Indias Best Company to Work For

8/12/2019 Indias Best Company to Work For

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Great Place to Work Institute,India & The Economic Times

Survey

Jones Lang LaSalle India

Nomination DocumentIndias Best Companies toWork For


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| INDIAS BEST COMPANIES TO WORK FOR| JONES LANG LASALLE |

Corporate OfficeEpitome, Level 16, Tower C

Building No 5, Phase III

DLF Cyber CityGurgaon 122 002, Haryana

COMPANYPROFILE


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Nomination Details

1. Organizational Category: Indias Best Companies to Work For2. Company Name: Jones Lang LaSalle

3. Companys primary business activity:Real Estate Services

4. Address:Epitome, Level 16, Tower C, Building No 5, Phase III, DLF Cyber Cit, Gurgaon

5. Contact Person: Kaushik Chakraborty

6. Designation: HR Business Partner and Head L&D

7. Phone: +91 124 460 5000

8. Fax: +91 124 460 5001

9. Email Id: [email protected]


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Jones Lang LaSalle

Jones Lang LaSalle (NYSE:JLL) is a professional services and investment management firm offering specialized realestate services to clients seeking increased value by owning, occupying and investing in real estate. With annualrevenue of $3.9 billion, Jones Lang LaSalle operates in 70 countries from more than 1,000 locations worldwide. Onbehalf of its clients, the firm provides management and real estate outsourcing services to a property portfolio of 2.6billion square feet and completed $63 billion in sales, acquisitions and finance transactions in 2012. Its investmentmanagement business, LaSalle Investment Management, has $46.7 billion of real estate assets under management.For further information, visit www.jll.com.

Locally Focused, Regionally Co-ordinated, Globally Aligned

Jones Lang LaSalle has over 50 years of experience in Asia Pacific, with over 20,800 employees operating in 77 officesin 13 countries across the region. The organization was named the Best Property Consultancy in Asia Pacific at The

Asia Pacific Property Awards 2011. For further information, please visit our website,www.ap.joneslanglasalle.com

Jones Lang LaSalle India story

The company started its India operations in

1998 with 100 employees and in a span of 15 yearshas exponentially grown in staff strength to 4790+employees

Spread across 16 corporate offices in 11cities of India today. In 2007, it merged with TrammellCrow Meghraj - a large local real estate brokerageorganization - to form Jones Lang LaSalle Meghraj,which helped the organization deepen its roots in thecomplex and fast developing Indian economy

In 2010, the organization transitioned to Jones Lang LaSalle, re-aligning the platform to the global brand

The company is Indias premier and largest professional services organization offering collective real estate solutionsthat help our clients seek increased value by owning, occupying or investing in real estate. Right from our inception,weve grown across all parameters, achieved strong top line and bottom line growth, and most importantly, attracted toptalent in increasing numbers each year.

Jones Lang LaSalle is one of the largest employers in the organized real estate services sector.
http://www.ap.joneslanglasalle.com/http://www.ap.joneslanglasalle.com/http://www.ap.joneslanglasalle.com/http://www.ap.joneslanglasalle.com/http://www.ap.joneslanglasalle.com/


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Services offered:Jones Lang LaSalle offers services across three broad spectrums and to multiple types of organisations. These aredetailed in graphic above


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Awards and Accolades:In line with strong results that we achieve for our stakeholders, various industry bodies and marketing forums haverecognized us across a variety of business lines, employability metrics and brand strength and value to clients. A select

list of some recent awards:

Best International Property

ConsultancyIndia

International Property Awards|Asia Pacific 2012-13

(5-Star Winner)

Realty Plus Excellence Awards

2012 (South)

Capital Markets Property

Specialist Firm of the Year in

India

2012 Corporate Intl MagazineGlobal Award

M&A Boutique Investment Bank

Team of the Year

India M&A Atlas Awards 2012


Consultancy - Commercial &Residential

Real Estate Awards 2012 CMO Asia Awards 2012

India M&A Deal of the Year

(Middle Markets)




ConsultancyRetail Asia Retail Congress 2012

(Four years in a row) Property Awards 2011

Top Indian Advisor and

Consultant - Agency/Letting &

Research

Euromoney Real Estate Awards

2012

Market Leadership in Property

& Facilities Management

Frost & Sullivan 2011 Awards

(India)

Jones Lang LaSalle is in

the very enviable

position of having a

culture that is uniquely

suited to its current

business and its future

goals. We have different

teams with diverse

clients, business

operations and

deliverables across the

organization, but our

values of Client focus,

collaboration and ethics

remain strong in each

sphere of our

operations. No one

person is the keeper of

our culture; it is woven

into the fabric of who

we are, and is a huge

part of our success.

Trish Maxson,Global

Chief Human Resource

Officer, Jones Lang

LaSalle

Employer of the Year in Real

Estate

Real Estate Awards 2012

CMO Asia Awards 2012

Worlds Most Ethical Companies

Ethisphere (Five years in a row)


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Forbes MagazinePlatinum 400

Named to FortuneWorlds Most Admired

Companies

2011 Energy StarPartner of the Year forthird time and second

year in a row

Best InvestmentManager in Asia at

Euromoney Real EstateAwards 2010

Made it to MIS100 list ofAsias Top I.T. Users

Named to "The GlobalOutsourcing 100" list byIAOP for third year in a

row

The Firm of Choice across the Globe


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Clients:

Jones Lang LaSalle works with leading global and domestic organisations across business sectors, often acting as abusiness partner right across their need spectrum. Starting with conceptualisation and entry strategy to transactions,maintaining facilities and other services on a continued basis, we continue to work with clients for their real estateservices needs.Due to our excellent track record, wide and differentiated service offerings and international experience with theseorganizations, we continue to enjoy long term relationships with them.Selected track record:

Main Differentiator:Jones Lang LaSalleskey differentiator is its Organisational Culture. As a pioneer in organised Real Estate services inIndia, we have created, heightened and maintained a clear lead in the market place through providing services at parwith international standards. As standard bearers, our employees demonstrate a clear understanding of our culture,both in essence and practice.

Culture is clearly defined for a Jones Lang LaSalle employee: Collaboration Ethics Client first

Competitors:Jones Lang LaSalle is the largest organisation in the real estate services sector. Some of the other companies we mayconsider competitors are CBRE, Knight Frank and Cushman & Wakefield.


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1. HIRING

What characteristics do you seek in prospective new employees, aside from the skills needed to dotheir jobs? How does your hiring process (recruiting, interviewing procedures, etc.) ensure that a job

candidate will fit into your culture?

Hiring at Jones Lang LaSalle is guided by the larger goals of theHuman Resources team- to attract, retain and help grow a workforcethats attuned to our Culture, and has the right professionalqualifications and experience to help us deliver. The real estateservices market in India is largely unorganized. As a pioneer in theprofessional real estate services sector, we raise the bar for each ofour employees, setting clear expectations for the need for them tobecome partners' for our clients. To do this, employees must meet

the following criteria:

A deep sense of personal ethics

Experience and Education that the work role demands

Ability to meet requirements of the job role

In order to meet these criteria, it is essential that our recruitmentprocess applies these filters at each level. While some of them arequalitative in nature, and thus can only be assessed at the Interviewstage, we use these filters at every stage to ensure the appropriate

fitment.

o Pre-Hiring: At the pre-hiring stage, hiring managers and recruiters have access to job description templates,which allow for both quantitative and qualitative measures to be included.In essence, critical competencies and personal characteristicsdefined in a job description allow for thehiring manager and recruiter to agree on an ideal candidate. These act as gate criteria which allow a clear goalfor the recruitment team to screen candidates.

Based on the given job description, the recruitment team works with multiple stakeholders to attract suitable candidates.One of the strongest sources of potential candidates is through referrals. Over the past 3 years, Jones Lang LaSallehas met 50% of its manpower requirements through referrals, a number that testifies to both high employee

satisfaction and their championing our work culture.

