Indias Best Company To Work For

Great Place to Work Institute,
India & The Economic Times

Survey

Jones Lang LaSalle India
Nomination Document Indias Best Companies to
Work For

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

Corporate Office Epitome, Level 16, Tower C
Building No 5, Phase III
DLF Cyber City
Gurgaon 122 002, Haryana

COMPANY
PROFILE


Nomination Details

1. Organizational Category: Indias Best Companies to Work For
2. 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: kaushik.chakraborty@ap.jll.com


Jones Lang LaSalle
Jones Lang LaSalle (NYSE:JLL) is a professional services and investment management firm offering specialized real
estate services to clients seeking increased value by owning, occupying and investing in real estate. With annual
revenue of $3.9 billion, Jones Lang LaSalle operates in 70 countries from more than 1,000 locations worldwide. On
behalf of its clients, the firm provides management and real estate outsourcing services to a property portfolio of 2.6
billion square feet and completed $63 billion in sales, acquisitions and finance transactions in 2012. Its investment
management 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 offices
in 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 years
has exponentially grown in staff strength to 4790+
employees

Spread across 16 corporate offices in 11
cities of India today. In 2007, it merged with Trammell
Crow Meghraj - a large local real estate brokerage
organization - to form Jones Lang LaSalle Meghraj,
which helped the organization deepen its roots in the
complex 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 solutions
that 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 top
talent in increasing numbers each year.

Jones Lang LaSalle is one of the largest employers in the organized real estate services sector.


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


Awards and Accolades:
In line with strong results that we achieve for our stakeholders, various industry bodies and marketing forums have
recognized 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
Consultancy India
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 Magazine
Global 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)

Consultancy Retail
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)


Forbes Magazine
Platinum 400

Named to Fortune
Worlds Most Admired
Companies
2011 Energy Star
Partner of the Year for
third time and second
year in a row

Best Investment
Manager in Asia at
Euromoney Real Estate
Awards 2010
Made it to MIS100 list of
Asias Top I.T. Users
Named to "The Global
Outsourcing 100" list by
IAOP for third year in a
row

The Firm of Choice across the Globe


Clients:

Jones Lang LaSalle works with leading global and domestic organisations across business sectors, often acting as a
business 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 estate
services needs.
Due to our excellent track record, wide and differentiated service offerings and international experience with these
organizations, we continue to enjoy long term relationships with them.
Selected track record:

Main Differentiator:
Jones Lang LaSalles key differentiator is its Organisational Culture. As a pioneer in organised Real Estate services in
India, we have created, heightened and maintained a clear lead in the market place through providing services at par
with 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 may
consider competitors are CBRE, Knight Frank and Cushman & Wakefield.


1. HIRING

What characteristics do you seek in prospective new employees, aside from the skills needed to do
their 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 the
Human Resources team- to attract, retain and help grow a workforce
thats attuned to our Culture, and has the right professional
qualifications and experience to help us deliver. The real estate
services market in India is largely unorganized. As a pioneer in the
professional real estate services sector, we raise the bar for each of
our employees, setting clear expectations for the need for them to
become 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 recruitment
process applies these filters at each level. While some of them are
qualitative in nature, and thus can only be assessed at the Interview
stage, 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 characteristics defined in a job description allow for the
hiring manager and recruiter to agree on an ideal candidate. These act as gate criteria which allow a clear goal
for 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 LaSalle
has 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 team
members are put together who assess candidates against core skills and personal criteria. Generally a minimum
of two interviews are conducted, and a rated assessment form is completed for each interviewed candidate. We
also use peer interviewing, which we have found to be a valued tool. While the set of core competencies that
demonstrate an individuals fitment into our culture differ slightly along job roles, business lines and seniority
levels, they can be largely captured in the following list:


o At the recruiter level: The staffing team does a basic check on various basic competencies, which
helps the process develop a basic sense of the candidates strengths and weaknesses. This level is
followed 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 a
variety of psychometric and skill tests which rate the candidate for fitment. These tests provide us an
insight into the candidates ability on skills and overall employability for the specific role. We use a
series of tests recognized for employment screening and evaluation across the world.
o At the Hiring Manager Level
At hiring manager level, hygiene factors such as education and prior experience are already screened
for. The hiring manager concentrates on an individuals fitment into the Jones Lang LaSalle culture. A
variety of factors influence the candidates fitment, which are:

Criteria Skills
Understanding the Business
Technical
Competence
Sales Leadership
Industry &
Market
Knowledge
Busine
ss
Acume
n

Client Focus & Relationship
Management
Organisation
Savvy and agility
Relationship
Management
Negotiation
and
Influencing
skills

Leadership & People
Development
Managing Vision
and Purpose
Team Leadership
Nurturing
Talent
Problem Solving & Strategic
Thinking
Innovation Strategic Orientation
Analytical
Skills
Communication & Presence
Cultural
Sensitivity
Presence & Credibility
Verbal &
Written
Communicati
on
Flawless Execution &
Results Orientation
Project
Management &
Organizational
Skills
Client First mind set
Quest for
excellence
Earnin
gs
impact
Mind set of
continuous
improvement


In order for us to assess candidates across these competencies, the interview process is planned to
deliver clear demonstrated ability by candidates along these lines. Hiring managers and the staffing
team 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 us
optimally. In order to gain competitive advantage, and hire best-in-class talent, we focus on a number of
parameters 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 and
monitored through monthly dashboards. Dashboards cover our performance in the following areas:
1. Hires by Level, vertical and Geography
2. Gender Diversity
3. Source of Hire and consultant cost
4. Open positions by Level and Vertical
5. TAT by level and recruiter
Recruitment dashboards are shared with Business line heads on a monthly basis. This helps the
leadership team get a birds eye view of trends in recruitment activity in the company and helps them
take in-time corrective and preventive measures wherever required.

o Internal Client Satisfaction Survey
The 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 our
strengths and focus on areas of improvement.
Apart from scheduled surveys, Hiring Managers have an option to provide feedback about any
particular recruiter assigned to their business as and when required.

