1. A New Direction in Health Care for JPMorgan Chase The Conference Board March 1, 2012

2. 1 About JPMorgan Chase [TBD]

3. 2 A New Direction in Health Care for JPMorgan Chase “Taking care of your health and your family should be top priorities, and it’s important that companies help employees take control of their well-being.” – Jamie Dimon, Better Every Day Newsletter; Issue 1, July 2010

4. 3 The Case for Change Better Decisions + Healthy Actions = Improved Health Outcomes + Better Economic Value Low engagement in benefit decisions Increasingly unhealthy population Time for a new direction in Health Care and Wellness at JPMC History of rising costs and declining value (medical inflation is much greater than CPI) for employees and firm JPMC >$1 Billion Employees >$600 Million Cost increasing 6% – 8% per year 50% in HMOs 7 Health Care Companies

5. 4 The Process of Change Collaborative effort among multiple stakeholders to create and implement our new strategy Nearly two years of planning, analysis and execution LOB Communications HR Business Partners Working Group LOB Leadership Steering Committee JPMC Benefits Team

6. 5 A New Direction In Health Care: A Look at Our Strategy We moved from…And went to… Independent wellness program and medical plan benefits An integrated program that promotes and rewards efforts to achieve good health No centralized resource for health care information and tools The My Health portal to help employees, retirees and families manage their health care and wellness information online Limited services in on-site health care clinics Expanded services in on-site clinics, including physician services and more locations Multiple plans and health care companies Two new Consumer Driven Health Plans (CDHPs), and two health care companies

7. 6 The New Consumer-Driven Health Plan (CDHP) Key Points The CDHP… Encourages preventive care and more involvement in health care decisions Links to a JPMC-funded, tax-favored account (“Medical Reimbursement Account,” or MRA) Puts more responsibility on users of care and typically has higher deductibles Starts with an MRA… Is funded by JPMC Helps offset out-of-pocket expenses Rolls over from one year to the next And asks employees to… Understand how the plan works Choose a plan option and a health care company Take appropriate actions to maximize the plan’s value

8. 7 Spotlight on the New Consumer Driven Health Plan All Current JPMC Medical Plans Replaced by The New Consumer-Driven Medical Plan Option 1 Option 2 Medical Reimbursement Account (MRA) Funded by JPMorgan Chase All Current JPMC Health Care Companies Two Choices: CIGNA or UnitedHealthcare Consolidated to Higher payroll contributions; lower deductibles and coinsurance maximums Lower payroll contributions; higher deductibles and coinsurance maximums Both companies offer high- quality, extensive networks and services More than 95% of providers used by JPMC employees participate in these networks Three ways to earn MRA Funds Automatic Funds for employees who earn up to $250,000 Wellness Funds for employees who take actions Start Up Funds in the 1 st year for employees who take actions

9. 8 Deductible 20% Coinsurance No Deductible10% Coinsurance No Deductible 0% Coinsurance Preventive Care Hospital, Specialist and Other Medical Costs Primary Care Payroll contributions, MRA funding amounts and coinsurance maximums will vary by salary tier Medical Reimbursement Account (MRA) Funding Helps offset out-of-pocket expenses Automatic $$$ Wellness $$$ Start Up $$$ Activity-BasedNo Activities Required Up to Coinsurance Maximum (Safety Net) You and the Plan Share the Cost for Medical Care (In-Network) 89203 How the New Medical Plan Works

10. 9 1 2 3 Start Up Funds Wellness Funds Automatic Funds Requires Action Take part in assessments, screenings, health coaching and weight management Requires Action Engage in learning more about the health plan and health care No Action Required Automatic for employees enrolling in the Medical Plan who earn less than $250,000 in total annual cash compensation Use money to help pay your deductibles and coinsurance, including Rx — tax-free Unused amounts roll over from year to year Total MRA The MRA: How Funds Work

11. 10 What This Meant for Most Employees Estimated cost comparison relative to what employees would have paid in 2012 if no plan changes were made POS High POS Low Select HMOs All Other HMOs Legacy CDHP Payroll Contributions Total Impact Varied Based on MRA Funding Automatic Funding Driven by straightforward, easily achieved employee actions Increase > $1,000 Decrease Increase < $1,000 Maximum Funding Increase > $1,000 Decrease Increase < $1,000 Almost 90% of employees who maximize their MRA by “doing the right things” will be better off in 2012 Almost 70% of employees will see a decrease in their payroll contributions

12. 11 Aligning Strategy and Partners Two Health Care Companies, Cigna and UnitedHealthcare, Offered Side-by-side on a National Basis More than 95% of providers utilized by JPMorgan Chase employees participate in the Cigna and/or UnitedHealthcare network Health management programs embedded with each health care company Commitment to innovation, transparency, engagement and health improvement backed by financial guarantees Leading Edge Performance Commitments Claim target guarantees Financial efficiency guarantees Clinical improvements and outcomes Partner Role and Expectations High quality, extensive networks and services Cost transparency Commitment to clinical improvement efforts and provider re-contracting Customized and highly visible employee communication support

13. 12 Engaging Our Employees: Learning Days The Objectives Offer a forum for employees to learn about the new Medical plan that is: Informative, interactive and exciting Professionally and seamlessly executed Well promoted and well attended A positive experience for employees The Plan Run 47 live events in 23 business days across the country, covering 77,000 employees and spouses Run 12 “mini” events, planned and executed in two weeks, covering an additional 9,000 employees Launch a “virtual” site with six 12-hour live Q&A sessions to cover employees who couldn’t get a live event The Approach Leverage Towers Watson HGB consultants to serve as subject matter experts onsite and virtually Coordinate with event planners, JPMC Benefits team, local HR staff and Towers Watson to prepare, execute and follow up each event Manage complex logistics for training, staffing, date changes, new requests along the way… The Results 43,000 attended (56%) live events, with average of 1,000 attendees per event 3,500 (40%) attended “mini” events 10,000 unique visitors to virtual site, with 1,500 participants in live Q&A Percent of employees with positive attitude about the plan rose from 17% to 40% after attending events

14. 13 Print to Home Tip Sheets & Online Tutorials Virtual Learning Days Posters Bringing the Strategy to Life

15. 14 My Health: Centralized Resource for Health & Wellness

16. 15 Early Returns [Results so far (HRA completion, on-site biometrics, web hits, etc.)]

17. 16 Lessons Learned [TBD]