Interview & Assessment stage:At the interview stage, a panel comprising of Hiring Manager, staffing teammembers are put together who assess candidates against core skills and personal criteria. Generally a minimumof two interviews are conducted, and a rated assessment form is completed for each interviewed candidate. Wealso use peer interviewing, which we have found to be a valued tool. While the set of core competencies thatdemonstrate an individuals fitment into our culture differ slightly along job roles, business lines and senioritylevels, they can be largely captured in the following list:


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o At the recruiter level:The staffing team does a basic check on various basic competencies, whichhelps the process develop a basic sense of the candidates strengths and weaknesses. This level isfollowed by a hiring manager round. Some of the competencies we check for are as follows:

Criteria Skills

Communication Ability to express thoughts verbally and/or in writing; vocabulary

Professional Presence Manner; Poise; Self-confidence; Courtesy

Strategic Thinking Mental alertness; Logic; Inquiring mind

Initiative and Drive Interest in the profession; Career goals

Personal Attributes Flexibility; Emotional maturity; Interpersonal competence

Teamwork and Leadership Ability to work with /positively influence others and resolve conflicts

Stability

Technical competency

Depth and breadth of experience and

knowledge

o Psychometric and Skill tests: Depending on the job role and skill requirements, we administer avariety of psychometric and skill tests which rate the candidate for fitment. These tests provide us aninsight into the candidates ability on skills and overall employability for the specific role. We use aseries of tests recognized for employment screening and evaluation across the world.

o At the Hiring Manager LevelAt hiring manager level, hygiene factors such as education and prior experience are already screenedfor. The hiring manager concentrates on an individuals fitment into the Jones Lang LaSalle culture. Avariety of factors influence the candidates fitment, which are:

Criteria Skills

Understanding the BusinessTechnicalCompetence

Sales LeadershipIndustry &MarketKnowledge

Business

Acumen

Client Focus & RelationshipManagement

OrganisationSavvy and agility

RelationshipManagement

NegotiationandInfluencingskills

Leadership & PeopleDevelopment Managing Visionand Purpose Team Leadership NurturingTalent

Problem Solving & StrategicThinking

Innovation Strategic OrientationAnalyticalSkills

Communication & PresenceCulturalSensitivity

Presence & Credibility

Verbal &WrittenCommunication

Flawless Execution &Results Orientation

ProjectManagement &Organizational

Skills

Client First mind setQuest forexcellence

Earnings

impact

Mind set ofcontinuous

improvement


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In order for us to assess candidates across these competencies, the interview process is planned todeliver clear demonstrated ability by candidates along these lines. Hiring managers and the staffingteam are counselled to conduct interviews that deliver objective interpretations and scores.

Feedback & Reporting:

Measurement of recruitment effectiveness:Recruitment is one of the most important decisions we make, given that we are part of the services industry.With employees often based at client sites, our employees must meet a range of criteria to represent usoptimally. In order to gain competitive advantage, and hire best-in-class talent, we focus on a number ofparameters that helps us assess our recruitment effectiveness. Some of these are:

o Performance Dashboards:The effectiveness and efficiency of the Talent acquisition process is continuously measured andmonitored through monthly dashboards. Dashboards cover our performance in the following areas:

1.

Hires by Level, vertical and Geography2. Gender Diversity3. Source of Hire and consultant cost4. Open positions by Level and Vertical5. TAT by level and recruiterRecruitment dashboards are shared with Business line heads on a monthly basis. This helps theleadership team get a birds eye view of trends in recruitment activity in the company and helps themtake in-time corrective and preventive measures wherever required.

o Internal Client Satisfaction SurveyThe Staffing team conducts quarterly surveys to assess its performance within the performance. This

online survey, conducted by a third party, helps us take feedback from hiring managers to leverage ourstrengths and focus on areas of improvement.

Apart from scheduled surveys, Hiring Managers have an option to provide feedback about anyparticular recruiter assigned to their business as and when required.

Recruitment Best Practices:

Focus on Gender DiversityIn order to deliver on our resolve to increase gender diversity & inclusion in the organisation, we have adopted thepractice of counselling and motivating female candidates to join the firm. During the Campus hiring process, we makeuse of specific media presentations and videos to increase awareness and invite interest from female candidates. (Moreinformation in the Support and Including sections of this document)Our recruitment team is mandated to get at least one female candidate interviewed out of every 5 candidates whoappear at Jones Lang LaSalle for an open job position.While we have a positive bias towards increasing our gender diversity, we are an equal opportunity employer. We dontgive undue preference to anyone, and our hiring practices do not discriminate on any grounds.

Cross-skilling in the staffing team:Due to a high degree of expertise required for different business lines at Jones Lang LaSalle, staffing team membersare also skilled for identification and delivery on specific requirements for individual business lines. To aid this, skill sets

and job descriptions are made available for business lines and roles as ready reckoners on the intranet.Members of our recruitment team are capable of donning each others hats whenever required. Regular knowledgesharing sessions, handholding and job rotation within the staffing team ensures the team stays on top of business needs


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queries, concerns and doubts through both informal sessions and formal meetings (if required).

Typically, the buddy works in the same business line, likely in the same team, and helps the new joine decrease thestress of fitting in by providing access to someone who is both familiar and comfortable with the Culture, attitude, andexpectations. Armed with this support, a new employee can navigate in work environment new to him, and can begin tobuild a professional network.

The buddy program process can be explained through the figure below.

Jones Lang LaSalleson-boarding program has been one of the most comprehensive Ive seen. My email wasready on day 1, and I received a personalised message from the CEO. The buddy assigned to me was agodsend! He made sure I knew everything from good places around to have lunch, to how to file my expenseswhen needed. The Induction program made me realise the sheer breadth of services we offer to our clients, andmade my decision to join Jones Lang LaSalle even better in my mind. All throughout, the HR partner keptchecking on me to ensure I was comfortable.

Apoorv Prakash, Markets Delhi, joined Jones Lang LaSalle in April 2013

The buddy program process


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Leadership Amalgamation Process This is an extensive induction programme created for new joiners at asenior level. Planned over a period of 90 days, this process gives the new joiner an opportunity to understandthe company through various interactions across the leadership teams and businesses. The goals of thisprocess are to accelerate performance results, and facilitate a smooth integration process for new senior level

joiners. This is done through a series of steps detailed below in figure X.1 and X.2

Figure: X.1


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Joining a new organization in a leadership position is exhilarating and challenging. The first few days at JonesLang LaSalle were full of learning. While I had a clear idea of the role, the process of going through ourresearch material, meeting stakeholders on organised 1-to-1 sessions was a great beginning. My manager

ensured I had a project to work on immediately, which ensured a great start- I hate being idle even for a day.Sukhdeep Aurora, HR, Gurgaon, joined Jones Lang LaSalle in June 2013

Figure: X.2


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Online induction: This process is foremployees in our Integrated Facilities Management (IFM) Business line,who often join at client locations, and hence work remotely. The Online induction module aims at providing adata rich, interactive presentation, which informs the employee about everything a new joiner would get to knowat our offices. This online module, coupled with sessions with local managers ensures new joiners have a pulseon Jones Lang LaSallesculture. In addition to these sessions, the new hire is briefed about his goals and a 90day action plan is shared, which also includes a list of checklists, resource documents and operating procedures,which helps them get to speed faster.

Overall, the entire Welcoming process at Jones Lang LaSalle can be viewed in the figure given below:


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3. INSPIRING

How does your company inspire employees to feel that their work has more meaning than being just a job? Youmay find it helpful to detail such features as:

Programs designed to reinforce your companys values, mission, vision, etc.

Practices that show employees the value of their work for clients and/or society.

Stories shared with employees that foster a sense of pride in the company

Jones Lang LaSalle is a people oriented organization and this claim is underpinned by all the employee facing initiativestaken by us. While we continue to deliver on business goals, we appreciate the hard work put in by our employees. Ourfocus on inspiring our employees to achieve their professional goals while being focused on personal growth, both inregards to health & wellness and family, has resulted in a workforce thats highly motivated.

