more than 7,000 men and women working together toward one

SAMBRANO BIONDI LULAND THOMPSON HOWELLS PRENOT ARTHUN GOOSSENS HURLEY BEATTIE MUKHERJEE MASALTA SANDERSON FRANCISCO KIM KEENE FRY PUGLIESI WOODCOCK PLAUSSE DAMODARAN

KRANENDONK MCCLURE ROBB WILKINSON DURAND ILLINGWORTH DEVESON PAULD CHARBONEAU SEIDEL COLVERSON GRACE MORTON LEMIRE GAMMIE HOBGEN SURDEVAN DAWBER DJAFAR SAN FELIPE

MOJZÍSKOVÁ BENEVILLE KUMKAR SIVA SIBBALD TUMPANE MCCLELLAN RUSLI VAN SPALL BÜCHNER HOLUB WHITMORE ENGLAND DESOUZA VERDENNE OKIN WUSU THATCHER POPPE CZILLER KANTHER FLATLAND

LAMONTAGNE GALLOWAY RANDALL MCGOWAN DEELEY MENZIES EVIN BRIGGS MERRIOTT HARGRAVE KISSELEVA ZASLAVSKY WITHEM JIMENEZ MOWEN FRÖHLING THIRUMALESH FRAHNE TSAI ALATORRE PARDAL

MARCELA TORSTENSSON FINKELSTEIN DOECKE SHREEVES EWERS VILLAMOR BRAYSHAW CHRYSSAFIS SHIELS COOKE FOUSSIANES TUNLAYAPISITCHAI DRAKE CHARD SUSY MCDONAGH WICKS-BRAMWELL MINAHAN

MANSIE EPSTEIN SUKIMTO WOKAS GORST DIJKSHOORN SCHNEIDERMAN YOUNG ARAUJO LUPIANI DENIGER CRAGGS DANCIU BONES JOVARD FULCHER-SMITH MELARAGNI MARCAR KAT LESTER NGUYEN ELIZONDO

FRICKHOEFFER LANDRESS KEARNEY PALMER LUNDSTRÖM STÄHN LJUNGGREN WELSH SUTHERLAND BERTOLI MAHADI PRADIPTA LONEY ALEXANDER WITTE DE LA CERDA ORMAN OOMS THOMSON NÖRREGAARD

SLANEY LANNOIJE LUERDERS LONERGAN DESANTIS NOHA GALLANAGH HERDERUP PINNELL VAN ELST WHITWELL DOLPHIN COLLEY ANGARA DUDZIK WEE PEET PIKOULAS COY PORTIS LAMONT TINDALL ETCHES

ROSATO DARIN DONG DAHLMAN MONCUR DIAMOND SORENSEN JOSEPH GLOPPEN MARSDEN DE CHECCHI TEMPEST MACKAY SEELEY QUEK WILMS HANSON BRADBURY BECKLEY KUNNEN CHEIKIN DRINKWATER

VAQUERO BODEN HADSELL SORGIOVANNI ARNHOLD JOSHI GULLIFORD MOCHKIN PETERSEN REUTER GAN HELLEN MATON REAVLEY SCHUMER WASMUND GALVIN GERVAIS DE LAFOND CLOWES SYDOR GAFUR

CUTHBERT DESUYO GILLMAN CACEDA STEENBEEK EDGAR AUWARTER OVERTON HAVLICEK CROMBIE BARNARD ASPRELA CADMAN DAVID WALLAT WAGNER DARNELL WEERASINGHE SODATIP JEFFERSON TULLO FOLEY

YANG CHU CONOLLY MALACKANICH BEST KERTADJAJADI SOH BUHK KOVACHY DITTY LABS DRUMMER GAYLORD THISTLE CHANG WEBB OAKES STERZENBACH YODER LEMING EVANS HORNSBY LOUIS OSTAPCHUK

ALBERQUILLA ARCH CORRIGAN REPACI KEEVERS CARTER ROE SULAIMAN BALZANELLI CORDROMP-NEELEMAN LOCK DESFONDS NIKULICHEVA BANNON HEMNANI SCHILKE OESTERLING GILLERON WEIR BUTCHER

HACKETT VERBEEK WARFIELD CYGNAEUS RANCK VANDERBILT COLLINS AGOSTINO BECHENNEC DEKKERS MUSTON STURK PRITCHARD ACKLIN CASILLAS WAINBERG COLLADO DOWNS MASON PRASETYO ZHANG

GEDDES COLEMAN LOTT CERVELLERA VENGELS BAKKER RAFRAFI MASATOSHI BRACONNIER GUTHRIE SAMPIERI N’GUYEN BORKUS BROADHURST REINERT PARKES LANCASTER GASBARRO ROSENGREN KWONG

WARNE BOLAN CHAPMAN LEFLOT GARNER LIEBELT JOLLEY PAREIN ZUBRINIC VAN DER PLOEG SIMON DENAULT SETIEN BOWKER DEL VESCOVO WARING LADUKE OROLIN BINKS MCKERNAN OLAUSSON DE LAS PEÑAS

KOES MECHUCHEP DWYER MCCRACKEN PETERS TSIOULOS BANKS LORTIS YENNY FLYNN TINZ WÖLK ZIELSKA HEBRARD VACKOVA LYON TABATABAEI CAMPOS LISA PHETGAJAYSAENG DE LA PENA KROUCH

MAHESHWARI AQUINO GODWIN MAY GRODDECK DE SOUZA TIAMKLEE O’CONNOR NORALES LAWFORD IVANOVSKI JOSA KOWALSKI BAWCOM ISHIKAWA GRECO SIQUEIRA LEMON VERHILLE WAGONER GARZON

GILBURD WATKINS LUENGO ENGEL PARMAR GREENWELL TOMLIN SUATT GAJEWSKI BOWMAN BARKER JOSÉ GAO NILSSON PEARSON IVERSON DÖTTGER BANDFIELD LAKEMAN VAHL WIEDA GYORFFY MAZE TAUB

LIBUNAO WADE DONKERBROOK KEELAN CHOO TAVARES KNUPP HARYADI RAY PENLINGTON LANNI HAYASHI HELMS LAWRENCE VOWLES MAYNARD FRAZITA MILIC FRUSCIONE SCHÄFER CRESSWELL MCCARTHY GRANT

LU WIJNMALEN KOUCH GASSMANN WOUTERSZ FORTUNE WICAKSONO KNOLL-MCCORMICK EDGMON EDDY HOEN RAGGETT TOKUGAWA MOHD SANI ENCARNACION VAN BAVEL BASTAMY PETFIELD GUMMOW

HERKENRATH SCHMITT SCHREPPEL HETHERINGTON SWEBEN GIBBENS LOPRESTI LUDLOW DOCKRELL CHIVERTON SEEBALD VAN DER LUBBE KEANE TETTEROO NEE HEMRADJ-BRAND CAMPLING DE VLLLENFAGNE

COGO SNARE ORLANDO HARCOURT DAHER CICCARELLI HOWAT MERRELL HARKER HLAMTONG SENIOR OXLEY MUNSON KAWAMOTO WINDSOR KOWALEWSKA DENNEMARK EDDINGS LUNN IDE MCGUINNESS

FELICIANO TUGIYO AU WEIGERSTORFER THUMBER ARNOLD O’REILLY CRISTELLI PARSONS VILLANI DE MUNNIK O’HARA CUSIC CONNELL GHISELLI ERB SHEPHERD BRUYNS MORGAN JARHULT PATTISELANNO RAVEN

CAPPELLE ROTH PIETROSKE KENT GRUNSTEIN STRAUSS KARLSSON LAFFONT SHING DE HAAST HOLLIS BAUMGÄRTNER VINCK DENG BREART DE BOISANGER CROW FERRUSOLA MCCABE WONGTHONGDEE SEUFERT

THAGOURAS DEMPSEY LAMB BRÜGGEMANN KOTHARI GOACHER DRUMMOND KUM NO AMEEN RACZEK CHAN APOYAN BURNUP COULSTON WOODLEY DANSBY DOMBROWSKI HALPERN FUNG HOWELL GUNAWAN

