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Community and Supply Chain

With over 58,000 employees serving clients in more than 80 countries around the world, JLL is truly a global citizen. The community in which we operate is of great importance to the culture, productivity, well-being and success of our staff and offices around the world. Wherever we operate, we are committed to being a responsible member of the community, supporting a range of programs and activities to deliver community impact at a local and regional level.

How we contribute to local communities around the globe

The way in which JLL manages community impact is decentralised to each country of operation; with each country's efforts largely focussing on fundraising. For example, The UK team selects a single charity partner to be sponsored by JLL on a fixed term basis. Staff nominate charities that they believe should be sponsored by JLL, which are then assessed according to certain criteria by the regional Charity Committee. Interviews are conducted with the shortlisted charities, followed by a final decision by the Committee on a charity of choice.

Every year JLL tracks examples of community initiatives in every country as well as total money raised, proportion of countries undertaking community initiatives, and other indicators. These measures help us monitor, evaluate and improve our efforts.

Localized community strategies – Our community strategy is intentionally decentralized so that we can address the local needs of the communities in which we operate while capitalizing on the talents and interests of our diverse workforce. We also support staff who wish to pursue their own charitable endeavours, whether in time off work to complete a sponsored run or ‘Give As You Earn’ programs where JLL matches employee charity contributions.

More than money – We have made a conscious effort to broaden the nature of the relationships that we hold with our charity partners by focusing on efforts additional to charitable fundraising. These include provision of in-kind donations such as IT equipment and office furniture; staff volunteers; and real estate advice provided on a pro-bono basis.

International disaster relief – As a firm, we support international disaster relief efforts by the most appropriate means, including financial assistance and in-kind support. We are committed to monitoring local conditions to protect the interests of our people and clients as best we can during times of disaster and turmoil.

Our supply chain

As a services-based company, our supply chain is centred around the products and services that we use for running of JLL's offices. When examining our supply chain by expenditure, our top procurement items include office and kitchen supplies as well as printing equipment. Another key element of our supply chain includes our contracted employees, i.e. the staff that service JLL through the buildings that we occupy. This involves front of house, administrative, facilities, and cleaning staff.

Complementary to our own procurement practices, JLL draws on a range of suppliers when providing services to our clients. A dedicated supplier diversity manager in the US oversees the $150 million we spend on average each year with small suppliers and contractors. This includes facilities management services, fit-out and refurbishment through Tetris, mobile engineering services, and others. These business units are responsible for procuring lighting, fit-out materials such as carpets, vehicles, janitorial and food services and building/construction products and staff.

How we encourage sustainable procurement

We recognize the opportunity to influence suppliers on a large scale, while also mitigating supply chain risks and ensuring the integrity of the suppliers we contract for ourselves and our clients. However, due to the decentralised nature of JLL, our supply chain efforts for our own operations are largely dependent on the country of focus. In the procurement of products on a global scale, we do not have specific policies that require local sourcing, nor do we always stipulate preferred vendors, but many are locally based small and medium-sized enterprises. We do, however, strive to reduce the impact of our suppliers and ensure that all suppliers act in accordance with our Vendor Code of Conduct.

Most countries have implemented local initiatives to encourage sustainable procurement. In the US in 2013, for example, we deployed the Supplier Risk Quotient, a new tool developed by the Ethisphere Institute, by which we can efficiently survey and compare responses about the ethical character and quality of current and potential suppliers that we engage both for our own firm and on behalf of clients.

Also for our clients, we are currently deploying our OneView Strategic Sourcing module to establish, leverage and better manage our supplier relationships. Each current or prospective supplier must answer three questions on sustainability. Those responses drive a score that is tied to our supplier records globally. Furthermore, we assign a rating to each individual supplier contract to identify the level of sustainable content delivered in that supplier’s products or services to our clients. We also have criteria (energy and sustainability being one) to consistently rate supplier performance.

At JLL, we recognize the importance of diversity and we are committed to supporting the growth and development of business opportunities for minority, women, lesbian, gay, bisexual and transgender (LGBTs) and disabled veteran-owned business enterprises. To support this, our formal Supplier Diversity Platform focuses on monitoring, achieving and/or exceeding our clients’ diversity objectives. JLL continues to spend on average more than $150 million annually with diverse suppliers and contractors.