income tax rate in the period in which the
operates, and disputes may occur regarding its view on a reassessment occurs.
tax position. These disputes over interpretations with the
various taxing authorities may be settled by audit, The income tax expense for the current year includes a
administrative appeals or adjudication in the court systems change in estimate recorded under SEC Staff Accounting
of the tax jurisdictions in which the Firm operates. Bulletin No. 118 (SAB 118) resulting from the enactment of
JPMorgan Chase regularly reviews whether it may be the TCJA. The accounting under SAB 118 is complete.
assessed additional income taxes as a result of the For additional information on income taxes, refer to Note
resolution of these matters, and the Firm records additional 24.
reserves as appropriate. In addition, the Firm may revise its Litigation reserves
estimate of income taxes due to changes in income tax For a description of the significant estimates and judgments
laws, legal interpretations, and business strategies. It is associated with establishing litigation reserves, refer to
possible that revisions in the Firm’s estimate of income
Note 29.
taxes may materially affect the Firm’s results of operations
in any reporting period.
The Firm’s provision for income taxes is composed of
current and deferred taxes. Deferred taxes arise from
differences between assets and liabilities measured for
financial reporting versus income tax return purposes.
Deferred tax assets are recognized if, in management’s
judgment, their realizability is determined to be more likely
than not. The Firm has also recognized deferred tax assets
in connection with certain tax attributes, including NOLs.
The Firm performs regular reviews to ascertain whether its
deferred tax assets are realizable. These reviews include
JPMorgan Chase & Co./2018 Form 10-K 143
Management’s discussion and analysis
Financial • Replaces existing incurred loss • Required effective date: January 1, 2020.(a)
instruments – impairment guidance and • The Firm has established a Firmwide, cross-discipline governance
credit losses establishes a single allowance structure, which provides implementation oversight. The Firm continues
framework for financial assets to test and refine its current expected credit loss models that satisfy the
Issued June 2016
carried at amortized cost, which requirements of the new standard. This review and testing, as well as
will reflect management’s efforts to meet expanded disclosure requirements, will extend through
estimate of credit losses over the the remainder of 2019.
full remaining expected life of the
financial assets and will consider • The Firm expects that the allowance related to the Firm’s loans and
expected future changes in commitments will increase as it will cover credit losses over the full
macroeconomic conditions. remaining expected life of the portfolios. The Firm currently intends to
estimate losses over a two-year forecast period using the weighted-
• Eliminates existing guidance for
average of a range of macroeconomic scenarios (established on a
PCI loans, and requires
Firmwide basis), and then revert to longer term historical loss experience
recognition of the nonaccretable
to estimate losses over more extended periods.
difference as an increase to the
allowance for expected credit • The Firm currently expects the increase in the allowance to be in the
losses on financial assets range of $4-6 billion, primarily driven by Card. This estimate is subject to
purchased with more than further refinement based on continuing reviews and approvals of models,
insignificant credit deterioration methodologies and judgments. The ultimate impact will depend upon the
since origination, which will be nature and characteristics of the Firm’s portfolio at the adoption date, the
offset by an increase in the macroeconomic conditions and forecasts at that date, and other
recorded investment of the management judgments.
related loans. • The Firm plans to adopt the new guidance on January 1, 2020.
• Amends existing impairment
guidance for AFS securities to
incorporate an allowance, which
will allow for reversals of credit
impairments in the event that the
credit of an issuer improves.
• Requires a cumulative-effect
adjustment to retained earnings
as of the beginning of the
reporting period of adoption.
Goodwill • Requires an impairment loss to be • Required effective date: January 1, 2020.(a)
recognized when the estimated • Based on current impairment test results, the Firm does not expect a
Issued January
fair value of a reporting unit falls material effect on the Consolidated Financial Statements. However, the
2017
below its carrying value. impact of the new accounting guidance will depend on the performance of
• Eliminates the second condition in the reporting units and the market conditions at the time of adoption.
the current guidance that requires • After adoption, the guidance may result in more frequent goodwill
an impairment loss to be impairment losses due to the removal of the second condition.
recognized only if the estimated
• The Firm plans to adopt the new guidance on January 1, 2020.
implied fair value of the goodwill
is below its carrying value.
(a) Early adoption is permitted.
Management of JPMorgan Chase & Co. (“JPMorgan Chase” Based upon the assessment performed, management
or the “Firm”) is responsible for establishing and concluded that as of December 31, 2018, JPMorgan Chase’s
maintaining adequate internal control over financial internal control over financial reporting was effective based
reporting. Internal control over financial reporting is a upon the COSO 2013 framework. Additionally, based upon
process designed by, or under the supervision of, the Firm’s management’s assessment, the Firm determined that there
principal executive and principal financial officers, or were no material weaknesses in its internal control over
persons performing similar functions, and effected by financial reporting as of December 31, 2018.
JPMorgan Chase’s Board of Directors, management and
The effectiveness of the Firm’s internal control over
other personnel, to provide reasonable assurance regarding
financial reporting as of December 31, 2018, has been
the reliability of financial reporting and the preparation of
audited by PricewaterhouseCoopers LLP, an independent
financial statements for external purposes in accordance
registered public accounting firm, as stated in their report
with accounting principles generally accepted in the United
which appears herein.
States of America.
JPMorgan Chase’s internal control over financial reporting
includes those policies and procedures that (1) pertain to
the maintenance of records, that, in reasonable detail,
accurately and fairly reflect the transactions and
dispositions of the Firm’s assets; (2) provide reasonable
assurance that transactions are recorded as necessary to
permit preparation of financial statements in accordance
with generally accepted accounting principles, and that
receipts and expenditures of the Firm are being made only
in accordance with authorizations of JPMorgan Chase’s
management and directors; and (3) provide reasonable
assurance regarding prevention or timely detection of
unauthorized acquisition, use or disposition of the Firm’s James Dimon
assets that could have a material effect on the financial Chairman and Chief Executive Officer
statements.
Because of its inherent limitations, internal control over
financial reporting may not prevent or detect
misstatements. Also, projections of any evaluation of
effectiveness to future periods are subject to the risk that
controls may become inadequate because of changes in
conditions, or that the degree of compliance with the
policies or procedures may deteriorate. Management has
completed an assessment of the effectiveness of the Firm’s
internal control over financial reporting as of December 31,
2018. In making the assessment, management used the
“Internal Control — Integrated Framework” (“COSO 2013”)
Marianne Lake
promulgated by the Committee of Sponsoring Organizations
Executive Vice President and Chief Financial Officer
of the Treadway Commission (“COSO”).
Year ended December 31, (in millions, except per share data) 2018 2017 2016
Revenue
Investment banking fees $ 7,550 $ 7,412 $ 6,572
Principal transactions 12,059 11,347 11,566
Lending- and deposit-related fees 6,052 5,933 5,774
Asset management, administration and commissions 17,118 16,287 15,364
Investment securities gains/(losses) (395) (66) 141
Mortgage fees and related income 1,254 1,616 2,491
Card income 4,989 4,433 4,779
Other income 5,343 3,646 3,799
Noninterest revenue 53,970 50,608 50,486
Interest income 77,442 64,372 55,901
Interest expense 22,383 14,275 9,818
Net interest income 55,059 50,097 46,083
Total net revenue 109,029 100,705 96,569
Noninterest expense
Compensation expense 33,117 31,208 30,203
Occupancy expense 3,952 3,723 3,638
Technology, communications and equipment expense 8,802 7,715 6,853
Professional and outside services 8,502 7,890 7,526
Marketing 3,290 2,900 2,897
Other expense 5,731 6,079 5,555
Total noninterest expense 63,394 59,515 56,672
Income before income tax expense 40,764 35,900 34,536
Income tax expense 8,290 11,459 9,803
Net income $ 32,474 $ 24,441 $ 24,733
Net income applicable to common stockholders $ 30,709 $ 22,567 $ 22,834
Net income per common share data
Basic earnings per share $ 9.04 $ 6.35 $ 6.24
Diluted earnings per share 9.00 6.31 6.19
Effective January 1, 2018, the Firm adopted several new accounting standards. Certain of the new accounting standards were applied retrospectively and,
accordingly, prior period amounts were revised. For additional information, refer to Note 1.
The Notes to Consolidated Financial Statements are an integral part of these statements.
Effective January 1, 2018, the Firm adopted several new accounting standards. For additional information, refer to Note 1.
The Notes to Consolidated Financial Statements are an integral part of these statements.
The Notes to Consolidated Financial Statements are an integral part of these statements.
Year ended December 31, (in millions, except per share data) 2018 2017 2016
Preferred stock
Balance at January 1 $ 26,068 $ 26,068 $ 26,068
Issuance 1,696 1,258 —
Redemption (1,696) (1,258) —
Balance at December 31 26,068 26,068 26,068
Common stock
Balance at January 1 and December 31 4,105 4,105 4,105
Additional paid-in capital
Balance at January 1 90,579 91,627 92,500
Shares issued and commitments to issue common stock for employee share-based compensation awards, and
related tax effects (738) (734) (334)
Other (679) (314) (539)
Balance at December 31 89,162 90,579 91,627
Retained earnings
Balance at January 1 177,676 162,440 146,420
Cumulative effect of change in accounting principles (183) — (154)
Net income 32,474 24,441 24,733
Dividends declared:
Preferred stock (1,551) (1,663) (1,647)
Common stock ($2.72, $2.12 and $1.88 per share for 2018, 2017 and 2016, respectively) (9,214) (7,542) (6,912)
Balance at December 31 199,202 177,676 162,440
Accumulated other comprehensive income
Balance at January 1 (119) (1,175) 192
Cumulative effect of change in accounting principles 88 — 154
Other comprehensive income/(loss), after-tax (1,476) 1,056 (1,521)
Balance at December 31 (1,507) (119) (1,175)
Shares held in RSU Trust, at cost
Balance at January 1 and December 31 (21) (21) (21)
Treasury stock, at cost
Balance at January 1 (42,595) (28,854) (21,691)
Repurchase (19,983) (15,410) (9,082)
Reissuance 2,084 1,669 1,919
Balance at December 31 (60,494) (42,595) (28,854)
Total stockholders’ equity $ 256,515 $ 255,693 $ 254,190
Effective January 1, 2018, the Firm adopted several new accounting standards. For additional information, refer to Note 1.
The Notes to Consolidated Financial Statements are an integral part of these statements.
The Notes to Consolidated Financial Statements are an integral part of these statements.
includes, first, identifying the activities that most Use of estimates in the preparation of consolidated
significantly impact the VIE’s economic performance; and financial statements
second, identifying which party, if any, has power over those The preparation of the Consolidated Financial Statements
activities. In general, the parties that make the most requires management to make estimates and assumptions
significant decisions affecting the VIE (such as asset that affect the reported amounts of assets and liabilities,
managers, collateral managers, servicers, or owners of call revenue and expense, and disclosures of contingent assets
options or liquidation rights over the VIE’s assets) or have and liabilities. Actual results could be different from these
the right to unilaterally remove those decision-makers are estimates.
deemed to have the power to direct the activities of a VIE.
Foreign currency translation
To assess whether the Firm has the obligation to absorb JPMorgan Chase revalues assets, liabilities, revenue and
losses of the VIE or the right to receive benefits from the expense denominated in non-U.S. currencies into U.S.
VIE that could potentially be significant to the VIE, the Firm dollars using applicable exchange rates.
considers all of its economic interests, including debt and
Gains and losses relating to translating functional currency
equity investments, servicing fees, and derivatives or other
financial statements for U.S. reporting are included in OCI
arrangements deemed to be variable interests in the VIE.
within stockholders’ equity. Gains and losses relating to
This assessment requires that the Firm apply judgment in
nonfunctional currency transactions, including non-U.S.
determining whether these interests, in the aggregate, are
operations where the functional currency is the U.S. dollar,
considered potentially significant to the VIE. Factors
are reported in the Consolidated statements of income.
considered in assessing significance include: the design of
the VIE, including its capitalization structure; subordination Offsetting assets and liabilities
of interests; payment priority; relative share of interests U.S. GAAP permits entities to present derivative receivables
held across various classes within the VIE’s capital and derivative payables with the same counterparty and the
structure; and the reasons why the interests are held by the related cash collateral receivables and payables on a net
Firm. basis on the Consolidated balance sheets when a legally
enforceable master netting agreement exists. U.S. GAAP
The Firm performs on-going reassessments of: (1) whether
also permits securities sold and purchased under
entities previously evaluated under the majority voting-
repurchase agreements and securities borrowed or loaned
interest framework have become VIEs, based on certain
under securities loan agreements to be presented net when
events, and are therefore subject to the VIE consolidation
specified conditions are met, including the existence of a
framework; and (2) whether changes in the facts and
legally enforceable master netting agreement. The Firm has
circumstances regarding the Firm’s involvement with a VIE
elected to net such balances when the specified conditions
cause the Firm’s consolidation conclusion to change.
are met.
Revenue recognition The Firm uses master netting agreements to mitigate
Interest income counterparty credit risk in certain transactions, including
The Firm records interest income on loans, debt securities, derivative contracts, resale, repurchase, securities
and other debt instruments, generally on a level-yield basis, borrowed and securities loaned agreements. A master
based on the underlying contractual rate. For further netting agreement is a single agreement with a
discussion of interest income, refer to Note 7. counterparty that permits multiple transactions governed
by that agreement to be terminated or accelerated and
Revenue from contracts with customers
settled through a single payment in a single currency in the
JPMorgan Chase records noninterest revenue from certain
event of a default (e.g., bankruptcy, failure to make a
contracts with customers under ASC 606, Revenue from
required payment or securities transfer or deliver collateral
Contracts with customers, in investment banking fees,
or margin when due). Upon the exercise of derivatives
deposit-related fees, asset management administration and
termination rights by the non-defaulting party (i) all
commissions, and components of card income. Under this
transactions are terminated, (ii) all transactions are valued
guidance, revenue is recognized when the Firm’s
and the positive values of “in the money” transactions are
performance obligations are satisfied. For further
netted against the negative values of “out of the money”
discussion of the Firm’s revenue from contracts with
transactions and (iii) the only remaining payment obligation
customers, refer to Note 6.
is of one of the parties to pay the netted termination
Principal transactions revenue amount. Upon exercise of default rights under repurchase
JPMorgan Chase carries a portion of its assets and liabilities agreements and securities loan agreements in general (i) all
at fair value. Changes in fair value are reported primarily in transactions are terminated and accelerated, (ii) all values
principal transactions revenue. For further discussion of fair of securities or cash held or to be delivered are calculated,
value measurement, refer to Notes 2 and 3. For further and all such sums are netted against each other and (iii) the
discussion of principal transactions revenue, refer to Note only remaining payment obligation is of one of the parties
6. to pay the netted termination amount.
The following tables present the prior period impact to the The following table presents the adjustment to retained
Consolidated statements of income and the Consolidated earnings and AOCI as a result of the adoption of new
balance sheets from the retrospective adoption of the new accounting standards in the first quarter of 2018:
accounting standards in the first quarter of 2018:
Retained
Increase/(decrease) (in millions) earnings AOCI
Selected Consolidated statements of income data
Premium amortization on purchased callable
Year ended debt securities $ (505) $ 261
December 31, 2017 (in Hedge accounting 34 115
millions) Reported Revisions(a) Revised
Reclassification of certain tax effects from
Revenue AOCI 288 (288)
Investment banking fees $ 7,248 $ 164 $ 7,412 Total $ (183) $ 88
Asset management,
administration and Significant accounting policies
commissions 15,377 910 16,287
The following table identifies JPMorgan Chase’s other
Other income 3,639 7 3,646
significant accounting policies and the Note and page where
Total net revenue 99,624 1,081 100,705
a detailed description of each policy can be found.
Noninterest expense
Fair value measurement Note 2 Page 159
Compensation expense 31,009 199 31,208
Technology, communication
Fair value option Note 3 Page 179
and equipment expense 7,706 9 7,715 Derivative instruments Note 5 Page 184
Professional and outside Noninterest revenue Note 6 Page 198
services 6,840 1,050 7,890
Other expense 6,256 (177) 6,079 Interest income and interest expense Note 7 Page 201
Total noninterest expense $ 58,434 $ 1,081 $ 59,515 Pension and other postretirement
employee benefit plans Note 8 Page 202
Year ended
Employee share-based incentives Note 9 Page 209
December 31, 2016 (in Investment securities Note 10 Page 211
millions) Reported Revisions(a) Revised
Securities financing activities Note 11 Page 216
Revenue
Investment banking fees $ 6,448 $ 124 $ 6,572
Loans Note 12 Page 219
Asset management, Allowance for credit losses Note 13 Page 239
administration and Variable interest entities Note 14 Page 244
commissions 14,591 773 15,364
Other income 3,795 4 3,799 Goodwill and Mortgage servicing rights Note 15 page 252
Total net revenue 95,668 901 96,569 Premises and equipment Note 16 page 256
Long-term debt Note 19 page 257
Noninterest expense
Compensation expense 29,979 224 30,203
Income taxes Note 24 page 264
Technology, communication Off–balance sheet lending-related
and equipment expense 6,846 7 6,853 financial instruments, guarantees and
other commitments Note 27 page 271
Professional and outside
services 6,655 871 7,526 Litigation Note 29 page 278
Other expense 5,756 (201) 5,555
Total noninterest expense $ 55,771 $ 901 $ 56,672
(a) Revisions relate to revenue recognition and pension cost guidance.
Private equity direct Fair value is estimated using all available information; the range of Level 2 or 3
investments potential inputs include:
• Transaction prices
• Trading multiples of comparable public companies
• Operating performance of the underlying portfolio company
• Adjustments as required, since comparable public companies are not
identical to the company being valued, and for company-specific
issues and lack of liquidity.
• Additional available inputs relevant to the investment.
Fund investments (e.g., Net asset value
mutual/collective investment • NAV is supported by the ability to redeem and purchase at the NAV Level 1
funds, private equity funds, level.
hedge funds, and real estate
funds) • Adjustments to the NAV as required, for restrictions on redemption Level 2 or 3(a)
(e.g., lock-up periods or withdrawal limitations) or where observable
activity is limited.
Beneficial interests issued by Valued using observable market information, where available. Level 2 or 3
consolidated VIEs In the absence of observable market information, valuations are based
on the fair value of the underlying assets held by the VIE.
(a) Excludes certain investments that are measured at fair value using the net asset value per share (or its equivalent) as a practical expedient.
The following table presents the assets and liabilities reported at fair value as of December 31, 2018 and 2017, by major
product category and fair value hierarchy.
(a) At December 31, 2018 and 2017, included total U.S. government-sponsored enterprise obligations of $92.3 billion and $78.0 billion, respectively, which
were predominantly mortgage-related.
(b) At December 31, 2018 and 2017, included within trading loans were $13.2 billion and $11.4 billion, respectively, of residential first-lien mortgages, and
$2.3 billion and $4.2 billion, respectively, of commercial first-lien mortgages. Residential mortgage loans include conforming mortgage loans originated
with the intent to sell to U.S. government agencies of $7.6 billion and $5.7 billion, respectively, and reverse mortgages of zero and $836 million,
respectively.
(c) Physical commodities inventories are generally accounted for at the lower of cost or net realizable value. “Net realizable value” is a term defined in U.S.
GAAP as not exceeding fair value less costs to sell (“transaction costs”). Transaction costs for the Firm’s physical commodities inventories are either not
applicable or immaterial to the value of the inventory. Therefore, net realizable value approximates fair value for the Firm’s physical commodities
inventories. When fair value hedging has been applied (or when net realizable value is below cost), the carrying value of physical commodities
approximates fair value, because under fair value hedge accounting, the cost basis is adjusted for changes in fair value. For a further discussion of the
Firm’s hedge accounting relationships, refer to Note 5. To provide consistent fair value disclosure information, all physical commodities inventories have
been included in each period presented.
(d) Balances reflect the reduction of securities owned (long positions) by the amount of identical securities sold but not yet purchased (short positions).
(e) As permitted under U.S. GAAP, the Firm has elected to net derivative receivables and derivative payables and the related cash collateral received and paid
when a legally enforceable master netting agreement exists. For purposes of the tables above, the Firm does not reduce derivative receivables and
derivative payables balances for this netting adjustment, either within or across the levels of the fair value hierarchy, as such netting is not relevant to a
presentation based on the transparency of inputs to the valuation of an asset or liability. The level 3 balances would be reduced if netting were applied,
including the netting benefit associated with cash collateral.
(f) Certain investments that are measured at fair value using the net asset value per share (or its equivalent) as a practical expedient are not required to be
classified in the fair value hierarchy. At December 31, 2018 and 2017, the fair values of these investments, which include certain hedge funds, private
equity funds, real estate and other funds, were $747 million and $779 million, respectively. Included in these balances at December 31, 2018 and 2017,
were trading assets of $49 million and $54 million, respectively, and other assets of $698 million and $725 million, respectively.
(g) Effective January 1, 2018, the Firm adopted the recognition and measurement guidance. Equity securities that were previously reported as AFS securities
were reclassified to other assets upon adoption.
Level 3 inputs(a)
December 31, 2018
Fair value Principal valuation Weighted
Product/Instrument (in millions) technique Unobservable inputs(g) Range of input values average
Residential mortgage-backed securities and $ 858 Discounted cash flows Yield 0% – 19% 6%
loans(b)
Prepayment speed 0% – 24% 9%
Conditional default rate 0% – 9% 1%
Loss severity 0% – 100% 6%
Commercial mortgage-backed securities and
loans(c) 419 Market comparables Price $ 0 – $103 $90
Obligations of U.S. states and municipalities
689 Market comparables Price $ 62 – $100 $96
Corporate debt securities 334 Market comparables Price $ 0 – $107 $57
Loans(d) 234 Discounted cash flows Yield 8% 8%
942 Market comparables Price $ 2 – $101 $78
Asset-backed securities 127 Market comparables Price $ 1 – $102 $67
Net interest rate derivatives (180) Option pricing Interest rate spread volatility 16bps – 38bps
Interest rate correlation (45)% – 97%
IR-FX correlation 45% – 60%
142 Discounted cash flows Prepayment speed 4% – 30%
Net credit derivatives (163) Discounted cash flows Credit correlation 25% – 55%
Credit spread 10bps – 1,487bps
Recovery rate 20% – 70%
Conditional default rate 3% – 72%
Loss severity 100%
56 Market comparables Price $ 1 – $115
Net foreign exchange derivatives (122) Option pricing IR-FX correlation (45)% – 60%
(175) Discounted cash flows Prepayment speed 8% – 9%
Net equity derivatives (2,225) Option pricing Equity volatility 14% – 57%
Equity correlation 20% – 98%
Equity-FX correlation (75 )% – 61%
Equity-IR correlation 20% – 60%
Net commodity derivatives (1,129) Option pricing Forward commodity price $ 39 – $56 per barrel
Commodity volatility 5% – 68%
Commodity correlation (51 )% – 95%
MSRs 6,130 Discounted cash flows Refer to Note 15
Other assets 306 Discounted cash flows Credit spread 55bps 55bps
Yield 8% – 10% 8%
922 Market comparables Price $ 20 $108 $40
EBITDA multiple 2.9x – 8.3x 7.5x
Long-term debt, short-term borrowings, and 25,110 Option pricing Interest rate spread volatility 16bps – 38bps
deposits(e)
Interest rate correlation (45)% – 97%
IR-FX correlation (45)% – 60%
Equity correlation 20% – 98%
Equity-FX correlation (75)% – 61%
Equity-IR correlation 20% – 60%
Other level 3 assets and liabilities, net(f) 326
(a) The categories presented in the table have been aggregated based upon the product type, which may differ from their classification on the Consolidated
balance sheets. Furthermore, the inputs presented for each valuation technique in the table are, in some cases, not applicable to every instrument valued
using the technique as the characteristics of the instruments can differ.
(b) Includes U.S. government agency securities of $541 million, nonagency securities of $65 million and trading loans of $252 million.
(c) Includes U.S. government agency securities of $8 million, nonagency securities of $11 million, trading loans of $278 million and non-trading loans of $122
million.
(d) Comprises trading loans.
(e) Long-term debt, short-term borrowings and deposits include structured notes issued by the Firm that are financial instruments that typically contain
embedded derivatives. The estimation of the fair value of structured notes includes the derivative features embedded within the instrument. The significant
unobservable inputs are broadly consistent with those presented for derivative receivables.
(f) Includes level 3 assets and liabilities that are insignificant both individually and in aggregate.
(g) Price is a significant unobservable input for certain instruments. When quoted market prices are not readily available, reliance is generally placed on price-
based internal valuation techniques. The price input is expressed assuming a par value of $100.