NEWMAN FU CRISTIANI ZITOLI OLIVEIRA FABRIEK BROWNLOW SUTADI HADFIELD WREDENBORG WATNESS ESHBACK VRIND IORGA BOYDEN LUU TANNOUS ABERG RAATELAND SWINBURNE KUCIC HUNSICKER LUCENA

YONATAN BADHAM CLEGG GANCH AGBLOM LASTRI SKINNER ROBINSON TOOLE MCKIE THODAY VAN HOY BOLITHO RAPOSO YORK BUNNAG SWAN GRAY ZAVALA DARK GRUNDY VORLEY CHATAKOSOL CORPUZ SNEYERS

LEVEY LANDMETER BARTOLINI MCMURCHY KATZ KOKAI KALATZIS GOBELL JONKMAN TERADA COSLETT RIELLAERTS MUÑOZ DOBBIE DELOS SANTOS DUKHAN SYERS HEATH FELTZ LINDSTRÖM ROSALES O’BUACHALLA

RUTH BEEDIE HOPKINS LAING DANIELS LASCIOLI ALONSO TOY POORT LESTE ELIASSON VAN DOP-DE BRUIJN MAREST PETERSON STEPHEN FRIDENMAKER ROWNTREE CARLILE SUE HEICHEN YILMAN LANGAN HIRONS

ROGAN DUCATTEAU JACOBSSON TANTAU WYNNE TÖRNBERG SCHUTH WOODERSON CHOKROUN KODOTH CURTIS BAY ANOM BONNET IRWIN O’NEILL MOHAN DE LUCAS DONALDSON ENGELBREKTSSON GARRISON

EISAMAN SCRUGGS POTINENI DUFKOVÁ DEIGHTON MOONEY NORTON OHNO MOROKO KRIZMAN SAWALAGA WOHLAN HUBBARD-BROWN BROSSEAU HEENAN TEMPLETON BREEDEN MILTON FRASCA BOVILL STAVELEY

STACPOOLE SIEGRIST LOCKWOOD FAGES KWIT WILLIAMS JORDAN SCOTT JANDÉR ELDER-WILEY BARTUCCA CHEESMAN HECIMOVICH OSTROWSKY TAULBEE ROKER SCHUCH APTER CHESWORTH GOLDSTEIN

ZACCAGNINI KEATON TAKISH ALCHOUJIAN CAPPELLO GARFIELD UYTTESCHAUT RONI LAGIAS ROOZEBOOM HOOKS RAIMO GELDERMANN STIRLING KYROS SHEIKH ADNEY COHLER BARR STEFANIDES DANE

LEVERINGTON ÖSTMAN HEARD TVERDEK BARTLEY DODDS SALEHAR ZUCHLINSKI KIRK MEDINA SANGKAOPAS LANE HERBERT LEMPERT DOBJANSKI KRAAI GRANDERSON CASHMAN MAGILL SUTCLIFFE MRAKOVICH JI

BARRETT LANGELLIER ROCKLIFF HE SHAM COCKING LAVEEN BERANOVÁ TOAL CLOUSER VERONESE DIAS FREYGANG MCCOWN NYMAN KLADOS HERIANTO DE MARTIN RIBERO ALLER MOSELEY KAMP LAUENSTEIN

PUSTORINO FINN RAZAFINDRALAMBO BRACKER LUNARDI PRIOR DZIEWULSKA GLOWAKI SHIPMAN TYAGI STANDLEY BOLDEN CARVALHO STOTESBURY COX SANDLER OSINSKI BOWDEN ROWAN FORMAN SOUCKOVÁ

DELANEY OLIVAUX GRISONI BLANCHARD FORBES PARKER JUDGE YIP WEICHELT BRADLEY LATIMER MENZ BLOOMQUIST BURZYNSKA MERTES ALAMINOS WITHEROW TRAPPES-LOMAX TOMKOWIAK VERPLOEGEN DE

NYS SUTRISNO BOGGISS LATONDA STURROCK SCHIRL DE KRUIJF HANNON HERATY WIBAWA ELAM FEJES GREB JAROLIMEK BOSCH CETTIER HOYT BARRY WINNEN LENZ BLINKHORN GOODCHILD WHITEHEAD

BLACKWELL STYCHINSKY PETROWSKY BOHMAN GOH ARENCRANZ BENEDICT HARDWICK TAY GIBBS BELTRAN GALANO HILTY BENJAMINSSON MCFERRON ECKARDT MATSEN PALERMO VANHORN STRANDBERG WILDS

RONQUILLO LEEUW RIEKSE RAZGAITIS KOZAK CONRY FUJITA NORD-THOMSON WIEMANN MCCLUSKIE BRADY HUSKING SAVITRI SHIN BEASLEY GAJEWSKA STOLL VAN DEN BLINK MIETH TANAKA ORBESEN DE

BEAUFORT DONOGHUE PRINGLE CLODORE TALLEY MESETH LAVIGNE QUINLIVAN RICICKI TAMMARO KUYE BINDING SIGNELL FEDOTOVA VINNICOMBE SPRAGUE EBERSON ANG KADEL MANDROVSKI NG DAN SORDEL

HANSEN COLE MCNALLY PRIME WEINWURM NEDVED SIT HITOSHI MACPHERSON IBARRA HOOLIHAN DE BARJAC BALTRAM TORNOW LAKER CORRALES PAWLIK DURBURG CANDICY HEADRICK SADDINGTON TINGEY

AVERIS LEACHMAN MARKEY RILEY PACHASA SCHONFIELD MILLARD ROWLANDS DICKINSON FERRER-BONSOMS SOLIS CONNOLLY MCGOVERN HOGUE EDU MCCONAGHY HOCHSTÄTTER DE BORREKENS SUTANTO

HARDINI DE FRANCESCO DEL VILLAR BRUIN PARDO RODRIGUES VALENTINE DEMBERI WEAVER QU SCHIAVONE ROWELL WHIFFIN JOVANOVIC HEWITT LOGGINS BRUMM CARPENTER HYNSON ZAMAR BERENDSEN

GROSE GO EHLERS DE QUAY DE MARSILLAC TITHERIDGE VACA PIVOT SNOAD MCCLELEN WALDHOFF KUNIN SVEDÉN HEMING WATSON LAWRIE HERYADI MANGAN HORT MARWOOD PIPER ORTA LHOIR STOTT

BLACKBURN PETERSSON HUDDLESTON KALIP CHUNG KRAL MARZELLA HANDLEY DIETERLY-WERNER RAMM FURLAN VIEIRA CUMMINS PLIEM-MAKHAISINGH CHRISTMAS ROPERT PAULSON STRACEY LINSANGAN

LOCKETT SHIRCORE GUTIERREZ ALVES HICKEY WUNDERLICH SANMARTIN ANTOLAGIC CASTREY HUMPHREY LANHAM MISCINSKI BELL BUCKENHAM TIRMIZI HAVSY KARPOWICH SANTANA FREER CANDILORO BURD

MINNS BECCARI SURYANTO REES ROBLES SHEN PRICE LAW SEIBT TOTSCH KALAITZOGLOU THUMMEL ROBERT ROSEN STERNER FOSTER NICHOLAS LAUBACH GIBSON FOO MCGRUDER DICKENS ZEITLYN SCHUMAN

MULCARE RITTERBUSCH LUND COBB KELLY WILKES HOULEY BEMIS MORTEN HELDON DE LOVINFOSSE TEMPLE DODGE DOS SANTOS LUN JEZ NORJEN VAN LOENEN FRITZ SZE JOYES JUSKIEWICZ SHEIR CAPALDI

BENNETTS HARRIDA VITALE LANCE CHANDLER ASSUMPÇÃO ASLIMANI HERMANSON SHERWOOD COGAN VAILLANCOURT MARTINEZ PRESTON AUSTEN WILLIAMSON QUINET MORRIS TANNERT JOEWONO STANTON

