UK Highlights 2016

Our sustainability leadership agenda

Better TomorrowBuilding a

Our vision is to make JLL a world-leading, sustainable professional services firm by creating spaces, buildings, and cities where everyone can thrive.

Building a Better Tomorrow

UK 2016 highlights

targets achieved*

Defined metrics to put a financial value

on sustainability for us and the industry

Reduced absoluteenergy use in our corporate offices

by 26% since 2012

Integrated HR priorities into

our sustainability programme

Launched our UK Communities

programme addressing social issues where we

have most impact

Received 35 environmental

awards and a ‘Highly Commended’

in Business Green’s Consultancy of the Year

*In 2016 we set seventeen annual targets and concluded one long-term target early. Full details of our performance against the 2016 and long-term targets and data can be found at jll.co.uk/buildingabettertomorrow

A message from our CEO

JLL UK, CEOChris Ireland

The world’s financial, social, and environmental challenges demand bolder, more urgent action from business. In 2016, we saw important green economy milestones. For the first time, over half of the UK’s electricity came from low carbon sources. Many of our clients embraced the implications of the Paris climate change agreement with gusto, setting stretching science-based carbon targets and committing to 100% renewables for their businesses. We also saw important political and social trends rise to the fore, the most significant being the UK’s vote to leave the EU, driven in part by a sense of economic inequality across the UK. Staff wellbeing, the war for talent and technology transformation preoccupied the minds of UK occupiers and businesses at large.

As the CEO of the JLL UK business, it is my responsibility to respond to these challenges. Five years into our journey to embed sustainability into everything we do, I am proud of the progress we are making. Last year, we achieved a healthy 78% of our sustainability targets and have laid the groundwork for a set of ambitious 2020 targets. We put a financial value on sustainability, launched our community programme and integrated our HR priorities in to our Building a Better Tomorrow programme.

There were some areas where we faced challenges, however. Although we have achieved a strong downward trajectory in energy use in our corporate offices (a 26% absolute reduction since 2012), we did not achieve our 5% reduction target in our London HQ last year. We have learnt lessons and are on a strong footing for our new 2020 energy and

renewables targets. In light of Brexit, we stepped back for now from engaging with clients on setting a zero energy 2030 target aligned to EU law and instead focused on deploying a natural renewables contract across 330 assets we manage on our clients’ behalf. Finally, we didn’t fully achieve our targets for 80% of staff trained on sustainability and extensive client consultation on embedded sustainability, but will see these targets to fruition in 2017.

I invite you to read more about our progress and aspirations in the following pages. Our clients, our staff and our partners increasingly tell me that they trust us to achieve their sustainability ambitions. We look forward to working with you as we continue Building a Better Tomorrow.

ClientsWe seek to transform the UK property sector by integrating sustainability in to all our advice and by supporting our clients with leading sustainability and energy expertise.

Spotlight on...Energy Systems Catapult is the innovation hub set up by the UK Government to help the UK navigate the transformation of our energy system and to unlock new commercial opportunities for UK plc. One of the hardest challenges is to enable a new low carbon, decentralised energy system to integrate with our existing built environment.

JLL has been advising Energy Systems Catapult for a number of years. Specifically, we have focused on how the planning system can enable decentralised low carbon infrastructure. In particular, we’ve worked with Greater Manchester to influence a city-wide energy plan that can be enacted by ten local authorities. This new framework will help Manchester deliver carbon targets up to 2035, related to homes, jobs and infrastructure. The JLL planning team is looking forward to providing further advice to Catapult to help other local authorities take similar steps throughout the UK.

turning innovation into a practical reality

The journey starts nowThis year we are celebrating 20 years of providing sustainability expertise to our clients. Join us as we look back at industry achievements and forward to how the sustainability agenda will continue to transform the industry: transformingrealestate.jll.co.uk

Worked with Business in the Community,

UKGBC and Stonewall to challenge our

strategy

Published thought leadership on total impact, integrated

reporting and occupier sustainability trends

Supported service innovation through

piloting total impact measurement for

JLL UK

Engaged with property management clients to set a joint zero energy 2030 target aligned to EU law

Consulted with 3 of 12 clients on our embedded sustainability delivery

Defined sustainability value metrics

2016 progress

Client engagement Engage with our top 40 clients to ensure all our teams are actively helping them improve their sustainability performance

Sustainability embedded in core services

Ensure at least 50% of UK business lines by revenue are in the Realise Commercial Benefits stage of the JLL Sustainability Journey Model©