Correlation – Correlation is a measure of the relationship EBITDA multiple – EBITDA multiples refer to the input (often
between the movements of two variables (e.g., how the derived from the value of a comparable company) that is
change in one variable influences the change in the other). multiplied by the historic and/or expected earnings before
Correlation is a pricing input for a derivative product where interest, taxes, depreciation and amortization (“EBITDA”) of a
the payoff is driven by one or more underlying risks. company in order to estimate the company’s value. An
Correlation inputs are related to the type of derivative (e.g., increase in the EBITDA multiple, in isolation, net of
interest rate, credit, equity, foreign exchange and adjustments, would result in an increase in a fair value
commodity) due to the nature of the underlying risks. When measurement.
parameters are positively correlated, an increase in one
Changes in level 3 recurring fair value measurements
parameter will result in an increase in the other parameter.
The following tables include a rollforward of the Consolidated
When parameters are negatively correlated, an increase in
balance sheets amounts (including changes in fair value) for
one parameter will result in a decrease in the other
financial instruments classified by the Firm within level 3 of
parameter. An increase in correlation can result in an
the fair value hierarchy for the years ended December 31,
increase or a decrease in a fair value measurement. Given a
2018, 2017 and 2016. When a determination is made to
short correlation position, an increase in correlation, in
classify a financial instrument within level 3, the
isolation, would generally result in a decrease in a fair value
determination is based on the significance of the
measurement.
unobservable inputs to the overall fair value measurement.
The level of correlation used in the valuation of derivatives However, level 3 financial instruments typically include, in
with multiple underlying risks depends on a number of addition to the unobservable or level 3 components,
factors including the nature of those risks. For example, the observable components (that is, components that are actively
correlation between two credit risk exposures would be quoted and can be validated to external sources);
different than that between two interest rate risk exposures. accordingly, the gains and losses in the table below include
Similarly, the tenor of the transaction may also impact the changes in fair value due in part to observable factors that
correlation input, as the relationship between the underlying are part of the valuation methodology. Also, the Firm risk-
risks may be different over different time periods. manages the observable components of level 3 financial
Furthermore, correlation levels are very much dependent on instruments using securities and derivative positions that are
market conditions and could have a relatively wide range of classified within level 1 or 2 of the fair value hierarchy; as
levels within or across asset classes over time, particularly in these level 1 and level 2 risk management instruments are
volatile market conditions. not included below, the gains or losses in the following tables
do not reflect the effect of the Firm’s risk management
Volatility – Volatility is a measure of the variability in possible
activities related to such level 3 instruments.
returns for an instrument, parameter or market index given
how much the particular instrument, parameter or index
changes in value over time. Volatility is a pricing input for
options, including equity options, commodity options, and
interest rate options. Generally, the higher the volatility of
the underlying, the riskier the instrument. Given a long
position in an option, an increase in volatility, in isolation,
would generally result in an increase in a fair value
measurement.
The level of volatility used in the valuation of a particular
option-based derivative depends on a number of factors,
including the nature of the risk underlying the option (e.g.,
the volatility of a particular equity security may be
significantly different from that of a particular commodity
index), the tenor of the derivative as well as the strike price
of the option.
Trading assets:
Debt instruments:
Mortgage-backed securities:
U.S. government agencies $ 307 $ (23) $ 478 $ (164) $ (73) $ 94 $ (70) $ 549 $ (21)
Residential – nonagency 60 (2) 78 (50) (7) 59 (74) 64 1
Commercial – nonagency 11 2 18 (18) (17) 36 (21) 11 (2)
Total mortgage-backed
securities 378 (23) 574 (232) (97) 189 (165) 624 (22)
U.S. Treasury and government
agencies 1 — — — — — (1) — —
Obligations of U.S. states and
municipalities 744 (17) 112 (70) (80) — — 689 (17)
Non-U.S. government debt
securities 78 (22) 459 (277) (12) 23 (94) 155 (9)
Corporate debt securities 312 (18) 364 (309) (48) 262 (229) 334 (1)
Loans 2,719 26 1,364 (1,793) (658) 813 (765) 1,706 (1)
Asset-backed securities 153 28 98 (41) (55) 45 (101) 127 22
Total debt instruments 4,385 (26) 2,971 (2,722) (950) 1,332 (1,355) 3,635 (28)
Equity securities 295 (40) 118 (120) (1) 107 (127) 232 9
Other 690 (285) 55 (40) (118) 3 (4) 301 (301)
Total trading assets – debt and
equity instruments 5,370 (351) (c) 3,144 (2,882) (1,069) 1,442 (1,486) 4,168 (320) (c)
Available-for-sale securities:
Mortgage-backed securities 1 — — — — — — 1 —
Asset-backed securities 276 1 — — (277) — — — —
Total available-for-sale securities 277 1 (d)
— — (277) — — 1 —
Loans 276 (7) (c) 123 — (196) — (74) 122 (7) (c)
Mortgage servicing rights 6,030 230 (e) 1,246 (636) (740) — — 6,130 230 (e)
Other assets 1,265 (328) (c) 61 (37) (37) 4 (1) 927 (340) (c)
Deposits $ 4,142 $ (136) (c)(i) $ — $ — $ 1,437 $ (736) $ 2 $ (540) $ 4,169 $ (204) (c)(i)
Change in
unrealized
gains/(losses)
Total related to
realized/ Fair financial
Year ended Fair value unrealized Transfers Transfers value at instruments held
December 31, 2017 at January gains/ into (out of) Dec. 31, at Dec. 31,
(in millions) 1, 2017 (losses) Purchases(f) Sales Settlements(g) level 3(h) level 3(h) 2017 2017
Assets:(a)
Trading assets:
Debt instruments:
Mortgage-backed securities:
U.S. government agencies $ 392 $ (11) $ 161 $ (171) $ (70) $ 49 $ (43) $ 307 $ (20)
Residential – nonagency 83 19 53 (30) (64) 132 (133) 60 11
Commercial – nonagency 17 9 27 (44) (13) 64 (49) 11 1
Total mortgage-backed
securities 492 17 241 (245) (147) 245 (225) 378 (8)
U.S. Treasury and government
agencies — — — — — 1 — 1 —
Obligations of U.S. states and
municipalities 649 18 152 (70) (5) — — 744 15
Non-U.S. government debt
securities 46 — 559 (518) — 62 (71) 78 —
Corporate debt securities 576 11 872 (612) (497) 157 (195) 312 18
Loans 4,837 333 2,389 (2,832) (1,323) 806 (1,491) 2,719 43
Asset-backed securities 302 32 354 (356) (56) 75 (198) 153 —
Total debt instruments 6,902 411 4,567 (4,633) (2,028) 1,346 (2,180) 4,385 68
Equity securities 231 39 176 (148) (4) 59 (58) 295 21
Other 761 100 30 (46) (162) 17 (10) 690 39
Total trading assets – debt and
equity instruments 7,894 550 (c) 4,773 (4,827) (2,194) 1,422 (2,248) 5,370 128 (c)
Available-for-sale securities: —
Mortgage-backed securities 1 — — — — — — 1 —
Asset-backed securities 663 15 — (50) (352) — — 276 14
Total available-for-sale securities 664 15 (d)
— (50) (352) — — 277 14 (d)
Mortgage servicing rights 6,096 (232) (e) 1,103 (140) (797) — — 6,030 (232) (e)
Other assets 2,223 244 (c) 66 (177) (870) — (221) 1,265 74 (c)
Deposits $ 2,117 $ 152 (c)(i) $ — $ — $ 3,027 $ (291) $ 11 $ (874) $ 4,142 $ 198 (c)(i)
Change in
unrealized
gains/(losses)
Total related to
Fair realized/ Fair value financial
Year ended value at unrealized Transfers Transfers at instruments held
December 31, 2016 January gains/ into (out of) Dec. 31, at Dec. 31,
(in millions) 1, 2016 (losses) Purchases(f) Sales Settlements(g) level 3(h) level 3(h) 2016 2016
Assets:(a)
Trading assets:
Debt instruments:
Mortgage-backed securities:
U.S. government agencies $ 715 $ (20) $ 135 $ (295) $ (115) $ 111 $ (139) $ 392 $ (36)
Residential – nonagency 194 4 252 (319) (20) 67 (95) 83 5
Commercial – nonagency 115 (11) 69 (29) (3) 173 (297) 17 3
Total mortgage-backed
securities 1,024 (27) 456 (643) (138) 351 (531) 492 (28)
Obligations of U.S. states and
municipalities 651 19 149 (132) (38) — — 649 —
Non-U.S. government debt
securities 74 (4) 91 (97) (7) 19 (30) 46 (7)
Corporate debt securities 736 2 445 (359) (189) 148 (207) 576 (22)
Loans 6,604 (343) 2,228 (2,598) (1,311) 1,044 (787) 4,837 (169)
Asset-backed securities 1,832 39 655 (712) (968) 288 (832) 302 19
Total debt instruments 10,921 (314) 4,024 (4,541) (2,651) 1,850 (2,387) 6,902 (207)
Equity securities 265 — 90 (108) (40) 29 (5) 231 7
Physical commodities — — — — — — — — —
Other 744 79 649 (287) (360) 26 (90) 761 28
Total trading assets – debt and
equity instruments 11,930 (235) (c) 4,763 (4,936) (3,051) 1,905 (2,482) 7,894 (172) (c)
Total net derivative receivables (1,749) 130 (c) 545 (1,025) (293) 76 (44) (2,360) (1,238) (c)
Available-for-sale securities:
Mortgage-backed securities 1 — — — — — — 1 —
Asset-backed securities 823 1 — — (119) — (42) 663 1
Other assets 2,401 130 (c) 487 (496) (299) — — 2,223 48 (c)
Long-term debt 11,447 147 (c) — — 8,140 (5,810) 315 (1,389) 12,850 639 (c)
(a) Level 3 assets as a percentage of total Firm assets accounted for at fair value (including assets measured at fair value on a nonrecurring basis) were 3%, 3% and 4% at December 31,
2018, 2017 and 2016 respectively. Level 3 liabilities as a percentage of total Firm liabilities accounted for at fair value (including liabilities measured at fair value on a nonrecurring basis)
were 15%, 15% and 12% at December 31, 2018, 2017 and 2016, respectively.
(b) All level 3 derivatives are presented on a net basis, irrespective of underlying counterparty.
(c) Predominantly reported in principal transactions revenue, except for changes in fair value for CCB mortgage loans, and lending-related commitments originated with the intent to sell, and
mortgage loan purchase commitments, which are reported in mortgage fees and related income.
(d) Realized gains/(losses) on AFS securities, as well as other-than-temporary impairment (“OTTI”) losses that are recorded in earnings, are reported in investment securities gains/(losses).
Unrealized gains/(losses) are reported in OCI. Realized gains/(losses) and foreign exchange hedge accounting adjustments recorded in income on AFS securities were $1 million, zero and
zero for the years ended December 31, 2018, 2017 and 2016, respectively. Unrealized gains/(losses) recorded on AFS securities in OCI were zero, $15 million and $1 million for the years
ended December 31, 2018, 2017 and 2016, respectively.
(e) Changes in fair value for MSRs are reported in mortgage fees and related income.
(f) Loan originations are included in purchases.
(g) Includes financial assets and liabilities that have matured, been partially or fully repaid, impacts of modifications, deconsolidations associated with beneficial interests in VIEs and other
items.
(h) All transfers into and/or out of level 3 are based on changes in the observability and/or significance of the valuation inputs and are assumed to occur at the beginning of the quarterly
reporting period in which they occur.
(i) Realized (gains)/losses due to DVA for fair value option elected liabilities are reported in principal transactions revenue, and they were not material for the years ended December 31,
2018 and 2017, respectively. Unrealized (gains)/losses are reported in OCI, and they were $(277) million and $(48) million for the years ended December 31, 2018 and 2017,
respectively.
Level 3 analysis
Consolidated balance sheets changes • $1.2 billion of gross equity derivative payables as a result of
Level 3 assets (including assets measured at fair value on a an increase in observability and a decrease in the
nonrecurring basis) were 0.7% of total Firm assets at significance of unobservable inputs.
December 31, 2018. The following describes significant
changes to level 3 assets since December 31, 2017, for those During the year ended December 31, 2017, transfers from level
items measured at fair value on a recurring basis. For further 2 into level 3 included the following:
information on changes impacting items measured at fair value • $1.0 billion of gross equity derivative receivables and $2.5
on a nonrecurring basis, refer to Assets and liabilities measured billion of gross equity derivative payables as a result of a
at fair value on a nonrecurring basis on page 176. decrease in observability and an increase in the significance
of unobservable inputs.
For the year ended December 31, 2018
Level 3 assets were $17.2 billion at December 31, 2018, • $1.7 billion of long-term debt driven by a decrease in
reflecting a decrease of $2.1 billion from December 31, 2017, observability and an increase in the significance of
largely due to: unobservable inputs for certain structured notes.
• $1.2 billion decrease in trading assets — debt and equity During the year ended December 31, 2016, transfers from level
instruments predominantly driven by a decrease of $1.0 3 into level 2 included the following:
billion in trading loans primarily due to settlements and net • $1.4 billion of long-term debt driven by an increase in
sales. observability and a reduction in the significance of
Transfers between levels for instruments carried at unobservable inputs for certain structured notes.
fair value on a recurring basis During the year ended December 31, 2016, transfers from level
During the year ended December 31, 2018, transfers from level 2 into level 3 included the following:
3 into level 2 included the following:
• $1.1 billion of gross equity derivative receivables and $1.0
• $1.5 billion of total debt and equity instruments, the billion of gross equity derivative payables as a result of an
majority of which were trading loans, driven by an increase decrease in observability and an increase in the significance
in observability. of unobservable inputs.
• $1.2 billion of gross equity derivative receivables and $1.5 • $1.0 billion of trading loans driven by a decrease in
billion of gross equity derivative payables as a result of an observability.
increase in observability and a decrease in the significance
All transfers are based on changes in the observability and/or
of unobservable inputs.
significance of the valuation inputs and are assumed to occur at
During the year ended December 31, 2018, transfers from level the beginning of the quarterly reporting period in which they
2 into level 3 included the following: occur.
• $1.4 billion of total debt and equity instruments, the Gains and losses
majority of which were trading loans, driven by a decrease in The following describes significant components of total realized/
observability. unrealized gains/(losses) for instruments measured at fair value
• $1.0 billion of gross equity derivative receivables and $1.6 on a recurring basis for the years ended December 31, 2018,
billion of gross equity derivative payables as a result of a 2017 and 2016. For further information on these instruments,
decrease in observability and an increase in the significance refer to Changes in level 3 recurring fair value measurements
of unobservable inputs. rollforward tables on pages 170-174.
• $1.1 billion of long-term debt driven by a decrease in 2018
observability and an increase in the significance of • $1.6 billion of net gains on liabilities largely driven by
unobservable inputs for certain structured notes. market movements in long-term debt.
During the year ended December 31, 2017, transfers from level 2017
3 into level 2 included the following: • $1.3 billion of net losses on liabilities predominantly driven
• $1.5 billion of trading loans driven by an increase in by market movements in long-term debt.
observability. 2016
• There were no individually significant movements for the
year ended December 31, 2016.
There were no material liabilities measured at fair value on a nonrecurring basis at December 31, 2018 and 2017.
Nonrecurring fair value changes
The following table presents the total change in value of
assets and liabilities for which a fair value adjustment has
been recognized for the years ended December 31, 2018,
2017 and 2016, related to financial instruments held at
those dates.
December 31, (in millions) 2018 2017 2016
Loans $ (68) $ (159) $ (209)
Other assets 132 (a)
(148) 37
Accounts payable and other
liabilities — (1) —
Total nonrecurring fair value
gains/(losses) $ 64 $ (308) $ (172)
(a) Included $149 million for the year ended 2018 of net gains as a result
of the measurement alternative.
Included in other assets above is the Firm’s interest in approximately 40 million Visa Class B shares, recorded at a nominal
carrying value. These shares are subject to certain transfer restrictions currently and will be convertible into Visa Class A
shares upon final resolution of certain litigation matters involving Visa. The conversion rate of Visa Class B shares into Visa
Class A shares is 1.6298 at December 31, 2018, and may be adjusted by Visa depending on developments related to the
litigation matters.
Additional disclosures about the fair value of financial Financial instruments for which carrying value approximates
instruments that are not carried on the Consolidated fair value
balance sheets at fair value Certain financial instruments that are not carried at fair
U.S. GAAP requires disclosure of the estimated fair value of value on the Consolidated balance sheets are carried at
certain financial instruments. Financial instruments within amounts that approximate fair value, due to their short-
the scope of these disclosure requirements are included in term nature and generally negligible credit risk. These
the following table. However, certain financial instruments instruments include cash and due from banks, deposits with
and all nonfinancial instruments are excluded from the banks, federal funds sold, securities purchased under resale
scope of these disclosure requirements. Accordingly, the fair agreements and securities borrowed, short-term
value disclosures provided in the following table include receivables and accrued interest receivable, short-term
only a partial estimate of the fair value of JPMorgan Chase’s borrowings, federal funds purchased, securities loaned and
assets and liabilities. For example, the Firm has developed sold under repurchase agreements, accounts payable, and
long-term relationships with its customers through its accrued liabilities. In addition, U.S. GAAP requires that the
deposit base and credit card accounts, commonly referred fair value of deposit liabilities with no stated maturity (i.e.,
to as core deposit intangibles and credit card relationships. demand, savings and certain money market deposits) be
In the opinion of management, these items, in the equal to their carrying value; recognition of the inherent
aggregate, add significant value to JPMorgan Chase, but funding value of these instruments is not permitted.
their fair value is not disclosed in this Note.
The following table presents by fair value hierarchy classification the carrying values and estimated fair values at
December 31, 2018 and 2017, of financial assets and liabilities, excluding financial instruments that are carried at fair value
on a recurring basis, and their classification within the fair value hierarchy.
December 31, 2018 December 31, 2017
Estimated fair value hierarchy Estimated fair value hierarchy
Total Total
Carrying estimated Carrying estimated
(in billions) value Level 1 Level 2 Level 3 fair value value Level 1 Level 2 Level 3 fair value
Financial assets
Cash and due from banks $ 22.3 $ 22.3 $ — $ — $ 22.3 $ 25.9 $ 25.9 $ — $ — $ 25.9
Deposits with banks 256.5 256.5 — — 256.5 405.4 401.8 3.6 — 405.4
Accrued interest and accounts
receivable 72.0 — 71.9 0.1 72.0 67.0 — 67.0 — 67.0
Federal funds sold and
securities purchased under
resale agreements 308.4 — 308.4 — 308.4 183.7 — 183.7 — 183.7
Securities borrowed 106.9 — 106.9 — 106.9 102.1 — 102.1 — 102.1
Investment securities, held-to-
maturity 31.4 — 31.5 — 31.5 47.7 — 48.7 — 48.7
Loans, net of allowance for
loan losses(a) 968.0 — 241.5 728.5 970.0 914.6 — 213.2 707.1 920.3
Other(b) 60.5 — 59.6 1.0 60.6 53.9 — 52.1 9.2 61.3
Financial liabilities
Deposits $ 1,447.4 $ — $ 1,447.5 $ — $ 1,447.5 $ 1,422.7 $ — $ 1,422.7 $ — $ 1,422.7
Federal funds purchased and
securities loaned or sold
under repurchase agreements 181.4 — 181.4 — 181.4 158.2 — 158.2 — 158.2
Short-term borrowings 62.1 — 62.1 — 62.1 42.6 — 42.4 0.2 42.6
Accounts payable and other
liabilities 160.6 0.2 157.0 3.0 160.2 152.0 — 148.9 2.9 151.8
Beneficial interests issued by
consolidated VIEs 20.2 — 20.2 — 20.2 26.0 — 26.0 — 26.0
Long-term debt and junior
subordinated deferrable
interest debentures 227.1 — 224.6 3.3 227.9 236.6 — 240.3 3.2 243.5
Effective January 1, 2018, the Firm adopted several new accounting standards. Certain of the new accounting standards were applied retrospectively and, accordingly, prior period
amounts were revised. For additional information, refer to Note 1.
(a) Fair value is typically estimated using a discounted cash flow model that incorporates the characteristics of the underlying loans (including principal, contractual
interest rate and contractual fees) and other key inputs, including expected lifetime credit losses, interest rates, prepayment rates, and primary origination or
secondary market spreads. For certain loans, the fair value is measured based on the value of the underlying collateral. The difference between the estimated fair
value and carrying value of a financial asset or liability is the result of the different methodologies used to determine fair value as compared with carrying value. For
example, credit losses are estimated for a financial asset’s remaining life in a fair value calculation but are estimated for a loss emergence period in the allowance for
loan loss calculation; future loan income (interest and fees) is incorporated in a fair value calculation but is generally not considered in the allowance for loan losses.
(b) The prior period amounts have been revised to conform with the current period presentation.
The majority of the Firm’s lending-related commitments are not carried at fair value on a recurring basis on the Consolidated
balance sheets. The carrying value of the wholesale allowance for lending-related commitments and the estimated fair value of
these wholesale lending-related commitments were as follows for the periods indicated.
December 31, 2018 December 31, 2017
Estimated fair value hierarchy Estimated fair value hierarchy
Total Total
Carrying estimated Carrying estimated
(in billions) value(a) Level 1 Level 2 Level 3 fair value value(a) Level 1 Level 2 Level 3 fair value
Wholesale lending-
related commitments $ 1.0 $ — $ — $ 2.1 $ 2.1 $ 1.1 $ — $ — $ 1.6 $ 1.6
(a) Excludes the current carrying values of the guarantee liability and the offsetting asset, each of which is recognized at fair value at the inception of the
guarantees.
The Firm does not estimate the fair value of consumer lending-related commitments. In many cases, the Firm can reduce or
cancel these commitments by providing the borrower notice or, in some cases as permitted by law, without notice. For a further
discussion of the valuation of lending-related commitments, refer to page 161 of this Note.
Determination of instrument-specific credit risk for items • Long-term debt: Changes in value attributable to
for which a fair value election was made instrument-specific credit risk were derived principally
The following describes how the gains and losses that are from observable changes in the Firm’s credit spread as
attributable to changes in instrument-specific credit risk, observed in the bond market.
were determined. • Securities financing agreements: Generally, for these
• Loans and lending-related commitments: For floating- types of agreements, there is a requirement that
rate instruments, all changes in value are attributed to collateral be maintained with a market value equal to or
instrument-specific credit risk. For fixed-rate in excess of the principal amount loaned; as a result,
instruments, an allocation of the changes in value for the there would be no adjustment or an immaterial
period is made between those changes in value that are adjustment for instrument-specific credit risk related to
interest rate-related and changes in value that are these agreements.
credit-related. Allocations are generally based on an
analysis of borrower-specific credit spread and recovery
information, where available, or benchmarking to similar
entities or industries.
Nonaccrual loans
Loans reported as trading assets $ 4,240 $ 1,350 $ (2,890) $ 4,219 $ 1,371 $ (2,848)
Loans 39 — (39) 39 — (39)
Subtotal 4,279 1,350 (2,929) 4,258 1,371 (2,887)
All other performing loans
Loans reported as trading assets 42,215 40,403 (1,812) 38,157 36,590 (1,567)
Loans 3,186 3,151 (35) 2,539 2,508 (31)
Total loans $ 49,680 $ 44,904 $ (4,776) $ 44,954 $ 40,469 $ (4,485)
Long-term debt
Principal-protected debt $ 32,674 (c) $ 28,718 $ (3,956) $ 26,297 (c) $ 23,848 $ (2,449)
Nonprincipal-protected debt(b) NA 26,168 NA NA 23,671 NA
Total long-term debt NA $ 54,886 NA NA $ 47,519 NA
Long-term beneficial interests
Nonprincipal-protected debt(b) NA $ 28 NA NA $ 45 NA
Total long-term beneficial interests NA $ 28 NA NA $ 45 NA
(a) There were no performing loans that were ninety days or more past due as of December 31, 2018 and 2017.
(b) Remaining contractual principal is not applicable to nonprincipal-protected structured notes and long-term beneficial interests. Unlike principal-protected
structured notes and long-term beneficial interests, for which the Firm is obligated to return a stated amount of principal at maturity, nonprincipal-
protected structured notes and long-term beneficial interests do not obligate the Firm to return a stated amount of principal at maturity, but for structured
notes to return an amount based on the performance of an underlying variable or derivative feature embedded in the note. However, investors are
exposed to the credit risk of the Firm as issuer for both nonprincipal-protected and principal-protected notes.
(c) Where the Firm issues principal-protected zero-coupon or discount notes, the balance reflects the contractual principal payment at maturity or, if
applicable, the contractual principal payment at the Firm’s next call date.
At December 31, 2018 and 2017, the contractual amount of lending-related commitments for which the fair value option was
elected was $6.9 billion and $7.4 billion, respectively, with a corresponding fair value of $(82) million and $(76) million,
respectively. For further information regarding off-balance sheet lending-related financial instruments, refer to Note 27.
(a) Receivables from customers primarily represent held-for-investment margin loans to brokerage customers (Prime Services in CIB, AWM and CCB) that are
collateralized through assets maintained in the clients’ brokerage accounts, as such no allowance is held against these receivables. These receivables are reported
within accrued interest and accounts receivable on the Firm’s Consolidated balance sheets.