A typical Jones Lang LaSalle employee is highly aware of the services we provide, and the critical nature of their role in

the business process. Our business mission, vision and values are central to our everyday work, and work as thecornerstone for each action we take for our clients success.Programs designed to reinforce Jones Lang LaSalles values, mission, vision, etc.

Communicate openly:Share information, personal and team success stories and experiences Identify key intrinsic and extrinsic motivational triggers:Utilise these in a series of programmes that help

employees discover the true meaning of their work and its value to society at large. Help employees develop a holistic view of the range and scale of our business:With highly specialised

roles across a variety of business lines, this is essential to ensure employees have a broad view of our scope of

operations Develop and deliver an effective corporate social responsibility agenda: Contribute both funds and

something more valuable - Time through volunteer hours towards helping communities around us becomebetter

Constant interaction across vertical and horizontal layers:To develop cohesion, collaboration andconsistency in an employees vision of the business

Focus on sustainability:With a continued focus on sustainable business operations, our employees mustunderstand the best practices we undertake to be a better, more sustainability led business.

Ethics:Ethics are the core tenets of our business practices, and as an organization, Jones Lang LaSalle pridesitself on meeting the highest ethical standards.

In order to meet these goals, Jones Lang LaSalle employs a variety of communication tools (On ground and electronic,organization-wide and personalised) to help each employee to experience the Jones Lang LaSalle story both in theirown work, and as part of the larger stream. Some of these are:

Programs designed to reinforce Jones Lang LaSalles values, mission and vision:

Ethics Workshops:A series of workshops held through the year at various locations allow employees to learnmore about our Ethics guidelines and practices. These are reinforced through online training, Employee sign upactivities both when employees join Jones Lang LaSalle and at periodic intervals thereafter.

Ethics Town hall: Held at both Jones Lang LaSalle offices and customer sites where our employees arebased, our Management team members share the code of conduct as well as expectations from employees andbest practices.


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Employee Events: We hold a variety of employee events at Organization, Department and team level whichfocus on helping employees come closer as teams, and to celebrate and action the organisations vision,mission and current and future plans. Some of these events are:

o Quarterly Town halls: These quarterly town halls are conducted by the Chairman, and includeBusiness updates, recognizing star performers and Q&A sessions.

o Family Dayo Team off-sites: once in a year-o Interaction with Regional, National and International management team memberso Skip meetingso Team and Department celebrations to celebrate wins, delivery of business goals and other

achievements

Practices that show employees the value of their work for clients and/or society

o From the Chairmans Desk:This is a regular stream of communication from the Chairman & CountryHead, which aims at sharing wins, updates on Global and local business operations, key initiatives andtheir results, as well as organization wide announcements that impact employees. This messaging actsas a stream of consciousness for the organisation.

o Continuous Improvement Work Groups: In our Facilities Management practice, each regionsemployee teams come together and present ideas they have worked on and implemented at clientsites. This is a great forum to share ideas across regions. Done on a quarterly basis, the programawards best projects and winning entries are sent to the APAC CIWG awards.

o

Sustainable Practices: In our Strategic Consulting, PDS and IFM Business, we provide varioussustainable solutions to our clients, which aim at reducing carbon footprint, material consumption andcost. These practices are highlighted through a series of communication both electronically and in-office to increase awareness and practice.

o Organisation of Corporate Social Responsibility events: In order to meet our stated goals as aresponsible corporate citizen, and help employees embrace our sense of responsibility towardscommunities around us, we undertake a variety of initiatives. Selectevents are:

Blood Donation Camps Organ Donation Awareness Volunteering activities at NGOs:Apart from attending the

above events, employees can also take time off to act as avolunteer at an NGO of their choice.

Stories shared with employees that foster a sense of pride in the company

Regular update on business wins (as mentioned earlier) Competing for and winning a variety of awards as a Brand, services provider and Employer from

National and International media, Industry bodies and Associations

Highlight the range, scale and growth of our operations, nationally as well as globally Share best practices Allow for individuals and teams to participate in global awards within the organisation


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4. SPEAKING

What are the distinctive ways in which managers, especially senior managers, share information withemployees and foster a culture of transparency?

In order to empower employees and make

transparency a key tenet, Management team

members must provide near real time

information, direction and promote a culture of

openness.As a result, the following survey responsefrom our Employee Engagement surveyshowcases the positive impact we have madein various criteria in the employees opinion:

CriteriaCurrent %

Favourable2010 %

FavourableGlobalNorm

In this company there is open, honest two-way communication. 73% 67% 57%

I trust the leadership of this company. 88% 81% 64%This company is committed to providing equal opportunities for allemployees.

74% 63% 69%

Some of the steps taken to foster open communication and transparency are:

From the Chairmans Desk:As detailed in the previous section, this ongoing series of emails from the

Chairman & Country Head help employees stay on top of major organisation news, and keep abreast ofchanges, updates and new wins

Regional, National & International updates: With business operations spread across multiple

practices and geographies, these updates, both through emails and Intranet announcements, allow

employees to know more about the business than just their individual and team news.

Employee Events: We hold a variety of events which focus on helping employees come closer to each

other as teams. These events also act as occasions where Management team members speak to

employees from various teams in groups (smaller than Quarterly Townhalls) to understand their

concerns and share future plans


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Connect: Our organisations intranet, Connect is a MS Sharepoint based internal website that allows

for dynamic real time news for employees. With multiple sections that allow for customisation,

employees can stay abreast of the latest news.

Employees can also set up news alerts and digest

emails that are delivered to their email just in case they

get too busy to sign in!

Connect is also used to host internal idea-sharing

contests, sharing files, resources and documents that

are be used frequently by team members, among other

things.

Department and Business Line Dashboards: These communications, while informing aboutperformance, enable employees to know how they are doing as part of teams, and aided by sessions

helmed by department managers to help deliver on goals. In these communications, a constant focuson our role in our clients business operations is heightened to help employees understand our mission.

Other Employee Events: We hold a variety of events which focus on helping employees come closer

to each other as teams. These events also act as occasions where Management team members speak

to employees from various teams in groups (smaller than Quarterly Townhalls) to understand their

concerns and share future plans.

Integrated Performance Management Program (IPMP):Apart from these, the entire process of IPMPallows for managers to communicate extensively with each employee over different parts of the year,ensuring a complete understanding of team and individual goals, and expectations. With a mid-yearreview, employees can understand performance metrics and achievements so far, and set action plansto meet targets for the rest of the year. To ensure transparency, goals are quantified; a set ofbehaviours identified and the employees have a session to gain complete clarity to understandexpectations.

Quarterly Town Halls: These events act as a platform for senior management and employees to share

Business updates, challenges and plans to meet them. The senior management strives to include data

that gives employees clear direction the business is taking, action plans to grow further or correct, and

timelines. Apart from this, Q&A sessions address a range of common queries.


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Mailer sent across internally for town hall


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5. LISTENING

What are the ways in which employees can ask questions, provide feedback, or otherwise communicate withmanagers, especially senior managers?

As an organization, Jones Lang LaSalle is highly sensitive to the emotional well-being of our employees. Managers atall levels spend time with employees, proactively understanding any feedback the employee may have for us. Weorganize a number of structured initiatives that allow for Employees to share their feelings, and help us create anorganization to their liking.

Key Results achieved:

Received as feedback in a National Employee Engagement survey, our employee engagement score directly addressesthe three key areas of- what employees say about the company, if they have a desire to stay with the organization, and

if they strive and exert extra effort to contribute to business success. In 2012, Our overall employee engagement scores were at 79%which is

o 4% more than our 2010 result of 75%.o Better than the global top companies score of 68%.

Additionally, we have performed well on two new metrics introduced this year - Measuring ManagerEffectiveness and Performance Enablement:

o India has scored 78% as compared to the Global Norm of 67% for Measuring Manager Effectivenesso On Performance Enablement, the country has scored 87% versus the 75% Global Norm.