Digital Embed sustainability requirements within top 3 new digital projects

Sustainability and energy services

Work with our clients to deliver 5 sustainable strategies or projects that transform real estate, infrastructure and cities

Market transformation Support the transition to a circular economy through our services, workplaces and public affairs activities

Procurement Align with the ‘Flexible Framework’ sustainable procurement standard Level 3 across all client and corporate procurement

2020 targets

At JLL I’ve found an environment to be myself. With forward thinking policies, vocal backing for inclusion and networks giving me supportive connections across the business, I haven’t had to worry about who I am. So I can focus on doing a brilliant job for my clients.Anisa Hussein, Associate Director - Project Management

PeopleWe seek to create a work culture that values diversity, recognises and rewards talent, develops skills for tomorrow’s challenges and fosters good health, safety and wellbeing.

Spotlight on...Since the launch of the JLL diversity and inclusion strategy in 2014, we have established six internal networks, all working towards improving diversity and inclusion across the JLL workforce. Through numerous initiatives including breakfasts hosted by JLL senior female colleagues, innovative awareness raising campaigns and lunchtime talks delivered by high profile external speakers, we have challenged stereotypes and supported people to feel confident in being themselves.

We have won numerous awards and in 2017 our position in the Stonewall Workplace Equality Index improved by 115 places, making us the leading firm for LGBT inclusivity in the property sector. Our industry-wide involvement with Changing the Face of Property, Urban Plan and Pathways to Property Summer School has helped us engage enthusiastic students. Through our Employer Engagement Week we have introduced a number of these students to career opportunities they didn’t know existed.

fostering an inclusive culture in our industry

Engaging our

Career & development

Enable our staff to achieve their ambitions through our career & development activities

Lifestyle & wellbeing Be recognised for delivering meaningful lifestyle & wellbeing opportunities for our staff

Rewards & recognition

Achieve Living Wage employer or recognised service provider accreditations across all JLL UK entities

Sustainable behaviours

Ensure all members of the UK Executive have undertaken sustainability leadership training and all UK Directors have undertaken unconscious bias training

Integrate sustainability training and volunteering into our career and development pathways

Diversity & inclusion Ensure all recruitment processes are inclusiveImprove the gender balance at every gradeImprove our position on the Social Mobility IndexSupport parents and carers in their roles at home and at workEnsure 10% of staff are BAME (Black, Asian, Minority Ethnic) with improved balance at director gradesAchieve Bronze status on the Business Disability Forum standardAchieve Top 100 employer in Stonewall’s Workplace Equality Index

Over 67% of UK staff have

taken sustainability training

Established metrics to benchmark

the wellbeing and productivity of our staff

145 Directors completed intensive leadership training*

100% of graduates who became newly

qualified in 2016 were retained

by the business*

2016 progress

2020 targets

* These are not 2016 targets but instead are key metrics demonstrating our 2016 performance

WorkplacesWe implement workplace practices to reduce our environmental impact, to support staff wellbeing and to play a leading role in the UK’s transition to a low carbon, circular economy.

Spotlight on...In 2016, we transformed the workplace for our Bristol business and achieved RICS Ska Silver. We relocated the business to a new space that has modernised working practices, improved energy efficiency, and created a healthy and collaborative environment. With six different types of working space, including a café, staff can chose from 90 hot desks and clients are welcome too.

The building boasts natural ventilation, access to a large out-door terrace and a central atrium, meaning natural light and fresh air rates are high and the office enjoys great views. The extensive refurbishment and the JLL-led sustainable design and build of the office space will contribute to reducing the carbon footprint of our operations in the UK.

our Bristol office

At JLL, we see first-hand how important it is for workplace design to be fit for purpose in a changing, highly-connected world. This is why we’ve focussed on creating a new environment that transforms the way we work and takes health and wellbeing very seriously.Simon Peacock, Lead Director - South & Wales Region

All our corporate office fit-outs

achieved SKA Silver

Established minimum requirements for

operational management, fit-out and selection

of our offices

Achieved waste recycling rate of 70% at our Norwich and London HQ

5% absolute energy reduction

at our Head Office

Achieved 38% energy reduction per FTE in 2016 against 2012*

2016 progress

Resource use Achieve zero waste to landfill in our corporate offices, with at least 70% of all waste recycled

Achieve 30% paper reduction per FTE by 2017 against 2014 baseline (23% reduction at end 2016)