(b) The industry rankings presented in the table as of December 31, 2017, are based on the industry rankings of the corresponding exposures at December 31,
2018, not actual rankings of such exposures at December 31, 2017.
(c) Individuals and Individual Entities predominantly consists of Wealth Management clients within AWM and includes exposure to personal investment companies
and personal and testamentary trusts.
(d) In addition to the credit risk exposure to states and municipal governments (both U.S. and non-U.S.) at December 31, 2018 and 2017, noted above, the Firm
held: $7.8 billion and $9.8 billion, respectively, of trading securities; $37.7 billion and $32.3 billion, respectively, of AFS securities; and $4.8 billion and $14.4
billion, respectively, of held-to-maturity (“HTM”) securities, issued by U.S. state and municipal governments. For further information, refer to Note 2 and Note
10.
(e) All other includes: SPEs and Private education and civic organizations, representing approximately 92% and 8%, respectively, at December 31, 2018 and 90%
and 10%, respectively, at December 31, 2017. For more information on exposures to SPEs, refer to Note 14.
(f) Excludes cash placed with banks of $268.1 billion and $421.0 billion, at December 31, 2018 and 2017, respectively, which is predominantly placed with various
central banks, primarily Federal Reserve Banks.
(g) Credit exposure is net of risk participations and excludes the benefit of credit derivatives used in credit portfolio management activities held against derivative
receivables or loans and liquid securities and other cash collateral held against derivative receivables.
(h) Represents lending-related financial instruments.
The following table outlines the Firm’s primary uses of derivatives and the related hedge accounting designation or disclosure
category.
Affected Page
Type of Derivative Use of Derivative Designation and disclosure segment or unit reference
Manage specifically identified risk exposures in qualifying hedge accounting relationships:
• Interest rate Hedge fixed rate assets and liabilities Fair value hedge Corporate 192
• Interest rate Hedge floating-rate assets and liabilities Cash flow hedge Corporate 194
• Foreign exchange Hedge foreign currency-denominated assets and liabilities Fair value hedge Corporate 192
• Foreign exchange Hedge foreign currency-denominated forecasted revenue and Cash flow hedge Corporate 194
expense
• Foreign exchange Hedge the value of the Firm’s investments in non-U.S. dollar Net investment hedge Corporate 195
functional currency entities
• Commodity Hedge commodity inventory Fair value hedge CIB 192
Manage specifically identified risk exposures not designated in qualifying hedge accounting
relationships:
• Interest rate Manage the risk of the mortgage pipeline, warehouse loans and MSRs Specified risk management CCB 195
• Credit Manage the credit risk of wholesale lending exposures Specified risk management CIB 195
• Interest rate and Manage the risk of certain other specified assets and liabilities Specified risk management Corporate 195
foreign exchange
Market-making derivatives and other activities:
• Various Market-making and related risk management Market-making and other CIB 195
• Various Other derivatives Market-making and other CIB, Corporate 195
(a) Balances exclude structured notes for which the fair value option has been elected. Refer to Note 3 for further information.
(b) As permitted under U.S. GAAP, the Firm has elected to net derivative receivables and derivative payables and the related cash collateral receivables and
payables when a legally enforceable master netting agreement exists.
(c) The prior period amounts have been revised to conform with the current period presentation.
Derivative receivables with appropriate legal opinion 510,314 (472,026) 38,288 (d)
544,296 (e) (503,030) 41,266 (d)(e)
2018 2017
Amounts Amounts
Gross netted on the Net Gross netted on the Net
derivative Consolidated derivative derivative Consolidated derivative
December 31, (in millions) payables balance sheets payables payables balance sheets payables
U.S. GAAP nettable derivative payables
Interest rate contracts:
OTC $ 233,404 $ (228,369) $ 5,035 $ 276,960 $ (271,294) $ 5,666
OTC–cleared 7,163 (6,494) 669 6,004 (5,928) 76
Exchange-traded (a)
210 (135) 75 127 (84) 43
Total interest rate contracts 240,777 (234,998) 5,779 283,091 (277,306) 5,785
Credit contracts:
OTC 13,412 (11,895) 1,517 16,194 (15,170) 1,024
OTC–cleared 6,716 (6,714) 2 6,801 (6,784) 17
Total credit contracts 20,128 (18,609) 1,519 22,995 (21,954) 1,041
Foreign exchange contracts:
OTC 160,930 (152,161) 8,769 150,966 (141,789) 9,177
OTC–cleared 274 (268) 6 1,555 (1,553) 2
Exchange-traded(a) 16 (3) 13 98 (7) 91
Total foreign exchange contracts 161,220 (152,432) 8,788 152,619 (143,349) 9,270
Equity contracts:
OTC 29,437 (25,544) 3,893 28,193 (23,969) 4,224
Exchange-traded(a) 16,285 (15,490) 795 12,720 (12,234) 486
Total equity contracts 45,722 (41,034) 4,688 40,913 (36,203) 4,710
Commodity contracts:
OTC 8,930 (4,838) 4,092 7,697 (e) (5,508) 2,189 (e)
Exchange-traded (a)
8,259 (8,208) 51 8,870 (8,709) 161
Total commodity contracts 17,189 (13,046) 4,143 16,567 (e) (14,217) 2,350 (e)
Derivative payables with appropriate legal opinion 485,036 (460,119) 24,917 (d)
516,185 (e) (493,029) 23,156 (d)(e)
(a) Exchange-traded derivative balances that relate to futures contracts are settled daily.
(b) Represents liquid security collateral as well as cash collateral held at third-party custodians related to derivative instruments where an appropriate legal
opinion has been obtained. For some counterparties, the collateral amounts of financial instruments may exceed the derivative receivables and derivative
payables balances. Where this is the case, the total amount reported is limited to the net derivative receivables and net derivative payables balances with
that counterparty.
(c) Derivative collateral relates only to OTC and OTC-cleared derivative instruments.
(d) Net derivatives receivable included cash collateral netted of $55.2 billion and $55.5 billion at December 31, 2018 and 2017, respectively. Net derivatives
payable included cash collateral netted of $43.3 billion and $45.5 billion at December 31, 2018 and 2017, respectively. Derivative cash collateral relates
to OTC and OTC-cleared derivative instruments.
(e) The prior period amounts have been revised to conform with the current period presentation.
The following table shows the impact of a single-notch and two-notch downgrade of the long-term issuer ratings of JPMorgan
Chase & Co. and its subsidiaries, predominantly JPMorgan Chase Bank, National Association (“JPMorgan Chase Bank, N.A.”), at
December 31, 2018 and 2017, related to OTC and OTC-cleared derivative contracts with contingent collateral or termination
features that may be triggered upon a ratings downgrade. Derivatives contracts generally require additional collateral to be
posted or terminations to be triggered when the predefined threshold rating is breached. A downgrade by a single rating
agency that does not result in a rating lower than a preexisting corresponding rating provided by another major rating agency
will generally not result in additional collateral (except in certain instances in which additional initial margin may be required
upon a ratings downgrade), nor in termination payments requirements. The liquidity impact in the table is calculated based
upon a downgrade below the lowest current rating of the rating agencies referred to in the derivative contract.
(a) Primarily consists of hedges of the benchmark (e.g., London Interbank Offered Rate (“LIBOR”)) interest rate risk of fixed-rate long-term debt and AFS
securities. Gains and losses were recorded in net interest income.
(b) Excludes the amortization expense associated with the inception hedge accounting adjustment applied to the hedged item. This expense is recorded in net
interest income and substantially offsets the income statement impact of the excluded components. Also excludes the accrual of interest on interest rate
swaps and the related hedged items.
(c) Primarily consists of hedges of the foreign currency risk of long-term debt and AFS securities for changes in spot foreign currency rates. Gains and losses
related to the derivatives and the hedged items due to changes in foreign currency rates and the income statement impact of excluded components were
recorded primarily in principal transactions revenue and net interest income.
(d) Consists of overall fair value hedges of physical commodities inventories that are generally carried at the lower of cost or net realizable value (net
realizable value approximates fair value). Gains and losses were recorded in principal transactions revenue.
(e) Hedge ineffectiveness is the amount by which the gain or loss on the designated derivative instrument does not exactly offset the gain or loss on the
hedged item attributable to the hedged risk.
(f) The assessment of hedge effectiveness excludes certain components of the changes in fair values of the derivatives and hedged items such as forward
points on foreign exchange forward contracts, time values and cross-currency basis spreads. Under the new hedge accounting guidance, the initial amount
of the excluded components may be amortized into income over the life of the derivative, or changes in fair value may be recognized in current period
earnings.
(g) Represents the change in value of amounts excluded from the assessment of effectiveness under the amortization approach, predominantly cross-currency
basis spreads. The amount excluded at inception of the hedge is recognized in earnings over the life of the derivative.
(a) Excludes physical commodities with a carrying value of $6.8 billion to which the Firm applies fair value hedge accounting. As a result of the application of
hedge accounting, these inventories are carried at fair value, thus recognizing unrealized gains and losses in current periods. Given the Firm exits these
positions at fair value, there is no incremental impact to net income in future periods.
(b) Excludes hedged items where only foreign currency risk is the designated hedged risk, as basis adjustments related to foreign currency hedges will not
reverse through the income statement in future periods. The carrying amount excluded for available-for-sale securities is $14.6 billion and for long-term
debt is $7.3 billion.
(c) Carrying amount represents the amortized cost.
(d) Represents hedged items no longer designated in qualifying fair value hedging relationships for which an associated basis adjustment exists at the balance
sheet date.
(a) Primarily consists of benchmark interest rate hedges of LIBOR-indexed floating-rate assets and floating-rate liabilities. Gains and losses were recorded in
net interest income.
(b) Primarily consists of hedges of the foreign currency risk of non-U.S. dollar-denominated revenue and expense. The income statement classification of gains
and losses follows the hedged item – primarily noninterest revenue and compensation expense.
(c) Represents the effective portion of changes in value of the related hedging derivative. Hedge ineffectiveness is the amount by which the cumulative gain or
loss on the designated derivative instrument exceeds the present value of the cumulative expected change in cash flows on the hedged item attributable to
the hedged risk. The Firm did not recognize any ineffectiveness on cash flow hedges during 2017 and 2016.
The Firm did not experience any forecasted transactions that failed to occur for the years ended 2018, 2017 and 2016.
Over the next 12 months, the Firm expects that approximately $(74) million (after-tax) of net losses recorded in AOCI at
December 31, 2018, related to cash flow hedges will be recognized in income. For cash flow hedges that have been
terminated, the maximum length of time over which the derivative results recorded in AOCI will be recognized in earnings is
approximately six years, corresponding to the timing of the originally hedged forecasted cash flows. For open cash flow
hedges, the maximum length of time over which forecasted transactions are hedged is approximately six years. The Firm’s
longer-dated forecasted transactions relate to core lending and borrowing activities.
(a) Certain components of hedging derivatives are permitted to be excluded from the assessment of hedge effectiveness, such as forward points on foreign
exchange forward contracts. The Firm elects to record changes in fair value of these amounts directly in other income.
(b) Excludes amounts reclassified from AOCI to income on the sale or liquidation of hedged entities. For additional information, refer to Note 23.
(c) The prior period amounts have been revised to conform with the current period presentation.
(d) Represents the effective portion of changes in value of the related hedging derivative. The Firm did not recognize any ineffectiveness on net investment
hedges directly in income during 2017 and 2016.
The following tables summarize the notional amounts by the ratings, maturity profile, and total fair value, of credit derivatives
and credit-related notes as of December 31, 2018 and 2017, where JPMorgan Chase is the seller of protection. The maturity
profile is based on the remaining contractual maturity of the credit derivative contracts. The ratings profile is based on the
rating of the reference entity on which the credit derivative contract is based. The ratings and maturity profile of credit
derivatives and credit-related notes where JPMorgan Chase is the purchaser of protection are comparable to the profile
reflected below.
December 31, 2017 Total notional Fair value of Fair value of Net fair
(in millions) <1 year 1–5 years >5 years amount receivables(b) payables(b) value
Risk rating of reference entity
Investment-grade $ (159,286) $ (319,726) $ (39,429) $ (518,441) $ 8,516 $ (1,134) $ 7,382
Noninvestment-grade (73,394) (134,125) (18,439) (225,958) 7,407 (5,313) 2,094
Total $ (232,680) $ (453,851) $ (57,868) $ (744,399) $ 15,923 $ (6,447) $ 9,476
(a) The ratings scale is primarily based on external credit ratings defined by S&P and Moody’s.
(b) Amounts are shown on a gross basis, before the benefit of legally enforceable master netting agreements and cash collateral received by the Firm.
Card income The following table presents the components of card income:
This revenue category includes interchange income from
credit and debit cards and fees earned from processing card Year ended December 31,
(in millions) 2018 2017 2016
transactions for merchants, both of which are recognized
when purchases are made by a cardholder. Card income Interchange and merchant
processing income $ 18,808 $ 17,080 $ 15,367
also includes account origination costs and annual fees, Reward costs and partner
which are deferred and recognized on a straight-line basis payments (13,074) (b)
(10,820) (9,480)
over a 12-month period. Other card income(a) (745) (1,827) (1,108)
Total card income $ 4,989 $ 4,433 $ 4,779
Certain Chase credit card products offer the cardholder the
ability to earn points based on account activity, which the (a) Predominantly represents annual fees and new account origination
costs, which are deferred and recognized on a straight-line basis over
cardholder can choose to redeem for cash and non-cash
a 12-month period and are outside the scope of the revenue
rewards. The cost to the Firm related to these proprietary recognition guidance, ASC 606, Revenue from Contracts with
rewards programs varies based on multiple factors Customers.
including the terms and conditions of the rewards (b) Includes an adjustment to the credit card rewards liability of
approximately $330 million, recorded in the second quarter of 2018.
programs, cardholder activity, cardholder reward
redemption rates and cardholder reward selections. The Card income is earned primarily by CCB and CB. Refer to
Firm maintains a liability for its obligations under its Note 31 for segment results.
rewards programs and reports the current-period cost as a Other income
reduction of card income. Other income on the Firm’s Consolidated statements of
Credit card revenue sharing agreements income included the following:
The Firm has contractual agreements with numerous co- Year ended December 31, (in millions) 2018 2017 2016
brand partners that grant the Firm exclusive rights to issue
Operating lease income $ 4,540 $ 3,613 $ 2,724
co-branded credit card products and market them to the
customers of such partners. These partners endorse the co- Operating lease income is recognized on a straight–line
brand credit card programs and provide their customer or basis over the lease term.
member lists to the Firm. The partners may also conduct
marketing activities and provide rewards redeemable under Noninterest expense
their own loyalty programs that the Firm will grant to co- Other expense
brand credit cardholders based on account activity. The Other expense on the Firm’s Consolidated statements of
terms of these agreements generally range from five to ten income included the following:
years.
Year ended December 31,
The Firm typically makes payments to the co-brand credit (in millions) 2018 2017 2016
card partners based on the cost of partners’ marketing Legal expense/(benefit) $ 72 $ (35) $ (317)
activities and loyalty program rewards provided to credit
FDIC-related expense 1,239 1,492 1,296
cardholders, new account originations and sales volumes.
Payments to partners based on marketing efforts
undertaken by the partners are expensed by the Firm as
incurred and reported as marketing expense. Payments for
partner loyalty program rewards are reported as a
reduction of card income when incurred. Payments to
partners based on new credit card account originations are
accounted for as direct loan origination costs and are
deferred and recognized as a reduction of card income on a
straight-line basis over a 12-month period. Payments to
partners based on sales volumes are reported as a
reduction of card income when the related interchange
income is earned.
Defined benefit
As of or for the year ended December 31, pension plans OPEB plans(h)
(in millions) 2018 2017 2018 2017
Change in benefit obligation
Benefit obligation, beginning of year $ (16,700) $ (15,594) $ (684) $ (708)
Benefits earned during the year (354) (330) — —
Interest cost on benefit obligations (556) (598) (24) (28)
Plan amendments (29) — — —
Plan curtailment 123 — — —
Employee contributions (7) (7) (15) (16)
Net gain/(loss) 938 (g) (721) (g) 40 (4)
Benefits paid 873 841 69 76
Plan settlements 15 30 — —
Expected Medicare Part D subsidy receipts NA NA — (1)
Foreign exchange impact and other 185 (321) 2 (3)
Benefit obligation, end of year(a) $ (15,512) $ (16,700) $ (612) $ (684)
Change in plan assets
Fair value of plan assets, beginning of year $ 19,603 $ 17,703 $ 2,757 $ 1,956
Actual return on plan assets (548) 2,356 (28) 233
Firm contributions 75 78 2 602
Employee contributions 7 7 15 —
Benefits paid (873) (841) (113) (34)
Plan settlements (15) (30) — —
Foreign exchange impact and other (197) 330 — —
Fair value of plan assets, end of year (a)(b)(c) $ 18,052 $ 19,603 $ 2,633 $ 2,757
Net funded status (d)(e) $ 2,540 $ 2,903 $ 2,021 $ 2,073
Accumulated benefit obligation, end of year $ (15,494) $ (16,530) NA NA
Pretax pension and OPEB amounts recorded in AOCI
Net gain/(loss) $ (3,134) $ (2,800) $ 184 $ 271
Prior service credit/(cost) (23) 6 — —
Accumulated other comprehensive income/(loss), pretax, end of year $ (3,157) $ (2,794) $ 184 $ 271
Weighted-average actuarial assumptions used to determine benefit obligations
Discount Rate (f) 0.60 - 4.30 % 0.60 - 3.70 % 4.20% 3.70%
Rate of compensation increase (f) 2.25 – 3.00 2.25 – 3.00 NA NA
Interest crediting rate(f) 1.81 - 4.90% 1.81 - 4.90% NA NA
Health care cost trend rate:
Assumed for next year NA NA 5.00 5.00
Ultimate NA NA 5.00 5.00
Year when rate will reach ultimate NA NA 2019 2018
(a) At December 31, 2018 and 2017, included non-U.S. benefit obligations of $(3.3) billion and $(3.8) billion, and plan assets of $3.5 billion and $3.9 billion,
respectively, predominantly in the U.K.
(b) At both December 31, 2018 and 2017, approximately $302 million of U.S. defined benefit pension plan assets included participation rights under participating
annuity contracts.
(c) At December 31, 2018 and 2017, defined benefit pension plan amounts that were not measured at fair value included $340 million and $377 million, respectively,
of accrued receivables, and $503 million and $587 million, respectively, of accrued liabilities, for U.S. plans.
(d) Represents plans with an aggregate overfunded balance of $5.1 billion and $5.6 billion at December 31, 2018 and 2017, respectively, and plans with an aggregate
underfunded balance of $547 million and $612 million at December 31, 2018 and 2017, respectively.
(e) For pension plans with a projected benefit obligation exceeding plan assets, the projected benefit obligation and fair value of plan assets was $1.3 billion and $762
million at December 31, 2018, respectively and $1.4 billion and $811 million at December 31, 2017, respectively. For pension plans with an accumulated benefit
obligation exceeding plan assets, the accumulated benefit obligation and fair value of plan assets was $1.3 billion and $762 million at December 31, 2018,
respectively, and $1.4 billion and $811 million at December 31, 2017, respectively. For OPEB plans with a projected benefit obligation exceeding plan assets, the
projected benefit obligation was $26 million and $32 million at December 31, 2018 and December 31, 2017, respectively, they had no plan assets.
(f) For the U.S. defined benefit pension plans, the discount rate assumption is 4.30% and 3.70% for 2018 and 2017, respectively, and the rate of compensation
increase and the interest crediting rate are 2.30% and 4.90%, respectively, for both 2018 and 2017.
(g) At December 31, 2018 and 2017, the gain/(loss) was primarily attributable to the change in the discount rate.
(h) Includes an unfunded postretirement benefit obligation of $26 million and $32 million at December 31, 2018 and 2017, respectively, for the U.K. plan.
(a) Effective January 1, 2018, benefits earned during the year are reported in compensation expense; all other components of net periodic defined benefit
costs are reported within other expense in the Consolidated statements of income.
(b) Includes various defined benefit pension plans which are individually immaterial.
(c) The rate assumptions for the U.S. defined benefit pension plans are at the upper end of the range, except for the rate of compensation increase, which is
2.30% for both 2018 and 2017, and 3.50% for 2016.
Plan assumptions
The discount rate used in determining the benefit obligation
The Firm’s expected long-term rate of return for defined
under the U.S. defined benefit pension and OPEB plans was
benefit pension and OPEB plan assets is a blended weighted
provided by the Firm’s actuaries. This rate was selected by
average, by asset allocation of the projected long-term
reference to the yields on portfolios of bonds with maturity
returns for the various asset classes, taking into
dates and coupons that closely match each of the plan’s
consideration local market conditions and the specific
projected cash flows. The discount rate for the U.K. defined
allocation of plan assets. Returns on asset classes are
benefit pension plan represents a rate of appropriate
developed using a forward-looking approach and are not
duration from the analysis of yield curves provided by the
strictly based on historical returns. Consideration is also
Firm’s actuaries.
given to current market conditions and the short-term
portfolio mix of each plan. At December 31, 2018, the Firm increased the discount
rates used to determine its benefit obligations for the U.S.
defined benefit pension and OPEB plans in light of current
market interest rates, which will decrease expense by Investment strategy and asset allocation
approximately $20 million in 2019. The 2019 expected The assets of the Firm’s defined benefit pension plans are
long-term rate of return on U.S. defined benefit pension held in various trusts and are invested in well-diversified
plan assets and U.S. OPEB plan assets are 5.50% and portfolios of equity and fixed income securities, cash and
4.30%, respectively. As of December 31, 2018, the interest cash equivalents, and alternative investments. The trust-
crediting rate assumption was 4.90%. owned assets of the Firm’s U.S. OPEB plan are invested
primarily in fixed income securities. COLI policies used to
The following table represents the effect of a 25-basis point
defray the cost of the Firm’s U.S. OPEB plan are invested in
decline in the two listed rates below on estimated 2019
separate accounts of an insurance company and are
defined benefit pension and OPEB plan expense, as well as
allocated to investments intended to replicate equity and
the effect on the postretirement benefit obligations.
fixed income indices.
Defined benefit The investment policies for the assets of the Firm’s defined
pension and OPEB Benefit
(in millions) plan expense obligation benefit pension plans are to optimize the risk-return
Expected long-term rate of return $ 51 NA relationship as appropriate to the needs and goals of each
Discount rate $ 50 $ 490 plan using a global portfolio of various asset classes
diversified by market segment, economic sector, and issuer.
Assets are managed by a combination of internal and
external investment managers. The Firm regularly reviews
the asset allocations and asset managers, as well as other
factors that impact the portfolios, which are rebalanced
when deemed necessary.
Investments held by the plans include financial instruments
which are exposed to various risks such as interest rate,
market and credit risks. Exposure to a concentration of
credit risk is mitigated by the broad diversification of both
U.S. and non-U.S. investment instruments. Additionally, the
investments in each of the collective investment funds and/
or registered investment companies are further diversified
into various financial instruments. As of December 31,
2018, assets held by the Firm’s defined benefit pension and
OPEB plans do not include JPMorgan Chase common stock,
except through indirect exposures through investments in
third-party stock-index funds. The plans hold investments in
funds that are sponsored or managed by affiliates of
JPMorgan Chase in the amount of $3.7 billion and $6.0
billion, as of December 31, 2018 and 2017, respectively.
(a) Represents the U.S. defined benefit pension plan only, as that is the most significant plan.
(b) Debt securities primarily includes cash and cash equivalents, corporate debt, U.S. federal, state, local and non-U.S. government, and mortgage-backed
securities.
(c) Alternatives primarily include limited partnerships.
(d) Represents the U.S. OPEB plan only, as the U.K. OPEB plan is unfunded.
Pension and OPEB plan assets and liabilities measured at fair value
Defined benefit pension plans
2018 2017
December 31, Total fair Total fair
(in millions) Level 1 Level 2 Level 3 value Level 1 Level 2 Level 3 value
Cash and cash equivalents $ 343 $ 1 $ — $ 344 $ 173 $ 1 $ — $ 174
Equity securities 5,342 162 2 5,506 6,407 194 2 6,603
Mutual funds — — — — 325 — — 325
Collective investment funds (a)
161 — — 161 778 — — 778
Limited partnerships(b) 40 — — 40 60 — — 60
Corporate debt securities(c) — 3,540 3 3,543 — 2,644 4 2,648
U.S. federal, state, local and non-U.S.
government debt securities 1,191 743 — 1,934 1,096 784 — 1,880
Mortgage-backed securities 82 272 3 357 92 100 2 194
Derivative receivables — 143 — 143 — 203 — 203
Other(d) 885 80 302 1,267 2,353 60 302 2,715
Total assets measured at fair value(e) $ 8,044 $ 4,941 $ 310 $ 13,295 $ 11,284 $ 3,986 $ 310 $ 15,580
Derivative payables $ — $ (96) $ — $ (96) $ — $ (141) $ — $ (141)
Total liabilities measured at fair value(e) $ — $ (96) $ — $ (96) $ — $ (141) $ — $ (141)
(a) At December 31, 2018 and 2017, collective investment funds primarily included a mix of short-term investment funds, U.S. and non-U.S. equity
investments (including index) and real estate funds.
