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At JLL, we are committed to sustaining our business over the long term. This means successfully managing the financial, environmental and social risks and opportunities our complex organization faces, and helping our clients do the same. Not just because it’s the right thing to do, but because it adds lasting values to clients, employees, shareholders, communities and our industry. Everything we do today should be Building a Better Tomorrow.
Building a Better Tomorrow
Through this sustainability leadership agenda, Building a Better Tomorrow, we seek to meet our vision through four pillars: Clients, People, Workplaces and Communities. JLL’s universal values—ethics, teamwork, and excellence— mean we are trusted to deliver value everywhere. JLL also actively serves as a thought leader in sustainability by promoting widespread change across our industry and beyond.
By applying our global project management capabilities to the 4.0 billion square feet of property we manage, we deliver leading sustainability solutions to investors and occupiers throughout the world. JLL’s Energy and Sustainability Services teams help to deliver savings and efficiencies for our clients. We provide a range of services covering the construction, operation and maintenance of their facilities as well as advice on location and occupier behavior. We also provide a range of strategic solutions such as energy management and energy reduction programs that aim to deliver lasting improvements in the efficiency of our clients’ portfolios.
As a professional services firm, we are nothing without our people. This means helping our employees grow, develop and engage in a working experience that engenders loyalty, commitment and motivation. We believe that building a diverse workforce and an inclusive culture leads to a world of breakthrough ideas for our clients and opportunities for all our employees to develop their skills and career.
We understand and capitalize on our opportunity to positively impact the communities in which we live and work. We do this by helping our global and local communities through volunteering and charitable giving as well as donating our time and expertise to those in need. And while we can make the biggest difference in our clients’ real estate, we also benefit from occupying more efficient, flexible and resilient offices. To achieve this, we work to ensure that JLL’s occupied space around the world is energy efficient and provides alternative, flexible and technologically savvy working practices.
Ultimately, Building a Better Tomorrow means moving from hundreds of JLL employees with a deep expertise in sustainability (mainly environment) to thousands of JLL employees with a basic awareness of sustainability in its broadest sense (social, economic and environment).
It is a cultural shift that, when successful, will achieve the following outcomes:
The four pillars of Building a Better Tomorrow shape the structure of this report and will, in future, appear in all of our external and internal communications on sustainability. As we work to build up resources and tools for implementing the strategy, Building a Better Tomorrow will be primarily geared towards internal audiences initially.
Our material impacts
In its broadest sense, a sustainability agenda touches every aspect of an organization's management, operations and service offering. To ensure that JLL’s sustainability strategy hones in on the key sustainability impacts of our business, and therefore the biggest opportunities to improve, we undertook a materiality review in 2010. This process involved input from key executives and employees as well as an examination of investors’ priorities and the sustainability landscape in the real estate and professional services sectors. We further refined the results of this process in 2014 with a review of metrics underneath the existing material issues. In 2015, we conducted two additional materiality reviews in the context of the <IR> Framework and the impending shift to the Building a Better Tomorrow strategy. In combination, all of these materiality reviews resulted in the four pillars of Building a Better Tomorrow and a prioritized list of sub-issues and metrics under each pillar.
Engaging with our stakeholders
We are proud of our reputation as a company that is trusted and relied upon by our stakeholders. We strive to maintain this standing and know that the success of our business depends on the quality of the relationships we forge within and outside of our organization. We define stakeholders as those individuals, groups or organizations who can affect or be affected by JLL’s business activities. The diagram below shows how we have mapped our key stakeholders, enabling us to understand the nature of our relationships and with whom we should engage as a priority (shown in red).
We use a number of approaches to ensure our sustainability strategy is meeting our priority stakeholders' needs. Our affiliations with Ceres, CDP, local green building councils and other sustainability organizations are a critical part of engaging with our stakeholders on sustainability matters. Specific detail on our stakeholder engagement activities can be found in the appendices to this report.
Here are a few examples of the actions JLL has taken at the global level which are, in part, driven by our engagement with stakeholders:
Global sustainability governance
For JLL to achieve our ambition of becoming a truly sustainable business, we must embed the principles of sustainability not only in the way we operate as a business, but also in the services that we offer to our clients. This understanding has shaped our strategic approach and is carried through to the governance arrangements which oversee our efforts. JLL recognizes sustainability requires a direct line of sight to the C-suite. To that end, JLL’s Board of Directors is regularly engaged in reviewing the different aspects of our sustainability agenda.
Ultimate responsibility for sustainability within JLL rests with Colin Dyer, our CEO. He provides a direct link to our Board of Directors and together they oversee our sustainability activities.
In terms of our work with clients, the Global Energy and Sustainability Services (ESS) Board is responsible for developing and delivering a strong and consistent sustainability service offering for our clients around the world. The Board is comprised of regional heads of JLL’s ESS teams and is led by the Chairman of ESS.
LaSalle’s own sustainability activities are overseen by its Global Sustainability Committee in accordance with their Policy on Sustainability and Responsible Investing. The Board is chaired by LaSalle’s non-executive Chairman and consists of senior leaders from LaSalle’s global businesses who ensure best practice on sustainability is shared throughout our investment management segment.
Our efforts to address sustainability within our internal operations are overseen by the Global Corporate Sustainability (GCS) Board. The remit of the GCS Board covers our internal sustainability goals; performance, strategy and reporting; and our adoption of a consistent approach to sustainability across our global operations. The Board is comprised of the global heads of Finance, Human Resources, Legal Services, Energy and Sustainability Services and Corporate Sustainability, among others, and reports into our Global Operating Board. These arrangements are currently under review to ensure our governance aligns with Building a Better Tomorrow.
Roles and responsibilities
In 2015, JLL’s Global Sustainability team included around 5 employees. They are responsible for overseeing the firm’s approach to sustainability at a global level. The team is supported by 18 colleagues in regional and local sustainability roles, and coordinates closely with other corporate function groups such as the Ethics Officers, Professional Standards and Human Resources. Additionally, our staff around the globe make many and various contributions to furthering JLL’s ambitions around sustainability. In total, we run formalized sustainability programs in 52% of the countries where we operate.
JLL has a dedicated team of 224 sustainability professionals who provide industry-leading services to our clients. The majority of these professionals are from our Energy and Sustainability Services group. In total, our sustainability services generated revenue of $21.8 million in 2015 as a result of our work with 388 clients over the same period.
Sustainability at LaSalle Investment Management
LaSalle Investment Management’s top priority is to deliver superior investment results for its clients; sustainability is a key tool in enabling them to do this. LaSalle sets sustainability policy and strategy at a global level, and then empowers action locally through a network of regional sustainability officers. This network oversees the delivery of local sustainability goals within each region and has responsibility for performance management and reporting.
LaSalle has a range of tools such as Due Diligence Guidelines, Environmental, Social and Governance Portfolio Management Guidelines, and a GreenGuide, which detail how LaSalle incorporates sustainability into its decision-making process for investments. Asset managers and fund teams are responsible for implementing and reporting to clients on the sustainability programs within their funds. LaSalle believes that embedding sustainability into its operations improves its investment returns to its investors and also helps attract sophisticated investors to LaSalle’s investment platforms.