Recruitment Best Practices:

Focus on Gender Diversity
In order to deliver on our resolve to increase gender diversity & inclusion in the organisation, we have adopted the
practice of counselling and motivating female candidates to join the firm. During the Campus hiring process, we make
use of specific media presentations and videos to increase awareness and invite interest from female candidates. (More
information 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 who
appear 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 dont
give 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 members
are 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 knowledge
sharing sessions, handholding and job rotation within the staffing team ensures the team stays on top of business needs


across the organisation. Since some members are responsible for multiple business lines and geographies in their
current and previous assignments, we have a large network of key talent that can be tapped.

Use of Social Media
Our Talent Acquisition team makes effective use of social media like LinkedIn for reaching out to potential candidates in
an environment they are receptive towards career related information. So far, weve hired across geographies and
seniority levels, with one candidate joining from the UK through our social media outreach programmes.
We foresee the usage of social media increasing across job roles and verticals.

Use of web based tools in Recruitment
Jones Lang LaSalle has implemented e-recruitment software globally. The tool helps us to:
Track rsums and requisitions electronically in one central database
Posting and maintaining jobs on real time basis
Skill-based searches in the rsum database as we can do in Job portals
Track recruitment activity such as feedback received from Hiring managers
Communicate with hiring managers and candidates via automated/manual emails
In India, this tool is in the process of final implementation post pilot runs across teams.

People Tools in intranet
Our Staffing team provides a set of tools called People Tools on the organizational intranet. This comes handy as a
Ready Reckoner to Hiring Managers to understand the hiring process. It also contains a compilation of ready to use Job
Descriptions (JDs) which can then be modified by them as per their requirements.

Technical tests: IFM, Base Business and BN
To help us hire the right talent, we use various technical tests to get a unique insight into their skills, intelligence,
personality, and behavioural traits. These traits are customized across levels and business.

Testimonials:
The recruiter at Jones Lang LaSalle I was working with kept calling me often to inform on the progress. Interviews were
structured, timely and made me push myself harder to be up to the task.
Finally, when the selection happened, I knew I was worthy! Its been a good couple of months here, and I am sure that
will continue.

Joined Jones Lang LaSalle in July 2013
Campus Joining
Even though there was a lag between my hiring and joining, Jones Lang LaSalle was in touch for ensuring all document
submissions etc. happened on time. Joining was smooth, and we were taken to Pune for a 10 day induction program.
Suffice it to say I learnt more in those few days than in four years of Engineering.

PDS- Management Trainee, Joined Jones Lang LaSalle in 2012


2. WELCOMING

How do you welcome new employees and integrate them into your culture?It is a proven fact that the first 90
days in a new job are critical and often help a new employee decide whether he wants to stay on and grow with
the Company

A candidates affair with Jones Lang LaSalle starts the day the Offer Letter is released. We understand that new
employees have a range of questions, starting from the most basic ones relating to compensation and joining formalities
to understanding the companys culture, strategy and business. We have a series of structured programs implemented
according to the management level and role. Each of these programmes is designed keeping the individuals
requirement, and help employees thrive at Jones Lang LaSalle.
Collectively called Launchpad, these set of programmes includes:

Launchpad: The program starts from the day the offer letter is released. We follow up
the offer letter email with a Welcome mailer consisting of the employee handbook,
which includes all FAQs a new joiner may have. On the day of joining, the employee
goes through a brief orientation program. Held by the HR team, this session includes
sessions on HR processes, Dos and Donts, and a snapshot of the various policies. The
orientation program aims at providing a new joiner working knowledge of the companys
structure, operations and procedures. The various steps in this process are:

Induction: An intensive one day induction is held within a month of joining, where
the employee is introduced to every sphere of the company by senior business
leaders. The induction ends with a high tea session with the leadership team, who
share their journey with the company.
The goal is that with this session and some self-learning on the organisational intranet, the employee is geared
to understands the companys business in the shortest possible time. New joiners spend considerable time
during this session learning and absorbing our business culture. Business leaders share examples and stories
that help the employee relate to us as an Organisation. While the main goal is to inform and educate, we also
facilitate Q&A sessions which answer queries the employee may have.

Buddy Program: This program involves assigning an existing employee to shadow the new joiner during the
first 45 days in the system, to give a sense of ease to the new joiners transition into our work environment. This
program is intended to shorten the period of time it takes for a new employee to settle into the company. By
helping them understand our organizational culture, structure and dynamics, the employee can discuss any

Induction Buddy Program
Leadership
Amlgarnation Process
Online Induction


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 the
stress of fitting in by providing access to someone who is both familiar and comfortable with the Culture, attitude, and
expectations. Armed with this support, a new employee can navigate in work environment new to him, and can begin to
build a professional network.