DEBOURSE GILBERT BOWYER BULLEN PINHEIRO TATE WEITERSHAUSEN KEMPENEERS SAMUELSSON TUANNAWARAT BLENNERHASSETT STEPHENS MCCORMACK JAITON VAMVANIJ BHATIA MAGUIRE BOCCARA-TAIEB

DUMELAND HOY DURIEUX WARE KELLEHER SCHOFIELD GILISSEN STIEGLER SHARP WOLFF PRUITT ZULPO LOUX O’LEARY ZHAO LAMBDEN TOON GOING LORSCHEIDER CHRISTENSEN ADKINS CAL INGLIS TOUCHON

GITTINS RIEDL MARKWOOD DEPIERRE JOST COLLIS VICKERS ZUBOR SETIANTO LAKSMANA WYNNE SMITH MUNJIAT VANCE HAINES BALSON CASTOR TASSART CHIA LAYLOR WISESO JIN CHATFIELD QUINN VOINEA

MOMICEANU NEALON PERRI AGAPIOU RIEMANN HEMMING AW DORRINGTON HIGGINS SHACKELFORD REINTJENS RENSBERGER LI PAPARKUN IRVINE HOBBS DAG FOX HEIGHT BLÄTZ SIN KUMAR FRATTO MATTISON

COOREY MCALPINE BJÖRNSSON SEROVSKI RIEWE TAIT ARAMBATZIS SERRAO BYLSMA HEAD BILLING JEWELL GERARDI HERNANDEZ AUDO MELLIS THURBER LEGUAY RUSHFORTH FALZON ALLARD RODIA LEYSHON

PROBERT MOCHTAGH-AZARI FILIPE MILITZ NGAMCHERTTRAKUL KAKOZ MAGGARD HEDL MAÑERO YURKA THEODORE LAROCQUE CLEALL EDINGTON VERAPONG JOLLIFFE CASTROVILLARI VAN GELDER HAVERSTOCK

AHMED HOWIE BRANDIN MC COY CICUTO WAHAL O’CONNELL TERHUNE STRIEDL SJÖLANDER WIRYO BUSUTTIL SNEAD WYSOCKA ZANEN BOURKE KUSNADI SEALES GRUMME PHILLIS BAMBARGER MIAO LA FORS

BUCHHOLZ CARINO ROAKE PLAZA WILLINS FINLAY AXELSSON PEACOCK MARTY VERA MARENHOLTZ MAI PATTERSON WONG ROGGEMAN ALLAN LEON SLOAN DE LINIERS RENDALL REEVE MALONEY LOW HELM MEHTAB

DROZDOWSKI GRIFFITHS MELSON ROME SUDDELL APPEL DE THEUX HORRIGAN DERRELL GIMENES LÖF BRODERICK SINHA DUARTE PADILLA DELVAUX HURFURT GEE ANDRESEN ANKER MAH CONOPEOTIS

NIEDZWIECKA SKARP SCIMECA CLEMMETT LOH HENRY PAPENFUS PAU WEATHERALD EDGLEY MACKIL THAM CRAUK DEL CAMPO TEIPEL LOKE MOLENAAR POCHACHAN FREUDIGMANN O’MALLEY BUTT QUATTROCCHI

RAFTERY PRABHU BRINK SOMMER HELLER FRASER CEYTERE DERON SULAY ONDANG SEXTON KEUNG MACBEAN DUNERSJÖ FAGERLIND WALLBANK DOGGETT FRESSOLA WELANETZ DAYAL PADMODIPOETRO

SEMMONS URETA SETIONO TEUNISSEN-MAC LENNAN ROSWATI REGENBOOG RATCLIFFE CREMER VIRDEE ALFORD FRYDLING MARTINI RICHTER TEIXEIRA RALSTON VANDELL QUAN TIAN BUCKLE LEACH TILL MCNELIS

MCCALL WARBURG CRANE FEKETE HATCH LEAVITT SARECZKY VAN AMEIJDEN CALLAGHAN LUCCHETTI TENGELIN KOEPKE MENDELSOHN REINHOLD CONNELLY EGGER GOFF CAUSSE MOLDOVAN MIRZANTI GUYOT

MÖLLER DEVLIN ZHONG DAVEY SWARINGEN BARTIROMO TUMA WORRALL SCHAFF PHOTHIKUNCHANAN AMOR PASTRANA LEPHART BARNSDALE SAUER LUCY CAHILL PAHLOW MARKGRAF GROGAN BADHNIWALLA

NURKAN JONKER CATANZARA COMPAIN YAHYA HEAU ESCARPENTER YEH HIROSHI KAYSER TASSANEEPONG TRIWAHYUNI STANSFIELD FRANKLIN KOT CANTERO HORNE HEYSER VISICK COGSWELL COLES HERNIMAN

MACREE CORNEILLE RUSTANDY GABEL JACKSON DILLON GRIEVE KOH L PALMBUSH AREVALO BAMFORD RANKMORE CH ILDE RS MANN DENNIS ROOKE OVE RELL SOENARSO OTTEN METCALF POTGIETE R PURDY

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MORRISSY PASSAS KIKUNAGA ABBINANTE GIFFIN TERRY FREDUA GOMBERT DE LIMA HICKMAN MISKUS REHN DE ARCOS PATNAIK BACH BUCKMAN SHANE VAN DUYL KANZLER CADET-LAOUARI ROGOZHIN NGAWAKA

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LENTZ MERZI GUSTAVSSON HALLIDAY BOLEN COULON CRISALLI LADISLAU MACNICOL TENG ADRIAANSE HORTON IMMING TARNSTROM LJUBIC HITCHEN ALOBWEDE KERRELLE OLINGER SAN VICENTE ARIF ESHBAUGH

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HOUSTON BAILEY DEGENER SMITHSON RÁZ BENTON SIMMONS GLEASON LINDGREN ASTE POLLARD SHARMA LASKOWSKI STRINGER BLACKMAN FELCZAK GATES GECA CARRUTH DE MELO GLENNY PITT TAYLOR

CASCAGNETTE KAFKOVÁ GAVAN TOINTON MATHIAS-LEUTHOLD TENANTY SNG BRANCO KENNEDY PHILIPPO EDMISTON LYNCH HARKINS KUA FELLER PONG STONEMAN ZARNEKE COLAS SAMMUT WOLODY GIANNI

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FÁTIMA CUGNIERE AVIS BLAZQUEZ KALCOUNOS SALYER MACK GUY STRONGMAN HOROWITZ LOCKLEY BOYCE MC GREGOR GOLDE BARROW FULLOON FINLAYSON MANCHON SANCHEZ ADSHEAD CHUGG MEDEIROS

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STALLWORTH SMALL KOLLER ROWLEY TRITTO REDFERN BEARD KROMER SUKROO ALAM BRAMBRING VALDERAS BASSETT BAGINSKIS GERKEN MAGGIO PLAYER BRADING PIERCE GERRARD FISK FABRI LINDSAY

RAMSAY URANGA RANBY SOOTHOO LANGE GUEDES MCLEOD MCMAHON LONDON WHITSON HARRY FEE PARDO DE VRIES BAIRD MCNABB BEDZYK CURSON JUSUF ROSS KUPLER BOSWELL GENS FARRIER MAYER

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MCSWEENEY MCKENDRICK PILGER KATRUSÁKOVÁ HANCOCK BUSHAW SCELZO JORGE AZAROV RUSSELL TRI MARGONO DALTON CHANDRA HARPELL IOTTI ZELKEN SAPRU ZAPRILLA MAIN DOSSETT KRUSH PANG

BURTON HAMMERS VUYK DELLIERE WEBSTER BROWN POWLEY WESTERBERG BATES POKORSKI UDOMKIATPHAISAN MANEGOLD CULBREATH MOLCHANOFF MENSION BALLOU KIBBLEWHITE MOODY CALVO KHAN

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More than 7,000 men and women working

together toward one clear goal: to serve our

clients’real estate needs around the world.

Welcome to Jones Lang LaSalle. We invite

you to meet a few members of our team.