(b) Unfunded commitments to purchase limited partnership investments for the plans were $521 million and $605 million for 2018 and 2017,
respectively.
(c) Corporate debt securities include debt securities of U.S. and non-U.S. corporations.
(d) Other consists primarily of mutual funds, money market funds and participating and non-participating annuity contracts. Mutual funds and money
market funds are primarily classified within level 1 of the fair value hierarchy given they are valued using market observable prices. Participating
and non-participating annuity contracts are classified within level 3 of the fair value hierarchy due to a lack of market mechanisms for transferring
each policy and surrender restrictions.
(e) At December 31, 2018 and 2017, excludes $5.0 billion and $4.4 billion of certain investments that are measured at fair value using the net asset
value per share (or its equivalent) as a practical expedient, which are not required to be classified in the fair value hierarchy, $340 million and
$377 million of defined benefit pension plan receivables for investments sold and dividends and interest receivables, $479 million and $561
million of defined benefit pension plan payables for investments purchased, and $24 million and $26 million of other liabilities, respectively.
The assets of the U.S. OPEB plan consisted of $561 million and $600 million in corporate debt securities, U.S. federal,
state, local and non-U.S. government debt securities and other classified in level 1 and level 2 of the valuation hierarchy
and in cash and cash equivalents classified in level 1 of the valuation hierarchy and $2.1 billion and $2.2 billion of COLI
policies classified in level 3 of the valuation hierarchy at December 31, 2018 and 2017, respectively.
The total fair value of RSUs that vested during the years ended December 31, 2018, 2017 and 2016, was $3.6 billion, $2.9
billion and $2.2 billion, respectively. The total intrinsic value of options exercised during the years ended December 31, 2018,
2017 and 2016, was $370 million, $651 million and $338 million, respectively.
The amortized costs and estimated fair values of the investment securities portfolio were as follows for the dates indicated.
2018 2017
Gross Gross Gross Gross
Amortized unrealized unrealized Fair Amortized unrealized unrealized Fair
December 31, (in millions) cost gains losses value cost gains losses value
Available-for-sale securities
Mortgage-backed securities:
U.S. government agencies(a) $ 69,026 $ 594 $ 974 $ 68,646 $ 69,879 $ 736 $ 335 $ 70,280
Residential:
U.S 5,877 79 31 5,925 8,193 185 14 8,364
Non-U.S. 2,529 72 6 2,595 2,882 122 1 3,003
Commercial 6,758 43 147 6,654 4,932 98 5 5,025
Total mortgage-backed securities 84,190 788 1,158 83,820 85,886 1,141 355 86,672
U.S. Treasury and government agencies 55,771 366 78 56,059 22,510 266 31 22,745
Obligations of U.S. states and municipalities 36,221 1,582 80 37,723 30,490 1,881 33 32,338
Certificates of deposit 75 — — 75 59 — — 59
Non-U.S. government debt securities 23,771 351 20 24,102 26,900 426 32 27,294
Corporate debt securities 1,904 23 9 1,918 2,657 101 1 2,757
Asset-backed securities:
Collateralized loan obligations 19,612 1 176 19,437 20,928 69 1 20,996
Other 7,225 57 22 7,260 8,764 77 24 8,817
Total available-for-sale debt securities 228,769 3,168 1,543 230,394 198,194 3,961 477 201,678
Available-for-sale equity securities(b) — — — — 547 — — 547
Total available-for-sale securities 228,769 3,168 1,543 230,394 198,741 3,961 477 202,225
Held-to-maturity securities
Mortgage-backed securities
U.S. government agencies(c) 26,610 134 200 26,544 27,577 558 40 28,095
Commercial — — — — 5,783 1 74 5,710
Total mortgage-backed securities 26,610 134 200 26,544 33,360 559 114 33,805
Obligations of U.S. states and municipalities 4,824 105 15 4,914 14,373 554 80 14,847
Total held-to-maturity securities 31,434 239 215 31,458 47,733 1,113 194 48,652
Total investment securities $ 260,203 $ 3,407 $ 1,758 $ 261,852 $ 246,474 $ 5,074 $ 671 $ 250,877
(a) Includes total U.S. government-sponsored enterprise obligations with fair values of $50.7 billion and $45.8 billion for the years ended December 31, 2018 and
2017 respectively.
(b) Effective January 1, 2018, the Firm adopted the recognition and measurement guidance. Equity securities that were previously reported as AFS securities were
reclassified to other assets upon adoption.
(c) Included total U.S. government-sponsored enterprise obligations with amortized cost of $20.9 billion and $22.0 billion at December 31, 2018 and 2017,
respectively.
As a result of the adoption of the recognition and Investment securities gains and losses
measurement guidance in the first quarter of 2018, equity The following table presents realized gains and losses and
securities are no longer permitted to be classified as AFS. OTTI from AFS securities that were recognized in income.
For additional information, refer to Note 1. Additionally, the
Year ended December 31,
Firm did not recognize any OTTI for AFS equity securities for (in millions) 2018 2017 2016
the years ended December 31, 2017 and 2016. Realized gains $ 211 $ 1,013 $ 401
For the year ended December 31, 2018, the Firm Realized losses (606) (1,072) (232)
recognized $22 million of unrealized losses as OTTI on OTTI losses — (7) (28)
securities it intended to sell and subsequently sold during Net investment securities gains/
(losses) (395) (66) 141
the year. The Firm does not intend to sell any of the
remaining investment securities with an unrealized loss in OTTI losses
AOCI as of December 31, 2018, and it is not likely that the Credit-related losses recognized in
— — (1)
income
Firm will be required to sell these securities before recovery
Investment securities the Firm
of their amortized cost basis. Further, the Firm did not intends to sell(a) — (7) (27)
recognize any credit-related OTTI losses during the year Total OTTI losses recognized in
ended December 31, 2018. Accordingly, the Firm believes income $ — $ (7) $ (28)
that the investment securities with an unrealized loss in (a) Excludes realized losses on securities sold of $22 million, $6 million
AOCI as of December 31, 2018, are not other-than- and $24 million for the years ended December 31, 2018, 2017 and
2016, respectively, that had been previously reported as an OTTI loss
temporarily impaired.
due to the intention to sell the securities.
2018
Amounts netted Amounts Amounts not
on the presented on the nettable on the
Consolidated Consolidated Consolidated
December 31, (in millions) Gross amounts balance sheets balance sheets(b) balance sheets(c) Net amounts(d)
Assets
Securities purchased under resale agreements $ 691,116 $ (369,612) $ 321,504 $ (308,854) $ 12,650
Securities borrowed 132,955 (20,960) 111,995 (79,747) 32,248
Liabilities
Securities sold under repurchase agreements $ 541,587 $ (369,612) $ 171,975 $ (149,125) $ 22,850
Securities loaned and other(a) 33,700 (20,960) 12,740 (12,358) 382
2017
Amounts netted Amounts Amounts not
on the presented on the nettable on the
Consolidated Consolidated Consolidated
December 31, (in millions) Gross amounts balance sheets balance sheets(b) balance sheets(c) Net amounts(d)
Assets
Securities purchased under resale agreements $ 448,608 $ (250,505) $ 198,103 $ (188,502) $ 9,601
Securities borrowed 113,926 (8,814) 105,112 (76,805) 28,307
Liabilities
Securities sold under repurchase agreements $ 398,218 $ (250,505) $ 147,713 $ (129,178) $ 18,535
Securities loaned and other (a)
27,228 (8,814) 18,414 (18,151) 263
(a) Includes securities-for-securities lending agreements of $3.3 billion and $9.2 billion at December 31, 2018 and 2017, respectively, accounted for at fair
value, where the Firm is acting as lender. These amounts are presented within accounts payable and other liabilities in the Consolidated balance sheets.
(b) Includes securities financing agreements accounted for at fair value. At December 31, 2018 and 2017, included securities purchased under resale
agreements of $13.2 billion and $14.7 billion, respectively; securities sold under repurchase agreements of $935 million and $697 million, respectively;
and securities borrowed of $5.1 billion and $3.0 billion, respectively. There were no securities loaned accounted for at fair value in either period.
(c) In some cases, collateral exchanged with a counterparty exceeds the net asset or liability balance with that counterparty. In such cases, the amounts
reported in this column are limited to the related net asset or liability with that counterparty.
(d) Includes securities financing agreements that provide collateral rights, but where an appropriate legal opinion with respect to the master netting
agreement has not been either sought or obtained. At December 31, 2018 and 2017, included $7.9 billion and $7.5 billion, respectively, of securities
purchased under resale agreements; $30.3 billion and $25.5 billion, respectively, of securities borrowed; $21.5 billion and $16.5 billion, respectively, of
securities sold under repurchase agreements; and $25 million and $29 million, respectively, of securities loaned and other.
The tables below present as of December 31, 2018 and 2017 the types of financial assets pledged in securities financing
agreements and the remaining contractual maturity of the securities financing agreements.
Gross liability balance
2018 2017
Securities sold Securities sold
under repurchase Securities loaned under repurchase Securities loaned
December 31, (in millions) agreements and other agreements and other
Mortgage-backed securities:
U.S. government agencies $ 28,811 $ — $ 13,100 $ —
Residential - nonagency 2,165 — 2,972 —
Commercial - nonagency 1,390 — 1,594 —
U.S. Treasury and government agencies 323,078 69 177,581 14
Obligations of U.S. states and municipalities 1,150 — 1,557 —
Non-U.S. government debt 154,900 4,313 170,196 2,485
Corporate debt securities 13,898 428 14,231 287
Asset-backed securities 3,867 — 3,508 —
Equity securities 12,328 28,890 13,479 24,442
Total $ 541,587 $ 33,700 $ 398,218 $ 27,228
Wholesale loans, risk-rated business banking loans and risk- Loans held-for-sale
rated auto loans are charged off when it is highly certain Held-for-sale loans are measured at the lower of cost or fair
that a loss has been realized, including situations where a value, with valuation changes recorded in noninterest
loan is determined to be both impaired and collateral- revenue. For consumer loans, the valuation is performed on
dependent. The determination of whether to recognize a a portfolio basis. For wholesale loans, the valuation is
charge-off includes many factors, including the performed on an individual loan basis.
prioritization of the Firm’s claim in bankruptcy, expectations
Interest income on loans held-for-sale is accrued and
of the workout/restructuring of the loan and valuation of
recognized based on the contractual rate of interest.
the borrower’s equity or the loan collateral.
Loan origination fees or costs and purchase price discounts
When a loan is charged down to the estimated net realizable
or premiums are deferred in a contra loan account until the
value, the determination of the fair value of the collateral
related loan is sold. The deferred fees or costs and
depends on the type of collateral (e.g., securities, real
discounts or premiums are an adjustment to the basis of the
estate). In cases where the collateral is in the form of liquid
loan and therefore are included in the periodic
securities, the fair value is based on quoted market prices
determination of the lower of cost or fair value adjustments
or broker quotes. For illiquid securities or other financial
and/or the gain or loss recognized at the time of sale.
assets, the fair value of the collateral is estimated using a
discounted cash flow model. Held-for-sale loans are subject to the nonaccrual policies
described above.
For residential real estate loans, collateral values are based
upon external valuation sources. When it becomes likely Because held-for-sale loans are recognized at the lower of
that a borrower is either unable or unwilling to pay, the cost or fair value, the Firm’s allowance for loan losses and
Firm utilizes a broker’s price opinion, appraisal and/or an charge-off policies do not apply to these loans.
automated valuation model of the home based on an
Loans at fair value
exterior-only valuation (“exterior opinions”), which is then
Loans used in a market-making strategy or risk managed on
updated at least every twelve months, or more frequently
a fair value basis are measured at fair value, with changes
depending on various market factors. As soon as practicable
in fair value recorded in noninterest revenue.
after the Firm receives the property in satisfaction of a debt
(e.g., by taking legal title or physical possession), the Firm Interest income on these loans is accrued and recognized
generally obtains an appraisal based on an inspection that based on the contractual rate of interest. Changes in fair
includes the interior of the home (“interior appraisals”). value are recognized in noninterest revenue. Loan
Exterior opinions and interior appraisals are discounted origination fees are recognized upfront in noninterest
based upon the Firm’s experience with actual liquidation revenue. Loan origination costs are recognized in the
values as compared with the estimated values provided by associated expense category as incurred.
exterior opinions and interior appraisals, considering state- Because these loans are recognized at fair value, the Firm’s
specific factors. allowance for loan losses and charge-off policies do not
For commercial real estate loans, collateral values are apply to these loans. However, loans at fair value are
generally based on appraisals from internal and external subject to the nonaccrual policies described above.
valuation sources. Collateral values are typically updated
Refer to Note 3 for further information on the Firm’s
every six to twelve months, either by obtaining a new
elections of fair value accounting under the fair value
appraisal or by performing an internal analysis, in
option. Refer to Note 2 and Note 3 for further information
accordance with the Firm’s policies. The Firm also considers
on loans carried at fair value and classified as trading
both borrower- and market-specific factors, which may
assets.
result in obtaining appraisal updates or broker price
opinions at more frequent intervals. PCI loans
PCI loans held-for-investment are initially measured at fair
value. PCI loans have evidence of credit deterioration since
the loan’s origination date and therefore it is probable, at
acquisition, that all contractually required payments will not
be collected. Because PCI loans are initially measured at fair
value, which includes an estimate of future credit losses, no
allowance for loan losses related to PCI loans is recorded at
the acquisition date. Refer to page 231 of this Note for
information on accounting for PCI loans subsequent to their
acquisition.
Loan portfolio
The Firm’s loan portfolio is divided into three portfolio segments, which are the same segments used by the Firm to determine
the allowance for loan losses: Consumer, excluding credit card; Credit card; and Wholesale. Within each portfolio segment the
Firm monitors and assesses the credit risk in the following classes of loans, based on the risk characteristics of each loan class.
(a) Includes loans held in CCB, prime mortgage and home equity loans held in AWM and prime mortgage loans held in Corporate.
(b) Predominantly includes prime (including option ARMs) and subprime loans.
(c) Includes senior and junior lien home equity loans.
(d) Includes certain business banking and auto dealer risk-rated loans that apply the wholesale methodology for determining the allowance for loan losses;
these loans are managed by CCB, and therefore, for consistency in presentation, are included with the other consumer loan classes.
(e) Predominantly includes Business Banking loans.
(f) Includes loans held in CIB, CB, AWM and Corporate. Excludes prime mortgage and home equity loans held in AWM and prime mortgage loans held in
Corporate. Classes are internally defined and may not align with regulatory definitions.
(g) Includes loans to: individuals and individual entities (predominantly consists of Wealth Management clients within AWM and includes exposure to personal
investment companies and personal and testamentary trusts), SPEs and Private education and civic organizations. For more information on SPEs, refer to
Note 14.
The following tables summarize the Firm’s loan balances by portfolio segment.
December 31, 2018
Consumer, excluding
(in millions) credit card Credit card(a) Wholesale Total
Retained $ 373,637 $ 156,616 $ 439,162 $ 969,415 (b)
(a) Includes accrued interest and fees net of an allowance for the uncollectible portion of accrued interest and fee income.
(b) Loans (other than PCI loans and those for which the fair value option has been elected) are presented net of unamortized discounts and premiums and net
deferred loan fees or costs. These amounts were not material as of December 31, 2018 and 2017.
2017
Year ended December 31, Consumer, excluding
(in millions) credit card Credit card Wholesale Total
Purchases $ 3,461 (a)(b)
$ — $ 1,799 $ 5,260
Sales 3,405 — 11,063 14,468
(c)
Retained loans reclassified to held-for-sale 6,340 — 1,229 7,569
2016
Year ended December 31, Consumer, excluding
(in millions) credit card Credit card Wholesale Total
Purchases $ 4,116 (a)(b)
$ — $ 1,448 $ 5,564
Sales 6,368 — 8,739 15,107
Retained loans reclassified to held-for-sale 321 — 2,381 2,702
(a) Purchases predominantly represent the Firm’s voluntary repurchase of certain delinquent loans from loan pools as permitted by Government National
Mortgage Association (“Ginnie Mae”) guidelines. The Firm typically elects to repurchase these delinquent loans as it continues to service them and/or
manage the foreclosure process in accordance with applicable requirements of Ginnie Mae, FHA, RHS, and/or VA.
(b) Excludes purchases of retained loans sourced through the correspondent origination channel and underwritten in accordance with the Firm’s standards.
Such purchases were $18.6 billion, $23.5 billion and $30.4 billion for the years ended December 31, 2018, 2017 and 2016, respectively.
(c) Includes the Firm’s student loan portfolio which was sold in 2017.
(a) Individual delinquency classifications include mortgage loans insured by U.S. government agencies as follows: current included $2.8 billion and $2.4 billion; 30–149
days past due included $2.1 billion and $3.2 billion; and 150 or more days past due included $2.0 billion and $2.9 billion at December 31, 2018 and 2017,
respectively.
(b) At December 31, 2018 and 2017, residential mortgage loans excluded mortgage loans insured by U.S. government agencies of $4.1 billion and $6.1 billion,
respectively, that are 30 or more days past due. These amounts have been excluded based upon the government guarantee.
(c) These balances, which are 90 days or more past due, were excluded from nonaccrual loans as the loans are guaranteed by U.S government agencies. Typically the
principal balance of the loans is insured and interest is guaranteed at a specified reimbursement rate subject to meeting agreed-upon servicing guidelines. At
December 31, 2018 and 2017, these balances included $999 million and $1.5 billion, respectively, of loans that are no longer accruing interest based on the
agreed-upon servicing guidelines. For the remaining balance, interest is being accrued at the guaranteed reimbursement rate. There were no loans that were not
guaranteed by U.S. government agencies that are 90 or more days past due and still accruing interest at December 31, 2018 and 2017.
(d) Represents the aggregate unpaid principal balance of loans divided by the estimated current property value. Current property values are estimated, at a minimum,
quarterly, based on home valuation models using nationally recognized home price index valuation estimates incorporating actual data to the extent available and
forecasted data where actual data is not available. These property values do not represent actual appraised loan level collateral values; as such, the resulting ratios
are necessarily imprecise and should be viewed as estimates. Current estimated combined LTV for junior lien home equity loans considers all available lien positions,
as well as unused lines, related to the property.
(e) Refreshed FICO scores represent each borrower’s most recent credit score, which is obtained by the Firm on at least a quarterly basis.
(f) The geographic regions presented in the table are ordered based on the magnitude of the corresponding loan balances at December 31, 2018.
(g) At December 31, 2018 and 2017, included mortgage loans insured by U.S. government agencies of $6.9 billion and $8.5 billion, respectively. These amounts have
been excluded from the geographic regions presented based upon the government guarantee.
Approximately 37% of the home equity portfolio are senior lien loans; the remaining balance are junior lien HELOANs or
HELOCs. The following table provides the Firm’s delinquency statistics for junior lien home equity loans and lines as of
December 31, 2018 and 2017.
(a) These HELOCs are predominantly revolving loans for a 10-year period, after which time the HELOC converts to a loan with a 20-year amortization period,
but also include HELOCs that allow interest-only payments beyond the revolving period.
(b) The Firm manages the risk of HELOCs during their revolving period by closing or reducing the undrawn line to the extent permitted by law when borrowers
are experiencing financial difficulty.
HELOCs beyond the revolving period and HELOANs have higher delinquency rates than HELOCs within the revolving period.
That is primarily because the fully-amortizing payment that is generally required for those products is higher than the
minimum payment options available for HELOCs within the revolving period. The higher delinquency rates associated with
amortizing HELOCs and HELOANs are factored into the Firm’s allowance for loan losses.
Impaired loans
The table below provides information about the Firm’s residential real estate impaired loans, excluding PCI loans. These loans
are considered to be impaired as they have been modified in a TDR. All impaired loans are evaluated for an asset-specific
allowance as described in Note 13.
Total residential real estate
Residential mortgage Home equity – excluding PCI
December 31,
(in millions) 2018 2017 2018 2017 2018 2017
Impaired loans
With an allowance $ 3,381 $ 4,407 $ 1,142 $ 1,236 $ 4,523 $ 5,643
Without an allowance(a) 1,184 1,213 870 882 2,054 2,095
Total impaired loans(b)(c) $ 4,565 $ 5,620 $ 2,012 $ 2,118 $ 6,577 $ 7,738
Allowance for loan losses related to impaired loans $ 88 $ 62 $ 45 $ 111 $ 133 $ 173
Unpaid principal balance of impaired loans(d) 6,207 7,741 3,466 3,701 9,673 11,442
Impaired loans on nonaccrual status(e) 1,459 1,743 955 1,032 2,414 2,775
(a) Represents collateral-dependent residential real estate loans that are charged off to the fair value of the underlying collateral less costs to sell. The Firm
reports, in accordance with regulatory guidance, residential real estate loans that have been discharged under Chapter 7 bankruptcy and not reaffirmed
by the borrower (“Chapter 7 loans”) as collateral-dependent nonaccrual TDRs, regardless of their delinquency status. At December 31, 2018, Chapter 7
residential real estate loans included approximately 13% of residential mortgages and approximately 9% of home equity that were 30 days or more past
due.
(b) At December 31, 2018 and 2017, $4.1 billion and $3.8 billion, respectively, of loans modified subsequent to repurchase from Ginnie Mae in accordance
with the standards of the appropriate government agency (i.e., FHA, VA, RHS) are not included in the table above. When such loans perform subsequent to
modification in accordance with Ginnie Mae guidelines, they are generally sold back into Ginnie Mae loan pools. Modified loans that do not re-perform
become subject to foreclosure.
(c) Predominantly all residential real estate impaired loans, excluding PCI loans, are in the U.S.
(d) Represents the contractual amount of principal owed at December 31, 2018 and 2017. The unpaid principal balance differs from the impaired loan
balances due to various factors including charge-offs, net deferred loan fees or costs, and unamortized discounts or premiums on purchased loans.
(e) As of December 31, 2018 and 2017, nonaccrual loans included $2.0 billion and $2.2 billion, respectively, of TDRs for which the borrowers were less than
90 days past due. For additional information about loans modified in a TDR that are on nonaccrual status, refer to the Loan accounting framework on
pages 219-221 of this Note.
(a) Generally, interest income on loans modified in TDRs is recognized on a cash basis until the borrower has made a minimum of six payments under the new
terms, unless the loan is deemed to be collateral-dependent.
Loan modifications
Modifications of residential real estate loans, excluding PCI The following table presents new TDRs reported by the
loans, are generally accounted for and reported as TDRs. Firm.
There were no additional commitments to lend to
Year ended December 31,
borrowers whose residential real estate loans, excluding PCI (in millions) 2018 2017 2016
loans, have been modified in TDRs. Residential mortgage $ 401 $ 373 $ 254
Home equity 286 321 385
Total residential real estate – excluding PCI $ 687 $ 694 $ 639
(a) Represents concessions granted in permanent modifications as a percentage of the number of loans permanently modified. The sum of the percentages
exceeds 100% because predominantly all of the modifications include more than one type of concession. Concessions offered on trial modifications are
generally consistent with those granted on permanent modifications.
(b) Includes variable interest rate to fixed interest rate modifications for the years ended December 31, 2018, 2017 and 2016. Also includes forbearances
that meet the definition of a TDR for the year ended December 31, 2018. Forbearances suspend or reduce monthly payments for a specific period of time
to address a temporary hardship.
At December 31, 2018, the weighted-average estimated Active and suspended foreclosure
remaining lives of residential real estate loans, excluding At December 31, 2018 and 2017, the Firm had non-PCI
PCI loans, permanently modified in TDRs were 9 years for residential real estate loans, excluding those insured by U.S.
residential mortgage and 8 years for home equity. The government agencies, with a carrying value of $653 million
estimated remaining lives of these loans reflect estimated and $787 million, respectively, that were not included in
prepayments, both voluntary and involuntary (i.e., REO, but were in the process of active or suspended
foreclosures and other forced liquidations). foreclosure.
(a) There were no loans that were 90 or more days past due and still accruing interest at December 31, 2018 and December 31, 2017.
(b) The geographic regions presented in the table are ordered based on the magnitude of the corresponding loan balances at December 31, 2018.
(c) For risk-rated business banking and auto loans, the primary credit quality indicator is the risk rating of the loan, including whether the loans are
considered to be criticized and/or nonaccrual.
(a) Carrying value includes the effect of fair value adjustments that were applied to the consumer PCI portfolio at the date of acquisition.