In some areas, we have grown substantially in our employees opinion. This has been due to active listening andimplementation of corrective/proactive measures:

Survey StatementIndia -2010

India -2012

Global Norm2012

In this company there is open, honest two-way communication. 67% 73% 57%

My ideas and suggestions count 74% 79% 63%

Employees are kept well-informed about important issues facing thiscompany.

73% 77% 62%

My manager is an effective listener. 76% 82% 74%


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Some of the ways in which employee feedback can be channeled:

Initiative Description

Employee

EngagementSurvey

Every two years, Jones Lang LaSalle commissions a Global Employee Engagement Survey,aided by a mid-term pulse check.

Administered by Kenexa, a third party auditor, the survey aims at understanding and receivingEmployee feedback across a variety of criteria.

Employees are actively encouraged by their manager, leadership and HR teams to participatein the survey. In 2012, more than 77% of our employees completed the survey. Managers

review results and create an action plan to address areas of development. They are alsoasked to share their plans with their team. These action plans are tied to Managers individualperformance criteria.

Globally and nationally, the Employee survey helps the Human Resources team set policiesand priorities to develop skills for managing our most valuable assetsour people.

Employee Surveys

Depending on the management teams feedback, informal and formal discussions withemployees during operations and company events, the HR team identifies a variety of actionpoints.

In order to provide solutions, we administer surveys which gather employee feedback onissues, gather suggestions to improve existing conditions, and take feedback postimplementation.

Staff AssistanceProgramme

A 24x7 counseling facility has been extended to all employees and families for their emotionalwell-being. Employees can discuss their persona/work issues anonymously with trainedcounselors as well as obtain precise solutions. Over 90 employees availed of this facility.

Q&A sessions

In addition to formal surveys, we open the floor for questions as part of our quarterly Town Hallmeetings/conference calls. Questions can be submitted anonymously prior to the call, oremployees can ask questions or share ideas during the live call.

In 2012, we had our Global Board in India and all our employees logged in to a conference calland the board members answered their questions.

Climate Surveys

Human Resources Partners, work with the leaders of an account team or service group.Employees at varying levels and responsibilities are selected from the group to participate inone-on-one interviews with the HR Business Partner.

The data from these meetings are summarized and then used for action planning to addresskey issues identified, ensuring continuous improvement of the group work environment andeffectiveness.

Office & SiteMavens Program

In order to provide additional forums to diverse groups, we have developed the Office Mavensprogram for women employees. Appropriate senior women team members have volunteered toshoulder the responsibility of being Office Mavens, across seven cities and select client sites tolend a helpful ear to the concerns which women have in their day-to-day work and offer advice.

This is a unique system which enables empathetic listening and suggestions, which helpfemale employees take empowered decisions. This is a part of our larger program to bolster

gender diversity (see Including section).

IndependentHelpline to report

Our employees can Contact any of our Ethics Officers directly, or call the international EthicsHotline which is staffed 24 hours a day, 365 days of the year by an independent service


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strategy rolled out by the NEC and ILC reaches its desired execution, as well as roll-up of ideas and innovations forreview and referral by the afore mentioned teams.

Some of the other interventions which help the Firm reap the benefits of collaboration are as follows:

Joint Bids: Teams work together to compete for clients business. With commercial negotiations being multi-layered, cross-functional teams work together to develop winning bids. Cross-selling: Sometimes, clients cometo us with very specific requirements. In order to provide maximized value, different teams cross-sell ourorganizations other offerings. This helps move top line and bottom line considerably, and helps establishconfidence in clients minds. In fact the organization follows a defined collaboration and cross-sellingdocumented piece, thereby empowering our business teams on the ground.

Business Off sites:At scheduled times during the year, various teams get together to identify key businesschallenges, suggest alternative action plans to resolve them, and work together on finalizing keyresponsibilities. These Off sites range from Annual Management Review off sites organized on a National andregional level, sessions organized for Top performers across business lines with Management team members,

departmental meetings and sessions. At all of these, the spirit of collaboration is central.

Reward & Recognition Programmes:We have different schemes that run through the year to enable ouremployees to be key contributors in adding to our business, albeit through the key value of collaboration. Thiscan be through leads, new ideas/collaboration champion awards that are then awarded via our reward andrecognition program.

Internal Forums such as CIWG (Continuous Improvement Work Groups):In Facilities Management wherein each region, employee teams come together and present ideas that they have worked on and implementedat client sites. This is a great forum to share ideas across. This is done on a quarterly basis at each city and the

best teams are rewarded and recognized. The best entries are also sent to the region for awards.

CRM Program:In order to develop strong relationships with clients, Jones Lang LaSalle has an ongoing ClientRelationship Management program, which provides a consistent framework to how we do business globally,regionally and locally. This program is driven and implemented by some of the organizations most experiencedand knowledgeable professionals. Teamed with our robust in-country delivery platform, this provides JonesLang LaSalle with a significant point of differentiation. Our CRMs are a single point of contact empowered toprovide clients with consistent, seamless service across cities/countries/regions and work with various teamsacross practices, geographies and business competencies. In a client-facing environment, the CRM Program isa true example of internal collaboration resulting in effective business management.

7. GRIEVANCE REDRESSAL

How can employees address an undesirable workplace situation or resolve conflicts with their manager(s)?

Jones Lang LaSalle has a well-defined, inclusive and comprehensive Grievance Redressal Policy that is followedacross the region. The policy includes grievances of all kinds as detailed below, and cases where ethics and integritymay have been breached.

As a result of our sustained efforts, Jones Lang LaSalle has been named as oneof the Worlds Most Ethical Companies six years in a row by The EthisphereInstitute.


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Additionally, Jones Lang LaSalle maintains a global tracker for complaints received, actions taken, both atindividual and policy level to address issues.

Grievance is defined as A grievance can be about anything done, or not done, by management or anotheremployee or employees, which an employee feels affects them unfairly or unjustly. A grievance can also beabout discrimination, harassment, or any other employment related decision or behaviour that they think isunfair, unjust or upsetting.

Our commitment at Jones Lang LaSalle is All complaints will be taken very seriously, treated with confidentialityand investigated fully. No employee will be treated unjustly or victimized if they make a complaint or if they arethe targets of a complaint while the matter is under investigation. No decision is made until the investigation iscomplete.

The procedure is as follows:

1.

Aggrieved employees should make an attempt to speak to the person causing the problem in a calmand professional mannerThis is always the recommended first step towards addressing a grievance. Theaim is that the offending person may be unaware of his/her behaviour or decision. By bringing it to theirattention it gives them an opportunity to address the situation immediately.

2. Speak to the Reporting Manager or Business HeadIf the aggrieved person does not want to talk to theoffending person, then they can speak to their manager about the issue. The Manager is then responsible forlaying out possible options that are available and ask the complainant s permission before approaching theoffending employee. Their role is to act as a mediator between the two parties and try to reach an amicablesituation.

3.

Make a formal ComplaintIf no result is achieved from points 1 and 2, then the employee has the right tolodge a formal complaint in writing to the HR Business Partner or Business Managing Director. The writtencomplaint should contain a full description of the incident(s), decision, behaviour in question, the time and dateof the incident(s), and what action has been taken to resolve it, if any. The names of any witnesses,complainants signature and the date of the complaint must also appear in this document.

The complainant may be required to attend a meeting (either in person or via teleconference) with the HRBusiness Partner or the Business Managing Director, to have their issue heard. It is recommended they mayhave a fellow employee present at this meeting.

If a complaint is investigated, it cannot be done anonymously as it is unfair to make accusations to an individual

without providing them with substantiating evidence and the opportunity to respond accordingly. This beliefensures that the offender is informed about the complaint and is given a chance to provide a defence.

4. The Investigation- Once a formal complaint is made, the HR Business Partner will investigate the matter. Thisperson will then interview the complainant, any witnesses, the person against whom the complaint is made, andthat persons supervisor.

