JP Morgan Chase 2015 Annual Report Download - page 65

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The CIB’s scale, completeness
and global network have enabled
J.P. Morgan to be our clients’ safe
haven, whether in times of volatility
or stability. While this is an impor-
tant and essential role, our culture
also demands we serve our clients
with integrity and provide the best
advice, talent and appropriate portfo-
lio of products. To that end, we
discuss our culture openly in various
forums and regularly ask employees
for feedback to understand what we
do well and ways we can do better.
Thousands of employees have
participated in focus groups, and
we conduct training to ensure we
consistently instill best practices and
stay true to our principles in all of
our dealings.
A forward-looking approach
Looking ahead, we have been invest-
ing in the technology and infra-
structure that will ensure we retain,
expand and improve on our client
relationships by being attuned to
the various ways they want to work
with us.
Building on our capital strength, the
CIB is focused on optimizing capital
across multiple regulatory con-
straints in order to deploy our
resources profitably. We have a
proven track record of being able to
execute on capital optimization but
in ways that carefully consider the
impact on clients. Long term, the
approach is to identify ways to maxi-
mize returns while adhering to the
risk, liquidity and leverage standards
governing the CIB.
The CIB has maintained its strength
while adjusting to the inevitable
market shifts and by remaining true
to its overriding model. We were
able to withstand the headwinds of
2015 on the strength of a business
model that takes advantage of scale,
completeness and the reach of a
global network. Last year’s chal-
lenges – consisting of market volatil-
ity, geopolitical events, uncertain
moves in commodity prices and a
slowdown in emerging markets,
among others – have carried over
into 2016.
We are confident that our business
model will continue to be successful
in the coming year and beyond. We
are committed to remaining a global
investment bank with a complete
range of products. And by embracing
technology, we intend to mine the
eciencies of digital capabilities
while improving the services we can
provide to clients.
Above all, we know that our leader-
ship is only one way to measure how
well we serve our clients. As was the
case last year, our top priority is to
help our clients achieve their objec-
tives backed by the best products
and services we can provide. In the
end, our clients’ success is the true
measure of ours.
2015 HIGHLIGHTS AND ACCOMPLISHMENTS
• Ranked #1 in Global Investment
Banking fees with a 7.9% market
share, according to Dealogic, and
ranked in top-tier positions in 16 out
of 17 product areas across the CIB,
according to Coalition.
• The CIB has embarked on a major
eort to embrace technology in order
to oer clients a broader array of
trading platforms in which to transact
with J.P. Morgan.
• Raised $1.4 trillion of capital
for clients. Of that amount,
$55 billion was on behalf of
nonprots and government
entities, such as state and local
agencies and institutions.
• The CIB’s leadership and role as
a trusted partner to our clients
helped drive the rm’s total
merger and acquisition volume
to $1.5 trillion.
• Reduced non-operating deposits,
level 3 assets and over-the-
counter derivative notionals,
which helped reduce our esti-
mated GSIB capital surcharge
from 4.5% to 3.5%.
• The Treasury Services business
supports approximately 80% of
the global Fortune 500, includ-
ing the world’s top 25 banks.
• Treasury Services handles $5
trillion in payments per day.
• Custody and Fund Services
has nearly $20 trillion in
assets under custody.
Daniel Pinto
CEO, Corporate & Investment Bank