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Building a Safer JLL: Our Journey Health and Safety Report │October 2016

Business Continuity

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Table of Contents

The evolution of JLL ........................................................................................................................................................ 3

Turning our vision into a reality, the challenge of being safe ...................................................................................... 4

Working toward a common safety goal .......................................................................................................................... 4

More Consistent Reporting of Health and Safety Performance ..................................................................................... 5

Aligning Vendor Actions with Our Expectations .................................................................................................................. 5

2015 Safety Performance ................................................................................................................................................. 6

The bigger picture: protecting our people ...................................................................................................................... 7

Case Study .................................................................................................................................................................... 8

Investing in a Safer Today and Tomorrow ..................................................................................................................... 9

Safety Week ................................................................................................................................................................. 10

Safety Recognition ....................................................................................................................................................... 11

Certifications ................................................................................................................................................................ 11

Awards ......................................................................................................................................................................... 12

Case Study .................................................................................................................................................................. 13

2016 and Beyond ............................................................................................................................................................ 14

JLL | Health and Safety Report 3

The evolution of JLLJLL is a continually evolving and dynamic organization. Over the past decade, the company has

quadrupled its fee revenue and completed 90 global acquisitions. That growth has propelled JLL

beyond the largely safe world of real estate brokerage and advisory services into an environment

where our employees and contractors are increasingly exposed to the relatively greater physical

risks and dangers of facilities management, engineering and construction. Our various businesses

have over time introduced strategies to mitigate against those new safety risks, but as is the case

with any solution those initiatives need to be continually reviewed and realigned with emerging

risks.

Front cover: The International Towers in Sydney, NSW Australia. Upon completion the development will have a mix of uses, including commercial, residential, retail, dining and hotel

components. JLL is the appointed leasing agent and property manager of the commercial component.

1760 − Original

predecessor firm to King Sturge founded in London

1958 − Expanded

overseas

1997 − Acquired the

Galbreath Company (4/97)

− Initial Public Offering (7/97)

1999 − Jones Lang LaSalle

created by the merger of LaSalle Partners and Jones Lang Wootton

2004 − Acquired L&H Real Estate Group (4/04)

1783 − Original

predecessor firm to Jones Lang Wootton founded in London

1968 LaSalle Partners founded

1998 Acquired Compass Management & Leasing Inc.

2006 − Merged operations with Spaulding & Slye

(1/06) − Acquired Rogers Chapman (5/06) − Acquired The Littman Partnership (7/06) − Opened an office in Dubai, UAE (9/06) − Acquired RSP Group (9/06) − Acquired areAZero (10/06)

2007 − Acquired Hargreaves Goswell (1/07) − Acquired NSC Corporate Property

Consultants (1/07) − Acquired Troostwijk Makelaars (4/07) − Acquired KHK Group (5/07) − Acquired GVA (6/07) − Acquired Trammell Crow Meghraj (7/07) − Acquired Zietsman Realty Partners (8/07) − Acquired Camilli Veiel (9/07) − Acquired Corporate Realty Advisors (10/07) − Acquired Klatskin Associates (11/07) − Acquired Upstream (11/07) − Acquired Group Tetris (11/07) − Acquired Asset Realty Managers (12/07)

2008 − Acquired The Standard Group (1/08) − Acquired Brune Consulting Management (1/08) − Acquired Creer Property (1/08) − Acquired Creevy (1/08) − Acquired Kempers Group (1/08) − Acquired Sallmanns (2/08) − Acquired Shore Industrial (3/08) − Acquired Leechiu & Associates (3/08) − Acquired ECD Energy and Environment

Canada (7/08) − Acquired The Staubach Company (7/08) − Acquired Churston Heard (7/08) − Acquired Alkas Consulting (8/08)

2010 − Acquired GPL Taylors (2/10) − Acquired Third Party Management LLC (7/10)

2011 − Acquired Sal. Oppenheim (1/11) − Acquired Primary Capital Advisors

Commercial RE Lending (2/11) − Acquired Bradford McCormack & Associates

(3/11) − Acquired Keystone Partners (3/11) − Acquired King Sturge (5/11) − Acquired Procon (8/11) − Acquired Pacific Real Estate Partners (10/11) − Acquired DST International (10/11)

2012 − Acquired MPS Property (1/12) − Acquired JER Partners (3/12) − Acquired Credo Real Estate (7/12 − Acquired 360 Commercial Partners

(7/12) − Acquired The Apartment Group Ltd.