If the complaint is substantiated, appropriate action will be taken depending on the nature and severity of thecomplaint:

The person against whom the complaint is made may be required to provide a written apology;

He/she may receive a written warning; counselling; a transfer; a demotion; or be dismissed as deemedappropriate.


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If the investigation is inconclusive, i.e. the complaint cannot be proved due to lack of evidence; Jones LangLaSalle may nevertheless take a number of actions. These may include:

Training and Counselling

Monitoring behaviour

If the complaint is found to have been completely fabricated; appropriate action may be taken again thecomplainant. Action depends on the seriousness of the allegations and may include:

Counselling A written apology by the complainant to the person complained about An official warning; Transfer

If the Grievance is categorized as a violation to the organizations Ethical Code of Conduct Policy, then the case is

referred to the Legal team.

Ethics issues are managed through the following process:

All employees of the Company sign an Ethics declaration and it is assumed that they are aware of the code ofconduct and ethics policy that they are expected to abide by.

Complaints are mostly received either verbally or in writing by either of the following: HR Business Partners, theChief Ethics Officer, the Legal Team or reporting managers of the complainants. In case of verbal complaints,the complainant is encouraged to put the details in writing. At times complaints are even received throughanonymous mails or from clients or vendors. Each and every complaint received is given full importance.

All complaints are immediately forwarded to Chief Ethics Officer. The Chief Ethics Officer looks into thecomplaint to decide whether it is a grievance or ethics case. If it is grievance case, HR is required to step in andfollow the Grievance Policy mentioned above.

In case it is an ethics case involving either financial impropriety, sexual harassment, improper behaviour of anysort, then the Chief Ethics Officer immediately takes charge and begins the investigation. Depending on thenature and the seriousness of the complaint, the investigation is either handled by a 3 rdparty expert who isretained by the Company or by an internal committee.

In either case, the investigation is conducted with full independence and the brief is to carry out an absolutelyfair investigation. All persons involved in the ethics case are interviewed and investigated fully to arrive at aconclusion on findings. All investigations conclude with a detailed written report on the investigation conductedand arrive at a conclusion- if the complaint is genuine and recommend the future course of action.

In case the complaint is genuine - the actions range from serving show cause notices to issuing of warnings totermination. In case the complaint is found to be false or mala fide, necessary action, which could includetermination, would be taken against the complainant and others associated with the false complaint.

It is absolutely essential that confidentiality of all ethics cases is maintained at all times so as to create anenvironment where people trust the management and feel comfortable and safe to raise genuine issues that need

attention. At the same time, it is essential that the correct channel of communication be used to raise issues thatneed to be addressed.

Our complete code of ethics can be viewed athttp://www.joneslanglasalle.co.in/InvestorPDFs/JLLCodeofEthics.pdf
http://www.joneslanglasalle.co.in/InvestorPDFs/JLLCodeofEthics.pdfhttp://www.joneslanglasalle.co.in/InvestorPDFs/JLLCodeofEthics.pdfhttp://www.joneslanglasalle.co.in/InvestorPDFs/JLLCodeofEthics.pdfhttp://www.joneslanglasalle.co.in/InvestorPDFs/JLLCodeofEthics.pdf


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8. THANKING

How does your company show appreciation and/or recognition for employees good work and extra effort, or

other achievements? If specific programs involve awards, please describe the nature of the awards (e.g. cash,gifts, time off, etc.) as well as how many employees receive each award annually.

Mutual appreciation and a culture of gratitude are central to Jones LangLaSalles working culture. Managers are expected to share wins andexcellent performance by employees with all members of the business,to ensure recognition across the spectrum.

Additionally, managers follow the practice of Praise and thank inpublic, and give feedback in private as the situation demands. Thisensures employees are highly motivated, and receive feedback in theright setting, depending on its nature.The Rewards & Recognition programs at Jones Lang LaSalle are oneof the differentiating factors for us as an employer. Employees arerecognized for exemplary performance in meeting clients needs and

exceeding defined performance objectives and expectations.

More than 1000 individuals received one or more forms of recognition/award in 2012-13. Of these, over 400were Cash or equivalent awards.Our program includes the following awards:

Ovations: Ovations is a quarterly recognition platform across all business lines. Theawards are declared every quarter nationally to create and ensure social recognitionfor winners. The winners are recognized in quarterly town halls in all our offices. Wealso provide platform to key winners speak in town hall under an activity calledAchievers Speak. There is also ringing achievement for key deal makers in the townhalls.

There are over 22 categories in which employees can win, depending on their business line and identifiedaward criteria. Additionally, the senior management team has a wide category of awards based on various softand hard skills exhibited, which makes them eligible for the Leadership Ovation award.

Superstar Awards:Awarded quarterly to the employees who best meets the standards of excellence required by JonesLang LaSalle.

Service Excellence Award: Awarded quarterly to the teams that demonstrate success in achieving client satisfactionwhile meeting or exceeding Jones Lang LaSalleshigh standards for quality.

Innovation Award:Awarded quarterly to individuals who use out of the box thinking to deliver exceptional value forJones Lang LaSalle or its clients.

Collaboration Award:Awarded to those individuals from all divisions of the organization who collaborate acrossdifferent business lines.

Connect Announcements: Employees are regularly recognized through our global intranet site. This electronic bulletinallows us to share recognitions that our Employees receive in the form of client awards, superior client satisfactionratings, new business awards, promotions, etc.


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Continuous Improvement Work Group: One of our business linesIntegrated Facility Management has a programcalled Continuous Improvement Work Group In this program different team form the city present innovationexamples and we select and award the best of them. This program helps us drive innovation across our client sites. Theteam form India won the Asia Pacific innovation award in 2012.

Department specific R&R programs: In addition, each business line has its own reward and recognition program todrive specific behaviors.Our programs are diverse and are customized to reflect achievements that mirror client requirements.Our culture is built around recognizing employees on the spotwhen they exhibit behaviors which promote our culture.

9. DEVELOPING

How does your company help employees discover and develop their talents, challenge

themselves professionally, manage their careers, and/or enhance their personal growth?

Jones Lang LaSalle is committed to adapting best practices from across industries and workstreams. Given the wide nature of our business activities, it is up to us to ensure our people aregiven access to best-in-class training and mentoring.

We utilize our global platform to make the best use of the knowledge acquired acrosscontinents. The basic premise for developing our employees is the capability andcompetency frameworksthat have been defined keeping our organizations vision and mission in mind.Results:

Over the past three years, more than 30 participants from India have attended Step Up and WinningEdge programs in Singapore.(details below)

As an organization, we have delivered over 12,000 man hours of training through formal sessions duringthe past year.

Through various learning channels, our Employee Development programs go well beyond those offered by the industry.They are highly customized, scientific and goal driven game changers.

Development Process:Learning & Development is looked at from a 3 dimensional perspective:

1. Building Capability & Competencein the workforce that would meet the minimum quality criteria of Jones LangLaSallesglobal standards2. Up skillingour employees to meet the ever changing demands of the market and clients3. Providing employees with a roadmap to build a careerwith the organization through sustained learningThe foundation of all our development initiatives is:

10%Face-to-FaceInterventions/Classroom sessions

20%Reading/SocialMedia/Alternative Learning Channels

70%On the Job learning throughspecial projects, job enhancement

and cross-functional responsibilities

Our learning programs are primarily divided into three core streams:


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1. Professional Development: These programs help create a common language and culture at the organization.

They cover all elements from Pitching for Business to Maintaining a healthy client relationship, amongstmany others. Each individual is assessed and a Personal Development Plan is created which identifies thecompetencies that need to be developed, which forms the premise for employees nominating themselves forprograms as per the training calendar (published on a quarterly basis).

2.

Formal Skills Training: Jones Lang LaSalle places significant emphasis on skill-based training. Formal skillstraining can either be industry based or targeted to a specific team or business unit within the organization.These include programs on Engineering, Finance, Sales and any other skill to be developed as per thedemands of the business unit.