Annual Report 2000


ap Karen Ong Singapore


“Outsourcing residential accommodation management

and procurement has allowed us to redeploy internal

resources more efficiently at Caltex. The smooth

transition to the Corporate Residential Services model

was largely due to the professionalism and excellent

service provided by the Jones Lang LaSalle team.”

Gordon SimpsonGeneral Manager of Human Resources Services,Caltex Corporation

“Retained to manage expatriate accommodations for Caltex Corporation after themultinational oil company relocated its headquarters to Singapore, our CorporateResidential Services team helps Caltex focus on business, not housing. We manageall property matters related to incoming relocations, ongoing portfolio manage-ment, trust account management and outgoing repatriations. We work to cutoccupancy costs, administrative time and expense and to maximize lease flexibility.”


am Cubie Dawson New York


“Jones Lang LaSalle guided us through the

most difficult stages of development—the

$240 million restoration of the terminal and

the redevelopment and ongoing property

management of the retail component—keep-

ing the building open for business at all times.”

Nancy MarshallDirector of Grand Central Terminal Development,Metropolitan Transit Authority

“Perhaps the most challenging, and most rewarding, aspectof the Grand Central Terminal redevelopment was structuringa seamless public-private development plan that met theobjectives of many different constituencies. Today, as aresult, Grand Central is more than a revitalized train station:It is also a major retail destination and tourist attraction.”


Freddy BouckaertManaging Director,AXA–Royale Belge

“Linking the skills of our Belgian Capital Markets and European Corporate Finance teams,we completed the sale of over €1.7 billion ($1.6 billion) of assets for the AXA Group in threerecord-breaking European transactions: Primaedis, a real estate investment company;Banimmo, one of Belgium’s leading development companies; and a major performingcommercial mortgage loan portfolio. Their size and complexity reinforce our firm’s abilityto bring together multidisciplinary teams to create significant value for our clients.”

“The Jones Lang LaSalle team combined expertise in

finance, capital markets and real estate that was

crucial to the successful execution of our three

complicated transactions. This breadth of skills and

the commitment to client service make Jones Lang

LaSalle a natural partner for AXA–Royale Belge.”


Tony Smedley Brussels

Amy Klein Aznar London eu


ap Michael Cowan Sydney


“The IBRA Strategic Property

Advisor appointment is a trib-

ute to the combined depth of

Jones Lang LaSalle’s Indo-

nesian experience and the

breadth of its global platform.”

Bayu Utomo Property Industry Specialist,Indonesian Bank Restructuring Agency

“Faced with managing the assets and workout of Rp 75 trillion ($7.8 billion) of property-relatedassets following the Asian crisis, the Indonesian Bank Restructuring Agency (IBRA) selected ourfirm as its Strategic Property Advisor. We assembled a team of experts in corporate finance, research,asset management, hotels, retail and land to deliver the global best practices needed to supportIBRA and enhance the portfolio—property, equity and loans ranging from office buildings in Jakarta and five-star hotels in Bali to outlying land parcels—in preparation for eventual disposition.”


(in thousands, except share data) 2000)1 1999)2

Revenue $ 930,587 813,899Operating expenses 833,725 741,458

Adjusted operating income 96,862 72,441

Adjusted net earnings $ 43,363 32,271

Adjusted net earnings per share $ 1.41 1.07

Adjusted EBITDA $ 140,009 112,164

12000 results exclude the effect of SAB 101 and the merger related non-recurring charges associated with the merger with Jones Lang Wootton. This analysis is not intended to be apresentation in accordance with generally accepted accounting principles.

21999 results reflect the operating results of the Jones Lang Wootton companies for the two months ended February 28, 1999, the period prior to the merger, and exclude mergerrelated non-recurring charges associated with the acquisition of COMPASS and the merger with Jones Lang Wootton. This analysis is not intended to be a presentation in accordancewith generally accepted accounting principles.

1 0 _ 1 1 J O N E S L A N G L A S A L L E A N N U A L R E P O RT 2 0 0 0

931

814

94 95 96 97 98 99 002 94 95 96 97 98 99 002 94 95 96 97 98 99 002

R E V E N U E($ in millions)

Pro forma1

Actual

A D J U S T E DO P E R AT I N G I N C O M E

( $ in millions)

A D J U S T E D E B I T D A($ in millions)

848

754

159139117

97

72

87

74

272018

140

42% Americas

43% Europe

112

124

109

322421

R E V E N U E(year 2000, by region)

1Pro forma Jones Lang LaSalle results give effect to LaSalle Partners’ initial public offering and related conversion to corporate form, as well as to the merger with Jones Lang Woottonand the acquisitions of COMPASS and Galbreath. Results exclude merger related non-recurring charges. This analysis is not intended to be a presentation in accordance with generallyaccepted accounting principles.

22000 results exclude the effect of SAB 101 and the merger related non-recurring charges associated with the merger with Jones Lang Wootton. This analysis is not intended to be apresentation in accordance with generally accepted accounting principles.

15% Asia Pacific


F I N A N C I A L H I G H L I G H T S A N D C H A I R M A N ’ S M E S S A G E

TO OU R F E LLOW S HA R E HOLDE RS:

In 2000, our first full year of operation as Jones Lang LaSalle, we began to harvest the vast potential that inspired the

creation of our company. We cemented our identity as a single, unified, global firm. In one business after another and in

markets around the world, we showed our clients the remarkable impact that our global platform can make as we

address their real estate needs.

It was a challenging year. Economic recovery lagged in Asia. The strong U.S. dollar pressured European profits. Valuable,

but costly, technology investments increased expenses in the Americas. Despite the challenges, we achieved—and in

fact surpassed—our financial goals for the year.

Our 2000 adjusted earnings were $1.41 per share, a 32 percent increase over comparable 1999 figures. Our performance

exceeded our management plan, which called for 30 percent growth in adjusted net earnings per share.

The results of 2000 were the product of teamwork and hard work by the people in all our businesses throughout the world.

In Europe, our Owner and Occupier Services businesses had a phenomenal year, which was all the more remarkable

because it came on the heels of a record 1999. LaSalle Investment Management, our investment advisory operation, posted

exceptional results. Rebounding dramatically from 1999, our Americas businesses recorded a strong year. Performance was

uneven in Asia Pacific, however. Recovery was delayed in many Asian markets, and Australia had a weaker than expected

year, as the Sydney Olympics brought business to a halt throughout the country, and a new tax had a negative impact on real

estate transactions.

STUART L. SCOTTChairman and

Chief Executive Officer



Another Outstanding Year In Europe

In 2000, our European Owner and Occupier Services businesses delivered results surpassing their record achievements of

the previous year. Moreover, our success in Europe was produced in an environment of intense foreign exchange pressure.

In addition to the AXA successes featured in the photo essay in this report, the year’s highlights in Europe include our selec-

tion by Cisco Systems for its commercial property services mandate throughout Europe, the Middle East and Africa. In

Paris, we leased the majority of the 165,000-square-meter (1.8-million-square-foot) Coeur Défense, the single largest

speculative office building in Europe. In the United Kingdom, we advised on the more than £700 million ($1.1 billion) sale of

the Guardian Assurance portfolio of 79 properties from AEGON UK to Scottish Widows Investment Management. And in

Scandinavia, we formed a joint venture with Stockholm-based Skandia Life’s property fund management company to man-

age its portfolio of approximately 250 properties totaling almost 2 million square meters (21.5 million square feet)

throughout the Nordic region.

Exceptional Performance For LaSalle Investment Management

LaSalle Investment Management had an exceptional year, expanding 41 existing relationships in 2000 while securing 30

new clients. We exceeded $1 billion in North American acquisitions during the year, closing on 40 properties with an average

value in excess of $25 million. We completed the majority of the disposition of the Francilienne portfolio, a classic example of

identifying a niche opportunity, moving quickly to take advantage of the situation, positioning the assets for sale, and, in the

end, providing our clients with superior returns.