(12/12)

2013 − Acquired Halcyon Real Estate (6/17) − Acquired Quadrant Realty Finance (6/25) − Acquired Capital Realty (8/5) − Acquired Means Knaus Partners L.P.

(8/26) − Acquired Op’ex Consulting Inc. (12/2)

2014 − Acquired GCL Europe (3/31) − Acquired Tenzing AB (5/30) − Acquired YY Property Solutions Sdn Bhd (6/9) − Acquired Cleo Enterprises, LLC (7/31) − Acquired BNP Paribas Real Estate Advisory (9/4) − Acquired W.A. Ellis (10/1) − Acquired CRESA Portland (11/12) − Acquired Coverpoint Catering (11/20) − Acquired Henry Butcher (12/2) − Acquired Nova Interior (12/3)

2014 − Rebranded and

became JLL

2015 − Acquired FiveD (5/15) − Acquired Propell National Valuers (Q3 2015) − Acquired HFM (5/15) − Acquired CMM Projekt & Office Solutions (Q3 2015) − Acquired Guardian Property Asset Management (11/15) − Acquired Tansei Mall Management (Q1 2015) − Acquired Neo-Świat (5/15) − Acquired AGL (9/15) − Acquired Nextport (3/15)

− Acquired AVM Partners (7/15) − Acquired Avenue 9 (11/15) − Acquired Bluu (8/15) − Acquired CoR Advisors − Acquired Corrigo (12/15) − Acquired Cresa South Florida (12/15) − Acquired Lodgetax (7/15) − Acquired Martin Potts & Associates (11/15) − Acquired Oak Grove Capital (11/15) − Acquired Shelter Bay Retail Group (8/15) − Acquired Wilson Retail Group (5/15)


Turning our vision into a reality, the

challenge of being safe JLL is on a safety journey. Our vision is to provide a safe and healthy workplace and to promote

an effective and continuously improving health and safety culture. Like most large organizations,

the size and geographical dispersion of our business can make visions such as this challenging to

realize. In 2016 we identified three key challenges to focus on in order to keep us moving forward

with our journey. Addressing those challenges will have a major impact on our ability to achieve

our broader health and safety objectives.

Working toward a common safety goal

JLL operates in a variety of different markets and

countries, some with vastly different requirements,

stakeholders and environmental drivers. To quickly

respond to the demands of our clients and the

pressures of our regulatory and operating

environments, our business has largely adopted a

decentralized structure. While our decentralized

structure has been successful from an operating and

entrepreneurial perspective, we believe that globally

aligning our health and safety strategies and

methodologies will improve our overall effectiveness.

To that end, the Board of Directors established the

Global Safety Governance Committee (GSGC). The

GSGC, comprised of influential senior managers from

various parts of the broader business, is tasked with,

among other things, the following:

Reviewing the structure and use of our health and

safety resources;

Leveraging existing best practices to develop a

robust global safety program;

Implementing a strategy for enhancing our health

and safety culture;

Enhancing safety leadership and personnel

engagement;

Improving access to training and encouraging

frequent communication about safety; and

Establishing performance objectives and metrics.

Prior to the creation of the GSGC, JLL had a variety of

safety committees and groups accountable for the

safety of their discrete business, operating country or

region. However, our leadership has determined that

we have outgrown that model and that we rather need

an approach that will focus the company towards a

common goal. We firmly believe that everyone at JLL is

responsible for creating a safe work environment, and

with strong leadership from the GSGC we hope to

empower every level of our organization to proactively

strive for safety excellence.