3. Leadership Training: We place a lot of focus on our Leadership pipeline as it provides our employees with aclear career path and also ensures that we build continuity of business.

For specific business lines, we operate dedicated business line schools for formal skills training. The schools are: Real Estate Management Academyfor our IFM Business

PDS Academy for our PDS Business

Through our training programs, teams remain current with fast paced changes in technology, environmental and safetyregulations. We require each employee to be knowledgeable about industry developments so they learn and practiceinnovative techniques and property enhancements that reduce the overall operating costs of our clients.

Employee Development: We tailor specific training plans around specific employee development goals as they relateto an employees ability to enable and impact clients goals and objectives. Depending on the level, designation andband, our promotion process is tied against a battery of 12 core skills provided in the image below. In order to developthese, regular training sessions are organized.

12 core competencies of successful career development

To enable our employees develop these competencies, we use the following tools to assess their competency levels.These in turn assist them in creating their development plans:

Assessment & Development Centers: As an organization, wehave tied up with TV Rao Learning Systems to conductassessment/development centers for our Managerial andLeadership population. Identified High potentialemployees are assisted in creating their development

plans and providing them support in achieving thedesired competence in their roles as well as for futureroles.

Excellence Suite: We provide our employeesinterventions that extend our philosophy of Excellencein the Industry and have categorized these programsas the Excellence Suite of Programs.o Personal Excellence: This program is aimed at

building a universal behavioral culture within JonesLang LaSalle. It is aimed at all employees who areindividual contributors and need to develop personalcompetence in Communication at Work as well as PersonalEffectiveness.


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o Manager Excellence: This program is aimed at developing our Managerial population to be moreeffective managers. The program aims at helping Managers to understand teams, driving performanceand creating a highly engaged workforce.

o Leadership Excellence: The program aims at making our Leaders at Director and above levels morestrategic in nature, build a coaching environment in the organization and also act as Change catalysts tohelp the business grow in a challenging environment.

Talent Management: To enable us to identify and nurture talent we use the following tools:

o 9 Cells: This tool gives us an overview on the potential within the organization and also provides us witha direction on an employees performance vis--vis their potential.

o Psychometric Assessments:We use best in class Psychometric assessment tools from SavilleConsulting to measure potential and identify developmental areas of team members. The results are

used to coach employees and help them develop Individual Development plans. The individuals then gothrough extensive coaching sessions internally/externally to grow in the organization.

Executive Education Programs:Potential leaders are sent to top B-schools like NUS, Singapore, ISB, Hyderabad and Harvard Business Schoolprograms to develop our next line of senior management. Some of these programs are:

o Step Up: Held in partnership with the National University ofSingapore (NUS) Business School, Winning Edge is targeted at senior talent(Associate Director level and above) in Asia Pacific. Focused on strategic,people and self-leadership, this four-day program includes lectures,

workshops and group sessions facilitated by professors from the NUSBusiness School as well as a management game that highlights team

dynamics. Participants also attend group and individual coaching sessions to better understand themselves asleaders and look at their future direction and career development. Connectivity with senior leadership is furtherpromoted through sharing of experiences and advice on leading teams and businesses.

o Winning Edge: Based on similar tenets as the Step Up program, Winning Edge focuses on employeesat the Manager and Senior Manager level.


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10. BALANCING

In what distinctive ways does your company help employees balance their work lives with their personal and/orfamily lives? Include brief descriptions of your companys unique approaches to time-off, health and wellness,on-site services, etc.

We offer a variety of ways in which employees everyday lives can become better. We offer the following solutions tohelp resolve challenges they may be facing.

Flexi location: Employees are given the flexibility to work as per the business environment, local laws, clientrequirements and employee needs. There are a number of options employees can avail of in this program:

o Can work from a different office for a specified periodo

Where required, employees are also given the option of working from home

Flexi timing: An employee can report to his/her office between 8.00 am and 10.00 am in the morning and leaveanytime between 5.00 pm and 7.00 pm in the evening. Employees in the corporate office are offered flexiblework arrangements in terms of office timings as per their needs.

Health related activities:o Diagnostic Campswith complimentary check-ups and consultation with medical professionals. In

addition, employees are eligible for 25% discount on diagnostic health services.o Health Talk:A series of On-ground and E-sessions where employees learn about how to take better

care of their health

Leave on Birthday/Marriage Anniversary:Beyond the entitled privileged and sick/ casual leave, employeescan avail holiday on their Birthday/ Marriage anniversary and spend time with their families

Extended maternity leave:Women employees are given the flexibility of proceeding on extended maternityleave which encourages them to get back to their careers post maternity.

This program is also available in case of adoption.

Gradual Return to Work: This program aims at getting women who have

taken extended maternity leave to support their families, back to work. Asthey plan to return to work, we provide them a laddered program thatgradually increases their working hours and responsibilities.

Staff Assistance Programme: A 24x7 counselling facility has beenextended to all employees and families for their emotional well-being.Employees can discuss their persona/work issues anonymously withtrained counsellors as well as obtain precise solutions. Over 90 employeesavailed of this facility.

o Library and Online Book Requisition: We have well-stocked

Libraries at a few select offices. Additionally, we have a tie up withKwench, an online book library where employees can order books which are delivered to their desk.


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Over 1000 books were ordered in the last year alone!

Recreational Activities: Staff are provided with a recreational activities likeo Set up ofTable tennis, Chess, Carom

Quarterly Call for Women Issues:As detailed in the Including section, these calls aim at understanding andresolving common issues faced by staff.

I had been in the midst of relationship issues for quite some time. Finding littletime to resolve them in my head, the Staff Assistance programme gave me theability to stop and take stock. Some face-to-face interactions with a counsellorgave me the courage to face and resolve issues head-on. I remember the stigma Ihad in my head about seeing a mental health professional. Jones Lang LaSallemade it easier by bringing one in-house.

Name withheld on requestReading was a youthful passion, and then became guilt as I kept it on hold topursue my career. With the Library in office, I finally made it a habit again. Onlysomeone who reads regularly can imagine what a boon this habit has been!Pankaj Renjhen, Joint Managing Director, Retail

11. SUPPORTING

How does your company support employees at times of significant life eventsa personal crisis, family illness,birth, marriage, etc.? If applicable, you may cite individual stories, as well as descriptions of your programs.

The HR team at Jones Lang LaSalle constantly identifies and highlightsconcerns/grievances faced by employees (both personal & professional)to business leaders and work with them to provide possible support tothe employee.

Some of the support mechanisms which Jones Lang LaSalle uses to

support its employees are:

Life, Accidental and Medical Insurance: All employees are covered for Life and Accidental Insurance, alongwith Medical Insurance for self, immediate family as well as parents.

o Jones Lang LaSalle is one of the few organizations which provide medical cover for pre-existingdiseases for parents.

o We also extend the option to employees to cover additional dependent or take extra coverage forexisting dependent by paying premium at discounted rate with same benefits, terms and conditions asthe normal company insurance policy that is extended to all

Extended Maternity Leave: Women employees are permitted to extend their maternity leave by an additional90 days by taking leave without pay. The Management will assure them a role of equal seniority in case their


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earlier role is not available when they return to work. In the case of miscarriage or medical termination ofpregnancy, an employee can will be entitled to paid leave for a period of six weeks immediately following theday of her miscarriage or as the case may be. This leave is also available in case of adoption.

Staff Assistance Program:It is an employee benefit which provides round-the-clock professional counselingto employees for their emotional & behavioral well-being. This benefit is rolled out in partnership withSantulan, a renowned body of expert counselors. This benefit is also open to the family members of theemployees. The HR team constantly communicates about Staff Assistance Program to employees during On-boarding, Induction & HR-Site visits.In the recent past employees who have shared their concerns on areas like Assertive Communication,nervousness while talking to senior client representatives, depression owing to issues in family life, etc. havebeen asked to make use of this benefit while giving the comfort that their conversations will be kept strictlyconfidential.