LaSalle Investment Management raised capital for three funds in 2000: Euro 5, Income & Growth II and the Industrial

Development Partnership. For Euro 5, we raised €300 million ($282 million), matching that total with sufficient debt to

create €850 million ($799 million) of spending power. Taking advantage of opportunities in Germany, France, Spain, Italy

and Portugal, we invested more than 90 percent of the total in one year. In the first quarter of 2001, one of those assets

was sold, and the property’s equity doubled in the process.

A fundamental strategic objective for Jones Lang LaSalle has been to create a truly global investment management

operation. To us that means having an established, on-the-ground presence in the world’s key investment markets and

financial centers. Adding to our historical strength in the United States and Europe, we initiated LaSalle Investment

Management operations in Singapore, Japan and Canada in 2000 to draw closer to our goal. Today, as institutional

investors are expanding their real estate investments beyond their own borders and traditional investment horizons,

we are positioned to meet their investment objectives virtually anywhere in the world.

Turnaround In The Americas

We witnessed a dramatic turnaround in our Owner and Occupier Services businesses in the Americas in 2000. Continuing

to reap the benefits of the expense-reduction initiatives we introduced in 1999, and growing our business throughout the

year, we achieved a more than 70 percent increase in real, year-to-year profitability in the region in 2000. This achievement is

a testament to the determination of our people, who never lost sight of their ultimate goal—superior client service—even

as they accepted the challenge to rein in costs.


C H A I R M A N ’ S M E S S A G E

The strategic alliance relationships our Tenant Representation professionals establish with large corporate occupiers

represent one of the most successful, and most profitable, areas of our business in the Americas. We secured five new

alliances in 2000. These long-term relationships, in which we serve the broad real estate needs of our alliance partners,

produce 80 percent of the revenue in our Americas Tenant Representation business. They generate high margins as well

by allowing our people to spend most of their time doing business, rather than seeking it.

In other 2000 highlights, AT&T selected us for a major outsourcing assignment to provide facility- and project-management

services for an 11.6-million-square-foot (1.1-million-square-meter) portfolio. Expanding our presence in public-sector real

estate, we were retained by the U.S. Air Force to assist with the privatization of on-base military housing. In the next three

years, the Air Force plans to privatize housing at 21 bases, representing over 28,000 residences in the continental United

States. We also completed the sale of a nearly $500-million loan portfolio for Teachers Insurance Annuity Association.

Uneven Recovery—And Significant Infrastructure Investments—In Asia Pacific

While Hong Kong and Singapore were bright spots in Asia Pacific in 2000, recovery throughout the balance of the region

continued to arrive more slowly than most observers had anticipated. Planned investments in management and technical

infrastructure throughout the region also affected our Asia Pacific earnings. We believe, however, that these expenditures

will support future growth throughout the region.

In the face of these pressures, our people remained focused and committed throughout the year, serving our clients and

building our business in Asia Pacific. We were awarded facility management responsibility for 20 Citigroup assets in

Australia and New Zealand, for example. (In a powerful illustration of the leverage generated by our global platform, we

were given more than 70 assignments by Citigroup and its subsidiaries in 31 countries around the world in 2000.) We also

negotiated a strategic alliance agreement with The Development Bank of Singapore to deliver planning, acquisition and

management services for the leading bank’s 2.2-million-square-foot (204,000-square-meter) workplace portfolio.

Total Performance Management

As we strive to keep growing to achieve the expectations of our shareholders, we cannot forget that it is the loyalty of our

clients that supports our reputation as an industry leader. Enduring client relationships are far more important to Jones

Lang LaSalle than market share. Long-term clients who continue to ask for help with new and more difficult problems

make our work rewarding and our firm profitable, and make our people feel like winners.

One of the most important decisions we reached as a firm in 2000 was to make certain that we never forget this truth. At our

International Directors Conference in June, we agreed to invest an important part of our management effort in a program to

ensure that our client focus and service delivery are superior wherever we operate. Called Total Performance Management,

it encompasses a comprehensive range of training, knowledge-building and performance-management initiatives. All

are designed to make Jones Lang LaSalle the unquestioned “firm of choice” for two key audiences: our clients and our

people. As the photo essay in this report illustrates, our goal is clear: serving our clients as a trusted advisor—a respected

source of superior advice, innovative ideas and uniformly excellent service.



Today we have the people and the platform to do just that. Still, when we look to the future, we see prospects for rapid and

meaningful change. We want to prepare our people—and our clients—to succeed in this environment, and we believe

that Total Performance Management will help us lead the way.

Maintaining Our Commitment To Technology

In 2000, we continued to honor our long-term commitment to technology, making significant investments in advanced

hardware, software and network solutions. But technology is perishable, and Jones Lang LaSalle is fortunate to possess

both the financial strength and strategic discipline to continue to invest in new systems.

Our vision is clear: a seamlessly integrated global technology platform that mirrors and supports corporate strategy. The

architecture to realize the vision is in place today, and many key components have been introduced. For example, Delphi,

our global intranet, has been launched successfully in the United Kingdom, Australasia and the United States, and its

global rollout will be completed by the end of 2001. When fully implemented, Delphi will offer our people instant access

to the latest information on global markets and best practices.

We work to link our technology to specific business objectives. To support the firm’s commitment to Total Performance

Management, for example, we are developing a web-enabled client survey tool that, by improving our ability to gather

feedback, will help us achieve our client-satisfaction goals. A web-enabled performance planning and evaluation tool will

help our people develop their potential and shape their futures with the firm.

Outlook For 2001: Continued Sustained Growth

Building on the momentum of 2000 and capitalizing on the investments in technology and infrastructure we made during

the year, we expect to meet our 15 percent earnings growth target for 2001.

The slowing U.S. economy is likely to pressure corporate occupants to continue to reduce costs by shedding assets and

outsourcing noncore activities. Our Occupier Services business and the corporate finance area of our Capital Markets

group are expected to drive growth in the region as a result.

In Europe, where we anticipate continued economic growth in 2001, competitive pressures are also likely to encourage

outsourcing, and we will rely on our strategic alliance model to take advantage of these opportunities. Envisioning

improved liquidity and continued cross-border capital flows in the region, we also expect our European Capital Markets

business to continue to contribute to our growth in the region.


C H A I R M A N ’ S M E S S A G E

Thanks to our infrastructure investments in Asia Pacific and the opportunities these actions create to make our operations

more efficient, we believe we have set the stage for renewed growth in revenue and profitability. The rapid rebound in the

largest Asian economies—with the notable exception of Japan—will propel property markets in 2001. Corporate and

government outsourcing is gaining momentum, and we are well-positioned to respond to that opportunity. Strong current

volumes in our Leasing and Capital Markets businesses also contribute to our growth projections. Finally, we believe that

our newly established offices in South Korea and Japan will generate meaningful contributions in 2001.

For LaSalle Investment Management, 2001 will be a year of investment and diversification. By offering fund vehicles

across a number of regions, we seek to expand our annuity streams to smooth out the incentive fee gains common to this

business. In addition to our broad strategy funds, we are also investing in specific opportunities in niche sectors around

the globe. Furthermore, we anticipate increased demand for LaSalle Investment Management’s real estate operating

expertise in the United States as clients seek to preserve and enhance portfolio value in a slowing economy.

Special Words Of Thanks

I want to offer special thanks to three long-time colleagues. Clive Pickford, Jerry Rose and Mike Smith have announced

their intention to step down from the Jones Lang LaSalle Board of Directors in May 2001. Mike also retired from the firm at

the end of December after 27 years of loyal service. He had been Deputy Chairman of Jones Lang LaSalle since 1999 and,

prior to that, was the International Chairman of Jones Lang Wootton. We thank Mike for his contributions, and we wish

him and his family well in retirement.

Assessing The Value Of Our Global Platform

I believe that Jones Lang LaSalle’s 2000 results make a strong argument for the strength, resilience and long-term potential

of our global platform. Every day, we are proving our ability to articulate best practices, communicate them throughout our

worldwide organization and put the results to work for our clients in the form of high-value-added real estate solutions.

As I do every year in this letter, I thank our clients and our employees for making this possible.