(b) Represents the aggregate unpaid principal balance of loans divided by the estimated current property value. Current property values are estimated, at a
minimum, quarterly, based on home valuation models using nationally recognized home price index valuation estimates incorporating actual data to the
extent available and forecasted data where actual data is not available. These property values do not represent actual appraised loan level collateral
values; as such, the resulting ratios are necessarily imprecise and should be viewed as estimates. Current estimated combined LTV for junior lien home
equity loans considers all available lien positions, as well as unused lines, related to the property.
(c) Refreshed FICO scores represent each borrower’s most recent credit score, which is obtained by the Firm on at least a quarterly basis.
(d) The geographic regions presented in the table are ordered based on the magnitude of the corresponding loan balances at December 31, 2018.
(a) In general, these HELOCs are revolving loans for a 10-year period, after which time the HELOC converts to an interest-only loan with a balloon payment at
the end of the loan’s term. Substantially all HELOCs are beyond the revolving period.
(b) Includes loans modified into fixed rate amortizing loans.
The table below presents the accretable yield activity for the Firm’s PCI consumer loans for the years ended December 31,
2018, 2017 and 2016, and represents the Firm’s estimate of gross interest income expected to be earned over the remaining
life of the PCI loan portfolios. The table excludes the cost to fund the PCI portfolios, and therefore the accretable yield does not
represent net interest income expected to be earned on these portfolios.
Total PCI
Year ended December 31,
(in millions, except ratios) 2018 2017 2016
Beginning balance $ 11,159 $ 11,768 $ 13,491
Accretion into interest income (1,249) (1,396) (1,555)
Changes in interest rates on variable-rate loans (109) 503 260
Other changes in expected cash flows(a) (1,379) 284 (428)
Balance at December 31 $ 8,422 $ 11,159 $ 11,768
Accretable yield percentage 4.92% 4.53% 4.35%
(a) Other changes in expected cash flows may vary from period to period as the Firm continues to refine its cash flow model, for example cash flows expected
to be collected due to the impact of modifications and changes in prepayment assumptions.
a) The geographic regions presented in the table are ordered based on the
magnitude of the corresponding loan balances at December 31, 2018.
Net charge-offs/
(recoveries) $ 165 $ 117 $ (20) $ (4) $ — $ 6 $ — $ 5 $ 10 $ (5) $ 155 $ 119
% of net
charge-offs/
(recoveries) to
end-of-period
retained loans 0.13% 0.10% (0.02)% —% —% 0.01% —% 0.03% 0.01% —% 0.04% 0.03%
Loan
delinquency(b)
Current and less
than 30 days
past due and
still accruing $128,678 $118,288 $115,533 $ 113,258 $ 47,622 $ 40,042 $ 14,165 $ 15,493 $130,918 $112,559 $ 436,916 $ 399,640
30–89 days past
due and still
accruing 109 216 67 242 12 15 18 12 702 898 908 1,383
90 or more days
past due and
still accruing(c) 168 108 3 12 10 15 4 4 3 2 188 141
Criticized
nonaccrual 851 1,357 134 136 4 2 — — 161 239 1,150 1,734
Total retained
loans $129,806 $119,969 $115,737 $ 113,648 $ 47,648 $ 40,074 $ 14,187 $ 15,509 $131,784 $113,698 $ 439,162 $ 402,898
(a) The U.S. and non-U.S. distribution is determined based predominantly on the domicile of the borrower.
(b) The credit quality of wholesale loans is assessed primarily through ongoing review and monitoring of an obligor’s ability to meet contractual obligations
rather than relying on the past due status, which is generally a lagging indicator of credit quality.
(c) Represents loans that are considered well-collateralized and therefore still accruing interest.
(d) Other includes individuals and individual entities (predominantly consists of Wealth Management clients within AWM and includes exposure to personal
investment companies and personal and testamentary trusts), SPEs and Private education and civic organizations. For more information on SPEs, refer to
Note 14.
The following table presents additional information on the real estate class of loans within the Wholesale portfolio for the
periods indicated. Exposure consists primarily of secured commercial loans, of which multifamily is the largest segment.
Multifamily lending finances acquisition, leasing and construction of apartment buildings, and includes exposure to real
estate investment trusts (“REITs”). Other commercial lending largely includes financing for acquisition, leasing and
construction, largely for office, retail and industrial real estate, and includes exposure to REITs. Included in real estate loans is
$10.5 billion and $10.8 billion as of December 31, 2018 and 2017, respectively, of construction and development exposure
consisting of loans originally purposed for construction and development, general purpose loans for builders, as well as loans
for land subdivision and pre-development.
Multifamily Other Commercial Total real estate loans
December 31,
(in millions, except ratios) 2018 2017 2018 2017 2018 2017
Real estate retained loans $ 79,184 $ 77,597 $ 36,553 $ 36,051 $ 115,737 $ 113,648
Criticized exposure 388 491 366 355 754 846
% of total criticized exposure to total real estate retained loans 0.49% 0.63% 1.00% 0.98% 0.65% 0.74%
Criticized nonaccrual $ 57 $ 44 $ 77 $ 92 $ 134 $ 136
% of criticized nonaccrual loans to total real estate retained loans 0.07% 0.06% 0.21% 0.26% 0.12% 0.12%
(a) When the discounted cash flows, collateral value or market price equals or exceeds the recorded investment in the loan, the loan does not require an
allowance. This typically occurs when the impaired loans have been partially charged-off and/or there have been interest payments received and applied
to the loan balance.
(b) Represents the contractual amount of principal owed at December 31, 2018 and 2017. The unpaid principal balance differs from the impaired loan
balances due to various factors, including charge-offs; interest payments received and applied to the carrying value; net deferred loan fees or costs; and
unamortized discount or premiums on purchased loans.
(c) Based upon the domicile of the borrower, largely consists of loans in the U.S.
The following table presents the Firm’s average impaired Certain loan modifications are considered to be TDRs as
retained loans for the years ended 2018, 2017 and 2016. they provide various concessions to borrowers who are
experiencing financial difficulty. All TDRs are reported as
Year ended December 31, (in millions) 2018 2017(b) 2016 impaired loans in the tables above. TDRs were $576 million
Commercial and industrial $ 1,027 $ 1,256 $ 1,480 and $614 million as of December 31, 2018 and 2017,
Real estate 133 165 217 respectively. The impact of these modifications, as well as
Financial institutions 57 48 13
new TDRs, were not material to the Firm for the years
Governments & Agencies — — —
ended December 31, 2018, 2017 and 2016.
Other 199 241 213
Total(a) $ 1,416 $ 1,710 $ 1,923
(a) The related interest income on accruing impaired loans and interest
income recognized on a cash basis were not material for the years
ended December 31, 2018, 2017 and 2016.
(b) The prior period amounts have been revised to conform with the
current period presentation.
Formula-based component - Wholesale loans and lending- considered when estimating these adjustments. Factors
related commitments related to concentrated and deteriorating industries also
The Firm’s methodology for determining the allowance for are incorporated where relevant. These estimates are based
loan losses and the allowance for lending-related on management’s view of uncertainties that relate to
commitments involves the early identification of credits that current macroeconomic conditions, quality of underwriting
are deteriorating. The formula-based component of the standards and other relevant internal and external factors
allowance for wholesale loans and lending-related affecting the credit quality of the current portfolio.
commitments is calculated by applying statistical credit loss
Asset-specific component
factors (estimated PD and LGD) to the recorded investment
The asset-specific component of the allowance relates to
balances or loan-equivalent over a loss emergence period to
loans considered to be impaired, which includes loans that
arrive at an estimate of incurred credit losses in the
have been modified in TDRs as well as risk-rated loans that
portfolio. Estimated loss emergence periods may vary by
have been placed on nonaccrual status. To determine the
the funded versus unfunded status of the instrument and
asset-specific component of the allowance, larger risk-rated
may change over time.
loans (primarily loans in the wholesale portfolio segment)
The Firm assesses the credit quality of a borrower or are evaluated individually, while smaller loans (both risk-
counterparty and assigns a risk rating. Risk ratings are rated and scored) are evaluated as pools using historical
assigned at origination or acquisition, and if necessary, loss experience for the respective class of assets.
adjusted for changes in credit quality over the life of the
The Firm generally measures the asset-specific allowance as
exposure. In assessing the risk rating of a particular loan or
the difference between the recorded investment in the loan
lending-related commitment, among the factors considered
and the present value of the cash flows expected to be
are the obligor’s debt capacity and financial flexibility, the
collected, discounted at the loan’s original effective interest
level of the obligor’s earnings, the amount and sources for
rate. Subsequent changes in impairment are reported as an
repayment, the level and nature of contingencies,
adjustment to the allowance for loan losses. In certain
management strength, and the industry and geography in
cases, the asset-specific allowance is determined using an
which the obligor operates. These factors are based on an
observable market price, and the allowance is measured as
evaluation of historical and current information and involve
the difference between the recorded investment in the loan
subjective assessment and interpretation. Determining risk
and the loan’s fair value. Collateral-dependent loans are
ratings involves significant judgment; emphasizing one
charged down to the fair value of collateral less costs to
factor over another or considering additional factors could
sell. For any of these impaired loans, the amount of the
affect the risk rating assigned by the Firm.
asset-specific allowance required to be recorded, if any, is
A PD estimate is determined based on the Firm’s history of dependent upon the recorded investment in the loan
defaults over more than one credit cycle. (including prior charge-offs), and either the expected cash
flows or fair value of collateral. Refer to Note 12 for more
LGD estimate is a judgment-based estimate assigned to
information about charge-offs and collateral-dependent
each loan or lending-related commitment. The estimate
loans.
represents the amount of economic loss if the obligor were
to default. The type of obligor, quality of collateral, and the The asset-specific component of the allowance for impaired
seniority of the Firm’s lending exposure in the obligor’s loans that have been modified in TDRs (including forgone
capital structure affect LGD. interest, principal forgiveness, as well as other concessions)
incorporates the effect of the modification on the loan’s
The Firm applies judgment in estimating PD, LGD, loss
expected cash flows, which considers the potential for
emergence period and loan-equivalent used in calculating
redefault. For residential real estate loans modified in TDRs,
the allowance for credit losses. Estimates of PD, LGD, loss
the Firm develops product-specific probability of default
emergence period and loan-equivalent used are subject to
estimates, which are applied at a loan level to compute
periodic refinement based on any changes to underlying
expected losses. In developing these probabilities of
external or Firm-specific historical data. Changes to the
default, the Firm considers the relationship between the
time period used for PD and LGD estimates could also affect
credit quality characteristics of the underlying loans and
the allowance for credit losses. The use of different inputs,
certain assumptions about home prices and unemployment,
estimates or methodologies could change the amount of the
based upon industry-wide data. The Firm also considers its
allowance for credit losses determined appropriate by the
own historical loss experience to-date based on actual
Firm.
redefaulted modified loans. For credit card loans modified
In addition to the statistical credit loss estimates applied to in TDRs, expected losses incorporate projected redefaults
the wholesale portfolio, management applies its judgment based on the Firm’s historical experience by type of
to adjust the statistical estimates for wholesale loans and modification program. For wholesale loans modified in
lending-related commitments, taking into consideration TDRs, expected losses incorporate management’s
model imprecision, external factors and economic events expectation of the borrower’s ability to repay under the
that have occurred but are not yet reflected in the loss modified terms.
factors. Historical experience of both LGD and PD are
240 JPMorgan Chase & Co./2018 Form 10-K
Estimating the timing and amounts of future cash flows is PCI loans
highly judgmental as these cash flow projections rely upon In connection with the acquisition of certain PCI loans,
estimates such as loss severities, asset valuations, default which are accounted for as described in Note 12, the
rates (including redefault rates on modified loans), the allowance for loan losses for the PCI portfolio is based on
amounts and timing of interest or principal payments quarterly estimates of the amount of principal and interest
(including any expected prepayments) or other factors that cash flows expected to be collected over the estimated
are reflective of current and expected market conditions. remaining lives of the loans.
These estimates are, in turn, dependent on factors such as
These cash flow projections are based on estimates
the duration of current overall economic conditions,
regarding default rates (including redefault rates on
industry-, portfolio-, or borrower-specific factors, the
modified loans), loss severities, the amounts and timing of
expected outcome of insolvency proceedings as well as, in
prepayments and other factors that are reflective of current
certain circumstances, other economic factors, including
and expected future market conditions. These estimates are
the level of future home prices. All of these estimates and
dependent on assumptions regarding the level of future
assumptions require significant management judgment and
home prices, and the duration of current overall economic
certain assumptions are highly subjective.
conditions, among other factors. These estimates and
assumptions require significant management judgment and
certain assumptions are highly subjective.
$ 246 $ 383 (c) $ 461 $ 1,090 $ 308 $ 358 (c) $ 342 $ 1,008
2,108 4,501 3,680 10,289 2,579 3,676 4,202 10,457
2,225 — — 2,225 2,311 — — 2,311
$ 4,579 $ 4,884 $ 4,141 $ 13,604 $ 5,198 $ 4,034 $ 4,544 $ 13,776
$ 64 $ — $ 31 $ 95 $ 98 $ — $ 7 $ 105
2,133 — 233 2,366 2,391 — 300 2,691
The Firm’s other business segments are also involved with VIEs (both third-party and Firm-sponsored), but to a lesser extent,
as follows:
• Asset & Wealth Management: AWM sponsors and manages certain funds that are deemed VIEs. As asset manager of the
funds, AWM earns a fee based on assets managed; the fee varies with each fund’s investment objective and is competitively
priced. For fund entities that qualify as VIEs, AWM’s interests are, in certain cases, considered to be significant variable
interests that result in consolidation of the financial results of these entities.
• Commercial Banking: CB provides financing and lending-related services to a wide spectrum of clients, including certain
third-party-sponsored entities that may meet the definition of a VIE. CB does not control the activities of these entities and
does not consolidate these entities. CB’s maximum loss exposure, regardless of whether the entity is a VIE, is generally
limited to loans and lending-related commitments which are reported and disclosed in the same manner as any other third-
party transaction.
• Corporate: Corporate is involved with entities that may meet the definition of VIEs; however these entities are generally
subject to specialized investment company accounting, which does not require the consolidation of investments, including
VIEs. In addition, Treasury and CIO invest in securities generally issued by third parties which may meet the definition of
VIEs (e.g., issuers of asset-backed securities). In general, the Firm does not have the power to direct the significant
activities of these entities and therefore does not consolidate these entities. Refer to Note 10 for further information on the
Firm’s investment securities portfolio.
In addition, CIB also invests in and provides financing and other services to VIEs sponsored by third parties. Refer to page 249
of this Note for more information on the VIEs sponsored by third parties.
Significant Firm-sponsored variable interest entities
Credit card securitizations losses and gives the Firm the right to receive certain
CCB’s Card business securitizes originated credit card loans, benefits from these VIEs that could potentially be
primarily through the Chase Issuance Trust (the “Trust”). significant.
The Firm’s continuing involvement in credit card
The underlying securitized credit card receivables and other
securitizations includes servicing the receivables, retaining
assets of the securitization trusts are available only for
an undivided seller’s interest in the receivables, retaining
payment of the beneficial interests issued by the
certain senior and subordinated securities and maintaining
securitization trusts; they are not available to pay the Firm’s
escrow accounts.
other obligations or the claims of the Firm’s creditors.
The Firm is considered to be the primary beneficiary of
The agreements with the credit card securitization trusts
these Firm-sponsored credit card securitization trusts based
require the Firm to maintain a minimum undivided interest
on the Firm’s ability to direct the activities of these VIEs
in the credit card trusts (generally 5%). As of December 31,
through its servicing responsibilities and other duties,
2018 and 2017, the Firm held undivided interests in Firm-
including making decisions as to the receivables that are
sponsored credit card securitization trusts of $15.1 billion
transferred into those trusts and as to any related
and $15.8 billion, respectively. The Firm maintained an
modifications and workouts. Additionally, the nature and
average undivided interest in principal receivables owned
extent of the Firm’s other continuing involvement with the
by those trusts of approximately 37% and 26% for the
trusts, as indicated above, obligates the Firm to absorb
years ended December 31, 2018 and 2017. The Firm did
The following table presents the total unpaid principal amount of assets held in Firm-sponsored private-label securitization
entities, including those in which the Firm has continuing involvement, and those that are consolidated by the Firm. Continuing
involvement includes servicing the loans, holding senior interests or subordinated interests (including amounts required to be
held pursuant to credit risk retention rules), recourse or guarantee arrangements, and derivative contracts. In certain
instances, the Firm’s only continuing involvement is servicing the loans. Refer to Securitization activity on page 250 of this
Note for further information regarding the Firm’s cash flows associated with and interests retained in nonconsolidated VIEs,
and pages 250-251 of this Note for information on the Firm’s loan sales to U.S. government agencies.
(a) Excludes U.S. government agency securitizations and re-securitizations, which are not Firm-sponsored. Refer to pages 250-251 of this Note for
information on the Firm’s loan sales to U.S. government agencies.
(b) Consists of securities backed by commercial loans (predominantly real estate) and non-mortgage-related consumer receivables purchased from third
parties.
(c) Excludes the following: retained servicing (refer to Note 15 for a discussion of MSRs); securities retained from loan sales to U.S. government agencies;
interest rate and foreign exchange derivatives primarily used to manage interest rate and foreign exchange risks of securitization entities (refer to Note 5
for further information on derivatives); senior and subordinated securities of $87 million and $28 million, respectively, at December 31, 2018, and $88
million and $48 million, respectively, at December 31, 2017, which the Firm purchased in connection with CIB’s secondary market-making activities.
(d) Includes interests held in re-securitization transactions.
(e) As of December 31, 2018 and 2017, 60% and 61%, respectively, of the Firm’s retained securitization interests, which are predominantly carried at fair
value and include amounts required to be held pursuant to credit risk retention rules, were risk-rated “A” or better, on an S&P-equivalent basis. The
retained interests in prime residential mortgages consisted of $1.3 billion of investment-grade for both periods, and $16 million and $48 million of
noninvestment-grade at December 31, 2018 and 2017, respectively. The retained interests in commercial and other securitizations trusts consisted of
$1.2 billion and $1.6 billion of investment-grade and $623 million and $412 million of noninvestment-grade retained interests at December 31, 2018
and 2017, respectively.
but is not obligated to, make markets in floaters. Floaters Holders of the floaters may “put,” or tender, their floaters
held by the Firm were not material during 2018 and 2017. to the TOB trust. If the remarketing agent cannot
successfully remarket the floaters to another investor, the
JPMorgan Chase Bank, N.A. or J.P. Morgan Securities LLC
liquidity provider either provides a loan to the TOB trust for
often serves as the sole liquidity or tender option provider
the TOB trust’s purchase of the floaters, or it directly
for the TOB trusts. The liquidity provider’s obligation to
purchases the tendered floaters.
perform is conditional and is limited by certain events
(“Termination Events”), which include bankruptcy or failure TOB trusts are considered to be variable interest entities.
to pay by the municipal bond issuer or credit enhancement The Firm consolidates Non-Customer TOB trusts because as
provider, an event of taxability on the municipal bonds or the Residual holder, the Firm has the right to make
the immediate downgrade of the municipal bond to below decisions that significantly impact the economic
investment grade. In addition, the liquidity provider’s performance of the municipal bond vehicle, and it has the
exposure is typically further limited by the high credit right to receive benefits and bear losses that could
quality of the underlying municipal bonds, the excess potentially be significant to the municipal bond vehicle.
collateralization in the vehicle, or, in certain transactions,
the reimbursement agreements with the Residual holders.
Assets Liabilities
Beneficial
Trading Total interests in Total
December 31, 2017 (in millions) assets Loans Other(b) assets(c) VIE assets(d) Other(e) liabilities
VIE program type
Firm-sponsored credit card trusts $ — $ 41,923 $ 652 $ 42,575 $ 21,278 $ 16 $ 21,294
Firm-administered multi-seller conduits — 23,411 48 23,459 3,045 28 3,073
Municipal bond vehicles 1,278 — 3 1,281 1,265 2 1,267
Mortgage securitization entities(a) 66 3,661 55 3,782 359 199 558
Other 105 — 1,916 2,021 134 104 238
Total $ 1,449 $ 68,995 $ 2,674 $ 73,118 $ 26,081 $ 349 $ 26,430
(a) Includes residential and commercial mortgage securitizations.
(b) Includes assets classified as cash and other assets on the Consolidated balance sheets.
(c) The assets of the consolidated VIEs included in the program types above are used to settle the liabilities of those entities. The assets and liabilities include
third-party assets and liabilities of consolidated VIEs and exclude intercompany balances that eliminate in consolidation.
(d) The interest-bearing beneficial interest liabilities issued by consolidated VIEs are classified in the line item on the Consolidated balance sheets titled,
“Beneficial interests issued by consolidated variable interest entities.” The holders of these beneficial interests generally do not have recourse to the
general credit of JPMorgan Chase. Included in beneficial interests in VIE assets are long-term beneficial interests of $13.7 billion and $21.8 billion at
December 31, 2018 and 2017, respectively. For additional information on interest-bearing long-term beneficial interests, refer to Note 19.
(e) Includes liabilities classified as accounts payable and other liabilities on the Consolidated balance sheets.
Securitization activity
The following table provides information related to the Firm’s securitization activities for the years ended December 31, 2018,
2017 and 2016, related to assets held in Firm-sponsored securitization entities that were not consolidated by the Firm, and
where sale accounting was achieved at the time of the securitization.
2018 2017 2016
Year ended December 31, Residential Commercial Residential Commercial Residential Commercial
(in millions) mortgage(f) and other(g) mortgage(f) and other(g) mortgage(f) and other(g)
Principal securitized $ 6,431 $ 10,159 $ 5,532 $ 10,252 $ 1,817 $ 8,964
All cash flows during the period:(a)
Proceeds received from loan sales as financial
instruments(b)(c) $ 6,449 $ 10,218 $ 5,661 $ 10,340 $ 1,831 $ 9,094
Servicing fees collected(d) 319 2 338 3 477 3
Purchases of previously transferred financial assets (or
the underlying collateral)(e) — — 1 — 37 —
Cash flows received on interests 411 301 463 918 482 1,441
(a) Excludes re-securitization transactions.
(b) Predominantly includes Level 2 assets.
(c) The carrying value of the loans accounted for at fair value approximated the proceeds received upon loan sale.
(d) The prior period amounts have been revised to conform with the current period presentation.
(e) Includes cash paid by the Firm to reacquire assets from nonconsolidated entities – for example, loan repurchases due to representation and warranties and servicer
“clean-up” calls.
(f) Includes prime mortgages only. Excludes certain loan securitization transactions entered into with Ginnie Mae, Fannie Mae and Freddie Mac.
(g) Includes commercial mortgage and other consumer loans.
Key assumptions used to value retained interests originated Loans and excess MSRs sold to U.S. government-
during the year are shown in the table below. sponsored enterprises, loans in securitization
transactions pursuant to Ginnie Mae guidelines, and other
Year ended December 31, 2018 2017 2016 third-party-sponsored securitization entities
Residential mortgage retained interest: In addition to the amounts reported in the securitization
Weighted-average life (in years) 7.6 4.8 4.5 activity tables above, the Firm, in the normal course of
Weighted-average discount rate 3.6% 2.9% 4.2% business, sells originated and purchased mortgage loans
Commercial mortgage retained interest: and certain originated excess MSRs on a nonrecourse basis,
Weighted-average life (in years) 5.3 7.1 6.2 predominantly to U.S. government-sponsored enterprises
Weighted-average discount rate 4.0% 4.4% 5.8% (“U.S. GSEs”). These loans and excess MSRs are sold
primarily for the purpose of securitization by the U.S. GSEs,
who provide certain guarantee provisions (e.g., credit
enhancement of the loans). The Firm also sells loans into
securitization transactions pursuant to Ginnie Mae
guidelines; these loans are typically insured or guaranteed
by another U.S. government agency. The Firm does not
consolidate the securitization vehicles underlying these
transactions as it is not the primary beneficiary. For a
limited number of loan sales, the Firm is obligated to share
a portion of the credit risk associated with the sold loans
with the purchaser. Refer to Note 27 for additional
information about the Firm’s loan sales and securitization-
related indemnifications. Refer to Note 15 for additional
information about the impact of the Firm’s sale of certain
excess MSRs.