More Consistent Reporting of Health and

Safety Performance

Traditionally, our individual businesses have had the

freedom to determine how they record and report on

their health and safety performance. That approach,

although effective in part, has also led to inconsistent

data being collected by our different businesses around

the globe.

To foster more uniform recording of health and safety

performance, we have undertaken a global project, in

conjunction with our Information Technology and Data

& Information Management teams, to:

Establish performance metrics that provide for increased visibility over the lead and lag indicators relevant to our service offerings;

Standardize our data collection protocols; and

Develop a system that offers real-time access to the health and safety statistics of all our businesses irrespective of the electronic recording tool they are using.

With improved access to data, we hope to enhance our

ability to identify risk areas and ultimately better

implement corrective action that will improve our safety

performance.

Aligning Vendor Actions with Our Expectations

At JLL not only do we engage vendors to provide

services for our own benefit but we also, from time to

time, directly contract vendors to assist us in delivering

on our service obligations to our clients. We believe the

total number of vendors we engage per year may be as

high as 260,000. Those vendors are more integrated

into our operations than ever before and, unfortunately,

involved in a significant proportion of safety incidents.

For those reasons, we cannot allow vendors to

manage the health and safety of their people in

isolation from us. Rather, we must engage more deeply

with our vendors to better promote the health and

safety of all people. We have appointed supply chain

management experts, Avetta (formerly PICS Auditing),

Greencap, and EcoVadis, to assist us through this

process, but we have more work to do to ensure our

vendors are aware of our high health and safety

expectations.


2015 Safety Performance Our safety performance in 2015 can be summarized

as one of improvement through engagement. We built

upon our safety performance in the past by engaging

more comprehensively with our people and by actively

collaborating with our stakeholders for the betterment

of all people with whom we work and interact.

We invested time in building and strengthening

relationships, and we believe that process contributed

to our performance in 2015 and will continue to do so

in future years.

Globally, our Recordable Incident Rate (RIR),

which is a measure of recordable injuries and

illness per 100 employees per year, fell to 0.72

in 2015.

Our 2015 RIR represents a rate reduction of

17% when compared to 2014.

Our global Days Away, Restricted Duty and

Transfer (DART) incident rate, a measure of days

lost or duties altered due to recordable injuries

and illness per 100 employees per year, fell to

0.50 in 2015.

Our 2015 DART represents a rate reduction of

23% when compared to 2014.

*North American Facilities Data Source- Bureau of Labor Statistics.

Note: data covers employees in our Integrated Facilities Management business globally, and all JLL employees in the U.S.A.

Note: data covers employees in our Integrated Facilities Management business globally, and all JLL employees in the U.S.A.

“Although the JLL incident rates for 2015 were approximately one third of the average for our

industry, we continue to strive for our ultimate goal of zero injuries”.

Michael Robbinson, Senior Vice President, Health Safety & Environment, JLL Americas


As described earlier in this Report, JLL, as a whole,

has not consistently recorded health and safety

performance. However, we are taking steps to ensure

that in the coming years we can report more widely on

our performance.

The bigger picture: protecting our people

Despite the improvement in our performance, we

cannot rest on our laurels. The real prize is our people

and business partners experiencing no harm or injury.

Tragically, in 2015 we failed to achieve that goal. In

August, one of our mobile engineering technicians in

the U.S.A lost his life in a road accident. Our colleague

was not at fault in the accident, but was rather the

victim of a motorist crossing into the wrong lane.

Our heartfelt condolences go to his family and friends.

We are determined to do all we can to protect our

people on the road. Immediately after the incident,

we conducted a thorough investigation and redoubled

our efforts on road safety by:

Evaluating the crash ratings and safety features

of our fleet vehicles; and

Re-emphasizing our defensive and distracted

driver training with our staff.

Additionally, we are saddened to report that two vendor

fatalities occurred on projects in Asia Pacific and a

further fatality in Latin America. Following each of

those tragic incidents we worked with our vendors and

clients to ensure that similar incidents do not re-occur.

