Quick Finder »
How JLL earns fees
Revenue mix by business lines and geographies
Lasalle Investment Management
Five year summary
Discussion & analysis of financials
Corporate governance, ethics and thought leadership
Generating lasting value for our clients
Engaging our people
Transforming our workplaces
Supporting our communities
Our success over the last 250 years is a testament to the quality and dedication of our workforce. We seek to create a work culture that values diversity, recognizes and rewards talent, develops skills for tomorrow’s challenges and fosters good health, safety and well-being. This results in more satisfied employees who are more likely to stay thereby reducing costs to JLL. It also means our employees are more empowered so that they apply their broad perspectives, backgrounds and ideas towards better advice for our clients and take advantage of the numerous opportunities that JLL provides to develop their skills and career.
Health and safety
Our people are the strongest asset we have. As such, we regard the health and safety of our employees and our business partners as being of the utmost importance. Our vision is to provide a safe and healthy workplace and to promote an effective and continuously improving health and safety culture. We strive to prevent injury and ill-health and to ensure that all persons we work and interact with, including those who work in the buildings we manage, return home to their families safely.
In 2015, we built upon our safety performance in 2014 by engaging more deeply with our people and by more actively collaborating with our stakeholders. We invested time in building and strengthening relationships and we believe that this process contributed to our strong performance across most areas in 2015. Our Recordable Incident Rate (RIR), a measure of recordable illness and injuries per 100 full-time employees per year, fell to 0.72 in 2015, a reduction of 17% compared to 2014.
Days Away, Restricted Duty and Transfer (DART), a measure of recordable illness and injury per 100 full-time employees per year that resulted in days away from work, fell to 0.50 in 2015, a reduction of 23% compared to 2014. The RIR and DART figures relate to Integrated Facilities Management staff globally and all U.S. employees. Additionally, 84% of countries reported that they were undertaking at least one health, safety and well-being initiative in 2015.
We have invested, and continue to invest, in the health and safety of our employees, clients and suppliers, as shown by our over 270 full-time health and safety professionals. However, we can always do more. The real prize is our people and business partners experiencing no harm or injury. Tragically, we failed to achieve that goal in August 2015, when one of our mobile technicians lost his life in a road accident. Immediately after the incident we conducted a thorough investigation and increased our efforts on road safety by:
Additionally, we are saddened to report that we had three contractor fatalities. These occurred on contracts where JLL was involved during 2015. We take these matters extremely seriously and are working to ensure that our approach to health and safety meets the highest standards. In 2016, we are undertaking several initiatives aimed at ensuring that our health and safety platform is more robust and capable of guiding the efforts of our large and dispersed business. Chief amongst those initiatives are the introduction of a new Global Health and Safety Policy and the creation of a Board of Directors sponsored committee tasked with leading the organization through the next phase of its health and safety journey.
We are committed to ensuring the health and safety of our people and stakeholders and will shortly publish our first dedicated Health and Safety Report. The Report will expand on the themes raised in this document and candidly talk about our health and safety journey. When published the Health and Safety Report will be available here.
Attracting and retaining the best talent ensures that we maintain our competitive advantage and offer the best possible level of service to our clients. JLL regularly undertakes surveys of our employees so that the company is able to learn what employees think of their jobs and to understand their perception of the business as a whole. The 2015 Global Employee Engagement Survey found that 78% either agree or strongly agree that they are extremely satisfied with JLL as a place to work. This score is 3 percentage points up from the previous full survey undertaken in 2012. This result places us 4 percentage points up from the global norm as measured by our independent survey administrator.
Training and career development
Our future success as a firm depends on our ability to offer our employees opportunities for personal and professional growth. In 2015 we invested a total of $16.2 million on training across the globe, which equates to $248 per employee. This is compared to $15.3 million in 2014. This was in addition to the substantial investment we make into local training programs that we are not able to capture centrally. We track much of our training for staff through MyDevelopment, JLL’s own learning management system. MyDevelopment has been created to enable and empower our staff to effectively advance their careers within our firm.
As well as general training, JLL also operates Sustainability University, which is designed to ensure that our employees are equipped with the expertise needed to offer our clients the best possible service. Training from Sustainability University covers technical sustainability aspects of real estate such as green building certifications, but also more general training around topics such as sustainability reporting. Over the last year we delivered more than 16,200 hours of sustainability training to employees globally, including more than 4,400 delivered through the Sustainability University alone.
Diversity and inclusion
At JLL, diversity is a strategic imperative for the way we do business. We promote an atmosphere of openness, respect and trust, and bring a sense of teamwork, collegiality and diversity to all we do. We recognize that having a range of experiences, backgrounds and perspectives allows us to find new ways of doing things, leading ultimately to the creation and delivery of the best possible services to our clients. We make sure to walk the talk in fostering a workplace culture that encourages and empowers all our employees to fulfill their potential.
In April 2016, JLL joined more than 1,100 businesses around the world to take a leadership position on gender equality by signing the UN’s Women’s Empowerment Principles. These seven key principles serve to highlight the gender dimension of corporate responsibility and provide a call to action for businesses. We are proud that 44% of our independent board members are female. However, we recognize that we need to do more to reflect gender diversity at higher grades within our firm.
In the UK, JLL is a founding member of Changing the Face of Property, a program to increase diversity and inclusion across the property industry. The initiative has developed partnerships with a broad range of state schools and colleges, attended external careers events for students and careers advisers, delivering workshops to education professionals to challenge stereotypes and developed a website— www.propertyneedsyou.com—to provide accurate information on career opportunities and the different entry levels available.
JLL achieved ‘role model’ status against all six principles in the RICS Inclusive Employer Quality Mark and came third against the Property firms which took part in the Workplace Equality Index 2016.
Unconscious bias awareness has been addressed through various training interventions, including our award winning ‘icantbelieveisaidthat’ video series which was created to challenge inappropriate language and behavior through humorous scenarios in a ‘fly on the wall’ documentary style program. It is available to all JLL employees via Connect. Our U.K. Board members and other managers were first to attend our face to face training demonstrating the strength of their commitment to address unconscious bias or prejudice.
We have also set up a number of Employee Resource Groups (ERGs) in the U.S. with a view to supporting and promoting diversity among our workforce. These ERGs include the Women’s Business Network, Building Pride, African American Business Network, Latino Employee Resource Network and VetNet. All of these groups provide the ability to learn new skills and share experiences in a low risk environment with access to senior leadership.