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cOwr|ncxr|A' <br />Resiliency plans supporting critical business processes are updated annually or when there are <br />significant changes in the environment. Plan maintenance sessions are typically one on one <br />sesoions,withiheb"doessvniLtoiormaUyreviewmiiaspcctsuftheresd|encyplanundn`ake <br />Updates asnecessary, Where applicable, v/e educate each shift. of the general employee <br />population on how to respond to an event at their facility, in addition to the earployees that <br />will be directly involved with a recovery effort, <br />|o addition, JP. Morgan has a/unna\, centrally managed, vahdadon process to evaluate the <br />adequacy of security, disaster recovery and business continuity controls in place at critical <br />vendors, A critical vendor is described as one who provides a unique, time critical service that <br />is riot eodiy reproduced o,replaceable. <br />Business Resiliency plans are Subject Lo reviews hvJ.P. Mm,gan"s Internal Audit Department <br />and the Resiliency Risk Management group, which acts xs the firm's governing body for <br />8uSin*sske+iU*ocymca,ores,Thepiansmustnddrsusandcomp|yvithducuroeoUed <br />orgu"izadon*(/olui/omonisAUfindjngsaree»caia\edinthchuoinessunits,Rjsk <br />Management and division execuUve for review. <br />Event Management, Escalation and Response, <br />].P. Morgan has regional crisis management teams in place to address emerging risks and <br />respond tu actual oeCovw,y issues. Within each line u/ business, a crisis management <br />framework isin place tn manage business units and customers through a potential n/actual <br />ho»ino»Sinicrruphnneveot,Thisprocessb\+stcdonareguinrbosisandhasbcensuccessfuUy <br />used to manage dn ough a multitude of planned and unplanned events including hurricanes, <br />floods, snowstorms, terrorist attacks, technology interruptions and power outages. The <br />following areas ire addressed: <br />� <br />Notification nf employees arid activation o( the plan <br />,// Damage assessment u| facility, technology and ,vnrkin'progress <br />KU Evaluation and impactuf established service level agreements <br />fx, Communication with key support provider s and customers <br />m Recovery nfv/nrk-in-pruQrrss <br />7f, Recovery site activation <br />fff, Impact un support groups and interdependent processes <br />fK, Movement of work and people <br />m <br />Business unA and technology recovery <br />m <br />Restoration of the process back to the origmai production location <br />J.P, Morgan is a large, geographically dispersed financial institution with the ability to manage <br />complex events. Two-way pagers, e mail, instant messaging, and teleconference bridge ines <br />are used to communicate and coordinate activities across all business units and support <br />g,nupa� <br />in an actual business disrUP11011, it can be critical to determine accurately the extent of <br />dmrna�e and the resources .equi/ed to resume and maintain operations. Damage Assessment is <br />comprised of three cornoonents, coordinated by groups knowledgeable in their established <br />dis"pLioe the Facilities and Critical Infrastructure Group evaluates the facility and select <br />supporting infiastructuie; business unit managernent evaluates the impact of in-progress and <br />expected wm'kload and determines the appropriate level of response; Global Technology <br />infrastructure evatLiates the impact on electronic equipment, including computers, network <br />and servers, <br />���� <br />m.��/v�ou�y�x�u <br />��� �� <br />������ <br />