As previously mentioned, vendors pose a unique

health and safety challenge for us, but we will continue

to work with our stakeholders to implement initiatives

that promote health and safety.


Case Study Looking at a Problem with a Fresh Perspective

In 2015, the EMEA Integrated Facilities Management business (IFM), under the safety leadership of our Head of

Strategic EHS (EMEA), Graeme Clarke, adopted a ‘back to basics’ approach to health and safety. A critical part of

that approach involved reviewing the systems, processes, and procedures that underpinned our safety operations to

identify gaps and opportunities. Following the review, several initiatives were introduced to reinvigorate our approach

to safety. Some of those initiatives included:

Introducing a new training portal to facilitate e-learning and onboarding as well as to increase accessibility to

training; and

Implementing a balanced scorecard that measures the monthly safety performance of our accounts based on

their level of proactivity and use of best practices rather than the traditional approach of simply measuring the

number of accidents.

The change in approach was well received and resulted in a gradual, but noticeable, shift in mindset. Our people

have begun to realize, at both the micro and macro levels, that zero accidents can be achieved through careful

design and proactivity, rather than by good fortune. The EMEA statistics in 2015, when compared to 2014, also told

an impressive story:

28% Reduction in first aid accidents

30% Reduction in recordable incidents

33% Reduction in lost time incidents

2015 EMEA IFM performance trends.


Investing in a Safer Today and TomorrowWe have invested, and continue to invest, in the health and safety of our employees, clients and supply partners, andwith over 270 full-time health and safety professionals, we are always looking to do more.We continually encourage our people and business partners to reassess their existing practices and to exploreopportunities for transformative improvements. Nevertheless, we face challenging situations in some of our operatingcountries but we endeavor to resolve those challenges in a way that enhances local safety standards. In 2015 we usedtwo key mechanisms to combat some of the issues we faced in Asia Pacific:

We collaborated with regulatory authorities andour strategic suppliers to change industry safetyculture. For example, our Project & DevelopmentServices business (“PDS”) implemented a form ofsafety collaboration known as ‘Safety in Design’.As part of that initiative, JLL works closely witharchitects, engineers and designers to proactivelyidentify and eliminate hazards in the design phaseof solution development.

We provided additional training and resources tothe parts of the business that had the greatesthealth and safety risk. This involved our PDSbusiness working with our suppliers to conduct:− nearly 150,000 site safety inductions;− almost 84,000 Toolbox Talks; and− approximately 30,000 audits, inspections and

compliance checks.

We continue to work with our operational teams, vendor partners and clients to raise the profileof safety through training and education. The adoption of common standards across the

region is challenging our people and vendors to step outside the cultural norms.

Mike Hickman, Regional Risk and Incident Manager, (Asia Pacific)

JLL’s Health and Safety program forms part of Building a Better Tomorrow, our sustainability leadership agenda. A corepart of Building a Better Tomorrow is embedding effective Health and Safety practices – and broader sustainabilitypractices – into all that we do. This ensures we have a long-lasting, positive impact across the four areas of Building aBetter Tomorrow: Clients, People, Workplaces and Communities.


Safety Week

We believe that our improved health and safety performance can be attributed, in part, to our many global safety

initiatives, including the renewed focus we’re placing on training our employees and vendors. JLL held Global Safety

Week for the third consecutive year in 2015 and we were able to reach approximately 16,000 participants worldwide.

For JLL, Safety Week is an important mechanism for:

Increasing awareness and understanding of health and safety within JLL and externally;

Improving our safety culture;

Developing health and safety resources; and

Reducing injury, occupational disease and incidents.

“During Safety Week we employed various activities to engage with our stakeholders. Those activities included site-based ceremonies, training on construction projects, safety competitions, and online

safety sessions in numerous languages. By taking a broad approach to stakeholder engagement we were able

to reach a large proportion of our stakeholders and create the opportunity for future dialogue.”