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

Jones Lang LaSalles on-boarding program has been one of the most comprehensive Ive seen. My email was
ready on day 1, and I received a personalised message from the CEO. The buddy assigned to me was a
godsend! He made sure I knew everything from good places around to have lunch, to how to file my expenses
when needed. The Induction program made me realise the sheer breadth of services we offer to our clients, and
made my decision to join Jones Lang LaSalle even better in my mind. All throughout, the HR partner kept
checking on me to ensure I was comfortable.
Apoorv Prakash, Markets Delhi, joined Jones Lang LaSalle in April 2013

The buddy program process


Leadership Amalgamation Process This is an extensive induction programme created for new joiners at a
senior level. Planned over a period of 90 days, this process gives the new joiner an opportunity to understand
the company through various interactions across the leadership teams and businesses. The goals of this
process 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


Joining a new organization in a leadership position is exhilarating and challenging. The first few days at Jones
Lang LaSalle were full of learning. While I had a clear idea of the role, the process of going through our
research 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


Online induction: This process is for employees 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 a
data rich, interactive presentation, which informs the employee about everything a new joiner would get to know
at our offices. This online module, coupled with sessions with local managers ensures new joiners have a pulse
on Jones Lang LaSalles culture. In addition to these sessions, the new hire is briefed about his goals and a 90
day 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:


3. INSPIRING

How does your company inspire employees to feel that their work has more meaning than being just a job? You
may 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 initiatives
taken by us. While we continue to deliver on business goals, we appreciate the hard work put in by our employees. Our
focus on inspiring our employees to achieve their professional goals while being focused on personal growth, both in
regards 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 the
cornerstone 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 become
better
Constant interaction across vertical and horizontal layers: To develop cohesion, collaboration and
consistency in an employees vision of the business
Focus on sustainability: With a continued focus on sustainable business operations, our employees must
understand 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 prides
itself 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 their
own 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 learn
more about our Ethics guidelines and practices. These are reinforced through online training, Employee sign up
activities 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 are
based, our Management team members share the code of conduct as well as expectations from employees and
best practices.


Employee Events: We hold a variety of employee events at Organization, Department and team level which
focus 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 include
Business updates, recognizing star performers and Q&A sessions.
o Family Day
o Team off-sites: once in a year-
o Interaction with Regional, National and International management team members
o Skip meetings
o 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 & Country
Head, which aims at sharing wins, updates on Global and local business operations, key initiatives and
their results, as well as organization wide announcements that impact employees. This messaging acts
as a stream of consciousness for the organisation.

o Continuous Improvement Work Groups: In our Facilities Management practice, each regions
employee teams come together and present ideas they have worked on and implemented at client
sites. This is a great forum to share ideas across regions. Done on a quarterly basis, the program
awards 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 various
sustainable solutions to our clients, which aim at reducing carbon footprint, material consumption and
cost. 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 a
responsible corporate citizen, and help employees embrace our sense of responsibility towards
communities around us, we undertake a variety of initiatives. Select
events 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 a
volunteer 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


4. SPEAKING

What are the distinctive ways in which managers, especially senior managers, share information with
employees 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 response
from our Employee Engagement survey
showcases the positive impact we have made
in various criteria in the employees opinion:

Criteria
Current %
Favourable
2010 %
Favourable
Global
Norm
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 all
employees.
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 of
changes, 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


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 about
performance, 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 focus
on 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 IPMP
allows 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-year
review, employees can understand performance metrics and achievements so far, and set action plans
to meet targets for the rest of the year. To ensure transparency, goals are quantified; a set of
behaviours identified and the employees have a session to gain complete clarity to understand
expectations.

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.


Mailer sent across internally for town hall


5. LISTENING

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

As an organization, Jones Lang LaSalle is highly sensitive to the emotional well-being of our employees. Managers at
all levels spend time with employees, proactively understanding any feedback the employee may have for us. We
organize a number of structured initiatives that allow for Employees to share their feelings, and help us create an
organization to their liking.
Key Results achieved:
Received as feedback in a National Employee Engagement survey, our employee engagement score directly addresses
the 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 Manager
Effectiveness and Performance Enablement:
o India has scored 78% as compared to the Global Norm of 67% for Measuring Manager Effectiveness
o 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 and
implementation of corrective/proactive measures:

Survey Statement
India -
2010
India -
2012
Global Norm
2012
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 this
company.
73% 77% 62%
My manager is an effective listener. 76% 82% 74%


Some of the ways in which employee feedback can be channeled:
Initiative Description
Employee
Engagement
Survey
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 receiving
Employee feedback across a variety of criteria.
Employees are actively encouraged by their manager, leadership and HR teams to participate
in 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 also
asked to share their plans with their team. These action plans are tied to Managers individual
performance criteria.
Globally and nationally, the Employee survey helps the Human Resources team set policies
and priorities to develop skills for managing our most valuable assets our people.
Employee Surveys
Depending on the management teams feedback, informal and formal discussions with
employees during operations and company events, the HR team identifies a variety of action
points.
In order to provide solutions, we administer surveys which gather employee feedback on
issues, gather suggestions to improve existing conditions, and take feedback post
implementation.
Staff Assistance
Programme
A 24x7 counseling facility has been extended to all employees and families for their emotional
well-being. Employees can discuss their persona/work issues anonymously with trained
counselors 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 Hall
meetings/conference calls. Questions can be submitted anonymously prior to the call, or
employees 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 call
and 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 in
one-on-one interviews with the HR Business Partner.
The data from these meetings are summarized and then used for action planning to address
key issues identified, ensuring continuous improvement of the group work environment and
effectiveness.
Office & Site
Mavens Program
In order to provide additional forums to diverse groups, we have developed the Office Mavens
program for women employees. Appropriate senior women team members have volunteered to
shoulder the responsibility of being Office Mavens, across seven cities and select client sites to
lend 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 help
female employees take empowered decisions. This is a part of our larger program to bolster
gender diversity (see Including section).
Independent
Helpline to report
Our employees can Contact any of our Ethics Officers directly, or call the international Ethics
Hotline which is staffed 24 hours a day, 365 days of the year by an independent service


Violations/
concerns
provider. They can also make a report online by going to jllethicsreports.com.