(a) Predominantly includes securities from U.S. GSEs and Ginnie Mae that December 31,
are generally sold shortly after receipt. (in millions) 2018 2017
(b) Excludes the value of MSRs retained upon the sale of loans. Loans repurchased or option to repurchase(a) $ 7,021 $ 8,629
(c) Gains/(losses) on loan sales include the value of MSRs. Real estate owned 75 95
(d) The carrying value of the loans accounted for at fair value
approximated the proceeds received upon loan sale. Foreclosed government-guaranteed residential
mortgage loans(b) 361 527
Options to repurchase delinquent loans
(a) Predominantly all of these amounts relate to loans that have been
In addition to the Firm’s obligation to repurchase certain repurchased from Ginnie Mae loan pools.
loans due to material breaches of representations and (b) Relates to voluntary repurchases of loans, which are included in
warranties as discussed in Note 27, the Firm also has the accrued interest and accounts receivable.
option to repurchase delinquent loans that it services for
Ginnie Mae loan pools, as well as for other U.S. government
agencies under certain arrangements. The Firm typically
elects to repurchase delinquent loans from Ginnie Mae loan
pools as it continues to service them and/or manage the
The fair value of MSRs is sensitive to changes in interest those for which the Firm receives fixed-rate interest
rates, including their effect on prepayment speeds. MSRs payments) increase in value when interest rates decline.
typically decrease in value when interest rates decline JPMorgan Chase uses combinations of derivatives and
because declining interest rates tend to increase securities to manage the risk of changes in the fair value of
prepayments and therefore reduce the expected life of the MSRs. The intent is to offset any interest-rate related
net servicing cash flows that comprise the MSR asset. changes in the fair value of MSRs with changes in the fair
Conversely, securities (e.g., mortgage-backed securities), value of the related risk management instruments.
principal-only certificates and certain derivatives (i.e.,
The following table summarizes MSR activity for the years ended December 31, 2018, 2017 and 2016.
As of or for the year ended December 31, (in millions, except where otherwise noted) 2018 2017 2016
Fair value at beginning of period $ 6,030 $ 6,096 $ 6,608
MSR activity:
Originations of MSRs 931 1,103 679
Purchase of MSRs 315 — —
Disposition of MSRs(a) (636) (140) (109)
Net additions 610 963 570
(a) Includes excess MSRs transferred to agency-sponsored trusts in exchange for stripped mortgage backed securities (“SMBS”). In each transaction, a
portion of the SMBS was acquired by third parties at the transaction date; the Firm acquired the remaining balance of those SMBS as trading securities.
(b) Represents both the impact of changes in estimated future prepayments due to changes in market interest rates, and the difference between actual and
expected prepayments.
(c) Represents changes in prepayments other than those attributable to changes in market interest rates.
(d) Represents amounts the Firm pays as the servicer (e.g., scheduled principal and interest, taxes and insurance), which will generally be reimbursed within
a short period of time after the advance from future cash flows from the trust or the underlying loans. The Firm’s credit risk associated with these servicer
advances is minimal because reimbursement of the advances is typically senior to all cash payments to investors. In addition, the Firm maintains the right
to stop payment to investors if the collateral is insufficient to cover the advance. However, certain of these servicer advances may not be recoverable if
they were not made in accordance with applicable rules and agreements.
All other 2 3 1
Mortgage fees and related income $1,254 $ 1,616 $2,491
Note 16 – Premises and equipment Note 18 – Accounts payable and other liabilities
Premises and equipment, including leasehold Accounts payable and other liabilities consist of brokerage
improvements, are carried at cost less accumulated payables, which includes payables to customers, dealers
depreciation and amortization. JPMorgan Chase computes and clearing organizations, and payables from security
depreciation using the straight-line method over the purchases that did not settle; accrued expenses, including
estimated useful life of an asset. For leasehold income tax payables and credit card rewards liability; and
improvements, the Firm uses the straight-line method all other liabilities, including obligations to return securities
computed over the lesser of the remaining term of the received as collateral and litigation reserves.
leased facility or the estimated useful life of the leased
The following table details the components of accounts
asset.
payable and other liabilities.
JPMorgan Chase capitalizes certain costs associated with
the acquisition or development of internal-use software. December 31, (in millions) 2018 2017
Once the software is ready for its intended use, these costs Brokerage payables $ 114,794 $ 102,727
are amortized on a straight-line basis over the software’s Other payables and liabilities(a) 81,916 86,656
expected useful life and reviewed for impairment on an Total accounts payable and other
liabilities $ 196,710 $ 189,383
ongoing basis.
(a) Includes credit card rewards liability of $5.8 billion and $4.9 billion at
December 31, 2018 and 2017, respectively.
Note 17 – Deposits
At December 31, 2018 and 2017, noninterest-bearing and
interest-bearing deposits were as follows.
December 31, (in millions) 2018 2017
U.S. offices
Noninterest-bearing $ 369,505 $ 393,645
Interest-bearing (included $19,691, and
$14,947 at fair value)(a) 831,085 793,618
Total deposits in U.S. offices 1,200,590 1,187,263
Non-U.S. offices
Noninterest-bearing 19,092 15,576
Interest-bearing (included $3,526 and
$6,374 at fair value)(a) 250,984 241,143
Total deposits in non-U.S. offices 270,076 256,719
Total deposits $ 1,470,666 $1,443,982
(a) Includes structured notes classified as deposits for which the fair value
option has been elected. For further discussion, refer to Note 3.
The weighted-average contractual interest rates for total Junior subordinated deferrable interest debentures
long-term debt excluding structured notes accounted for at On September 10, 2018 the Firm’s last remaining issuer of
fair value were 3.28% and 2.87% as of December 31, outstanding trust preferred securities (“issuer trust”) was
2018 and 2017, respectively. In order to modify exposure liquidated, resulting in $475 million of trust preferred
to interest rate and currency exchange rate movements, securities and $15 million of trust common securities
JPMorgan Chase utilizes derivative instruments, primarily originally issued by the issuer trust being cancelled. The
interest rate and cross-currency interest rate swaps, in junior subordinated debentures previously held by the trust
conjunction with some of its debt issuances. The use of issuer were distributed pro rata to the holders of the trust
these instruments modifies the Firm’s interest expense on preferred and trust common securities. The carrying value
the associated debt. The modified weighted-average of the junior subordinated debt was $659 million as of
interest rates for total long-term debt, including the effects December 31, 2018.
of related derivative instruments, were 3.64% and 2.56%
as of December 31, 2018 and 2017, respectively.
JPMorgan Chase & Co. has guaranteed certain long-term
debt of its subsidiaries, including both long-term debt and
structured notes. These guarantees rank on parity with the
Firm’s other unsecured and unsubordinated indebtedness.
The amount of such guaranteed long-term debt and
structured notes was $10.9 billion and $7.9 billion at
December 31, 2018 and 2017, respectively.
The Firm’s unsecured debt does not contain requirements
that would call for an acceleration of payments, maturities
or changes in the structure of the existing debt, provide any
limitations on future borrowings or require additional
collateral, based on unfavorable changes in the Firm’s credit
ratings, financial ratios, earnings or stock price.
Fixed-to-floating-
rate:
Series I LIBOR +
430,375 600,000 4,304 6,000 4/23/2008 3.47% 4/30/2018 4/30/2018 LIBOR + 3.47% $395.00 (d)
(d)
147.34
(d)
148.45
(d)
153.09
Series Q 150,000 150,000 1,500 1,500 4/23/2013 5.150 5/1/2023 5/1/2023 LIBOR + 3.25 257.50
Series R 150,000 150,000 1,500 1,500 7/29/2013 6.000 8/1/2023 8/1/2023 LIBOR + 3.30 300.00
Series S 200,000 200,000 2,000 2,000 1/22/2014 6.750 2/1/2024 2/1/2024 LIBOR + 3.78 337.50
Series U 100,000 100,000 1,000 1,000 3/10/2014 6.125 4/30/2024 4/30/2024 LIBOR + 3.33 306.25
Series V 250,000 250,000 2,500 2,500 6/9/2014 5.000 7/1/2019 7/1/2019 LIBOR + 3.32 250.00
Series X 160,000 160,000 1,600 1,600 9/23/2014 6.100 10/1/2024 10/1/2024 LIBOR + 3.33 305.00
Series Z 200,000 200,000 2,000 2,000 4/21/2015 5.300 5/1/2020 5/1/2020 LIBOR + 3.80 265.00
Series CC 125,750 125,750 1,258 1,258 10/20/2017 4.625 11/1/2022 11/1/2022 LIBOR + 2.58 231.25 (c)
Total preferred
stock 2,606,750 2,606,750 $26,068 $26,068
(a) Represented by depositary shares.
(b) Dividends on fixed-rate preferred stock are payable quarterly. Dividends on fixed-to-floating-rate preferred stock are payable semiannually while at a fixed rate, and payable
quarterly after converting to a floating rate.
(c) Dividend per share is prorated based on the number of days outstanding for the period.
(d) The dividend rate for Series I preferred stock became floating and payable quarterly starting on April 30, 2018; prior to which the dividend rate was fixed at 7.90% or $395.00
per share payable semi annually. The Firm declared a dividend of $147.34, $148.45 and $153.09 per share on outstanding Series I preferred stock on June 15, 2018,
September 14, 2018 and December 14, 2018, respectively.
2017, the Firm redeemed all $1.3 billion of its outstanding
Each series of preferred stock has a liquidation value and
5.50% non-cumulative preferred stock, Series O. Quarterly
redemption price per share of $10,000, plus accrued but
dividend per share for Series O was $137.50 for the years
unpaid dividends.
ended December 31, 2017 and 2016.
On January 24, 2019, the Firm issued $1.85 billion of
Redemption rights
6.00% non-cumulative preferred stock, Series EE, and on
Each series of the Firm’s preferred stock may be redeemed
January 30, 2019, the Firm announced that it will redeem
on any dividend payment date on or after the earliest
all $925 million of its outstanding 6.70% non-cumulative
redemption date for that series. All outstanding preferred
preferred stock, Series T, on March 1, 2019. On September
stock series except Series I may also be redeemed following
21, 2018, the Firm issued $1.7 billion of 5.75% non-
a “capital treatment event,” as described in the terms of
cumulative preferred stock, Series DD. On October 30,
each series. Any redemption of the Firm’s preferred stock is
2018, the Firm redeemed $1.7 billion of its fixed-to-floating
subject to non-objection from the Board of Governors of the
rate non-cumulative perpetual preferred stock, Series I.
Federal Reserve System (the “Federal Reserve”).
On October 20, 2017, the Firm issued $1.3 billion of fixed-
to-floating rate non-cumulative preferred stock, Series CC,
with an initial dividend rate of 4.625%. On December 1,
Unrealized Accumulated
Year ended gains/(losses) Translation DVA on fair value other
December 31, on investment adjustments, Fair value Cash flow Defined benefit pension option elected comprehensive
(in millions) securities net of hedges hedges(c) hedges and OPEB plans liabilities income/(loss)
Balance at
December 31,
2015 $ 2,629 $ (162) NA $ (44) $ (2,231) $ — $ 192
Cumulative effect of
change in
accounting
principle(a) — — NA — — 154 154
Net change (1,105) (2) NA (56) (28) (330) (1,521)
Balance at
December 31,
2016 $ 1,524 $ (164) NA $ (100) $ (2,259) $ (176) $ (1,175)
Net change 640 (306) NA 176 738 (192) 1,056
Balance at
December 31,
2017 $ 2,164 $ (470) $ — $ 76 $ (1,521) $ (368) $ (119)
Cumulative effect of
changes in
accounting
principles:(b)
Premium
amortization on
purchased
callable debt
securities 261 — — — — — 261
Hedge accounting 169 — (54) — — — 115
Reclassification of
certain tax
effects from
AOCI 466 (277) — 16 (414) (79) (288)
Net change (1,858) 20 (107) (201) (373) 1,043 (1,476)
Balance at
December 31,
2018 $ 1,202 $ (727) $ (161) $ (109) $ (2,308) $ 596 $ (1,507)
(a) Effective January 1, 2016, the Firm adopted new accounting guidance related to the recognition and measurement of financial liabilities where the fair
value option has been elected. This guidance requires the portion of the total change in fair value caused by changes in the Firm’s own credit risk (DVA) to
be presented separately in OCI; previously these amounts were recognized in net income.
(b) Represents the adjustment to AOCI as a result of the new accounting standards adopted in the first quarter of 2018. For additional information, refer to
Note 1.
(c) Represents changes in fair value of cross-currency swaps attributable to changes in cross-currency basis spreads, which are excluded from the assessment
of hedge effectiveness and recorded in other comprehensive income. The initial cost of cross-currency basis spreads is recognized in earnings as part of
the accrual of interest on the cross currency swap.
(a) The pre-tax amount is reported in investment securities gains/(losses) in the Consolidated statements of income.
(b) Reclassifications of pre-tax realized gains/(losses) on translation adjustments and related hedges are reported in other income/expense in the
Consolidated statements of income. During the year ended December 31, 2018, the Firm reclassified a net pre-tax loss of $168 million to other expense
related to the liquidation of certain legal entities, $17 million related to net investment hedge losses and $151 million related to cumulative translation
adjustments. During the year ended December 31, 2017, the Firm reclassified a net pre-tax loss of $25 million to other expense related to the liquidation
of a legal entity, $50 million related to net investment hedge gains and $75 million related to cumulative translation adjustments.
(c) Represents changes in fair value of cross-currency swaps attributable to changes in cross-currency basis spreads, which are excluded from the assessment
of hedge effectiveness and recorded in other comprehensive income. The initial cost of cross-currency basis spreads is recognized in earnings as part of
the accrual of interest on the cross-currency swap.
(d) The pre-tax amounts are predominantly recorded in noninterest revenue, net interest income and compensation expense in the Consolidated statements
of income.
(e) The pre-tax amount is reported in other expense in the Consolidated statements of income.
Capital rules under Basel III establish minimum capital Capital ratios
ratios and overall capital adequacy standards for large and CET1 9.0% 6.375% —% 6.5%
internationally active U.S. bank holding companies and Tier 1 10.5 7.875 6.0 8.0
banks, including the Firm and its IDI subsidiaries. Basel III Total 12.5 9.875 10.0 10.0
set forth two comprehensive approaches for calculating Tier 1 leverage 4.0 4.00 5.0 5.0
RWA: a standardized approach (“Basel III Standardized”) SLR 5.0 6.00 — 6.0
and an advanced approach (“Basel III Advanced”). Certain
of the requirements of Basel III were subject to phase-in Note: The table above is as defined by the regulations issued by the Federal
Reserve, OCC and FDIC and to which the Firm and its IDI subsidiaries are
periods that began on January 1, 2014 and continued
subject.
through the end of 2018 (“transitional period”).
(a) Represents the Transitional minimum capital ratios applicable to the
The three components of regulatory capital under the Basel Firm under Basel III at December 31, 2018. At December 31, 2018,
the CET1 minimum capital ratio includes 1.875% resulting from the
III rules are as illustrated below:
phase in of the Firm’s 2.5% capital conservation buffer, and 2.625%
resulting from the phase in of the Firm’s 3.5% GSIB surcharge.
(b) Represents requirements for JPMorgan Chase’s IDI subsidiaries. The
CET1 minimum capital ratio includes 1.875% resulting from the phase
in of the 2.5% capital conservation buffer that is applicable to the IDI
subsidiaries. The IDI subsidiaries are not subject to the GSIB surcharge.
(c) Represents requirements for bank holding companies pursuant to
regulations issued by the Federal Reserve.
(d) Represents requirements for IDI subsidiaries pursuant to regulations
issued under the FDIC Improvement Act.
(e) For the period ended December 31, 2017 the CET1, Tier 1, Total and
Tier 1 leverage minimum capital ratios applicable to the Firm were
7.5%, 9.0%, 11.0% and 4.0% and the CET1, Tier 1, Total and Tier 1
leverage minimum capital ratios applicable to the Firm’s IDI
subsidiaries were 5.75%, 7.25%, 9.25% and 4.0% respectively.
(f) Represents minimum SLR requirement of 3.0%, as well as,
supplementary leverage buffers of 2.0% and 3.0% for BHC and IDI,
respectively.
The following tables present the risk-based and leverage-based capital metrics for JPMorgan Chase and its significant IDI
subsidiaries under both the Basel III Standardized and Basel III Advanced Approaches. As of December 31, 2018 and 2017,
JPMorgan Chase and all of its IDI subsidiaries were well-capitalized and met all capital requirements to which each was subject.
Assets
Risk-weighted 1,528,916 1,348,230 112,513 1,421,205 1,205,539 174,469
Adjusted average(a) 2,589,887 2,189,293 118,036 2,589,887 2,189,293 118,036
Capital ratios(b)
CET1 12.0% 13.9% 21.1% 12.9% 15.5% 13.6%
Tier 1 13.7 13.9 21.1 14.7 15.5 13.6
Total 15.5 14.7 25.4 16.0 15.9 15.6
Tier 1 leverage(c) 8.1 8.6 20.1 8.1 8.6 20.1
Assets
Risk-weighted 1,499,506 1,338,970 (d)
113,108 1,435,825 1,241,916 (d)
190,523
Adjusted average(a) 2,514,270 2,116,031 126,517 2,514,270 2,116,031 126,517
Capital ratios(b)
CET1 12.2% 13.8% 19.1% 12.8% 14.8% (d)
11.3%
Tier 1 13.9 13.8 19.1 14.5 14.8 (d)
11.3
Total 15.9 14.6 (d)
24.5 15.9 15.3 (d)
13.8
Tier 1 leverage(c) 8.3 8.7 17.1 8.3 8.7 17.1
(a) Adjusted average assets, for purposes of calculating the Tier 1 leverage ratio, includes total quarterly average assets adjusted for on-balance sheet assets
that are subject to deduction from Tier 1 capital, predominantly goodwill and other intangible assets.
(b) For each of the risk-based capital ratios, the capital adequacy of the Firm and its IDI subsidiaries is evaluated against the lower of the two ratios as
calculated under Basel III approaches (Standardized or Advanced).
(c) The Tier 1 leverage ratio is not a risk-based measure of capital.
(d) The prior period amounts have been revised to conform with the current period presentation.
(a) Effective January 1, 2018, the SLR was fully phased-in under Basel III. The December 31, 2017 amounts were calculated under the Basel III Transitional
rules.
(a) The ratings scale is based on the Firm’s internal ratings which generally correspond to ratings as defined by S&P and Moody’s.
Securities lending indemnifications The following table summarizes the derivatives qualifying as
Through the Firm’s securities lending program, guarantees as of December 31, 2018 and 2017.
counterparties’ securities, via custodial and non-custodial
arrangements, may be lent to third parties. As part of this December 31, December 31,
(in millions) 2018 2017
program, the Firm provides an indemnification in the
Notional amounts
lending agreements which protects the lender against the
Derivative guarantees $ 55,271 $ 57,174
failure of the borrower to return the lent securities. To
minimize its liability under these indemnification Stable value contracts with
contractually limited exposure 28,637 29,104
agreements, the Firm obtains cash or other highly liquid
collateral with a market value exceeding 100% of the value Maximum exposure of stable
value contracts with
of the securities on loan from the borrower. Collateral is contractually limited exposure 2,963 3,053
marked to market daily to help assure that collateralization
Fair value
is adequate. Additional collateral is called from the
borrower if a shortfall exists, or collateral may be released Derivative payables 367 304
to the borrower in the event of overcollateralization. If a Derivative receivables — —
borrower defaults, the Firm would use the collateral held to
purchase replacement securities in the market or to credit In addition to derivative contracts that meet the
the lending client or counterparty with the cash equivalent characteristics of a guarantee, the Firm is both a purchaser
thereof. and seller of credit protection in the credit derivatives
market. For a further discussion of credit derivatives, refer
Derivatives qualifying as guarantees to Note 5.
The Firm transacts certain derivative contracts that have
the characteristics of a guarantee under U.S. GAAP. These Unsettled securities financing agreements
contracts include written put options that require the Firm In the normal course of business, the Firm enters into resale
to purchase assets upon exercise by the option holder at a and securities borrowed agreements. At settlement, these
specified price by a specified date in the future. The Firm commitments result in the Firm advancing cash to and
may enter into written put option contracts in order to meet receiving securities collateral from the counterparty. The
client needs, or for other trading purposes. The terms of Firm also enters into repurchase and securities loaned
written put options are typically five years or less. agreements. At settlement, these commitments result in the
Firm receiving cash from and providing securities collateral
Derivatives deemed to be guarantees also includes stable
to the counterparty. Such agreements settle at a future
value contracts, commonly referred to as “stable value
date. These agreements generally do not meet the
products”, that require the Firm to make a payment of the
definition of a derivative, and therefore, are not recorded
difference between the market value and the book value of
on the Consolidated balance sheets until settlement date.
a counterparty’s reference portfolio of assets in the event
These agreements predominantly have regular-way
that market value is less than book value and certain other
settlement terms. For a further discussion of securities
conditions have been met. Stable value products are
financing agreements, refer to Note 11.
transacted in order to allow investors to realize investment
returns with less volatility than an unprotected portfolio. Loan sales- and securitization-related indemnifications
These contracts are typically longer-term or may have no Mortgage repurchase liability
stated maturity, but allow the Firm to elect to terminate the In connection with the Firm’s mortgage loan sale and
contract under certain conditions. securitization activities with GSEs the Firm has made
The notional value of derivatives guarantees generally representations and warranties that the loans sold meet
represents the Firm’s maximum exposure. However, certain requirements, and that may require the Firm to
repurchase mortgage loans and/or indemnify the loan
exposure to certain stable value products is contractually
purchaser if such representations and warranties are
limited to a substantially lower percentage of the notional
breached by the Firm. Further, although the Firm’s
amount. securitizations are predominantly nonrecourse, the Firm
The fair value of derivative guarantees reflects the does provide recourse servicing in certain limited cases
probability, in the Firm’s view, of whether the Firm will be where it agrees to share credit risk with the owner of the
required to perform under the contract. The Firm reduces mortgage loans. To the extent that repurchase demands
exposures to these contracts by entering into offsetting that are received relate to loans that the Firm purchased
transactions, or by entering into contracts that hedge the from third parties that remain viable, the Firm typically will
market risk related to the derivative guarantees. have the right to seek a recovery of related repurchase
losses from the third party. Generally, the maximum amount
of future payments the Firm would be required to make for
breaches of these representations and warranties would be
equal to the unpaid principal balance of such loans that are
deemed to have defects that were sold to purchasers
(including securitization-related SPEs) plus, in certain
circumstances, accrued interest on such loans and certain
expenses.
their obligations under the clearing agreement. In the event Sponsored Member Repo Program
of nonperformance by a client, the Firm would close out the In 2018 the Firm commenced the sponsored member repo
client’s positions and access available margin. The CCP program, wherein the Firm acts as a sponsoring member to
would utilize any margin it holds to make itself whole, with clear eligible overnight resale and repurchase agreements
any remaining shortfalls required to be paid by the Firm as through the Government Securities Division of the Fixed
a clearing member. Income Clearing Corporation (“FICC”) on behalf of clients
The Firm reflects its exposure to nonperformance risk of the that become sponsored members under the FICC’s rules.
client through the recognition of margin receivables from The Firm also guarantees to the FICC the prompt and full
clients and margin payables to CCPs; the clients’ underlying payment and performance of its sponsored member clients’
securities or derivative contracts are not reflected in the respective obligations under the FICC’s rules. The Firm
Firm’s Consolidated Financial Statements. minimizes its liability under these overnight guarantees by
obtaining a security interest in the cash or high quality
It is difficult to estimate the Firm’s maximum possible
securities collateral that the clients place with the clearing
exposure through its role as a clearing member, as this
house therefore the Firm expects the risk of loss to be
would require an assessment of transactions that clients
remote. The Firm’s maximum possible exposure, without
may execute in the future. However, based upon historical
experience, and the credit risk mitigants available to the taking into consideration the associated collateral, is
Firm, management believes it is unlikely that the Firm will included in the Exchange & clearing house guarantees and
have to make any material payments under these commitments line on page 272. For additional information
arrangements and the risk of loss is expected to be remote. on credit risk mitigation practices on resale agreements and
the types of collateral pledged under repurchase
For information on the derivatives that the Firm executes agreements, refer to Note 11.
for its own account and records in its Consolidated Financial
Statements, refer to Note 5. Guarantees of subsidiaries
In the normal course of business, the Parent Company may
Exchange & Clearing House Memberships provide counterparties with guarantees of certain of the
The Firm is a member of several securities and derivative trading and other obligations of its subsidiaries on a
exchanges and clearing houses, both in the U.S. and other contract-by-contract basis, as negotiated with the Firm’s
countries, and it provides clearing services to its clients. counterparties. The obligations of the subsidiaries are
Membership in some of these organizations requires the included on the Firm’s Consolidated balance sheets or are
Firm to pay a pro rata share of the losses incurred by the reflected as off-balance sheet commitments; therefore, the
organization as a result of the default of another member. Parent Company has not recognized a separate liability for
Such obligations vary with different organizations. These these guarantees. The Firm believes that the occurrence of
obligations may be limited to the amount (or a multiple of any event that would trigger payments by the Parent
the amount) of the Firm’s contribution to the guarantee Company under these guarantees is remote.
fund maintained by a clearing house or exchange as part of
the resources available to cover any losses in the event of a The Parent Company has guaranteed certain long-term debt
member default. Alternatively, these obligations may also and structured notes of its subsidiaries, including JPMorgan
include a pro rata share of the residual losses after applying Chase Financial Company LLC (“JPMFC”), a 100%-owned
the guarantee fund. Additionally, certain clearing houses finance subsidiary. All securities issued by JPMFC are fully
require the Firm as a member to pay a pro rata share of and unconditionally guaranteed by the Parent Company.
losses that may result from the clearing house’s investment These guarantees, which rank on a parity with the Firm’s
of guarantee fund contributions and initial margin, unsecured and unsubordinated indebtedness, are not
unrelated to and independent of the default of another included in the table on page 272 of this Note. For
member. Generally a payment would only be required additional information, refer to Note 19.
should such losses exceed the resources of the clearing
house or exchange that are contractually required to absorb
the losses in the first instance. In certain cases, it is difficult
to estimate the Firm’s maximum possible exposure under
these membership agreements, since this would require an
assessment of future claims that may be made against the
Firm that have not yet occurred. However, based on
historical experience, management expects the risk of loss
to the Firm to be remote. Where the Firm’s maximum
possible exposure can be estimated, the amount is disclosed
in the table on page 272, in the Exchange & clearing house
guarantees and commitments line.