Sincerely,

Stuart L. Scott Chairman and Chief Executive Officer


Q1 6 _ 1 7 J O N E S L A N G L A S A L L E A N N U A L R E P O RT 2 0 0 0

1

2

3

4

What can you do to improve the perception of Jones Lang LaSalle on Wall Street?

Looking out over the next two or three years, where do you see growth occurring in your business?

With the merger behind you and the process of integration complete, what internal challenges do you see for the future?

If the slowdown in the U.S. economy is greater than anticipated, what will the effect be onJones Lang LaSalle’s performance for 2001 and the future?

5In your letter, you discuss the impact of foreign exchange volatility on your business. What have you done to reduce currency risk?


VS T U A RT L . S C OT T, C H A I R M A N A N D C H I E F E X E C U T I V E O F F I C E R , A N S W E R S YO U R Q U E S T I O N S

The most important thing we can do is to deliver on our management plan, which envisions Jones Lang LaSalle earning$1.63 per share in 2001. We have communicated this expectation to the public. Meeting our earnings goals, both this yearand in the future, is essential. In addition, we continue to make every effort to raise the profile of our firm by communicatingregularly and candidly with the investing public.

Naturally we will continue to develop new products and services in response to changing client needs. But we plan toachieve the lion’s share of our near- to mid-term growth by leveraging our existing platform. Consider one example: thestrategic alliance model that was developed, and has served us so profitably, in the United States. We have exported theconcept to Europe, where it has been received enthusiastically by clients, and have more recently introduced strategicalliances to Asia Pacific. Cross-selling products and services offers another important avenue to growth. In addition,LaSalle Investment Management’s global presence will help us continue to build that business by introducing investorsto new opportunities in new markets. LaSalle Investment Management’s client relationships also create opportunitiesto generate additional new business throughout the firm.

The real challenge, and our greatest opportunity, is to harness the enormous potential of our global platform. We needto be sure that we offer clients a consistently superior level of service in all our markets around the globe. At the sametime, we continue to “raise the bar” by improving our service levels. In recent months, we have institutionalized theseactivities in the new effort we call Total Performance Management. The goal is to keep ourselves focused on the needsand priorities of our two most important constituencies: our clients and our people.

We believe that our U.S. business will not be significantly affected in 2001 by the slowing economy. A drop in investmentsales, for example, could be offset by additional debt placement and corporate finance work. Potential losses in our spaceacquisition business could be replaced by increased sublease or disposition opportunities, as clients move to monetizeassets. Our outsourcing business should improve, as companies look for ways to reduce costs. Should the slowdown turninto a full-fledged recession, the impact on performance is likely to be greater. In this environment, many of the transac-tions we complete take longer than usual to close, impacting near-term revenue. The good news is that backlogs build asa result and the revenue is eventually captured. In any event, should we enter a recession, we will respond by moving tocontain our own costs while refocusing resources to assist our clients through the downturn.

In 2000, we successfully placed €165 million ($155 million) senior notes, creating a natural hedge against currency risk:Interest payments on the notes reduce the amount of euro-denominated earnings that are subject to foreign currencyfluctuations. In addition, we have developed our 2001 plan with conservative exchange-rate assumptions for the euro,pound sterling and Australian dollar, our major non-U.S. currencies.


Q6

7

8


Your firm operates in—and has clients and employees from—diverse cultures around the world.What have you done to encourage diversity throughout the ranks of Jones Lang LaSalle?

With e-business and e-commerce out of favor today, why continue to make substantial technology investments?

The Americas region made a strong recovery in 2000, but it is certainly not the profit generator it was before the merger. How can this be fixed?

9Do you anticipate entering new businesses or opening new offices in the near future?

10In light of ongoing economic problems throughout much of Asia, does it make sense to maintain or continue to build a substantial presence in the region?


VS T U A RT L . S C OT T, C H A I R M A N A N D C H I E F E X E C U T I V E O F F I C E R , A N S W E R S YO U R Q U E S T I O N S

Organizations that celebrate and encourage diversity tend to be more successful and more profitable than companiesthat do not. This is no coincidence, given the breadth and richness of experience and viewpoints that are inherent todiverse organizations. Because we compete in global markets, we need to leverage the diversity of our human capital tosucceed. In some parts of the world, this is an ingrained value. In other areas, we have launched formal programs rangingfrom diversity training and special recruiting programs to mentoring initiatives.

Of the nearly $40 million in technology-related capital investments we made in 2000, more than $26 million was directedat improving our technology infrastructure and offerings. We invested $13 million in real estate related e-commerceactivities. In general, we believe that our e-business initiatives represent good investments that will bear fruit in the formof enhanced service to our clients and improved execution efficiencies for our people. In 2001, we intend to maintainapproximately the same level of capital investments in technology, placing an even stronger emphasis on building ourinternal systems to create better, faster information and knowledge flow. Our strategy is to invest in technology wisely,build it efficiently and use it effectively.

We are looking at the profitability of our Americas clients and products more critically this year than in the past. We willshed products that cannot contribute to our growth, and we will either improve the profitability of low-margin accounts or,if necessary and on an extremely selective basis, resign such business.

With our global platform and system of best practices in place, we do not anticipate near-term expansion in the form ofmajor new businesses or markets. We are always working to improve and fine-tune our service delivery system, however,remaining sensitive to new opportunities and changing client needs. We opened a full-service office in Buenos Aires earlyin 2001, for example, and are considering Taipei. We are committed to innovation and the development of new productsand services.

In Asia—and throughout the world for that matter—we can create as much value for our clients in bad times as in good.The workout or refinancing we structure in a declining economy is just as important as the acquisition we complete in astronger economic climate. Also, by maintaining and strengthening our market presence during a downturn, we positionourselves to help clients take advantage of improved conditions as soon as they reappear. Ours is a cyclical business: Asiawill recover, and we remain optimistic and enthusiastic about our prospects for long-term growth in the region.



Owner and Occupier Services

LaSalle Investment Management

Jones Lang LaSalle Hotels


S C O P E O F S E RV I C E S

We provide a spectrum of integrated property management, advisory and transaction services to meet the needs ofreal estate owners and occupiers in the Americas, Europe and Asia Pacific. Our services include consulting, corporateproperty services, development services, finance, investment sales and acquisitions, agency leasing, planning, projectmanagement, property management, research, tenant representation, and valuations and appraisals. We have expertisein office, retail, industrial, residential and land assets.

Our investment management business, LaSalle Investment Management, serves institutional investors, governments,corporations and private investors worldwide, investing in real estate assets on their behalf through a series of funds andsingle-client account relationships. To achieve a broad range of investor return and risk tolerance objectives, we invest indirect ownership of property and in public real estate equity securities, as well as in joint ventures, partnerships and privatecompanies owning real estate.

We offer hotel investors, financiers and operators around the world a range of specialized hotel and leisure investmentservices that include disposition and acquisition, valuation and appraisal, operator selection, equity and debt sourcing,asset management, strategic consulting and industry research.



Asia Pacific

Europe

ap

eu

amAmericas


S C O P E O F S E RV I C E S

Adelaide, Auckland, Bangalore, Bangkok, Beijing, Brisbane, Canberra, Chennai, Denpasar-Bali, Hong Kong, Jakarta,Manila, Melbourne, Mumbai, New Delhi, Perth, Seoul, Shanghai, Singapore, Surabaya, Sydney, Tokyo, Wellington

Amsterdam, Antwerp, Barcelona, Berlin, Birmingham, Brussels, Bucharest, Budapest, Cologne, Dublin, Düsseldorf,Edinburgh, Frankfurt, Glasgow, Gothenburg, Grenoble, The Hague, Hamburg, Leeds, Lisbon, London, Luxembourg, Lyon,Madrid, Malmö, Manchester, Milan, Moscow, Munich, Paris, Prague, Rotterdam, Seville, Stockholm, Stuttgart, Tel Aviv,Utrecht, Valencia, Vienna, Warsaw, Wiesbaden

Atlanta, Baltimore, Boston, Buenos Aires, Chicago, Cincinnati, Cleveland, Columbus, Dallas, Denver, Detroit, Fort Lauderdale,Houston, Los Angeles, Mexico City, Monterrey-Mexico, Montreal, New York, Orange County, Orlando, Philadelphia,Phoenix, Portland, Rio de Janeiro, Sacramento, St. Louis, Salt Lake City, San Diego, San Francisco, São Paulo, Seattle,Toronto, Vancouver, Washington D.C.