Loan Policy: Jones Lang LaSalle provides special loans to employees during medical & other emergencies fortheir own and immediate familys needs. The organization provides a maximum of 3 months of employees basesalary as interest free loan, which the employee can repay within 12 months of availing the loan.

Medi-Claim buffer:Jones Lang LaSalle maintains a Medi-claim buffer for its employees when their medicalexpenses are more than their eligibility and they are not in a position to bear the expenses. For instance, anemployeesmother had to undergo a cardiac surgery and the cost was estimated to be far more than what hewas eligible for under Medi-claim. His eligibility was INR 1,00,000 and he needed additional funds to get hismother operated. Jones Lang LaSalle agreed to pay INR 50,000 more than his eligibility to him to get hismother treated.

Flexi-working: To provide work-life balance to employees, Jones Lang LaSalle has introduced flexible timingsfor its corporate employees. An employee can report to office between 8:00 am to 10:00 am and leave anytimebetween 5:00 pm to 7:00 pm in the evening. In effect he/she has to clock 9 hours of work per day, inclusive oflunch hour.There are also instances when employees have been given the option of working from home owing to medicalrequirements. For instance, one of our employees recently was suffering from severe back-ache during the timeof her pregnancy. She was given the option to work from home for 2 months.Managers can also decide to give flexi working options (like 60% working) where women employees require it.Clear deliverables and guidelines of work are developed before giving the flexi option.

Extended Maternity Leave Policy: In additional to paid three months maternity leave, Jones Lang LaSalle

also has extended maternity leave policy. This allows female employees to receive an additional 3 monthsleave (without Pay) beyond the 3 months of Paid leave in case they require it. Also, in case of extended leaveand fulfilment of that position due to business requirements, employees are reinstated at the level at which theemployee took leave.

Paternity Leave: Male employees can avail of three days paid paternity leave. In addition, they may avail ofwork from home as per business needs.


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12. INCLUDING

Describe your companys programs and/or policies intended to promote diversity and/or inclusion. If available,please provide us with data showing how these programs have changed your workplace demographics anddiversity within management over time.

Diversity is a key responsibility for us as an Organization. In order to builda business which runs across a wide gamut of services, it is essential thatwe develop a work force that brings diverse views and increasedinnovation through varied backgrounds.Our diversity initiatives are concentrated and continuous- starting fromrecruitment practices, training and development programs to regularsupport services, we work towards building a model organization-

reflective of the society we operate in.

At Jones Lang LaSalle, Diversity comprises various initiatives which aim at increasing diversity across the followingcategories:

One just has to look around within the various Real Estate Organizations dotting the landscape to figure out theapparent inconsistency in gender diversity from an industry perspective. As industry and thought leaders within this

spectrum, it is up to us to take the lead towards optimum gender diversity standards. Our rationale is as follows:

Our workplaces need gender diversity because men and women are, by nature wired differently and withunique capabilities which balance each other.

Removal of the misconception that women are not involved in decision-making. This is true because there arefar too few women in key leadership roles. There needs to be a greater focus on attracting highly qualifiedwomen into this sector.

The representation of women does not allow a healthy and very desirable womens perspective to emerge,

which is what we want to correct by allowing them a seat at the table.

Recruitment of the differently abled, especially those from Economically Weaker Sections

Recruitment of Physically Challenged and those from challengedbackground (former street children)

Recruitment from

Economically Weaker Section

of society

Equal Opportunity Employer

Including Ex-Servicemen in ourworkforce

Gender Diversity


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Apparent lack of sensitization for Women working within the sector. The fact that certain flexibility is required forwomen to balance their multiple roles should be an established fact, so that talent can be retained and notdropped out of the work force.

Assure women that there is a tremendous opportunity for them in real estate with a huge gap that needs to befilled.

Our overarching strategy is to ensure long term career opportunities for Women within the organisation. This is not onlyaffected through a related recruitment strategy but also through on-going talent & behavioural interventions to ensurethat our women employees have a long and fulfilling career with the Organization. This ensures retaining of our keywomen talent as well as their progress through the echelons of senior management. Some of the interventions which wehave implemented are:

Diversity Initiatives

The Diversity mandate got a fillip through the hugely popular All India Women Connect webinars held on a

quarterly basis.

On-ground Women Connect eventswhich saw attendance of women employees

in excess of 100 per city. These seminars aimed at discussion and resolving

common issues.

Womens Connect Open House Meetingsin officesto make women colleagues more aware, and give them

the confidence to raise issues, and that the Organization cares and will support them

Office Mavens - Two office mavens (women leaders) per city office to whom female colleagues can reach out

to in case they have any issues.

Maternity Policy- extended maternity policy to an additional 3 months (Leave without Pay) beyond the 3

months of Paid leave in case the employee would like to avail of it. Reinstatement of the job at the level at

which the employee took leave.

2nd Career Initiative- Initiative taken to recruit women employees who may be ready to join post maternity

Security measuressuch as car drop facility for women colleagues in case they are in office beyond 8 pm.

Given their automatic alignment with integrity, women choose to work with organisations which have a focus

on ethics.

Staff Assistance Programmefor all employees. This is

certainly popular with our women staff since they can discuss

their persona/work issues anonymously with trained counsellors

as well as obtain precise solutions.

Creation of a recruitment videoon Women in Real Estate to

attract them into Jones Lang LaSalle, from business schools,graduate & engineering colleges.
http://www.youtube.com/watch?v=5GYkQcVQc8U


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Some of our key metrics of success and resultant impact because of all the initiatives in the last year are as follows:

Increased the women in our work force by 68% between 2011 (496 women) & 2013 (835 women)

Maintained a gender diversity percentage of 17.8 % in favor of women between 2011 and 2013, eventhough we increased our overall work force by 62% (2888 staff in 2011 to 4688 staff).Genderdiversity percentage in 2011 was 17.2%

Number of women leaders in key decision making roles has increased from 17 women in 2011 to 26women in 2013 today.

In 2011, we had no International Directors, one Regional Director and no National Directors amongstour women staff. Today we have 1 International Director, 1 Regional Director and 4 NationalDirectors. Women leaders are increasingly making their presence felt in the board room.

Jones Lang LaSalle has a senior woman leader spearheading multiple businesses and a country asthe CEO-Business and Chairperson, Sri Lanka Operations.

Additionally, we have a women representative in the National Executive Council of Jones LangLaSalle India, the highest governing board of the organization and two women representatives atthe next highest levelThe India Leadership Council.

We were recently recognized by the National HRD network for our Diversity Initiatives.Including Ex-Servicemen in our workforce

Ex-Servicemen have had a very different way of life, work and living when seen in contrast with other sections ofsociety. As they move out of the Armed forces, the job opportunities available to them are rather limited. In order tohonor their service to the nation, and to bolster our workforce, Jones Lang LaSalle actively identifies and recruits Ex-Servicemen for our various business lines. The Ex-servicemen benefit from joining a world class organization, and getinto a role that befits the basic tenets of their training- discipline, strong administration skills, and a capability to deliverregardless of circumstances. Jones Lang LaSalle Ex-servicemen at all levels and in various business lines, including theManaging Director of Property & Asset Management.

Recruitment of the differently abled, especially those from Economically Weaker Sections

Jones Lang LaSalle actively encourages recruitment of the differently abled. In one of our managed projects atAccenture, we have multiple employees who are either hearing-impaired or speech-impaired. Additionally, we haverecruited a few employees who are former street children.


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13. CELEBRATING

How do you encourage fun and camaraderie among your employees? Please include the ways in which yourcompany celebrates team and/or organizational successes.

Monthly Get-togethers: We celebrate the months birthdays;promotions etc. alongside business updates and new initiatives.These huddles also help employees of different teams tonetwork with each other and know more about teams they dontnecessarily interact with in day-to-day work. In-office mailerswishing staff on their birthdays are sent out and the names ofstaff celebrating birthdays are screened on the TV displays in

the reception areas of the offices. Business Retreatsare organized for employees, both in India and Internationally. High performing individuals

are nominated for these retreats. Additionally, team off-sites are organized during which team members sharetheir success stories and learn from each others capability. Trainings are also organized during these sessionsto promote team work and collaboration.

