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Building a Safer JLL: Our Journey Health and Safety Report │October 2016
Business Continuity
COPYRIGHT © JONES LANG LASALLE IP, INC. 2016
This publication is the sole property of Jones Lang LaSalle IP, Inc. and must not be copied, reproduced or transmitted in any form or by any means, either in whole or in part, without
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LaSalle does not accept any liability in negligence or otherwise for any loss or damage suffered by any party resulting from reliance on this publication.
Table of Contents
The evolution of JLL ........................................................................................................................................................ 3
Turning our vision into a reality, the challenge of being safe ...................................................................................... 4
Working toward a common safety goal .......................................................................................................................... 4
More Consistent Reporting of Health and Safety Performance ..................................................................................... 5
Aligning Vendor Actions with Our Expectations .................................................................................................................. 5
2015 Safety Performance ................................................................................................................................................. 6
The bigger picture: protecting our people ...................................................................................................................... 7
Case Study .................................................................................................................................................................... 8
Investing in a Safer Today and Tomorrow ..................................................................................................................... 9
Safety Week ................................................................................................................................................................. 10
Safety Recognition ....................................................................................................................................................... 11
Certifications ................................................................................................................................................................ 11
Awards ......................................................................................................................................................................... 12
Case Study .................................................................................................................................................................. 13
2016 and Beyond ............................................................................................................................................................ 14
JLL | Health and Safety Report 3
The evolution of JLLJLL is a continually evolving and dynamic organization. Over the past decade, the company has
quadrupled its fee revenue and completed 90 global acquisitions. That growth has propelled JLL
beyond the largely safe world of real estate brokerage and advisory services into an environment
where our employees and contractors are increasingly exposed to the relatively greater physical
risks and dangers of facilities management, engineering and construction. Our various businesses
have over time introduced strategies to mitigate against those new safety risks, but as is the case
with any solution those initiatives need to be continually reviewed and realigned with emerging
risks.
Front cover: The International Towers in Sydney, NSW Australia. Upon completion the development will have a mix of uses, including commercial, residential, retail, dining and hotel
components. JLL is the appointed leasing agent and property manager of the commercial component.
1760 − Original
predecessor firm to King Sturge founded in London
1958 − Expanded
overseas
1997 − Acquired the
Galbreath Company (4/97)
− Initial Public Offering (7/97)
1999 − Jones Lang LaSalle
created by the merger of LaSalle Partners and Jones Lang Wootton
2004 − Acquired L&H Real Estate Group (4/04)
1783 − Original
predecessor firm to Jones Lang Wootton founded in London
1968 LaSalle Partners founded
1998 Acquired Compass Management & Leasing Inc.
2006 − Merged operations with Spaulding & Slye
(1/06) − Acquired Rogers Chapman (5/06) − Acquired The Littman Partnership (7/06) − Opened an office in Dubai, UAE (9/06) − Acquired RSP Group (9/06) − Acquired areAZero (10/06)
2007 − Acquired Hargreaves Goswell (1/07) − Acquired NSC Corporate Property
Consultants (1/07) − Acquired Troostwijk Makelaars (4/07) − Acquired KHK Group (5/07) − Acquired GVA (6/07) − Acquired Trammell Crow Meghraj (7/07) − Acquired Zietsman Realty Partners (8/07) − Acquired Camilli Veiel (9/07) − Acquired Corporate Realty Advisors (10/07) − Acquired Klatskin Associates (11/07) − Acquired Upstream (11/07) − Acquired Group Tetris (11/07) − Acquired Asset Realty Managers (12/07)
2008 − Acquired The Standard Group (1/08) − Acquired Brune Consulting Management (1/08) − Acquired Creer Property (1/08) − Acquired Creevy (1/08) − Acquired Kempers Group (1/08) − Acquired Sallmanns (2/08) − Acquired Shore Industrial (3/08) − Acquired Leechiu & Associates (3/08) − Acquired ECD Energy and Environment
Canada (7/08) − Acquired The Staubach Company (7/08) − Acquired Churston Heard (7/08) − Acquired Alkas Consulting (8/08)
2010 − Acquired GPL Taylors (2/10) − Acquired Third Party Management LLC (7/10)
2011 − Acquired Sal. Oppenheim (1/11) − Acquired Primary Capital Advisors
Commercial RE Lending (2/11) − Acquired Bradford McCormack & Associates
(3/11) − Acquired Keystone Partners (3/11) − Acquired King Sturge (5/11) − Acquired Procon (8/11) − Acquired Pacific Real Estate Partners (10/11) − Acquired DST International (10/11)
2012 − Acquired MPS Property (1/12) − Acquired JER Partners (3/12) − Acquired Credo Real Estate (7/12 − Acquired 360 Commercial Partners
(7/12) − Acquired The Apartment Group Ltd.