Collateral
The Firm accepts financial assets as collateral that it is
permitted to sell or repledge, deliver or otherwise use. This
collateral is generally obtained under resale and other
securities financing agreements, customer margin loans and
derivative contracts. Collateral is generally used under
repurchase and other securities financing agreements, to
cover short sales and to collateralize derivative contracts and
deposits.
The following table presents the fair value of collateral
accepted.
December 31, (in billions) 2018 2017
Collateral permitted to be sold or repledged,
delivered, or otherwise used $ 1,245.3 $ 968.8
Collateral sold, repledged, delivered or
otherwise used 998.3 771.0
Certain prior period amounts for both collateral and pledged
assets (including the corresponding pledged assets
parenthetical disclosure for trading assets and other assets on
the Consolidated balance sheets) have been revised to
conform with the current period presentation.
JPMorgan Chase & Co./2018 Form 10-K 277
Notes to consolidated financial statements
Note 29 – Litigation
Contingencies
As of December 31, 2018, the Firm and its subsidiaries and Set forth below are descriptions of the Firm’s material legal
affiliates are defendants or putative defendants in proceedings.
numerous legal proceedings, including private, civil
American Depositary Receipts Pre-Release Inquiry. In
litigations and regulatory/government investigations. The
December 2018, JPMorgan Chase Bank, N.A. reached a
litigations range from individual actions involving a single
settlement with the U.S. Securities and Exchange
plaintiff to class action lawsuits with potentially millions of
Commission regarding its inquiry into activity relating to
class members. Investigations involve both formal and
pre-released American Depositary Receipts.
informal proceedings, by both governmental agencies and
self-regulatory organizations. These legal proceedings are Foreign Exchange Investigations and Litigation. The Firm
at varying stages of adjudication, arbitration or previously reported settlements with certain government
investigation, and involve each of the Firm’s lines of authorities relating to its foreign exchange (“FX”) sales and
business and geographies and a wide variety of claims trading activities and controls related to those activities. FX-
(including common law tort and contract claims and related investigations and inquiries by government
statutory antitrust, securities and consumer protection authorities, including competition authorities, are ongoing,
claims), some of which present novel legal theories. and the Firm is cooperating with and working to resolve
those matters. In May 2015, the Firm pleaded guilty to a
The Firm believes the estimate of the aggregate range of
single violation of federal antitrust law. In January 2017,
reasonably possible losses, in excess of reserves
the Firm was sentenced, with judgment entered thereafter
established, for its legal proceedings is from $0 to
and a term of probation ending in January 2020. The
approximately $1.5 billion at December 31, 2018. This
Department of Labor has granted the Firm a five-year
estimated aggregate range of reasonably possible losses
exemption of disqualification that allows the Firm and its
was based upon currently available information for those
affiliates to continue to rely on the Qualified Professional
proceedings in which the Firm believes that an estimate of
Asset Manager exemption under the Employee Retirement
reasonably possible loss can be made. For certain matters,
Income Security Act (“ERISA”) until January 2023. The Firm
the Firm does not believe that such an estimate can be
will need to reapply in due course for a further exemption
made, as of that date. The Firm’s estimate of the aggregate
to cover the remainder of the ten-year disqualification
range of reasonably possible losses involves significant
period. Separately, in February 2017 the South Africa
judgment, given:
Competition Commission referred its FX investigation of the
• the number, variety and varying stages of the Firm and other banks to the South Africa Competition
proceedings, including the fact that many are in Tribunal, which is conducting civil proceedings concerning
preliminary stages, that matter.
• the existence in many such proceedings of multiple The Firm is also one of a number of foreign exchange
defendants, including the Firm, whose share of liability dealers named as defendants in a class action filed in the
(if any) has yet to be determined, United States District Court for the Southern District of New
York by U.S.-based plaintiffs, principally alleging violations
• the numerous yet-unresolved issues in many of the
of federal antitrust laws based on an alleged conspiracy to
proceedings, including issues regarding class
manipulate foreign exchange rates (the “U.S. class action”).
certification and the scope of many of the claims, and
In January 2015, the Firm entered into a settlement
• the attendant uncertainty of the various potential agreement in the U.S. class action. Following this
outcomes of such proceedings, including where the Firm settlement, a number of additional putative class actions
has made assumptions concerning future rulings by the were filed seeking damages for persons who transacted FX
court or other adjudicator, or about the behavior or futures and options on futures (the “exchanged-based
incentives of adverse parties or regulatory authorities, actions”), consumers who purchased foreign currencies at
and those assumptions prove to be incorrect. allegedly inflated rates (the “consumer action”),
participants or beneficiaries of qualified ERISA plans (the
In addition, the outcome of a particular proceeding may be
“ERISA actions”), and purported indirect purchasers of FX
a result which the Firm did not take into account in its
instruments (the “indirect purchaser action”). Since then,
estimate because the Firm had deemed the likelihood of
the Firm has entered into a revised settlement agreement to
that outcome to be remote. Accordingly, the Firm’s estimate
resolve the consolidated U.S. class action, including the
of the aggregate range of reasonably possible losses will
exchange-based actions. The Court granted final approval of
change from time to time, and actual losses may vary
that settlement agreement in August 2018. Certain
significantly.
members of the settlement class filed requests to the Court
to be excluded from the class, and certain of them filed a
complaint against the Firm and a number of other foreign
exchange dealers in November 2018 (the “opt-out action”).
with the European General Court, and that appeal is confirmation of the Plan of Adjustment, and that appeal was
pending. dismissed by the United States Court of Appeals for the
Eleventh Circuit. The appellants have filed a petition seeking
In addition, the Firm has been named as a defendant along
review by the Supreme Court of the United States.
with other banks in a series of individual and putative class
actions related to benchmarks filed in various United States Precious Metals Investigations and Litigation. Various
District Courts, including two putative class actions relating authorities, including the Department of Justice’s Criminal
to U.S. dollar LIBOR during the period that it was Division, are conducting investigations relating to trading
administered by ICE Benchmark Administration. These practices in the precious metals markets and related
actions have been filed, or consolidated for pre-trial conduct. The Firm is responding to and cooperating with
purposes, in the United States District Court for the these investigations. Several putative class action
Southern District of New York. In these actions, plaintiffs complaints have been filed in the United States District
make varying allegations that in various periods, starting in Court for the Southern District of New York against the Firm
2000 or later, defendants either individually or collectively and certain current and former employees, alleging a
manipulated various benchmark rates by submitting rates precious metals futures and options price manipulation
that were artificially low or high. Plaintiffs allege that they scheme in violation of the Commodity Exchange Act. The
transacted in loans, derivatives or other financial Firm is also a defendant in a consolidated action filed in the
instruments whose values are affected by changes in these United States District Court for the Southern District of New
rates and assert a variety of claims including antitrust York alleging monopolization of silver futures in violation of
claims seeking treble damages. These matters are in various the Sherman Act.
stages of litigation.
Wendel. Since 2012, the French criminal authorities have
The Firm has agreed to settle putative class actions related been investigating a series of transactions entered into by
to exchange-traded Eurodollar futures contracts, Swiss senior managers of Wendel Investissement (“Wendel”)
franc LIBOR, EURIBOR, the Singapore Interbank Offered during the period from 2004 through 2007 to restructure
Rate, the Singapore Swap Offer Rate and the Australian their shareholdings in Wendel. JPMorgan Chase Bank, N.A.,
Bank Bill Swap Reference Rate. Those settlements are all Paris branch provided financing for the transactions to a
subject to further documentation and court approval. number of managers of Wendel in 2007. JPMorgan Chase
has cooperated with the investigation. The investigating
In actions related to U.S. dollar LIBOR during the period that
judges issued an ordonnance de renvoi in November 2016,
it was administered by the BBA, the District Court dismissed
referring JPMorgan Chase Bank, N.A. to the French tribunal
certain claims, including antitrust claims brought by some
correctionnel for alleged complicity in tax fraud. No date for
plaintiffs whom the District Court found did not have
trial has been set by the court. The Firm has been
standing to assert such claims, and permitted antitrust
successful in legal challenges made to the Court of
claims, claims under the Commodity Exchange Act and
Cassation, France’s highest court, with respect to the
common law claims to proceed. The plaintiffs whose
criminal proceedings. In January 2018, the Paris Court of
antitrust claims were dismissed for lack of standing have
Appeal issued a decision cancelling the mise en examen of
filed an appeal. In February 2018, as to those actions which
JPMorgan Chase Bank, N.A. The Court of Cassation ruled in
the Firm has not agreed to settle, the District Court (i)
September 2018 that a mise en examen is a prerequisite for
granted class certification with respect to certain antitrust
an ordonnance de renvoi and remanded the case to the
claims related to bonds and interest rate swaps sold directly
Court of Appeal to consider JPMorgan Chase Bank, N.A.’s
by the defendants, (ii) denied class certification with
application for the annulment of the ordonnance de renvoi
respect to state common law claims brought by the holders
referring JPMorgan Chase Bank, N.A. to the French tribunal
of those bonds and swaps and (iii) denied class certification
correctionnel. Any further actions in the criminal
with respect to the putative class action related to LIBOR-
proceedings are stayed pending the outcome of that
based loans held by plaintiff lending institutions.
application. In addition, a number of the managers have
Municipal Derivatives Litigation. Several civil actions were commenced civil proceedings against JPMorgan Chase
commenced against the Firm relating to certain Jefferson Bank, N.A. The claims are separate, involve different
County, Alabama (the “County”) warrant underwritings and allegations and are at various stages of proceedings.
swap transactions. The actions generally alleged that the
* * *
Firm made payments to certain third parties in exchange for
being chosen to underwrite more than $3.0 billion in In addition to the various legal proceedings discussed
warrants issued by the County and to act as the above, JPMorgan Chase and its subsidiaries are named as
counterparty for certain swaps executed by the County. The defendants or are otherwise involved in a substantial
County subsequently filed for bankruptcy and in November number of other legal proceedings. The Firm believes it has
2013, the Bankruptcy Court confirmed a Plan of Adjustment meritorious defenses to the claims asserted against it in its
pursuant to which the above-described actions against the currently outstanding legal proceedings and it intends to
Firm were released and dismissed with prejudice. Certain defend itself vigorously. Additional legal proceedings may
sewer rate payers filed an appeal challenging the be initiated from time to time in the future.
Segment results
The following table provides a summary of the Firm’s Each business segment is allocated capital by taking into
segment results as of or for the years ended December 31, consideration capital levels of similarly rated peers and
2018, 2017 and 2016, on a managed basis. The Firm’s applicable regulatory capital requirements. ROE is
definition of managed basis starts with the reported U.S. measured and internal targets for expected returns are
GAAP results and includes certain reclassifications to established as key measures of a business segment’s
present total net revenue for the Firm (and each of the performance.
reportable business segments) on an FTE basis. Accordingly,
The Firm’s allocation methodology incorporates Basel III
revenue from investments that receive tax credits and tax-
Standardized RWA, Basel III Advanced RWA, leverage, the
exempt securities is presented in the managed results on a
GSIB surcharge, and a simulation of capital in a severe
basis comparable to taxable investments and securities.
stress environment. On at least an annual basis, the
This allows management to assess the comparability of
assumptions and methodologies used in capital allocation
revenue from year-to-year arising from both taxable and
are assessed and as a result, the capital allocated to lines of
tax-exempt sources. The corresponding income tax impact
business may change.
related to tax-exempt items is recorded within income tax
expense/(benefit). These adjustments have no impact on
net income as reported by the Firm as a whole or by the
lines of business.
Effective January 1, 2018, the Firm adopted several new accounting standards. Certain of the new accounting standards were
applied retrospectively and, accordingly, prior period amounts were revised. For additional information, refer to Note 1.
Net income in 2018 for each of the business segments reflects the favorable impact of the reduction in the U.S. federal
statutory income tax rate as a result of the TCJA.
Net interest income 35,819 31,775 29,660 9,480 10,118 10,891 6,716 6,083 5,133 3,537 3,379 3,033
Total net revenue 52,079 46,485 44,915 36,448 34,657 35,340 9,059 8,605 7,453 14,076 13,835 12,822
Provision for credit losses 4,753 5,572 4,494 (60) (45) 563 129 (276) 282 53 39 26
Noninterest expense 27,835 26,062 24,905 20,918 19,407 19,116 3,386 3,327 2,934 10,353 10,218 9,255
Income tax expense/(benefit) 4,639 5,456 5,802 3,817 4,482 4,846 1,307 2,015 1,580 817 1,241 1,290
Net income/(loss) $ 14,852 $ 9,395 $ 9,714 $ 11,773 $ 10,813 $ 10,815 $ 4,237 $ 3,539 $ 2,657 $ 2,853 $ 2,337 $ 2,251
Average equity $ 51,000 $ 51,000 $ 51,000 $ 70,000 $ 70,000 $ 64,000 $ 20,000 $ 20,000 $ 16,000 $ 9,000 $ 9,000 $ 9,000
Total assets 557,441 552,601 535,310 903,051 826,384 803,511 220,229 221,228 214,341 170,024 151,909 138,384
Return on equity 28% 17% 18% 16% 14% 16% 20% 17% 16% 31% 25% 24%
Overhead ratio 53 56 55 57 56 54 37 39 39 74 74 72
Net interest income 135 55 (1,425) (628) (1,313) (1,209) 55,059 50,097 46,083
Total net revenue (128) 1,140 (487) (2,505) (4,017) (3,474) 109,029 100,705 96,569
Overhead ratio NM NM NM NM NM NM 58 59 59
(a) Segment results on a managed basis reflect revenue on a FTE basis with the corresponding income tax impact recorded within income tax expense/(benefit). These adjustments
are eliminated in reconciling items to arrive at the Firm’s reported U.S. GAAP results.
(b) Included $375 million related to tax-oriented investments as a result of the enactment of the TCJA.
Effective January 1, 2018, the Firm adopted several new accounting standards. Certain of the new accounting standards were applied retrospectively and, accordingly,
prior period amounts were revised. For additional information, refer to Note 1.
(a) TBVPS and ROTCE are non-GAAP financial measures. For further discussion of these measures, refer to Explanation and Reconciliation of the Firm’s Use of Non-GAAP
Financial Measures and Key Performance Measures on pages 57-59.
(b) Quarterly ratios are based upon annualized amounts.
(c) The percentage represents the Firm’s reported average LCR per the U.S. LCR public disclosure requirements, which became effective April 1, 2017.
(d) Ratios presented are calculated under the Basel III Transitional rules and for the capital ratios represent the lower of the Standardized or Advanced approach. As of
December 31, 2018, and September 30, 2018, the Firm’s capital ratios were equivalent whether calculated on a transitional or fully phased-in basis. Refer to Capital
Risk Management on pages 85-94 for additional information on Basel III.
(e) Effective January 1, 2018, the SLR was fully phased-in under Basel III. The SLR is defined as Tier 1 capital divided by the Firm’s total leverage exposure. Ratios prior to
March 31, 2018 were
calculated under the Basel III Transitional rules.
(f) Excludes the impact of residential real estate PCI loans, a non-GAAP financial measure. For further discussion of these measures, refer to Explanation and
Reconciliation of the Firm’s Use of Non-GAAP Financial Measures and Key Performance Measures on pages 57-59, and the Allowance for credit losses on pages 120–
122.
(g) The Firm’s results for the three months ended December 31, 2017, included a $2.4 billion decrease to net income as a result of the enactment of the TCJA. For
additional information related to the impact of the TCJA, refer to Note 24.
(h) Excluding net charge-offs of $467 million related to the student loan portfolio sale, the net charge-off rates for the three months ended March 31, 2017 would have
been 0.54%.
Consolidated average balance sheet, interest and rates and average rates earned on assets exempt from income
Provided below is a summary of JPMorgan Chase’s taxes (i.e. federal taxes) on a basis comparable with other
consolidated average balances, interest rates and interest taxable investments. The incremental tax rate used for
differentials on a taxable-equivalent basis for the years calculating the taxable-equivalent adjustment was
2016 through 2018. Income computed on a taxable- approximately 24%, 37% and 38% in 2018, 2017 and
equivalent basis is the income reported in the Consolidated 2016, respectively.
statements of income, adjusted to present interest income
(Table continued on next page)
(Unaudited) 2018
Year ended December 31, Average Average
(Taxable-equivalent interest and rates; in millions, except rates) balance Interest(g) rate
Assets
Deposits with banks $ 405,514 $ 5,907 1.46%
Federal funds sold and securities purchased under resale agreements 217,150 3,819 1.76
Securities borrowed 115,082 728 0.63
Trading assets – debt instruments 261,051 8,763 3.36
Taxable securities 194,232 5,653 2.91
Non-taxable securities(a) 42,456 1,987 4.68
(i)
Total investment securities 236,688 7,640 3.23
(h)
Loans 944,885 47,796 5.06
All other interest-earning assets(b) 48,818 3,417 7.00
Total interest-earning assets 2,229,188 78,070 3.50
Allowance for loan losses (13,269)
Cash and due from banks 21,694
Trading assets – equity instruments 101,872
Trading assets – derivative receivables 60,734
Goodwill, MSRs and other intangible assets 54,669
Other assets 154,010
Total assets $ 2,608,898
Liabilities
Interest-bearing deposits $ 1,060,605 $ 5,973 0.56%
Federal funds purchased and securities loaned or sold under repurchase agreements 189,282 3,066 1.62
Short-term borrowings(c) 63,523 1,144 1.80
Trading liabilities – debt and all other interest-bearing liabilities(d)(e) 178,161 3,729 2.09
Beneficial interests issued by consolidated VIEs 21,079 493 2.34
Long-term debt 276,414 7,978 2.89
Total interest-bearing liabilities 1,789,064 22,383 1.25
Noninterest-bearing deposits 395,856
Trading liabilities – equity instruments(e) 34,295
Trading liabilities – derivative payables 43,075
All other liabilities, including the allowance for lending-related commitments 91,137
Total liabilities 2,353,427
Stockholders’ equity
Preferred stock 26,249
Common stockholders’ equity 229,222
Total stockholders’ equity 255,471 (f)
26,212 26,068
230,350 224,631
256,562 (f)
250,699 (f)
$ 2,556,062 $ 2,461,619
2.19% 2.13%
$ 51,410 2.36 $ 47,292 2.25
Presented below is a summary of interest rates and interest the location of the office recording the transaction.
differentials segregated between U.S. and non-U.S. Intercompany funding generally consists of dollar-
operations for the years 2016 through 2018. The denominated deposits originated in various locations that
segregation of U.S. and non-U.S. components is based on are centrally managed by Treasury and CIO.
Average balance Interest Average rate Average balance Interest Average rate
22.5 23.1
21.1 20.7
The table below presents an attribution of net interest income between volume and rate. The attribution between volume and rate
is calculated using annual average balances for each category of assets and liabilities shown in the table and the corresponding
annual average rates (refer to pages 288–292 for more information on average balances and rates). In this analysis, when the
change cannot be isolated to either volume or rate, it has been allocated to volume. The average annual rates include the impact of
changes in market rates as well as the impact of any change in composition of the various products within each category of asset
or liability. This analysis is calculated separately for each category without consideration of the relationship between categories
(for example, the net spread between the rates earned on assets and the rates paid on liabilities that fund those assets). As a
result, changes in the granularity or groupings considered in this analysis would produce a different attribution result, and due to
the complexities involved, precise allocation of changes in interest rates between volume and rates is inherently complex and
judgmental.
2018 versus 2017 2017 versus 2016
Increase/(decrease) due Increase/(decrease) due
(Unaudited) to change in: to change in:
Year ended December 31, Net Net
(On a taxable-equivalent basis; in millions) Volume Rate change Volume Rate change
Interest-earning assets
Deposits with banks:
U.S. $ (1,141) $ 2,751 $ 1,610 $ 409 $ 1,977 $ 2,386
Non-U.S. 59 — 59 18 (45) (27)
Federal funds sold and securities purchased under resale
agreements:
U.S. 267 800 1,067 (337) 531 194
Non-U.S. 173 252 425 81 (213) (132)
Securities borrowed:
U.S. 73 633 706 11 264 275
Non-U.S. 26 33 59 (4) 24 20
Trading assets – debt instruments:
U.S. 459 423 882 396 (35) 361
Non-U.S. 341 (174) 167 308 (328) (20)
Investment securities:
U.S. (770) 223 (547) 216 303 519
Non-U.S. (189) 73 (116) (303) (113) (416)
Loans:
U.S. 1,710 4,246 5,956 2,043 2,286 4,329
Non-U.S. 212 332 544 (110) 211 101
All other interest-earning assets, predominantly U.S. 510 1,063 1,573 141 844 985
Change in interest income 1,730 10,655 12,385 2,869 5,706 8,575
Interest-bearing liabilities
Interest-bearing deposits:
U.S. 244 2,095 2,339 209 985 1,194
Non-U.S. 42 735 777 41 266 307
Federal funds purchased and securities loaned or sold under
repurchase agreements:
U.S. 46 1,167 1,213 (83) 659 576
Non-U.S. 5 237 242 54 (108) (54)
Trading liabilities – debt, short-term and all other interest-bearing
liabilities: (a)
U.S. 276 1,842 2,118 45 1,140 1,185
Non-U.S. 180 24 204 (3) 64 61
Beneficial interests issued by consolidated VIEs, predominantly
U.S. (266) 256 (10) (122) 121 (1)
Long-term debt:
U.S. (618) 1,827 1,209 (176) 1,388 1,212
Non-U.S. 6 10 16 2 (25) (23)
Intercompany funding:
U.S. (704) (17) (721) 151 (186) (35)
Non-U.S. 704 17 721 (151) 186 35
Change in interest expense (85) 8,193 8,108 (33) 4,490 4,457
Change in net interest income $ 1,815 $ 2,462 $ 4,277 $ 2,902 $ 1,216 $ 4,118
Effective January 1, 2018, the Firm adopted several new accounting standards. Certain of the new accounting standards were applied retrospectively and,
accordingly, prior period amounts were revised. For additional information, refer to Note 1.
(a) Includes commercial paper.
2018 Form 10-K: Annual report on Form 10-K for year Chase Bank USA, N.A.: Chase Bank USA, National
ended December 31, 2018, filed with the U.S. Securities Association
and Exchange Commission.
CIB: Corporate & Investment Bank
ABS: Asset-backed securities
CIO: Chief Investment Office
AFS: Available-for-sale
Client assets: Represent assets under management as well
ALCO: Asset Liability Committee as custody, brokerage, administration and deposit accounts.
AWM: Asset & Wealth Management Client deposits and other third-party liabilities: Deposits,
as well as deposits that are swept to on-balance sheet
AOCI: Accumulated other comprehensive income/(loss)
liabilities (e.g., commercial paper, federal funds purchased
ARM: Adjustable rate mortgage(s) and securities loaned or sold under repurchase
agreements) as part of client cash management programs.
AUC: Assets under custody
CLO: Collateralized loan obligations
AUM: “Assets under management”: Represent assets
managed by AWM on behalf of its Private Banking, CLTV: Combined loan-to-value
Institutional and Retail clients. Includes “Committed capital
Collateral-dependent: A loan is considered to be collateral-
not Called.”
dependent when repayment of the loan is expected to be
Auto loan and lease origination volume: Dollar amount of provided solely by the underlying collateral, rather than by
auto loans and leases originated. cash flows from the borrower’s operations, income or other
resources.
Beneficial interests issued by consolidated VIEs:
Represents the interest of third-party holders of debt, Commercial Card: provides a wide range of payment
equity securities, or other obligations, issued by VIEs that services to corporate and public sector clients worldwide
JPMorgan Chase consolidates. through the commercial card products. Services include
procurement, corporate travel and entertainment, expense
Benefit obligation: Refers to the projected benefit
management services, and business-to-business payment
obligation for pension plans and the accumulated
solutions.
postretirement benefit obligation for OPEB plans.