Family Day:We have a family day organized every year; all our staff along with their family members is invitedto this fun filled carnival where we celebrate our annual success. Employees with their families have loads offun together; these are half day events conducted in a resort.

Festival Celebrations:We celebrate local festivals and national days likeHoli, Womens Day, Diwali, Independence Day and Republic day in all ourcorporate offices. The offices are decorated and themed to reflect the mood.The employees take part in various competitions and events that areorganized, this makes them bond with each other and brings in a healthycompetitive spirit internally.

Promotion Celebrations: During the promotionprocess, the celebratory promotion kits are sent to theresidences of the employees so that the good news isshared with immediate family members. A teaser (couldbe a telegram or a small kit heralding good news) is sent

initially, followed by the promotion kit with a box ofsweets which is hand delivered at the residence of eachpromoted employee.

In addition to these, a variety of activities included in other sections aid in celebrating our culture, businessand employees.


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14. REWARDING

How does your company promote a sense of fairness within the organization?

We believe in a holistic approach towards Compensation and Benefits. Our rewardproposition is based on a Total Compensation approach with due weightage given tofixed and variable components of Compensation as well as various benefits andpolicies.Our compensation structure and policies are designed with the objective ofappropriately rewarding employees of all Business lines taking the business model aswell as employee needs into consideration.

Compensation Mix:

Our compensation strategy has been customized to drive behavior to deliver results for the multiple business lineswhich we operate:

For our transactions business, apart from our fixed compensation structure, our variable or sales incentivemodel enables our employees to leverage their potential to deliver and earn more. This is achieved by driving:

o Customizationin incentive policies in line with the nature of business with duefocus on top line aswell as bottom line

o Collaboration through focus on achievement of team thresholdsalong with individual thresholds asminimum eligibility

o

High result orientationwith a focus on motivating employees towards high performance and businessgrowth through :

Clear line of sight to the individual, team performance as well as the resulting earningpotential

Tiered incentive structurewith higher rewards for higher performance and extra effort put in No capon the incentive payouts, enabling employees to aim for the best possible results

For our Annuity businesses and support teams, we focus on profitabilitythrough profit sharing in addition tothe fixed compensation which drives collaboration. This profit share is based on the profits earned by thebusiness, the country and the Asia Pacific region as a whole.

We also reward the leadership as well as top talent across senior levels with Restricted Stock . Details availableon request.

Benefits:

We have a strong focus on providing employees with the benefits which we believe are the best in real the estateindustry:

All employees are covered for Life and Accident Insurance, along with Medical Insurance for self, immediatefamily as well as parents. Jones Lang LaSalle is one of the few firms which provide medical cover for pre-existing diseases for parents, therefore standing by the employee in times of need


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We also extend the option to employees to cover additional dependentor take extra coverage for existingdependent by paying premium at discounted rate with same benefits, terms and conditions as the normalcompany insurance policy that is extended to all

We drive various health initiatives from time to time such as:o Free Lifestyle Disease Prevention and Wellness Camps for all employees PAN India

o Free Annual Health Checkupfor our senior management

o PAN India teleconference by medical specialists on awareness on various health topics such asCervical Cancer, Heart Diseases

With a focus on Work life balance and flexibility in working hours, we offer the following benefits to all

employees:o Beyond the entitled privileged and sick/ casual leave, employees can avail holiday on their Birthday/

Marriage anniversaryand spend time with their families

o Employees can avail one voluntary paid leave to participate in any voluntary social work

o Flexi office timings, whereby employees can report to office between 8.00am and 10.00am and leaveanytime between 5.00pm and 7.00pm, thereby aligning their working hours to their personalrequirements, local traffic conditions and facilitating a wholesome work-life balance.

o We offer extended maternity leave to an additional 3 months (Leave without Pay) beyond the 3

months of Paid leave in case the employee would like to avail of it. This is provided with an assuredreinstatement of the job at the level at which the employee took leave.

Company leased vehiclesfor employees towards ensuring hassle free commuting on official duty

Communication:

With an objective to motivate our teams and enable them to perform to the best of their abilities we have a strong focuson timely communication to all our staff of our Total Compensation proposition.This is ensured by:

Conducting Annual Compensation and Benefits Road Showsacross Business lines for employees to helpthem understand our Total Compensation Proposition, Compensation philosophy, Compensation Mix as well asour approach towards Annual Reviews.

Releasing communication through e-mailwhenever a new incentive policyis released with the clear focuson how it helps our teams and the organization perform better

Releasing PAN India e-mail communicationannually whenever our Insurance Schemes are renewedspecifying thebenefits, the changes compared to last 3 years and point of contact to reach out for any queries


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15. CONTRIBUTING

Please briefly describe your organizations philanthropic, environmental, or other corporate socialresponsibility initiatives, focusing on how employees participate in and/or derive value from these efforts.

Corporate social responsibility is no longer defined by how much money a company contributes to charity, but by itsoverall involvement in activities that improve the quality of peoples lives. Corporate Responsibility has come up as asignificant subject matter in the international business community and is progressively becoming a mainstream activity.There is mounting recognition of the momentous effect the activities of the private sector have on the lives of variousstakeholders outside a companys operations.

Our CSR initiatives are wide-ranging and deeply impactful. We contribute resources, funds and time to give back to the

communities around us. Some snapshots:

Name of Activity Kali initiative

Date/Year November 2012

Place of activity Clients across India

Description

As part of our Corporate Social Responsibility outreach, Jones Lang LaSalle leveraged the Diwalifestive gifting opportunity, to sponsor the annual education of 140 underprivileged girl childrenfrom the Nanhi Kali Programme, on behalf of our 1200 clients. Instead of investing in expensivegifts, clients were sent a photograph of the girl child they had helped to sponsor. An innovativeeffort towards furthering the cause of education of the girl child. This initiative received

tremendous appreciation from clients, including a letter from Anand Mahindra, Chairman,Mahindra & Mahindra group.


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Name of Activity Distribution of Books, Stationery and refreshments

Date/Year January 2012 & May 2012

Place of Activity Pithampur, Madhya Pradesh

Description

Jones Lang LaSalle partnered with NGOs Rajkiya Bal Ashram and Ahila Ashram for providing

books, stationery and refreshments to underprivileged children, helping them start-off on theiracademic journey.

Description

The Jones Lang LaSalle PDS team provided food supplements on a daily basis to a school basedin Phaltan. They also provided black board with stationery, learning charts, poem books andrhymes of various kinds to make the education interesting for children. They also spent qualitytime with underprivileged children on a daily basis.

Name of Activity Organ Donation Awareness

Date/Year July 2013

Place of activity Pan India

DescriptionJones Lang LaSalle tied up with a leading NGO for conducting an Organ Donation Awarenesscamp across all its offices in India. The collection partner Mohan Foundation organised thesecamps in the premises of our various offices. 220 employees pledged for Organ Donation.

Name of Activity Clothes Donation Drive

Date/Year August 2012

Place of Activity Sankalp Trust (Mumbai) & Goonj (Kolkata)

DescriptionJones Lang LaSalle Offices in Mumbai and Kolkata supported needy and underprivileged citizensby collecting slightly used clothes from office staff and sending them to the respective NGOs.

Name of Activity Donation of Computers

Date/Year September 2012 & December 2012

Place of activityJansamrtha (Delhi), Salaam Baalak Trust (Gurgaon), Indian Cancer Society (Mumbai) &Kamalayam Trust (Chennai)

DescriptionAs part of our CSR initiative, Jones Lang LaSalle Offices across the country donated their usedcomputers and laptops to support needy and underprivileged students in their journey towards

computer literacy.

Name of Activity Monthly Funds Donation

Date/Year Starting October 2012

Place of activity

Documents

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