(12/12)
2013 − Acquired Halcyon Real Estate (6/17) − Acquired Quadrant Realty Finance (6/25) − Acquired Capital Realty (8/5) − Acquired Means Knaus Partners L.P.
(8/26) − Acquired Op’ex Consulting Inc. (12/2)
2014 − Acquired GCL Europe (3/31) − Acquired Tenzing AB (5/30) − Acquired YY Property Solutions Sdn Bhd (6/9) − Acquired Cleo Enterprises, LLC (7/31) − Acquired BNP Paribas Real Estate Advisory (9/4) − Acquired W.A. Ellis (10/1) − Acquired CRESA Portland (11/12) − Acquired Coverpoint Catering (11/20) − Acquired Henry Butcher (12/2) − Acquired Nova Interior (12/3)
2014 − Rebranded and
became JLL
2015 − Acquired FiveD (5/15) − Acquired Propell National Valuers (Q3 2015) − Acquired HFM (5/15) − Acquired CMM Projekt & Office Solutions (Q3 2015) − Acquired Guardian Property Asset Management (11/15) − Acquired Tansei Mall Management (Q1 2015) − Acquired Neo-Świat (5/15) − Acquired AGL (9/15) − Acquired Nextport (3/15)
− Acquired AVM Partners (7/15) − Acquired Avenue 9 (11/15) − Acquired Bluu (8/15) − Acquired CoR Advisors − Acquired Corrigo (12/15) − Acquired Cresa South Florida (12/15) − Acquired Lodgetax (7/15) − Acquired Martin Potts & Associates (11/15) − Acquired Oak Grove Capital (11/15) − Acquired Shelter Bay Retail Group (8/15) − Acquired Wilson Retail Group (5/15)
JLL | Health and Safety Report 4
Turning our vision into a reality, the
challenge of being safe JLL is on a safety journey. Our vision is to provide a safe and healthy workplace and to promote
an effective and continuously improving health and safety culture. Like most large organizations,
the size and geographical dispersion of our business can make visions such as this challenging to
realize. In 2016 we identified three key challenges to focus on in order to keep us moving forward
with our journey. Addressing those challenges will have a major impact on our ability to achieve
our broader health and safety objectives.
Working toward a common safety goal
JLL operates in a variety of different markets and
countries, some with vastly different requirements,
stakeholders and environmental drivers. To quickly
respond to the demands of our clients and the
pressures of our regulatory and operating
environments, our business has largely adopted a
decentralized structure. While our decentralized
structure has been successful from an operating and
entrepreneurial perspective, we believe that globally
aligning our health and safety strategies and
methodologies will improve our overall effectiveness.
To that end, the Board of Directors established the
Global Safety Governance Committee (GSGC). The
GSGC, comprised of influential senior managers from
various parts of the broader business, is tasked with,
among other things, the following:
Reviewing the structure and use of our health and
safety resources;
Leveraging existing best practices to develop a
robust global safety program;
Implementing a strategy for enhancing our health
and safety culture;
Enhancing safety leadership and personnel
engagement;
Improving access to training and encouraging
frequent communication about safety; and
Establishing performance objectives and metrics.
Prior to the creation of the GSGC, JLL had a variety of
safety committees and groups accountable for the
safety of their discrete business, operating country or
region. However, our leadership has determined that
we have outgrown that model and that we rather need
an approach that will focus the company towards a
common goal. We firmly believe that everyone at JLL is
responsible for creating a safe work environment, and
with strong leadership from the GSGC we hope to
empower every level of our organization to proactively
strive for safety excellence.