Both the Hotline and the online reporting methods are available 24 hours every day and in all
major languages. The organization understands that there may be cases where the employee
wants to report concerns about the Code with confidentiality. To the extent possible, the
organization keeps reports confidential. The employee can remain anonymous if they contact
the Hotline or send an online message.
Site visits for
remote employees

Since Jones Lang LaSalle has a number of clients and our employees are based out of the
clients premises (in the Facilities Management business), there are staff in the HR team who
play a Business Partners role, and visit sites to understand employee concerns regularly, and
also raise them to the corporate leadership team. During site visits, HR Business Partners also
speak about any new policies etc. that may have come about.

6. COLLABORATING

What programs are available for employees to make suggestions and/or become involved in making decisions
that affect their jobs, work environment, or the direction of company as a whole?

As detailed elsewhere in the document, Collaboration
is one of our core business values, and by the nature
of our business, at the center of our work. As noted in
the About Us section in this document, we offer a set
of specialized services to our clients, and often these
services are offered in conjunction, sequentially or as
a part of a larger bouquet of services. In order to do
so, Collaboration for us more than a good thing to do-
it is an absolute necessity for our survival in a hitherto
intensely competitive environment Some of the key
interventions from a governance, leadership and
strategy perspective which promote the cause of
collaboration and infuse it within the very DNA of the
Firm are as below.

Jones Lang LaSalle India is spearheaded by a group
of 27 experienced leaders who constitute the India
Leadership Council (ILC). Each of these individuals
specializes in his/her respective fields and brings rich industry and domain experience to the firm.

Seven of the key members of this group form the National Executive Committee (NEC) that provides exemplary
focus, strategy and governance to the India business. Their strategic vision is orchestrated by the 20 other members of
the ILC, including City Managing Directors and Business Line heads, to ensure effective management, sustained
performance and collaboration at the highest level.

In addition, all Directors level leaders have been grouped into an eclectic group called the India One Leadership Group.
Members of this group represent every business function across the Firm, whose prime function is to ensure that the


strategy rolled out by the NEC and ILC reaches its desired execution, as well as roll-up of ideas and innovations for
review 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 come
to us with very specific requirements. In order to provide maximized value, different teams cross-sell our
organizations other offerings. This helps move top line and bottom line considerably, and helps establish
confidence in clients minds. In fact the organization follows a defined collaboration and cross-selling
documented 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 business
challenges, suggest alternative action plans to resolve them, and work together on finalizing key
responsibilities. These Off sites range from Annual Management Review off sites organized on a National and
regional 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 our
employees to be key contributors in adding to our business, albeit through the key value of collaboration. This
can be through leads, new ideas/collaboration champion awards that are then awarded via our reward and
recognition program.

Internal Forums such as CIWG (Continuous Improvement Work Groups): In Facilities Management where
in each region, employee teams come together and present ideas that they have worked on and implemented
at 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 Client
Relationship 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 experienced
and knowledgeable professionals. Teamed with our robust in-country delivery platform, this provides Jones
Lang LaSalle with a significant point of differentiation. Our CRMs are a single point of contact empowered to
provide clients with consistent, seamless service across cities/countries/regions and work with various teams
across practices, geographies and business competencies. In a client-facing environment, the CRM Program is
a 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 followed
across the region. The policy includes grievances of all kinds as detailed below, and cases where ethics and integrity
may have been breached.

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


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

Grievance is defined as A grievance can be about anything done, or not done, by management or another
employee or employees, which an employee feels affects them unfairly or unjustly. A grievance can also be
about discrimination, harassment, or any other employment related decision or behaviour that they think is
unfair, unjust or upsetting.
Our commitment at Jones Lang LaSalle is All complaints will be taken very seriously, treated with confidentiality
and investigated fully. No employee will be treated unjustly or victimized if they make a complaint or if they are
the targets of a complaint while the matter is under investigation. No decision is made until the investigation is
complete.
The procedure is as follows:
1. Aggrieved employees should make an attempt to speak to the person causing the problem in a calm
and professional manner This is always the recommended first step towards addressing a grievance. The
aim is that the offending person may be unaware of his/her behaviour or decision. By bringing it to their
attention it gives them an opportunity to address the situation immediately.

2. Speak to the Reporting Manager or Business Head If the aggrieved person does not want to talk to the
offending person, then they can speak to their manager about the issue. The Manager is then responsible for
laying out possible options that are available and ask the complainants permission before approaching the
offending employee. Their role is to act as a mediator between the two parties and try to reach an amicable
situation.

3. Make a formal Complaint If no result is achieved from points 1 and 2, then the employee has the right to
lodge a formal complaint in writing to the HR Business Partner or Business Managing Director. The written
complaint should contain a full description of the incident(s), decision, behaviour in question, the time and date
of 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 HR
Business Partner or the Business Managing Director, to have their issue heard. It is recommended they may
have 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 belief
ensures 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. This
person will then interview the complainant, any witnesses, the person against whom the complaint is made, and
that persons supervisor.

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


If the investigation is inconclusive, i.e. the complaint cannot be proved due to lack of evidence; Jones Lang
LaSalle 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 the
complainant. 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 of
conduct 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, the
Chief 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 through
anonymous 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 the
complaint to decide whether it is a grievance or ethics case. If it is grievance case, HR is required to step in and
follow the Grievance Policy mentioned above.