2000 2000 2000 1999 1998Adjusted Actual SAB 101 Adjusted Adjusted Adjusted

(in thousands, except share data) Pre-SAB 101)1 Adjustment)2 Actual Pro Forma)3 Pro Forma)4

STATEMENT OF OPE RATIONS DATA:

Total revenue $ 930,587 (4,764) 925,823 813,899 848,325Total operating expenses before merger

related non-recurring charges 833,725 (100) 833,625 741,458 760,942Merger related non-recurring charges 85,795 85,795 160,528 163,504

Operating income (loss) 11,067 (4,664) 6,403 (88,087) (76,121)Interest expense 27,182 27,182 18,118 14,736

Loss before provision for income taxes and minority interest (16,115) (4,664) (20,779) (106,205) (90,857)

Net provision (benefit) for income taxes 23,825 (1,772) 22,053 2,048 16,850Minority interest in earnings (losses)

of subsidiaries (21) (21) 658Earnings (loss) before cumulative effect of

change in accounting principle (39,919) (2,892) (42,811) (108,253) (108,365)Cumulative effect of change in

accounting principle (14,249) (14,249)

Net loss $ (39,919) (17,141) (57,060) (108,253) (108,365)

ADJUSTMENTS:5

Merger related non-recurring charges 85,795 85,795 160,528 163,504Tax benefit associated with merger related

non-recurring charges (2,513) (2,513) (20,004) (10,877)Cumulative effect of change in

accounting principle 14,249 14,249

Adjusted net earnings 6 43,363 (2,892) 40,471 32,271 44,262

Adjusted net earnings per common share 7 $ 1.41 (0.10) 1.31 1.07 1.44

Adjusted weighted average shares outstanding 30,854,743 30,854,743 30,854,743 30,298,332 30,644,227

OTHE R DATA:

Adjusted EBITDA 8 $ 140,009 (4,664) 135,345 112,164 123,800

CASH FLOWS PROVIDED BY (USED IN):

Operating activities 140,340 140,340 42,738 83,658Investing activities (66,590) (66,590) (122,187) (318,467)Financing activities (78,215) (78,215) 108,795 209,011



2000 1999 1998(in thousands, except share data) Actual Actual Actual

BALANCE SHEET DATA:

Cash and cash equivalents 18,843 23,308 16,941Total assets 914,045 924,800 490,921Total debt 249,947 322,386 202,923Total liabilities 581,707 600,864 321,349Total stockholders’ equity 332,338 323,936 169,572

Investments under management 9 22,500,000 21,500,000 14,200,000Total square feet under management 10 700,000 700,000 400,500

1 Adjusted Actual Pre-SAB 101 excludes the effects of the implementation of Staff Accounting Bulletin No. 101, “Revenue Recognition in Financial Statements” (“SAB 101”).This analysis is not intended to be a presentation in accordance with generally accepted accounting principles (“GAAP”).

2 SAB 101 Adjustment reflects the impact of adopting SAB 101, effective January 1, 2000.3 Adjusted Pro Forma results for 1999 give effect to the operating results of the Jones Lang Wootton companies for the two months ended February 28, 1999, the period prior to

their merger with LaSalle Partners Incorporated, amortization expense of the goodwill resulting from the merger as if the merger occurred on January 1, 1999, and a benefitfor taxes as if the Jones Lang Wootton companies and LaSalle Partners Incorporated were taxable entities at an effective tax rate of 40% as of January 1, 1999.

4 Adjusted Pro Forma results for 1998 give effect to the operations of COMPASS and the Jones Lang Wootton companies for the twelve months ended December 31, 1998as if the acquisition and merger occurred on January 1, 1998, amortization expense of intangible assets and goodwill resulting from the transactions as if the transac-tions occurred on January 1, 1998, incremental interest expense resulting from borrowings used to fund the COMPASS acquisition as if the COMPASS acquisition occurredon January 1, 1998, and a benefit for taxes as if COMPASS, the Jones Lang Wootton companies and LaSalle Partners Incorporated were taxable entities at an effective taxrate of 38% as of January 1, 1998.

5 Adjustments include (i) the removal of merger related non-recurring charges consisting of compensation expense associated with the issuance of shares of Jones LangLaSalle Incorporated’s common stock to former employees of Jones Lang Wootton and non-capitalizable integration and transition expenses associated with the mergerwith Jones Lang Wootton and the acquisition of COMPASS, and (ii) the cumulative effect of change in accounting principle in connection with the adoption of SAB 101.

6 Management believes that Adjusted Net Earnings is useful to investors as a measure of operating performance, cash generation and ability to service debt. However,Adjusted Net Earnings should not be considered as an alternative either to: (i) net earnings (determined in accordance with GAAP); (ii) operating cash flow (determined inaccordance with GAAP); or (iii) liquidity.

7 Adjusted earnings per common share represents adjusted net earnings divided by the weighted average committed shares outstanding. Committed shares are inclusiveof shares subject to forfeiture, vesting and indemnity provisions and are fully weighted as if outstanding as of the beginning of each period. Under GAAP, committed sharesare weighted according to when forfeiture, vesting and indemnity provisions are removed.

8 Adjusted EBITDA represents earnings before interest expense, income taxes, depreciation and amortization and merger related non-recurring charges. Management believesthat Adjusted EBITDA is useful to investors as a measure of operating performance, cash generation and ability to service debt. However, Adjusted EBITDA should not beconsidered as an alternative either to: (i) net earnings (determined in accordance with GAAP); (ii) operating cash flow (determined in accordance with GAAP); or (iii) liquidity.

9 Investments under management represent the aggregate fair market value or cost basis of assets managed by the Jones Lang LaSalle Investment Management segmentas of the end of the periods reflected.

10 Represents the square footage of properties for which Jones Lang LaSalle provided property management and leasing or corporate property services as of the end of theperiods reflected.

S E L E C T E D F I N A N C I A L D ATA F O R J O N E S L A N G L A S A L L E I N C O R P O R AT E D ( U N A U D I T E D )



STUART L. SCOTT

Chairman and Chief Executive OfficerJones Lang LaSalle

CHRISTOPHE R A. PEACOCK

President, Deputy Chief Executive Officer and Chief Operating OfficerJones Lang LaSalle

CHRISTOPHE R M.G. BROWN

Executive ChairmanAsia PacificJones Lang LaSalle

HENRI-CLAU DE DE BETTIGNIES

ProfessorINSEAD

DARRYL HARTLEY-LEONARD

Chairman and Chief Executive Officer Production Group International

DE REK A. H IGGS

ChairmanPartnerships UK plc

DAVID K.P. LI

Chairman and Chief ExecutiveThe Bank of East Asia

CLIVE J. PICKFORD

International DirectorJones Lang LaSalle

M.G. ROSE

Vice ChairmanJones Lang LaSalle

MICHAEL J. SMITH

Vice ChairmanJones Lang LaSalle

THOMAS C. THEOBALD

Managing DirectorWilliam Blair Capital Partners

LYNN C. THURBE R

Chief Executive OfficerLaSalle Investment Management

JOHN R. WALTE R

Chairman of the BoardManpower, Inc. and Retired President and Chief Operating OfficerAT&T