JLL | Health and Safety Report 5
More Consistent Reporting of Health and
Safety Performance
Traditionally, our individual businesses have had the
freedom to determine how they record and report on
their health and safety performance. That approach,
although effective in part, has also led to inconsistent
data being collected by our different businesses around
the globe.
To foster more uniform recording of health and safety
performance, we have undertaken a global project, in
conjunction with our Information Technology and Data
& Information Management teams, to:
Establish performance metrics that provide for increased visibility over the lead and lag indicators relevant to our service offerings;
Standardize our data collection protocols; and
Develop a system that offers real-time access to the health and safety statistics of all our businesses irrespective of the electronic recording tool they are using.
With improved access to data, we hope to enhance our
ability to identify risk areas and ultimately better
implement corrective action that will improve our safety
performance.
Aligning Vendor Actions with Our Expectations
At JLL not only do we engage vendors to provide
services for our own benefit but we also, from time to
time, directly contract vendors to assist us in delivering
on our service obligations to our clients. We believe the
total number of vendors we engage per year may be as
high as 260,000. Those vendors are more integrated
into our operations than ever before and, unfortunately,
involved in a significant proportion of safety incidents.
For those reasons, we cannot allow vendors to
manage the health and safety of their people in
isolation from us. Rather, we must engage more deeply
with our vendors to better promote the health and
safety of all people. We have appointed supply chain
management experts, Avetta (formerly PICS Auditing),
Greencap, and EcoVadis, to assist us through this
process, but we have more work to do to ensure our
vendors are aware of our high health and safety
expectations.
JLL | Health and Safety Report 6
2015 Safety Performance Our safety performance in 2015 can be summarized
as one of improvement through engagement. We built
upon our safety performance in the past by engaging
more comprehensively with our people and by actively
collaborating with our stakeholders for the betterment
of all people with whom we work and interact.
We invested time in building and strengthening
relationships, and we believe that process contributed
to our performance in 2015 and will continue to do so
in future years.
Globally, our Recordable Incident Rate (RIR),
which is a measure of recordable injuries and
illness per 100 employees per year, fell to 0.72
in 2015.
Our 2015 RIR represents a rate reduction of
17% when compared to 2014.
Our global Days Away, Restricted Duty and
Transfer (DART) incident rate, a measure of days
lost or duties altered due to recordable injuries
and illness per 100 employees per year, fell to
0.50 in 2015.
Our 2015 DART represents a rate reduction of
23% when compared to 2014.
*North American Facilities Data Source- Bureau of Labor Statistics.
Note: data covers employees in our Integrated Facilities Management business globally, and all JLL employees in the U.S.A.
Note: data covers employees in our Integrated Facilities Management business globally, and all JLL employees in the U.S.A.
“Although the JLL incident rates for 2015 were approximately one third of the average for our
industry, we continue to strive for our ultimate goal of zero injuries”.
Michael Robbinson, Senior Vice President, Health Safety & Environment, JLL Americas
JLL | Health and Safety Report 7
As described earlier in this Report, JLL, as a whole,
has not consistently recorded health and safety
performance. However, we are taking steps to ensure
that in the coming years we can report more widely on
our performance.
The bigger picture: protecting our people
Despite the improvement in our performance, we
cannot rest on our laurels. The real prize is our people
and business partners experiencing no harm or injury.
Tragically, in 2015 we failed to achieve that goal. In
August, one of our mobile engineering technicians in
the U.S.A lost his life in a road accident. Our colleague
was not at fault in the accident, but was rather the
victim of a motorist crossing into the wrong lane.
Our heartfelt condolences go to his family and friends.
We are determined to do all we can to protect our
people on the road. Immediately after the incident,
we conducted a thorough investigation and redoubled
our efforts on road safety by:
Evaluating the crash ratings and safety features
of our fleet vehicles; and
Re-emphasizing our defensive and distracted
driver training with our staff.
Additionally, we are saddened to report that two vendor
fatalities occurred on projects in Asia Pacific and a
further fatality in Latin America. Following each of
those tragic incidents we worked with our vendors and
clients to ensure that similar incidents do not re-occur.