In case it is an ethics case involving either financial impropriety, sexual harassment, improper behaviour of any
sort, then the Chief Ethics Officer immediately takes charge and begins the investigation. Depending on the
nature and the seriousness of the complaint, the investigation is either handled by a 3
rd
party expert who is
retained 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 absolutely
fair investigation. All persons involved in the ethics case are interviewed and investigated fully to arrive at a
conclusion on findings. All investigations conclude with a detailed written report on the investigation conducted
and 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 to
termination. In case the complaint is found to be false or mala fide, necessary action, which could include
termination, 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 an
environment 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 that
need to be addressed.
Our complete code of ethics can be viewed at http://www.joneslanglasalle.co.in/InvestorPDFs/JLLCodeofEthics.pdf


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 Lang
LaSalles working culture. Managers are expected to share wins and
excellent performance by employees with all members of the business,
to ensure recognition across the spectrum.
Additionally, managers follow the practice of Praise and thank in
public, and give feedback in private as the situation demands. This
ensures employees are highly motivated, and receive feedback in the
right setting, depending on its nature.
The Rewards & Recognition programs at Jones Lang LaSalle are one
of the differentiating factors for us as an employer. Employees are
recognized 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 400
were Cash or equivalent awards.
Our program includes the following awards:

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

There are over 22 categories in which employees can win, depending on their business line and identified
award criteria. Additionally, the senior management team has a wide category of awards based on various soft
and 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 Jones
Lang LaSalle.

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

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

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

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


Continuous Improvement Work Group: One of our business lines Integrated Facility Management has a program
called Continuous Improvement Work Group In this program different team form the city present innovation
examples and we select and award the best of them. This program helps us drive innovation across our client sites. The
team 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 to
drive 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 spot when 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 work
streams. Given the wide nature of our business activities, it is up to us to ensure our people are
given access to best-in-class training and mentoring.

We utilize our global platform to make the best use of the knowledge acquired across
continents. The basic premise for developing our employees is the capability and
competency frameworks that 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 Winning
Edge programs in Singapore. (details below)

As an organization, we have delivered over 12,000 man hours of training through formal sessions during
the 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 & Competence in the workforce that would meet the minimum quality criteria of Jones Lang
LaSalles global standards
2. Up skilling our employees to meet the ever changing demands of the market and clients
3. Providing employees with a roadmap to build a career with the organization through sustained learning
The foundation of all our development initiatives is:

10% Face-to-Face
Interventions/Classroom sessions
20% Reading/Social
Media/Alternative Learning Channels
70% On the Job learning through
special 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, amongst
many others. Each individual is assessed and a Personal Development Plan is created which identifies the
competencies that need to be developed, which forms the premise for employees nominating themselves for
programs 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 skills
training 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 the
demands of the business unit.

3. Leadership Training: We place a lot of focus on our Leadership pipeline as it provides our employees with a
clear 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 Academy for our IFM Business
PDS Academy for our PDS Business

Through our training programs, teams remain current with fast paced changes in technology, environmental and safety
regulations. We require each employee to be knowledgeable about industry developments so they learn and practice
innovative 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 relate
to an employees ability to enable and impact clients goals and objectives. Depending on the level, designation and
band, our promotion process is tied against a battery of 12 core skills provided in the image below. In order to develop
these, 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, we
have tied up with TV Rao Learning Systems to conduct
assessment/development centers for our Managerial and
Leadership population. Identified High potential
employees are assisted in creating their development
plans and providing them support in achieving the
desired competence in their roles as well as for future
roles.
Excellence Suite: We provide our employees
interventions that extend our philosophy of Excellence
in the Industry and have categorized these programs
as the Excellence Suite of Programs.
o Personal Excellence: This program is aimed at
building a universal behavioral culture within Jones
Lang LaSalle. It is aimed at all employees who are
individual contributors and need to develop personal
competence in Communication at Work as well as Personal
Effectiveness.


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

o Leadership Excellence: The program aims at making our Leaders at Director and above levels more
strategic in nature, build a coaching environment in the organization and also act as Change catalysts to
help 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 with
a direction on an employees performance vis--vis their potential.

o Psychometric Assessments: We use best in class Psychometric assessment tools from Saville
Consulting 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 go
through 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 School
programs to develop our next line of senior management. Some of these programs are:

o Step Up: Held in partnership with the National University of
Singapore (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 NUS
Business School as well as a management game that highlights team
dynamics. Participants also attend group and individual coaching sessions to better understand themselves as
leaders and look at their future direction and career development. Connectivity with senior leadership is further
promoted 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 employees
at the Manager and Senior Manager level.


10. BALANCING

In what distinctive ways does your company help employees balance their work lives with their personal and/or
family 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 to
help resolve challenges they may be facing.

Flexi location: Employees are given the flexibility to work as per the business environment, local laws, client
requirements 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 period
o 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 leave
anytime between 5.00 pm and 7.00 pm in the evening. Employees in the corporate office are offered flexible
work arrangements in terms of office timings as per their needs.

Health related activities:
o Diagnostic Camps with 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, employees
can 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 maternity
leave 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. As
they plan to return to work, we provide them a laddered program that
gradually increases their working hours and responsibilities.

Staff Assistance Programme: A 24x7 counselling facility has been
extended to all employees and families for their emotional well-being.
Employees can discuss their persona/work issues anonymously with
trained counsellors as well as obtain precise solutions. Over 90 employees
availed 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 with
Kwench, an online book library where employees can order books which are delivered to their desk.


Over 1000 books were ordered in the last year alone!