Rob Combe – Head of HSE, PDS Asia Pacific and PDS Global HSE Lead


Safety Recognition

Our efforts in health and safety have not gone unnoticed, and in 2015 we either received or had in

place numerous independent certifications and awards.

Certifications

Safety Management Systems Certificate

(AS4801:2001) for Project Management and

Construction Management for commercial building

projects in Australia

Environmental Management Systems Certificate

(ISO14001:2004) for Project Management and

Construction Management in Australia

Quality Management Systems Certificate

(ISO9001:2008) for Project Management for

Commercial and Residential Construction in

Australia

Occupational Health and Safety Management

Systems (OSHAS 18001:2007 and AS/NZS

4801:2001) for Facilities Management in Australia

Quality Management Systems (AS/NZS

14001:2004) for Facilities Management in

Australia and Singapore

Risk Management (ISO31000:2009) for Facilities

Management in Australia


(OHSAS18001:2007) for Project Management in

Beijing


(OHSAS18001:2007) for Project Management

in Shanghai

Management System Certification (ISO

9001:2008) for Property Management, Investment,

Valuation, Sales and Leasing in Ireland

Quality Management System (ISO 9001:2008) for

Property Management, Advisory Services,

Brokerage, Project Management and Construction

in various United Kingdom locations

Quality Management System (ISO 14001:2004) for

Property Management, Advisory Services,

Brokerage, Project Management and Construction

in various United Kingdom locations

.


During 2016 and beyond we will endeavor to ensure

that even more of our safety management systems are

in accordance with international best practice:

PDS in Asia Pacific have implemented a program

to ensure all operating countries are ISO certified.

Also, with the impending introduction of ISO45001

in 2017, a transition plan will be implemented to

change those businesses already certified to

OHSAS18001 to the new international standard.

The Australian IFM business will undergo

recertification efforts to meet the standards of ISO

9001, 14001 and OHSAS 18001.

Our US and Canadian IFM businesses have

commenced a project to obtain certification for ISO

45001, ISO 14001 and ISO9001. The aim is to

obtain certification by mid-to-late 2017.

Awards

International Award for Health and Safety with

Merit, for the 9th year in a row (U.K.).

Royal Society for the Prevention of Accidents

(ROSPA) Gold Award, for the 9th year in a row

(U.K.).

US National Safety Council’s Occupational

Excellence Achievement Award for IFM client

accounts across our operations.

US National Safety Council’s Hazard Recognition

Award for JLL’s Corporate Operations and Central

Mobile Engineering Services team.

US National Safety Council’s Significant

Improvement Award to our Central Mobile

Engineering Services team.


Case Study Being held to high standard

EcoVadis is a collaborative platform that provides Supplier

Sustainability Ratings for global supply chains. As part of the

work we did with one of our clients, we were asked to take

the EcoVadis survey. We obliged with the request, and after

a thorough assessment of JLL’s Corporate Social

Responsibility management system (which includes Health

and Safety), we were awarded the Gold Recognition Level.

That rating places JLL’s CSR management program among

the top 5% of companies assessed.

After recognizing how insightful the results of an EcoVadis

assessment can be, we resolved to engage EcoVadis to assist

us in assessing our own supply chain. We hope that our new

relationship with EcoVadis, along with our pre-existing

commitment to ethical conduct, will help us achieve our

commitment of only engaging with vendors of the highest

repute.


2016 and Beyond

We will continue to dedicate resources to our health

and safety program, and in particular to the three key

challenges we identified earlier in this Report. The

GSGC has, in its short period of operation, been

successful in galvanizing health and safety and in

ensuring that all parts of the company are conscious

of their role in achieving our vision. The GSGC’s

introduction of a new Global Health and Safety Policy

in mid-2016 has also been instrumental in guiding the

efforts of our large and dispersed business.

Ultimately, we will continue to work hard to ensure

that we are able to realize our vision of a safe and

healthy workplace for all those with whom we work

and interact.

http://www.jll.com/Documents/global-health-and-safety-policy.pdf

www.jll.com