As previously mentioned, vendors pose a unique
health and safety challenge for us, but we will continue
to work with our stakeholders to implement initiatives
that promote health and safety.
JLL | Health and Safety Report 8
Case Study Looking at a Problem with a Fresh Perspective
In 2015, the EMEA Integrated Facilities Management business (IFM), under the safety leadership of our Head of
Strategic EHS (EMEA), Graeme Clarke, adopted a ‘back to basics’ approach to health and safety. A critical part of
that approach involved reviewing the systems, processes, and procedures that underpinned our safety operations to
identify gaps and opportunities. Following the review, several initiatives were introduced to reinvigorate our approach
to safety. Some of those initiatives included:
Introducing a new training portal to facilitate e-learning and onboarding as well as to increase accessibility to
training; and
Implementing a balanced scorecard that measures the monthly safety performance of our accounts based on
their level of proactivity and use of best practices rather than the traditional approach of simply measuring the
number of accidents.
The change in approach was well received and resulted in a gradual, but noticeable, shift in mindset. Our people
have begun to realize, at both the micro and macro levels, that zero accidents can be achieved through careful
design and proactivity, rather than by good fortune. The EMEA statistics in 2015, when compared to 2014, also told
an impressive story:
28% Reduction in first aid accidents
30% Reduction in recordable incidents
33% Reduction in lost time incidents
2015 EMEA IFM performance trends.
JLL | Health and Safety Report 9
Investing in a Safer Today and TomorrowWe have invested, and continue to invest, in the health and safety of our employees, clients and supply partners, andwith over 270 full-time health and safety professionals, we are always looking to do more.We continually encourage our people and business partners to reassess their existing practices and to exploreopportunities for transformative improvements. Nevertheless, we face challenging situations in some of our operatingcountries but we endeavor to resolve those challenges in a way that enhances local safety standards. In 2015 we usedtwo key mechanisms to combat some of the issues we faced in Asia Pacific:
We collaborated with regulatory authorities andour strategic suppliers to change industry safetyculture. For example, our Project & DevelopmentServices business (“PDS”) implemented a form ofsafety collaboration known as ‘Safety in Design’.As part of that initiative, JLL works closely witharchitects, engineers and designers to proactivelyidentify and eliminate hazards in the design phaseof solution development.
We provided additional training and resources tothe parts of the business that had the greatesthealth and safety risk. This involved our PDSbusiness working with our suppliers to conduct:− nearly 150,000 site safety inductions;− almost 84,000 Toolbox Talks; and− approximately 30,000 audits, inspections and
compliance checks.
We continue to work with our operational teams, vendor partners and clients to raise the profileof safety through training and education. The adoption of common standards across the
region is challenging our people and vendors to step outside the cultural norms.
Mike Hickman, Regional Risk and Incident Manager, (Asia Pacific)
JLL’s Health and Safety program forms part of Building a Better Tomorrow, our sustainability leadership agenda. A corepart of Building a Better Tomorrow is embedding effective Health and Safety practices – and broader sustainabilitypractices – into all that we do. This ensures we have a long-lasting, positive impact across the four areas of Building aBetter Tomorrow: Clients, People, Workplaces and Communities.
JLL | Health and Safety Report 10
Safety Week
We believe that our improved health and safety performance can be attributed, in part, to our many global safety
initiatives, including the renewed focus we’re placing on training our employees and vendors. JLL held Global Safety
Week for the third consecutive year in 2015 and we were able to reach approximately 16,000 participants worldwide.
For JLL, Safety Week is an important mechanism for:
Increasing awareness and understanding of health and safety within JLL and externally;
Improving our safety culture;
Developing health and safety resources; and
Reducing injury, occupational disease and incidents.
“During Safety Week we employed various activities to engage with our stakeholders. Those activities included site-based ceremonies, training on construction projects, safety competitions, and online
safety sessions in numerous languages. By taking a broad approach to stakeholder engagement we were able
to reach a large proportion of our stakeholders and create the opportunity for future dialogue.”