Recreational Activities: Staff are provided with a recreational activities like
o Set up of Table tennis, Chess, Carom

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

I had been in the midst of relationship issues for quite some time. Finding little
time to resolve them in my head, the Staff Assistance programme gave me the
ability to stop and take stock. Some face-to-face interactions with a counsellor
gave me the courage to face and resolve issues head-on. I remember the stigma I
had in my head about seeing a mental health professional. Jones Lang LaSalle
made it easier by bringing one in-house.
Name withheld on request
Reading was a youthful passion, and then became guilt as I kept it on hold to
pursue my career. With the Library in office, I finally made it a habit again. Only
someone 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 events a 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 highlights
concerns/grievances faced by employees (both personal & professional)
to business leaders and work with them to provide possible support to
the 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, along
with 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-existing
diseases for parents.
o We also extend the option to employees to cover additional dependent or take extra coverage for
existing dependent by paying premium at discounted rate with same benefits, terms and conditions as
the normal company insurance policy that is extended to all

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


earlier role is not available when they return to work. In the case of miscarriage or medical termination of
pregnancy, an employee can will be entitled to paid leave for a period of six weeks immediately following the
day 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 counseling
to employees for their emotional & behavioral well-being. This benefit is rolled out in partnership with
Santulan, a renowned body of expert counselors. This benefit is also open to the family members of the
employees. 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. have
been asked to make use of this benefit while giving the comfort that their conversations will be kept strictly
confidential.

Loan Policy: Jones Lang LaSalle provides special loans to employees during medical & other emergencies for
their own and immediate familys needs. The organization provides a maximum of 3 months of employees base
salary 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 medical
expenses are more than their eligibility and they are not in a position to bear the expenses. For instance, an
employees mother had to undergo a cardiac surgery and the cost was estimated to be far more than what he
was eligible for under Medi-claim. His eligibility was INR 1,00,000 and he needed additional funds to get his
mother operated. Jones Lang LaSalle agreed to pay INR 50,000 more than his eligibility to him to get his
mother treated.

Flexi-working: To provide work-life balance to employees, Jones Lang LaSalle has introduced flexible timings
for its corporate employees. An employee can report to office between 8:00 am to 10:00 am and leave anytime
between 5:00 pm to 7:00 pm in the evening. In effect he/she has to clock 9 hours of work per day, inclusive of
lunch hour.
There are also instances when employees have been given the option of working from home owing to medical
requirements. For instance, one of our employees recently was suffering from severe back-ache during the time
of 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 months
leave (without Pay) beyond the 3 months of Paid leave in case they require it. Also, in case of extended leave
and fulfilment of that position due to business requirements, employees are reinstated at the level at which the
employee took leave.

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


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 and
diversity within management over time.

Diversity is a key responsibility for us as an Organization. In order to build
a business which runs across a wide gamut of services, it is essential that
we develop a work force that brings diverse views and increased
innovation through varied backgrounds.
Our diversity initiatives are concentrated and continuous- starting from
recruitment practices, training and development programs to regular
support 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 following
categories:

One just has to look around within the various Real Estate Organizations dotting the landscape to figure out the
apparent 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 with
unique capabilities which balance each other.

Removal of the misconception that women are not involved in decision-making. This is true because there are
far too few women in key leadership roles. There needs to be a greater focus on attracting highly qualified
women 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 challenged
background (former street children)
Recruitment from
Economically Weaker Section
of society
Equal Opportunity Employer
Including Ex-Servicemen in our
workforce
Gender Diversity


Apparent lack of sensitization for Women working within the sector. The fact that certain flexibility is required for
women to balance their multiple roles should be an established fact, so that talent can be retained and not
dropped 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 be
filled.

Our overarching strategy is to ensure long term career opportunities for Women within the organisation. This is not only
affected through a related recruitment strategy but also through on-going talent & behavioural interventions to ensure
that our women employees have a long and fulfilling career with the Organization. This ensures retaining of our key
women talent as well as their progress through the echelons of senior management. Some of the interventions which we
have 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 events which saw attendance of women employees
in excess of 100 per city. These seminars aimed at discussion and resolving
common issues.
Womens Connect Open House Meetings in offices to 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 measures such 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 Programme for 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 video on Women in Real Estate to
attract them into Jones Lang LaSalle, from business schools,
graduate & engineering colleges.


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, even
though we increased our overall work force by 62% (2888 staff in 2011 to 4688 staff).Gender
diversity percentage in 2011 was 17.2%

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

In 2011, we had no International Directors, one Regional Director and no National Directors amongst
our women staff. Today we have 1 International Director, 1 Regional Director and 4 National
Directors. 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 as
the CEO-Business and Chairperson, Sri Lanka Operations.

Additionally, we have a women representative in the National Executive Council of Jones Lang
LaSalle India, the highest governing board of the organization and two women representatives at
the next highest level The 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 of
society. As they move out of the Armed forces, the job opportunities available to them are rather limited. In order to
honor 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 get
into a role that befits the basic tenets of their training- discipline, strong administration skills, and a capability to deliver
regardless of circumstances. Jones Lang LaSalle Ex-servicemen at all levels and in various business lines, including the
Managing 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 at
Accenture, we have multiple employees who are either hearing-impaired or speech-impaired. Additionally, we have
recruited a few employees who are former street children.


13. CELEBRATING

How do you encourage fun and camaraderie among your employees? Please include the ways in which your
company 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 to
network with each other and know more about teams they dont
necessarily interact with in day-to-day work. In-office mailers
wishing staff on their birthdays are sent out and the names of
staff celebrating birthdays are screened on the TV displays in
the reception areas of the offices.
Business Retreats are 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 share
their success stories and learn from each others capability. Trainings are also organized during these sessions
to promote team work and collaboration.
Family Day: We have a family day organized every year; all our staff along with their family members is invited
to this fun filled carnival where we celebrate our annual success. Employees with their families have loads of
fun together; these are half day events conducted in a resort.