EARL E. WEBB

Chief Executive OfficerAmericasJones Lang LaSalle

CHRISTOPHE R A. PEACOCK

Management Executive Committee Chairman

President, Deputy Chief Executive Officer and Chief Operating Officer

PETE R BARGE

Chairman and Chief Executive OfficerJones Lang LaSalle Hotels

CHRISTOPHE R M.G. BROWN

Executive ChairmanAsia Pacific

MICHAEL E. HARPE R

DirectorGlobal Human Resources

JOHN G. MINKS

Chief Executive OfficerGlobal Client Services

ROBE RT S. ORR

Chief Executive Officer Europe

PETE R C. ROBE RTS

Executive Vice President andChief Financial Officer

STUART L. SCOTT

Chairman and Chief Executive Officer

WILLIAM E. SULLIVAN

Executive Vice PresidentCapital Investments and Technology

LYNN C. THURBE R

Chief Executive OfficerLaSalle Investment Management

EARL E. WEBB

Chief Executive Officer Americas

Board of Directors Management Executive Committee

STUART L. SCOTTChairman and Chief Executive Officer

CHRISTOPHER A. PEACOCKManagement Executive Committee Chairman

President, Deputy Chief Executive Officer and Chief Operating Officer

PETER C. ROBERTSExecutive Vice President andChief Financial Officer


Operational HeadquartersJones Lang LaSalle Group22 Hanover Square London W1A 2BNtel +44 20 7493 6040fax +44 20 7408 0220

Holding Company HeadquartersJones Lang LaSalle Incorporated200 East Randolph Drive Chicago Illinois 60601tel +1 312 782 5800 fax +1 312 782 4339

Regional HeadquartersAME RICAS

200 East Randolph Drive Chicago Illinois 60601tel +1 312 782 5800 fax +1 312 782 4339

EUROPE

22 Hanover Square London W1A 2BNtel +44 20 7493 6040 fax +44 20 7408 0220

ASIA PACIFIC

9 Raffles Place#39-00 Republic Plaza Singapore 048619tel +65 220 3888 fax +65 438 3360

Transfer Agent and RegistrarComputershare Investor

Services2 North LaSalle StreetChicago Illinois 60602

Euro Notes Trustee, PrincipalPaying Agent, Registrar andTransfer AgentThe Bank of New York101 Barclay StreetNew York New York 10286

30 Cannon StreetLondon EC4M 6XH

Euro Notes Listing Agent and Luxembourg Paying andTransfer AgentKredietbank S.A. Luxembourgeoise43, Boulevard RoyalL-2955 Luxembourg

SEC Form 10-K and Other InformationFor more information, or toaccess the 2000 Jones LangLaSalle Annual Report on Form10-K (provided free of charge),visit www.joneslanglasalle.comor contact:

Jones Lang LaSalle IncorporatedInvestor Relations Department200 East Randolph DriveChicago Illinois 60601tel +1 312 228 2430

Independent AuditorsKPMG LLP303 East Wacker Drive Chicago Illinois 60601

Common Stock Market PricesJones Lang LaSalle’s commonstock is listed on the New YorkStock Exchange (NYSE), tickersymbol JLL.

Following are the JLL high andlow sales prices for 2000 and1999 on the NYSE:

2000 H IGH LOW

1Q $ 15.50 $ 10.06

2Q $ 16.00 $ 13.38

3Q $ 15.13 $ 11.63

4Q $ 14.00 $ 12.25

1999 H IGH LOW

1Q $ 36.50 $ 27.56

2Q $ 32.00 $ 25.94

3Q $ 30.00 $ 12.63

4Q $ 16.69 $ 9.19

DividendsJones Lang LaSalle has not paidcash dividends on its commonstock to date. Jones Lang LaSalleintends to retain its earnings tosupport the expansion of thebusiness and therefore does notintend to pay cash dividendsfor the foreseeable future. Anypayment of future dividendsand the amounts thereof will beat the discretion of the Board ofDirectors and will depend uponJones Lang LaSalle’s financialcondition, earnings and otherfactors deemed relevant by theBoard of Directors. See Manage-ment’s Discussion and Analysisof Financial Condition andResults of Operations in JonesLang LaSalle’s Annual Report onForm 10-K for information regard-ing restrictions on Jones LangLaSalle’s ability to pay dividends.

B O A R D O F D I R E C TO R S , M A N A G E M E N T E X E C U T I V E C O M M I T T E E A N D C O R P O R AT E I N F O R M AT I O N

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“Since we have always antici-

pated the highest standards

from Jones Lang LaSalle,

characterising the relationship

as having ‘met expectations’

is a compliment, indeed.”

Ian WomackProperty Director,Morley Fund Management Ltd.

“Following the merger that created the United Kingdom’s largest insurance group, CGNU Plc, Morley FundManagement Ltd. turned to Jones Lang LaSalle for support on £4.3 billion ($6.5 billion) of its client’soffice, retail, industrial and leisure real estate. Within five weeks, we agreed on a strategy and terms for acomprehensive outsourcing. Retaining 50 experienced staff and establishing a Jones Lang LaSalle officein Norwich, we transferred another 230 experienced site-based management staff to our new team.Our agility and responsiveness have helped us earn the trust of our new client, and our new colleagues.”


Angela Redman London

David Pugh Norwich and London eu


ap Michelle Buckman Sydney


“By remaining focused on providing unparalleled software solu-

tions, Computer Associates has become the world’s third-largest

software company. We demand the same focus from our real

estate provider, and Jones Lang LaSalle has met and exceeded

our expectations consistently. Their desire to raise the bar is one

reason why Jones Lang LaSalle’s responsibilities continue to grow.”

Terry MerrifieldVice President, Overseas Director,Island Asset Management, LLC

“From a single Tenant Representation assignment in India, we’ve built our rela-tionship with Computer Associates one engagement at a time in key marketsaround the globe, adding Project and Development Services assignments inthe United States and Asia Pacific. In Australasia alone, we helped CA reduceannual rental expenditures by over 34%. We are determined to deliver asuperior and consistent level of service to our Global Strategic Alliance clients.”


euRobin Goodchild London

Bryan Ellinthorpe London

Malcolm Naish London


“Extra return means extra pension for our

500,000 beneficiaries, so getting that extra

return really matters. LaSalle has delivered

consistent outperformance, sound strategy and

a willingness to respond to trustee issues. We

have ongoing confidence in the team as a result.”

David G. MorganChief Executive,Coal PensionTrustees Services Ltd.

“In 1996, Coal Pension Trustees Services, the property arm of the second-largest UK pensionfund, outsourced its 170-asset portfolio to LaSalle Investment Management. Retaining keystaff and introducing new IT and research capabilities, we have increased the portfolio’s valueto more than £2.5 billion ($3.8 billion) from £1.5 billion ($2.3 billion), consistently out-performing industry benchmarks. We enjoy a fully discretionary relationship with Coal PensionTrustees, making all decisions on acquisitions, dispositions and portfolio management.”


“We enjoy a very positive relationship with Jones Lang LaSalle

and expect to expand it to all the Latin American and Caribbean

countries where we have a substantial real estate presence. In

every country, Jones Lang LaSalle is meeting or exceeding the

commitments the firm has made to us, both in resources and cost

savings. We look forward to a long and profitable partnership.”

Michael SteadmanSenior Vice President,Corporate Realty Services,Citicorp North America, Inc.

“In 1998, Citibank outsourced corporate property services in Mexico to ourfirm. Today the relationship extends to Brazil, Colombia, Venezuela, Panamaand Puerto Rico, and we expect to add Argentina, Bolivia, Chile, Uruguay,Paraguay and Peru: 700 properties and 7 million square feet in all. Wehave been able—eager, in fact—to follow the bank into each market, providing new capabilities, economies of scale and process improvements.”


Randy Owen São Paulo am


“From New York to London to

Hong Kong, Jones Lang LaSalle

uses its understanding of

our business strategy to

help Bank of America make

better real estate decisions.”

Michael MitchellSenior Vice President,Bank of America

“Jones Lang LaSalle is one of the bank’s partners in a major global real estate services relation-ship. We provide facility management, property management, transaction and consultingservices for 17 million square feet (1.6 million square meters) of space in the United States,Europe and Asia. We’ve assembled a team of over 200 professionals who create real estatesolutions that, without exception, serve our client’s best interests by supporting Bank ofAmerica’s business and operating needs. That’s our definition of a trust-based relationship.”


Joseph Mackil San Francisco

Francesca Hughes London

James Lawford Hong Kong

ameuap


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