Rob Combe – Head of HSE, PDS Asia Pacific and PDS Global HSE Lead
JLL | Health and Safety Report 11
Safety Recognition
Our efforts in health and safety have not gone unnoticed, and in 2015 we either received or had in
place numerous independent certifications and awards.
Certifications
Safety Management Systems Certificate
(AS4801:2001) for Project Management and
Construction Management for commercial building
projects in Australia
Environmental Management Systems Certificate
(ISO14001:2004) for Project Management and
Construction Management in Australia
Quality Management Systems Certificate
(ISO9001:2008) for Project Management for
Commercial and Residential Construction in
Australia
Occupational Health and Safety Management
Systems (OSHAS 18001:2007 and AS/NZS
4801:2001) for Facilities Management in Australia
Quality Management Systems (AS/NZS
14001:2004) for Facilities Management in
Australia and Singapore
Risk Management (ISO31000:2009) for Facilities
Management in Australia
Safety Management Systems Certificate
(OHSAS18001:2007) for Project Management in
Beijing
Safety Management Systems Certificate
(OHSAS18001:2007) for Project Management
in Shanghai
Management System Certification (ISO
9001:2008) for Property Management, Investment,
Valuation, Sales and Leasing in Ireland
Quality Management System (ISO 9001:2008) for
Property Management, Advisory Services,
Brokerage, Project Management and Construction
in various United Kingdom locations
Quality Management System (ISO 14001:2004) for
Property Management, Advisory Services,
Brokerage, Project Management and Construction
in various United Kingdom locations
.
JLL | Health and Safety Report 12
During 2016 and beyond we will endeavor to ensure
that even more of our safety management systems are
in accordance with international best practice:
PDS in Asia Pacific have implemented a program
to ensure all operating countries are ISO certified.
Also, with the impending introduction of ISO45001
in 2017, a transition plan will be implemented to
change those businesses already certified to
OHSAS18001 to the new international standard.
The Australian IFM business will undergo
recertification efforts to meet the standards of ISO
9001, 14001 and OHSAS 18001.
Our US and Canadian IFM businesses have
commenced a project to obtain certification for ISO
45001, ISO 14001 and ISO9001. The aim is to
obtain certification by mid-to-late 2017.
Awards
International Award for Health and Safety with
Merit, for the 9th year in a row (U.K.).
Royal Society for the Prevention of Accidents
(ROSPA) Gold Award, for the 9th year in a row
(U.K.).
US National Safety Council’s Occupational
Excellence Achievement Award for IFM client
accounts across our operations.
US National Safety Council’s Hazard Recognition
Award for JLL’s Corporate Operations and Central
Mobile Engineering Services team.
US National Safety Council’s Significant
Improvement Award to our Central Mobile
Engineering Services team.
JLL | Health and Safety Report 13
Case Study Being held to high standard
EcoVadis is a collaborative platform that provides Supplier
Sustainability Ratings for global supply chains. As part of the
work we did with one of our clients, we were asked to take
the EcoVadis survey. We obliged with the request, and after
a thorough assessment of JLL’s Corporate Social
Responsibility management system (which includes Health
and Safety), we were awarded the Gold Recognition Level.
That rating places JLL’s CSR management program among
the top 5% of companies assessed.
After recognizing how insightful the results of an EcoVadis
assessment can be, we resolved to engage EcoVadis to assist
us in assessing our own supply chain. We hope that our new
relationship with EcoVadis, along with our pre-existing
commitment to ethical conduct, will help us achieve our
commitment of only engaging with vendors of the highest
repute.
JLL | Health and Safety Report 14
2016 and Beyond
We will continue to dedicate resources to our health
and safety program, and in particular to the three key
challenges we identified earlier in this Report. The
GSGC has, in its short period of operation, been
successful in galvanizing health and safety and in
ensuring that all parts of the company are conscious
of their role in achieving our vision. The GSGC’s
introduction of a new Global Health and Safety Policy
in mid-2016 has also been instrumental in guiding the
efforts of our large and dispersed business.
Ultimately, we will continue to work hard to ensure
that we are able to realize our vision of a safe and
healthy workplace for all those with whom we work
and interact.
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