Travel Achieve a 10% reduction in carbon emissions per FTE from business travel against a 2016 baseline

Energy & carbon Achieve 35% absolute reduction in energy consumption against a 2012 baseline

Achieve 100% renewable electricity across our corporate estate

Fit-out Achieve RICS SKA Gold rating for all our fit-outs

Workplace wellbeing

Achieve WELL certification for major new offices and integrate WELL best practice and diversity & inclusion criteria into our estates strategy

2020 targets

*This 38% energy reduction per FTE since 2012 equates to a 26% absolute energy reduction since 2012. We have decided to close off our long-term energy target 1 year early and have now moved to a 35% absolute energy reduction by 2020 against 2012.

We are delighted to partner with JLL to run inspirational student visits to growing numbers of offices. These experiences bring the classroom programme to life and accelerate development of skills like teamwork, resilience and communication. The enthusiasm of JLL volunteers has been outstanding!Mike Zatyka, Development Manager - Enabling Enterprise

CommunitiesWe work in partnership to address the social issues where we can have the most impact. We are committed to leveraging our skills and experience, and to challenging ourselves and the way we do business.

Spotlight on...JLL has been working with Enabling Enterprise, an award-winning social enterprise, to host sessions for primary school students. Supporting Enabling Enterprise’s mission to equip young people with the skills, experiences and aspirations they need to succeed in life, and JLL’s commitment to supporting education and skills, the sessions are designed to draw out the links between lessons and the ‘real world’.

The sessions involve the students working on a fast paced challenge to give them an insight into property and construction. This year, students needed to redevelop an imaginary empty site and create a space which benefits the local community and the environment. Volunteers from across JLL join the students to offer advice and to share how they use enterprise skills in their day-to-day work. The students then put their ideas to the test by presenting to the rest of the group.

developing skills through partnerships

Education & skills Support the skills development of 2,000 students across the UK

Housing & Homelessness

Raise £600,000 for Crisis, supporting 16 full-time housing coaches, and work with Crisis to deliver £50,000 of pro-bono real estate advice [achieve by 2018]Use our position in the industry to support the strategic aims of Crisis and LandAid, and the development of Crisis’ roadmap to ending homelessness [achieve by 2018]

Urban regeneration Make a positive, measurable difference through our services and our charitable partnerships to UK urban regeneration

Access to the profession

Widen access to the real estate profession through our involvement in Changing the Face of Property and our apprenticeship programme

Volunteering Achieve 30% volunteering rate

2020 targets

Established JLL UK Foundation to support fair access to the

profession

11 apprentices

recruited

£700,000 community investment

£

Raised £630,000 for Starlight

650 volunteering

days

2016 progress

jll.co.uk/buildingabettertomorrow © 2017 Jones Lang LaSalle IP, Inc. All rights reserved. The information contained in this document is proprietary to Jones Lang LaSalle and shall be used solely for the purposes of evaluating this proposal. All such documentation and information remains the property of Jones Lang LaSalle and shall be kept confidential. Reproduction of any part of this document is authorized only to the extent necessary for its evaluation. It is not to be shown to any third party without the prior written authorization of Jones Lang LaSalle. All information contained herein is from sources deemed reliable; however, no representation or warranty is made as to the accuracy thereof.

We are

300sustainability

champions

that’s over

10%of our business

We are Building a Better Tomorrow

Sonal Jain Sustainability

Manager

Gemma Piggott Community

Manager

Mark Francis Environment

Manager

Pam Duke Diversity Programme

Manager

My ambition for JLL is that we continue to play a leadership role in transforming the UK property sector. By 2020, I want us to have integrated sustainability in to all our advice, supported the UK’s ongoing transition to a low carbon and circular economy, addressed the social issues where we can have the most impact and created a work culture that values diversity, rewards talent and develops skills for tomorrow’s challenges.

Five years in to our sustainability programme, we want our targets to be bolder than ever. So this year we have moved from annual targets to thirty ambitious 2020 targets that will not only push us forward but also the industry. These range from engaging with our top 40 clients on their sustainability journey, to achieving 100% renewable electricity for our corporate estate, to incorporating diversity and inclusion fully in to our HR processes, through to supporting the strategic aims of our charity partners Crisis and LandAid to end homelessness.

Sophie Walker Head of UK Sustainability

+44 (0)20 7399 5050 sophie.walker@eu.jll.com

Looking forward to 2020