JLL » Topics » Employees

These excerpts taken from the JLL 10-K filed Feb 27, 2009.

Employees

With the help of aggressive goal and performance measurement systems, we attempt to instill the commitment to be the best in all our people. Our goal is to be the real estate advisor of choice for clients and the employer of choice in our industry. To achieve that, we intend to continue to promote human resources techniques that will attract, motivate and retain high quality employees. The following table details our respective headcounts at December 31, 2008 and 2007:

 

      2008    2007

Professional

   11,300    9,400

Support

   2,800    2,500

Directly reimbursable professional

   7,800    7,200

Directly reimbursable property maintenance

   14,300    13,600

Total employees

   36,200    32,700

Reimbursable employees include our property and integrated facilities management professionals and our building maintenance employees. The cost of these employees is generally reimbursable by our clients. Our employees are not members of any labor unions with the exception of approximately 800 directly reimbursable property maintenance employees in the United States. Approximately 24,700 and 22,900 of our employees at December 31, 2008 and 2007, respectively, were based in countries other than the United States. We have generally had satisfactory relations with our employees.

Total employees grew in 2008, primarily due to acquisitions, which added approximately 1,300 employees, and growth in emerging markets. In the second half of 2008 and continuing into 2009, we have reduced staff in certain businesses in order to align our service platform with certain markets that have contracted due to the economic slowdown and credit crisis. Where possible, we have redeployed personnel to those businesses whose markets have not been impacted or have strengthened.

Employees

SIZE="2">With the help of aggressive goal and performance measurement systems, we attempt to instill the commitment to be the best in all our people. Our goal is to be the real estate advisor of choice for clients and the employer of choice in our
industry. To achieve that, we intend to continue to promote human resources techniques that will attract, motivate and retain high quality employees. The following table details our respective headcounts at December 31, 2008 and 2007:

 














































    2008  2007

Professional

  11,300  9,400

Support

  2,800  2,500

Directly reimbursable professional

  7,800  7,200

Directly reimbursable property maintenance

  14,300  13,600

Total employees

  36,200  32,700

Reimbursable employees include our property and integrated facilities management professionals and our building
maintenance employees. The cost of these employees is generally reimbursable by our clients. Our employees are not members of any labor unions with the exception of approximately 800 directly reimbursable property maintenance employees in the United
States. Approximately 24,700 and 22,900 of our employees at December 31, 2008 and 2007, respectively, were based in countries other than the United States. We have generally had satisfactory relations with our employees.

STYLE="margin-top:6px;margin-bottom:0px">Total employees grew in 2008, primarily due to acquisitions, which added approximately 1,300 employees, and growth in emerging markets. In the second half of 2008 and
continuing into 2009, we have reduced staff in certain businesses in order to align our service platform with certain markets that have contracted due to the economic slowdown and credit crisis. Where possible, we have redeployed personnel to those
businesses whose markets have not been impacted or have strengthened.

These excerpts taken from the JLL 10-K filed Feb 29, 2008.

Employees

With the help of aggressive goal and performance measurements, we attempt to instill in all of our people the commitment to be the best. Our goal is to be the real estate advisor of choice for clients and the employer of choice in our industry. To achieve that, we intend to continue to promote those human resources techniques that will attract, motivate and retain high quality employees. The following table details our respective headcounts at December 31, 2007 and 2006:

 

     2007   2006

Professional

  16,500   11,800

Support

  2,500   1,800
  19,000   13,600

Directly reimbursable property maintenance

  13,700   11,900

Total employees

  32,700   25,500

Directly reimbursable project management employees included as professionals above

  7,100   4,200

Directly reimbursable project management employees work with clients that have a contracted fee structure comprised of a fixed management fee and a separate component that allows for scheduled reimbursable personnel and other expenses to be billed directly to the client.

Approximately 13,600 and 9,300 of our professional and support staff in 2007 and 2006, respectively, were based in countries other than the United States. Additionally, approximately 9,300 and 8,100 of our directly reimbursable property maintenance workers in 2007 and 2006, respectively, were based in countries other than the United States. Our employees are not members of any labor unions with the exception of approximately 800 of our directly reimbursable property maintenance employees in the United States. We have generally had satisfactory relations with our employees.

 

Employees

STYLE="margin-top:3px;margin-bottom:0px">With the help of aggressive goal and performance measurements, we attempt to instill in all of our people the commitment to be the best. Our goal is to be the real estate
advisor of choice for clients and the employer of choice in our industry. To achieve that, we intend to continue to promote those human resources techniques that will attract, motivate and retain high quality employees. The following table details
our respective headcounts at December 31, 2007 and 2006:

 




















































   2007 2006

Professional

 16,500 11,800

Support

 2,500 1,800
 19,000 13,600

Directly reimbursable property maintenance

 13,700 11,900

Total employees

 32,700 25,500

Directly reimbursable project management employees included as professionals above

 7,100 4,200

Directly reimbursable project management employees work with clients that have a contracted fee structure
comprised of a fixed management fee and a separate component that allows for scheduled reimbursable personnel and other expenses to be billed directly to the client.

