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J a r z 0 LL Z O Q a s a strategies and plans by focusing on several key areas that will drive a more comprehensive and granular planning strategy to ensure businesses are well prepared for disruptions affecting operations for the short and long term. The goal of the program is to enhance the quality, drive consistency and ensure sustainability. Event Management, Escalation and Response J.P. Morgan maintains regional crisis management teams and site incident management teams to address emerging risks and respond to actual recovery issues. Within the Corporate and Investment Bank, a crisis management framework manages business units and customers through a potential or actual business interruption event. This patented process is tested on a regular basis and has been successfully used to manage through a multitude of planned and unplanned events including hurricanes, floods, snowstorms, terrorist attacks, technology interruptions and power outages. The following areas are addressed: • Notification of employees and activation of the plan • Damage assessment of facility, technology and work -in- progress • Evaluation and impact of established service level agreements • Communication with key support providers and customers • Recovery of work -in- progress • Recovery site activation • Impact on support groups and interdependent processes • Movement of work and people • Business unit and technology recovery • Restoration of the process back to the original production location J.P. Morgan is a large, geographically dispersed financial institution with the ability to manage complex events. Automated notification tools, e-mail, instant messaging, and teleconference bridge lines are used to communicate and coordinate activities across all business units and support groups. In an actual business disruption, it can be critical to determine accurately the extent of damage and the resources required to resume and maintain operations. Damage Assessment is comprised of three components, coordinated by groups knowledgeable in their established discipline: the Global Real Estate Group evaluates the facility and select supporting infrastructure; business unit management evaluates the impact of in- progress and expected workload and determines the appropriate level of response; Global Technology Infrastructure evaluates the impact on electronic equipment, including computers, network and servers. Within each line of business at each location, a senior individual is appointed to represent the business at the J.P. Morgan's Firm -wide Crisis Command Center. In the event of a business disruption, J.P. Morgan will activate the Crisis Command Center in order to determine the scope of the disruption, the effect on the business and on our clients. When activated, the Crisis Command Center is staffed 24 hours a day with senior representatives from Real Estate, Security, Technology, Infrastructure, Risk Management, Legal,Compliance, Insurance, Audit, Human Resources, Corporate Communications /Marketing, Finance and each line of business. To keep clients informed during a business disruption J.P. Morgan relies on both written and verbal communications. We provide clients with regular updates summarizing the status of the situation and the impact to clients. Depending on the nature of the disruption and the JP.Morgan