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

Promotion Celebrations: During the promotion
process, the celebratory promotion kits are sent to the
residences of the employees so that the good news is
shared with immediate family members. A teaser (could
be a telegram or a small kit heralding good news) is sent
initially, followed by the promotion kit with a box of
sweets which is hand delivered at the residence of each
promoted employee.

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


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 reward
proposition is based on a Total Compensation approach with due weightage given to
fixed and variable components of Compensation as well as various benefits and
policies.
Our compensation structure and policies are designed with the objective of
appropriately rewarding employees of all Business lines taking the business model as
well as employee needs into consideration.

Compensation Mix:

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

For our transactions business, apart from our fixed compensation structure, our variable or sales incentive
model enables our employees to leverage their potential to deliver and earn more. This is achieved by driving:
o Customization in incentive policies in line with the nature of business with due focus on top line as
well as bottom line

o Collaboration through focus on achievement of team thresholds along with individual thresholds as
minimum eligibility

o High result orientation with a focus on motivating employees towards high performance and business
growth through :

Clear line of sight to the individual, team performance as well as the resulting earning
potential
Tiered incentive structure with higher rewards for higher performance and extra effort put in
No cap on the incentive payouts, enabling employees to aim for the best possible results

For our Annuity businesses and support teams, we focus on profitability through profit sharing in addition to
the fixed compensation which drives collaboration. This profit share is based on the profits earned by the
business, 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 available
on request.

Benefits:

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

All employees are covered for Life and Accident Insurance, along with Medical Insurance for self, immediate
family 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


We also extend the option to employees to cover additional dependent or take extra coverage for existing
dependent by paying premium at discounted rate with same benefits, terms and conditions as the normal
company 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 Checkup for our senior management

o PAN India teleconference by medical specialists on awareness on various health topics such as
Cervical 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 anniversary and 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 leave
anytime between 5.00pm and 7.00pm, thereby aligning their working hours to their personal
requirements, 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 assured
reinstatement of the job at the level at which the employee took leave.

Company leased vehicles for 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 focus
on timely communication to all our staff of our Total Compensation proposition.
This is ensured by:
Conducting Annual Compensation and Benefits Road Shows across Business lines for employees to help
them understand our Total Compensation Proposition, Compensation philosophy, Compensation Mix as well as
our approach towards Annual Reviews.

Releasing communication through e-mail whenever a new incentive policy is released with the clear focus
on how it helps our teams and the organization perform better

Releasing PAN India e-mail communication annually whenever our Insurance Schemes are renewed specifying the
benefits, the changes compared to last 3 years and point of contact to reach out for any queries


15. CONTRIBUTING

Please briefly describe your organizations philanthropic, environmental, or other corporate social
responsibility 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 its
overall involvement in activities that improve the quality of peoples lives. Corporate Responsibility has come up as a
significant 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 various
stakeholders 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 Diwali
festive gifting opportunity, to sponsor the annual education of 140 underprivileged girl children
from the Nanhi Kali Programme, on behalf of our 1200 clients. Instead of investing in expensive
gifts, clients were sent a photograph of the girl child they had helped to sponsor. An innovative
effort 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.


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 their
academic journey.
Description
The Jones Lang LaSalle PDS team provided food supplements on a daily basis to a school based
in Phaltan. They also provided black board with stationery, learning charts, poem books and
rhymes of various kinds to make the education interesting for children. They also spent quality
time with underprivileged children on a daily basis.

Name of Activity Organ Donation Awareness
Date/Year July 2013
Place of activity Pan India
Description
Jones Lang LaSalle tied up with a leading NGO for conducting an Organ Donation Awareness
camp across all its offices in India. The collection partner Mohan Foundation organised these
camps 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)
Description
Jones Lang LaSalle Offices in Mumbai and Kolkata supported needy and underprivileged citizens
by 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 activity
Jansamrtha (Delhi), Salaam Baalak Trust (Gurgaon), Indian Cancer Society (Mumbai) &
Kamalayam Trust (Chennai)
Description
As part of our CSR initiative, Jones Lang LaSalle Offices across the country donated their used
computers 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 Salaam Baalak Trust, Pan India
Description
As part of our CSR outreach, Jones Lang LaSalle supports a special contribution to the Salaam
Baalak Trust, an NGO involved in uplifting the lives of homeless minor & teenaged children

Name of Activity A day of festivities
Date/Year November 2012
Place of activity Salaam Baalak Trust, Pan India


Description
As part of our CSR outreach, the Shared Services Office at Jones Lang LaSalle
organised a day of festivities with underprivileged children from the Salaam Baalak
Trust, on the occasion of Diwali.

Name of Activity Blood Donation Camp
Date/Year March 2013
Description
Jones Lang LaSalle tied up with a leading NGO for conducting a Blood Donation drive across all
its offices in India. The collection partner Think Foundation organised these camps through mobile
collection vans parked in the vicinity of our various offices. Over 600 employees participated in
this activity in the two sessions we organized for blood donation.

Name of Activity Uttarkhand Natural Disaster Contribution Programme
Date/Year July 2013
Description
Jones Lang LaSalle tied up with Goonj, a leading NGO to support the effected people of the
Uttarkhand Natural Diaster where all the employees were given an option to contribute towards
the noble cause
.


Name of Activity Invest A Day of your Work Life
Date/Year From July 2013
Place of activity
Pan India
Description
Reinforcing our commitment to CSR, we asked all our employees to invest one working day
towards volunteering for a good social initiative. In return the Organization is committed to giving
time freely to pursue the preferred activity. With immediate effect,
all India staff of Jones Lang LaSalle and its group entities will get the day off for volunteering
towards their preferred social cause once a year.