Core loans: Represents loans considered central to the
BHC: Bank holding company
Firm’s ongoing businesses; core loans excludes loans
Card Services includes the Credit Card and Merchant classified as trading assets, runoff portfolios, discontinued
Services businesses. portfolios and portfolios the Firm has an intent to exit.
CB: Commercial Banking Credit cycle: A period of time over which credit quality
improves, deteriorates and then improves again (or vice
CBB: Consumer & Business Banking
versa). The duration of a credit cycle can vary from a couple
CCAR: Comprehensive Capital Analysis and Review of years to several years.
CCB: Consumer & Community Banking Credit derivatives: Financial instruments whose value is
derived from the credit risk associated with the debt of a
CCO: Chief Compliance Officer
third-party issuer (the reference entity) which allow one
CCP: “Central counterparty” is a clearing house that party (the protection purchaser) to transfer that risk to
interposes itself between counterparties to contracts traded another party (the protection seller). Upon the occurrence
in one or more financial markets, becoming the buyer to of a credit event by the reference entity, which may include,
every seller and the seller to every buyer and thereby among other events, the bankruptcy or failure to pay its
ensuring the future performance of open contracts. A CCP obligations, or certain restructurings of the debt of the
becomes counterparty to trades with market participants reference entity, neither party has recourse to the reference
through novation, an open offer system, or another legally entity. The protection purchaser has recourse to the
binding arrangement. protection seller for the difference between the face value
CDS: Credit default swaps of the CDS contract and the fair value at the time of settling
the credit derivative contract. The determination as to
CEO: Chief Executive Officer whether a credit event has occurred is generally made by
CET1 Capital: Common equity Tier 1 capital the relevant International Swaps and Derivatives
Association (“ISDA”) Determinations Committee.
CFTC: Commodity Futures Trading Commission
Criticized: Criticized loans, lending-related commitments
CFO: Chief Financial Officer and derivative receivables that are classified as special
CFP: Contingency funding plan mention, substandard and doubtful categories for
regulatory purposes and are generally consistent with a
rating of CCC+/Caa1 and below, as defined by S&P and Federal Reserve: The Board of the Governors of the Federal
Moody’s. Reserve System
CRO: Chief Risk Officer FFELP: Federal Family Education Loan Program
CRSC: Conduct Risk Steering Committee FFIEC: Federal Financial Institutions Examination Council
CTC: CIO, Treasury and Corporate FHA: Federal Housing Administration
CVA: Credit valuation adjustment FHLB: Federal Home Loan Bank
Debit and credit card sales volume: Dollar amount of card FICC: The Fixed Income Clearing Corporation
member purchases, net of returns.
FICO score: A measure of consumer credit risk provided by
Deposit margin/deposit spread: Represents net interest credit bureaus, typically produced from statistical models
income expressed as a percentage of average deposits. by Fair Isaac Corporation utilizing data collected by the
credit bureaus.
Distributed denial-of-service attack: The use of a large
number of remote computer systems to electronically send Firm: JPMorgan Chase & Co.
a high volume of traffic to a target website to create a
Forward points: Represents the interest rate differential
service outage at the target. This is a form of cyberattack.
between two currencies, which is either added to or
Dodd-Frank Act: Wall Street Reform and Consumer subtracted from the current exchange rate (i.e., “spot rate”)
Protection Act to determine the forward exchange rate.
DRPC: Board of Directors’ Risk Policy Committee FRC: Firmwide Risk Committee
DVA: Debit valuation adjustment Freddie Mac: Federal Home Loan Mortgage Corporation
EC: European Commission Free standing derivatives: a derivative contract entered
into either separate and apart from any of the Firm’s other
Eligible LTD: Long-term debt satisfying certain eligibility
financial instruments or equity transactions. Or, in
criteria
conjunction with some other transaction and is legally
Embedded derivatives: are implicit or explicit terms or detachable and separately exercisable.
features of a financial instrument that affect some or all of
FSB: Financial Stability Board
the cash flows or the value of the instrument in a manner
similar to a derivative. An instrument containing such terms FTE: Fully taxable equivalent
or features is referred to as a “hybrid.” The component of
FVA: Funding valuation adjustment
the hybrid that is the non-derivative instrument is referred
to as the “host.” For example, callable debt is a hybrid FX: Foreign exchange
instrument that contains a plain vanilla debt instrument
G7: Group of Seven nations: Countries in the G7 are
(i.e., the host) and an embedded option that allows the
Canada, France, Germany, Italy, Japan, the U.K. and the U.S.
issuer to redeem the debt issue at a specified date for a
specified amount (i.e., the embedded derivative). However, G7 government bonds: Bonds issued by the government of
a floating rate instrument is not a hybrid composed of a one of the G7 nations.
fixed-rate instrument and an interest rate swap.
Ginnie Mae: Government National Mortgage Association
ERISA: Employee Retirement Income Security Act of 1974
GSE: Fannie Mae and Freddie Mac
EPS: Earnings per share
GSIB: Global systemically important banks
ETD: “Exchange-traded derivatives”: Derivative contracts
Headcount-related expense: Includes salary and benefits
that are executed on an exchange and settled via a central
(excluding performance-based incentives), and other
clearing house.
noncompensation costs related to employees.
EU: European Union
HELOAN: Home equity loan
Fannie Mae: Federal National Mortgage Association
HELOC: Home equity line of credit
FASB: Financial Accounting Standards Board
Home equity – senior lien: Represents loans and
FCA: Financial Conduct Authority commitments where JPMorgan Chase holds the first
security interest on the property.
FCC: Firmwide Control Committee
Home equity – junior lien: Represents loans and
FDIA: Federal Depository Insurance Act
commitments where JPMorgan Chase holds a security
FDIC: Federal Deposit Insurance Corporation interest that is subordinate in rank to other liens.
Households: A household is a collection of individuals or collateral (i.e., residential real estate) securing the loan.
entities aggregated together by name, address, tax
identifier and phone number.
HQLA: High quality liquid assets Origination date LTV ratio
HTM: Held-to-maturity The LTV ratio at the origination date of the loan. Origination
date LTV ratios are calculated based on the actual appraised
ICAAP: Internal capital adequacy assessment process
values of collateral (i.e., loan-level data) at the origination
IDI: Insured depository institutions date.
IHC: JPMorgan Chase Holdings LLC, an intermediate holding Current estimated LTV ratio
company
An estimate of the LTV as of a certain date. The current
Impaired loan: Impaired loans are loans measured at estimated LTV ratios are calculated using estimated
amortized cost, for which it is probable that the Firm will be collateral values derived from a nationally recognized home
unable to collect all amounts due, including principal and price index measured at the metropolitan statistical area
interest, according to the contractual terms of the (“MSA”) level. These MSA-level home price indices consist of
agreement. Impaired loans include the following: actual data to the extent available and forecasted data
where actual data is not available. As a result, the estimated
• All wholesale nonaccrual loans
collateral values used to calculate these ratios do not
• All TDRs (both wholesale and consumer), including ones represent actual appraised loan-level collateral values; as
that have returned to accrual status such, the resulting LTV ratios are necessarily imprecise and
should therefore be viewed as estimates.
Investment-grade: An indication of credit quality based on
JPMorgan Chase’s internal risk assessment system. Combined LTV ratio
“Investment grade” generally represents a risk profile
The LTV ratio considering all available lien positions, as well
similar to a rating of a “BBB-”/“Baa3” or better, as defined
as unused lines, related to the property. Combined LTV
by independent rating agencies.
ratios are used for junior lien home equity products.
ISDA: International Swaps and Derivatives Association
Managed basis: A non-GAAP presentation of Firmwide
JPMorgan Chase: JPMorgan Chase & Co. financial results that includes reclassifications to present
revenue on a fully taxable-equivalent basis. Management
JPMorgan Chase Bank, N.A.: JPMorgan Chase Bank,
also uses this financial measure at the segment level,
National Association
because it believes this provides information to enable
JPMorgan Clearing: J.P. Morgan Clearing Corp. investors to understand the underlying operational
performance and trends of the particular business segment
JPMorgan Securities: J.P. Morgan Securities LLC
and facilitates a comparison of the business segment with
Loan-equivalent: Represents the portion of the unused the performance of competitors.
commitment or other contingent exposure that is expected,
Master netting agreement: A single agreement with a
based on historical portfolio experience, to become drawn
counterparty that permits multiple transactions governed
prior to an event of a default by an obligor.
by that agreement to be terminated or accelerated and
LCR: Liquidity coverage ratio settled through a single payment in a single currency in the
event of a default (e.g., bankruptcy, failure to make a
LDA: Loss Distribution Approach
required payment or securities transfer or deliver collateral
LGD: Loss given default or margin when due).
LIBOR: London Interbank Offered Rate Measurement alternative: Measures equity securities
without readily determinable fair values at cost less
LLC: Limited Liability Company
impairment (if any), plus or minus observable price changes
LOB: Line of business from an identical or similar investment of the same issuer.
LOB CROs: Line of Business and CTC Chief Risk Officers MBS: Mortgage-backed securities
Loss emergence period: Represents the time period MD&A: Management’s discussion and analysis
between the date at which the loss is estimated to have
Merchant Services: is a business that primarily processes
been incurred and the ultimate realization of that loss.
transactions for merchants.
LTIP: Long-term incentive plan
MMDA: Money Market Deposit Accounts
LTV: “Loan-to-value”: For residential real estate loans, the
Moody’s: Moody’s Investor Services
relationship, expressed as a percentage, between the
principal amount of a loan and the appraised value of the Mortgage origination channels:
JPMorgan Chase & Co./2018 Form 10-K 295
Glossary of Terms and Acronyms
Retail – Borrowers who buy or refinance a home through loan is other than the borrower’s primary residence; or (v) a
direct contact with a mortgage banker employed by the history of delinquencies or late payments on the loan.
Firm using a branch office, the Internet or by phone.
MSA: Metropolitan statistical areas
Borrowers are frequently referred to a mortgage banker by
a banker in a Chase branch, real estate brokers, home MSR: Mortgage servicing rights
builders or other third parties.
Multi-asset: Any fund or account that allocates assets under
Correspondent – Banks, thrifts, other mortgage banks and management to more than one asset class.
other financial institutions that sell closed loans to the Firm.
NA: Data is not applicable or available for the period
Mortgage product types: presented.
Alt-A NAV: Net Asset Value
Alt-A loans are generally higher in credit quality than Net Capital Rule: Rule 15c3-1 under the Securities
subprime loans but have characteristics that would Exchange Act of 1934.
disqualify the borrower from a traditional prime loan. Alt-A
Net charge-off/(recovery) rate: Represents net charge-
lending characteristics may include one or more of the
offs/(recoveries) (annualized) divided by average retained
following: (i) limited documentation; (ii) a high CLTV ratio;
loans for the reporting period.
(iii) loans secured by non-owner occupied properties; or (iv)
a debt-to-income ratio above normal limits. A substantial Net mortgage servicing revenue: Includes operating
proportion of the Firm’s Alt-A loans are those where a revenue earned from servicing third-party mortgage loans
borrower does not provide complete documentation of his which is recognized over the period in which the service is
or her assets or the amount or source of his or her income. provided, changes in the fair value of MSRs and the impact
of risk management activities associated with MSRs.
Option ARMs
Net production revenue: Includes fees and income
The option ARM real estate loan product is an adjustable-
recognized as earned on mortgage loans originated with the
rate mortgage loan that provides the borrower with the
intent to sell; the impact of risk management activities
option each month to make a fully amortizing, interest-only
associated with the mortgage pipeline and warehouse
or minimum payment. The minimum payment on an option
loans; and changes in the fair value of any residual interests
ARM loan is based on the interest rate charged during the
held from mortgage securitizations. Net production revenue
introductory period. This introductory rate is usually
also includes gains and losses on sales of mortgage loans,
significantly below the fully indexed rate. The fully indexed
lower of cost or fair value adjustments on mortgage loans
rate is calculated using an index rate plus a margin. Once
held-for-sale, changes in fair value on mortgage loans
the introductory period ends, the contractual interest rate
originated with the intent to sell and measured at fair value
charged on the loan increases to the fully indexed rate and
under the fair value option, as well as losses recognized as
adjusts monthly to reflect movements in the index. The
incurred related to repurchases of previously sold loans.
minimum payment is typically insufficient to cover interest
accrued in the prior month, and any unpaid interest is Net revenue rate: Represents Card Services net revenue
deferred and added to the principal balance of the loan. (annualized) expressed as a percentage of average loans for
Option ARM loans are subject to payment recast, which the period.
converts the loan to a variable-rate fully amortizing loan
Net interchange income includes the following
upon meeting specified loan balance and anniversary date
components:
triggers.
• Interchange income: Fees earned by credit and debit
Prime
card issuers on sales transactions.
Prime mortgage loans are made to borrowers with good
• Rewards costs: The cost to the Firm for points earned by
credit records who meet specific underwriting
cardholders enrolled in credit card rewards programs.
requirements, including prescriptive requirements related
to income and overall debt levels. New prime mortgage • Partner payments: Payments to co-brand credit card
borrowers provide full documentation and generally have partners based on the cost of loyalty program rewards
reliable payment histories. earned by cardholders on credit card transactions.
Subprime Net yield on interest-earning assets: The average rate for
interest-earning assets less the average rate paid for all
Subprime loans are loans that, prior to mid-2008, were
sources of funds.
offered to certain customers with one or more high risk
characteristics, including but not limited to: (i) unreliable or NM: Not meaningful
poor payment histories; (ii) a high LTV ratio of greater than
NOL: Net operating loss
80% (without borrower-paid mortgage insurance); (iii) a
high debt-to-income ratio; (iv) an occupancy type for the Nonaccrual loans: Loans for which interest income is not
recognized on an accrual basis. Loans (other than credit credit-impaired loans acquired in the same fiscal quarter
card loans and certain consumer loans insured by U.S. into one or more pools, provided that the loans have
government agencies) are placed on nonaccrual status common risk characteristics(e.g., product type, LTV ratios,
when full payment of principal and interest is not expected, FICO scores, past due status, geographic location). A pool is
regardless of delinquency status, or when principal and then accounted for as a single asset with a single composite
interest have been in default for a period of 90 days or interest rate and an aggregate expectation of cash flows.
more unless the loan is both well-secured and in the
PD: Probability of default
process of collection. Collateral-dependent loans are
typically maintained on nonaccrual status. PRA: Prudential Regulatory Authority
Nonperforming assets: Nonperforming assets include Pre-provision profit/(loss): Represents total net revenue
nonaccrual loans, nonperforming derivatives and certain less noninterest expense. The Firm believes that this
assets acquired in loan satisfaction, predominantly real financial measure is useful in assessing the ability of a
estate owned and other commercial and personal property. lending institution to generate income in excess of its
provision for credit losses.
NOW: Negotiable Order of Withdrawal
Pretax margin: Represents income before income tax
OAS: Option-adjusted spread
expense divided by total net revenue, which is, in
OCC: Office of the Comptroller of the Currency management’s view, a comprehensive measure of pretax
performance derived by measuring earnings after all costs
OCI: Other comprehensive income/(loss)
are taken into consideration. It is one basis upon which
OPEB: Other postretirement employee benefit management evaluates the performance of AWM against
the performance of their respective competitors.
ORMF: Operational Risk Management Framework
Principal transactions revenue: Principal transactions
OTTI: Other-than-temporary impairment
revenue is driven by many factors, including the bid-offer
Over-the-counter (“OTC”) derivatives: Derivative contracts spread, which is the difference between the price at which
that are negotiated, executed and settled bilaterally the Firm is willing to buy a financial or other instrument and
between two derivative counterparties, where one or both the price at which the Firm is willing to sell that instrument.
counterparties is a derivatives dealer. It also consists of realized (as a result of closing out or
termination of transactions, or interim cash payments) and
Over-the-counter cleared (“OTC-cleared”) derivatives:
unrealized (as a result of changes in valuation) gains and
Derivative contracts that are negotiated and executed
losses on financial and other instruments (including those
bilaterally, but subsequently settled via a central clearing
accounted for under the fair value option) primarily used in
house, such that each derivative counterparty is only
client-driven market-making activities and on private equity
exposed to the default of that clearing house.
investments. In connection with its client-driven market-
Overhead ratio: Noninterest expense as a percentage of making activities, the Firm transacts in debt and equity
total net revenue. instruments, derivatives and commodities (including
physical commodities inventories and financial instruments
Parent Company: JPMorgan Chase & Co.
that reference commodities).
Participating securities: Represents unvested share-based
Principal transactions revenue also includes certain realized
compensation awards containing nonforfeitable rights to
and unrealized gains and losses related to hedge accounting
dividends or dividend equivalents (collectively, “dividends”),
and specified risk-management activities, including: (a)
which are included in the earnings per share calculation
certain derivatives designated in qualifying hedge
using the two-class method. JPMorgan Chase grants RSUs to
accounting relationships (primarily fair value hedges of
certain employees under its share-based compensation
commodity and foreign exchange risk), (b) certain
programs, which entitle the recipients to receive
derivatives used for specific risk management purposes,
nonforfeitable dividends during the vesting period on a
primarily to mitigate credit risk, foreign exchange risk and
basis equivalent to the dividends paid to holders of common
commodity risk, and (c) other derivatives.
stock. These unvested awards meet the definition of
participating securities. Under the two-class method, all PSU(s): Performance share units
earnings (distributed and undistributed) are allocated to
REIT: “Real estate investment trust”: A special purpose
each class of common stock and participating securities,
investment vehicle that provides investors with the ability to
based on their respective rights to receive dividends.
participate directly in the ownership or financing of real-
PCA: Prompt corrective action estate related assets by pooling their capital to purchase
and manage income property (i.e., equity REIT) and/or
PCI: “Purchased credit-impaired” loans represents certain
mortgage loans (i.e., mortgage REIT). REITs can be publicly
loans that were acquired and deemed to be credit-impaired
or privately held and they also qualify for certain favorable
on the acquisition date in accordance with the guidance of
tax considerations.
the FASB. The guidance allows purchasers to aggregate
JPMorgan Chase & Co./2018 Form 10-K 297
Glossary of Terms and Acronyms
Receivables from customers: Primarily represents held-for- SAR(s): Stock appreciation rights
investment margin loans to brokerage customers that are
Scored portfolio: The scored portfolio predominantly
collateralized through assets maintained in the clients’
includes residential real estate loans, credit card loans and
brokerage accounts, as such no allowance is held against
certain auto and business banking loans where credit loss
these receivables. These receivables are reported within
estimates are based on statistical analysis of credit losses
accrued interest and accounts receivable on the Firm’s
over discrete periods of time. The statistical analysis uses
Consolidated balance sheets.
portfolio modeling, credit scoring and decision-support
Regulatory VaR: Daily aggregated VaR calculated in tools.
accordance with regulatory rules.
SEC: Securities and Exchange Commission
REO: Real estate owned
Seed capital: Initial JPMorgan capital invested in products,
Reported basis: Financial statements prepared under U.S. such as mutual funds, with the intention of ensuring the
GAAP, which excludes the impact of taxable-equivalent fund is of sufficient size to represent a viable offering to
adjustments. clients, enabling pricing of its shares, and allowing the
manager to develop a track record. After these goals are
Retained loans: Loans that are held-for-investment (i.e.,
achieved, the intent is to remove the Firm’s capital from the
excludes loans held-for-sale and loans at fair value).
investment.
Revenue wallet: Proportion of fee revenue based on
Single-name: Single reference-entities
estimates of investment banking fees generated across the
industry (i.e., the revenue wallet) from investment banking SLR: Supplementary leverage ratio
transactions in M&A, equity and debt underwriting, and
SMBS: Stripped mortgage-backed securities
loan syndications. Source: Dealogic, a third-party provider
of investment banking competitive analysis and volume- SPEs: Special purpose entities
based league tables for the above noted industry products.
Structural interest rate risk: Represents interest rate risk
RHS: Rural Housing Service of the U.S. Department of of the non-trading assets and liabilities of the Firm.
Agriculture
Structured notes: Structured notes are financial
Risk-rated portfolio: Credit loss estimates are based on instruments whose cash flows are linked to the movement
estimates of the probability of default (“PD”) and loss in one or more indexes, interest rates, foreign exchange
severity given a default. The probability of default is the rates, commodities prices, prepayment rates, or other
likelihood that a borrower will default on its obligation; the market variables. The notes typically contain embedded
loss given default (“LGD”) is the estimated loss on the loan (but not separable or detachable) derivatives. Contractual
that would be realized upon the default and takes into cash flows for principal, interest, or both can vary in
consideration collateral and structural support for each amount and timing throughout the life of the note based on
credit facility. non-traditional indexes or non-traditional uses of traditional
interest rates or indexes.
ROA: Return on assets
Taxable-equivalent basis: In presenting results on a
ROE: Return on equity managed basis, the total net revenue for each of the
ROTCE: Return on tangible common equity business segments and the Firm is presented on a tax-
equivalent basis. Accordingly, revenue from investments
RSU(s): Restricted stock units that receive tax credits and tax-exempt securities is
RWA: “Risk-weighted assets”: Basel III establishes two presented in managed basis results on a level comparable
comprehensive approaches for calculating RWA (a to taxable investments and securities; the corresponding
Standardized approach and an Advanced approach) which income tax impact related to tax-exempt items is recorded
include capital requirements for credit risk, market risk, and within income tax expense.
in the case of Basel III Advanced, also operational risk. Key TBVPS: Tangible book value per share
differences in the calculation of credit risk RWA between the
Standardized and Advanced approaches are that for Basel TCE: Tangible common equity
III Advanced, credit risk RWA is based on risk-sensitive TDR: “Troubled debt restructuring” is deemed to occur
approaches which largely rely on the use of internal credit when the Firm modifies the original terms of a loan
models and parameters, whereas for Basel III Standardized, agreement by granting a concession to a borrower that is
credit risk RWA is generally based on supervisory risk- experiencing financial difficulty.
weightings which vary primarily by counterparty type and
asset class. Market risk RWA is calculated on a generally TLAC: Total Loss Absorbing Capacity
consistent basis between Basel III Standardized and Basel III U.K.: United Kingdom
Advanced.
Unaudited: Financial statements and information that have
S&P: Standard and Poor’s 500 Index
298 JPMorgan Chase & Co./2018 Form 10-K
Glossary of Terms and Acronyms
Operating Committee
James Dimon Ashley Bacon Marianne Lake
Chairman and Chief Risk Officer Chief Financial Officer
Chief Executive Officer
Lori Beer Robin Leopold
Daniel E. Pinto Chief Information Officer Head of Human Resources
Co-President and
Chief Operating Officer; Mary Callahan Erdoes Douglas B. Petno
CEO, Corporate & Investment Bank CEO, Asset & Wealth Management CEO, Commercial Banking
Australia and New Zealand Africa, Central & Eastern Europe, Austria, Germany, Ireland, Israel, Andean, Caribbean and Central
Paul Uren Kazakhstan, Middle East, Pakistan, Nordics and Switzerland America
Russia and Turkey Dorothee Blessing Moises Mainster
China
Mark Leung Sjoerd Leenart Colombia
Austria
Bahrain, Egypt and Lebanon Anton J. Ulmer Angela Hurtado
Hong Kong
Filippo Gori Ali Moosa Argentina
Ireland
Kazakhstan and Russia Carin Bryans Facundo D. Gomez Minujin
Japan
Steve Teru Rinoie Yan L. Tavrovsky Brazil
Israel
Middle East and North Africa Roy Navon José Berenguer
Korea
Tae Jin Park Khaled Hobballah Chile
Switzerland
Karim Tannir Alfonso Eyzaguirre
South and South East Asia
Nick Bossart
Saudi Arabia
Kalpana Morparia Belgium, France, Greece, Mexico
Bader A. Alamoudi Felipe Garcia-Moreno
Iberia, Italy and the Netherlands
Indonesia
Sub-Saharan Africa Kyril Courboin
Haryanto T. Budiman
Marc J. Hussey
Belgium North America
Malaysia Kevin G. Latter
Steve R. Clayton Tanguy A. Piret
Turkey Canada
Iberia
Philippines Mustafa Bagriacik David E. Rawlings
Carlos Ma. G Mendoza Ignacio de la Colina
Italy
Singapore
Edmund Y. Lee Francesco Cardinali
The Netherlands
Thailand
M.L. Chayotid Kridakon Peter A. Kerckhoffs
Taiwan
Luxembourg
Carl K. Chien Pablo Garnica
Vietnam
Van Bich Phan
Rt. Hon. Tony Blair Ignacio Galán Joe Kaeser Ratan Naval Tata
Chairman of the Council Chairman President and Chief Executive Officer Chairman Emeritus
Former Prime Minister of Great Britain Iberdrola, S.A. Siemens AG Tata Trusts
and Northern Ireland Madrid, Spain Munich, Germany Mumbai, India
*Ex-officio
“JPMorgan Chase,” “J.P. Morgan,” “Chase,” This Annual Report is printed on paper made
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