Annexures 1.0
Employee Initiatives

A high performance, respect oriented work culture, hinging
on transparency at every level.
Fostering Ethics & Collaboration at every step of the
employees life stage in the Firm, it has become a defined
value for staff at Jones Lang LaSalle
Annual Family days where staff get together with their
families to celebrate one big reunion.
Jones Lang LaSalles very own version of the IPL. 7 City teams
battle it out for high stakes, and the winners are the audience.


Women@Connect: Sharpfocusing on increasing diversity and
gender inclusion at the office, Women employees at our
major offices got together on a common platform to discuss
and debate the issues plaguing their gender in their career
lifestage. Thereby clearly evidencing that the Firm cares about
increasing its Gender diversity and inclusion mandate
A hugely exciting and contemporary video was created to
showcase the high flying careers of women employees at
Jones Lang LaSalle as well as convey the various career
opportunities for women in Indian Real Estate, beyond the
standard of residential broking. This tool was used to recruit
young graduates and postgraduates directly from campuses.
A power packed medical insurance plan which takes care of
illnesses right from Day 1.
A benefit loaded medical insurance programme, with
enhanced benefits for dependant parents, including the
facility of top-up plans and increase in number of dependants.


Talent development - Over 10,500 man-hours of training
delivered in 2012 alone.
More than 1300 registrations in the JLL Academy on-line
training portal - 60% of Asia Pacific share of training amongst
various countries.
Frequent leadership workshops and interventions at the
Indian School of Business, to ensure that our leadership
bandwidth is upto date with the latest in management
thought and operating styles.
Quarterly townhalls, employee recognition and Ovation
Awards.
Offices around the country which aim to please, and within a
Work-Smart environment.


Nurturing our employees and their familys well being outside
of office too. A Staff Assistance Programme, empowered by
the leaders of emotional and psychological wellness in India
Santulan. Staff and their families can now refer their personal
issues, confidentially, to trained and professional counselors
for multiple reasons.
Welcoming new staff to the organization through a
professional and well-organized employee induction
programme. Launch Pad takes into account a new entrants
first 45 days in the Firm, with gentle interventions at multiple
stages, including pre-joining, post-joining, introductions,
buddy helps and much more.
Increasing our real estate vocabulary beyond just Square Feet.
Knowledge Blocks coaches our staff through regular hard to
comprehend thesaurus-like interventions on e-mail.
Grooming our teams across offices into becoming effective
public speakers, and thereby potential future leaders, the
Toastmasters at Jones Lang LaSalle have already made a name
for themselves. The facility has been provided by our Firm to
ensure that we keep inducting more leaders into the
management ranks.



Annexures 2.0

Corporate website

www.joneslanglasalle.co.in

Our endeavour in undertaking a redesign activity for our corporate website in 2011 continued to attract a high number of
visitors. The new website homepage is flexible and displays multiple content types that is accessible through multiple
devices and platforms. The redesigned website has helped us engage our key audiences - clients, prospects, investors,
recruits and journalists - better.
Increase in the number of unique visitors by 37.6%
Number of new visitors to the site, 61.28%

Additionally, we successfully launched a separate website www.jllresidential.co.in for Residential Services India. The
website gives customers the leverage to browse through projects at ease.


Corporate Blog

www.joneslanglasalleblog.com/realestatecompass

We are also the only International Property Consultancy in India to have a Corporate Blog. The blog is a thought
leadership platform that features market updates, reactions, reports and viewpoints on all segments of the real estate
industry.

It benefits the:
Industry - as a ready reference portal and interactive forum for the latest happenings in Indian real estate
Clients - enables our clients to stay updated on industry trends, policy changes and to readily access our
research
Media - provides the media with a regular feed on real estate-related articles and insights, thereby
increasing the companys print and online media profiling.
Firm - Showcases our in-depth knowledge of the industry, thereby creating credibility and boosting
client confidence


Press Release and Media Coverage

Jones Lang LaSalle is the most widely quoted property consultancy firm in India. Our share of voice in the
media increased to 49%, in 2012, from 40.5%, in 2011. This market share is equal to the total share of the
next three competitors. Our thought leadership and industry research are the largest contributors the PR hits
that we receive. Our media coverage depicts the trust that the industry stakeholders place on us.

We also lead the pack in Asia Pacific when it comes to the PR activity within Jones Lang LaSalle. A complete
coverage of our media coverage is available on our website www.joneslanglasalle.co.in


Thought Leadership
We have created a niche for ourselves in the industry through our presence at events. We collaborate,
participate and organize real estate conferences, which attract acknowledged and highly respected industry
experts as they debate issues pertinent to the changing trends of the real estate sector. All these participations
are aligned with minimal investments through the platform of Knowledge Partnerships.

NATCON 2011
Leadership Visit
Leadership Visit


CLIENT SPEAK Testimonials

Consulting team demonstrated an exceptional partnering attitude, have been flexible and worked hard to
deliver the report which has been appreciated across our system.
Sandip Kundu,
Managing Director
Extremely pleased with the service we received and the outcome of the transaction.
Tony Kaufman
Vice President
FIS
In this chaotic scenario, Jones Lang LaSalle brings an organised sanity to the entire process. They work
diligently along with the Clients and are always part of the team. They work for a win-win solution for both the
client and the developer. We hope to further engage with the firm going forward
Govind Shrikhande
Customer Care Associate and Managing Director

Capital Markets team at Jones Lang LaSalle has done a fantastic job for us and helped us achieve the right
valuations.
Sumit Nanda
Director

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