FACE="Times New Roman" SIZE="2">Approximately 13,600 and 9,300 of our professional and support staff in 2007 and 2006, respectively, were based in countries other than the United States. Additionally, approximately 9,300 and 8,100 of our directly
reimbursable property maintenance workers in 2007 and 2006, respectively, were based in countries other than the United States. Our employees are not members of any labor unions with the exception of approximately 800 of our directly reimbursable
property maintenance employees in the United States. We have generally had satisfactory relations with our employees.

 

STYLE="margin-top:0px;margin-bottom:0px">Company Web Site, Corporate Governance and Other Available Information

SIZE="2">Jones Lang LaSalle’s Web site address is www.joneslanglasalle.com. We make available, free of charge, our Form 10-K, 10-Q and 8-K reports, and our proxy statements, as soon as reasonably practicable after we file them electronically
with the U.S. Securities and Exchange Commission (“SEC”). You also may read and copy any document we file with the SEC at its public reference room at 100 F Street, NE, Washington, D.C. 20549. You may call the SEC at 1.800.SEC.0330 for
information about its public reference room. The SEC maintains an internet site that contains annual, quarterly and current reports, proxy statements and other information that we file electronically with the SEC. The SEC’s Web site address is
www.sec.gov.

The Company’s Code of Business Ethics, which applies to all employees of the Company, including our Chief Executive Officer, Chief
Operating and Financial Officer, Global Controller and the members of our Board of Directors, can also be found on our Web site under Investor Relations/Board of Directors and Corporate Governance. In addition, the Company intends to post any
amendment or waiver of the Code of Business Ethics with respect to a member of our Board of Directors or any of the executive officers named in our proxy statement.

SIZE="2">Our Web site also includes information about our corporate governance. You may access, in addition to other information, the following materials, which we will make available in print to any shareholder who requests them:

STYLE="font-size:6px;margin-top:0px;margin-bottom:0px"> 






 

Bylaws

 






 

Corporate Governance Guidelines

 






 

Charters for our Audit, Compensation, and Nominating and Governance Committees

STYLE="font-size:6px;margin-top:0px;margin-bottom:0px"> 






 

Statement of Qualifications for Members of the Board of Directors

 







 

Complaint Procedures for Accounting and Auditing Matters

 






 

Statements of Beneficial Ownership of our Equity Securities by our Directors and Officers

STYLE="margin-top:9px;margin-bottom:0px">I
TEM 
1A. RISK FACTORS

STYLE="margin-top:3px;margin-bottom:0px">The complex, dynamic and international scope of our operations overall, and of our operations in particular regions and countries, involve a number of significant risks
for our business. The fact that we operate in numerous countries likely magnifies those risks relative to other companies whose operations are not as geographically dispersed. If the risks associated with the services we provide, our operations in
particular regions and countries or the international scope of our operations cannot be or are not successfully managed, our business, operating results and/or financial condition could be materially and adversely affected.

STYLE="margin-top:6px;margin-bottom:0px">One of the challenges of a global business such as ours is to be able to determine in a sophisticated manner the enterprise risks that in fact exist and to monitor
continuously those that develop over time as a result of

 


10







Table of Contents



 


















  

 


PART I

 


changes in the business, laws to which we are subject and the other factors we discuss below. We must then determine how best to employ available resources
to prevent, mitigate and/or minimize those risks that have the greatest potential (1) to occur and (2) to cause significant damage from an operational, financial or reputational standpoint. An important dynamic that we must also consider
and appropriately manage is how much and what types of commercial insurance to obtain and how much potential liability may remain uninsured consistent with the infrastructure that is in place within the organization to identify and properly manage
it. While we attempt to approach these issues in an increasingly sophisticated and coordinated manner across the globe, our failure to identify or effectively manage the enterprise risks inherent within our business could result in a material
adverse effect on our business, results of operations and/or financial condition.

We govern our enterprise risk program primarily through our Global
Operating Committee, which is chaired by our Global Chief Operating Officer and includes the Chief Operating Officers of our four reported business segments and the leaders from certain corporate staff groups such as Finance, Legal and Insurance.
The Global Operating Committee coordinates its enterprise risk activities with our Internal Audit function, which performs an annual risk assessment of our business in order to determine where to focus its auditing efforts.

STYLE="margin-top:6px;margin-bottom:0px">This section reflects our views concerning the most significant risks we believe our business faces, although they do not purport to include every possible risk from
which we might sustain a loss. For purposes of the following analysis and discussion, we generally group the risks we face according to four principal categories:

 






 

External Market Risk Factors;

 






 

Internal Operational Risk Factors;

 






 

Financial Risk Factors; and

 






 

Human Resources Risk Factors.

Some of the risks we
identify could appropriately be discussed in more than one category, but we have chosen the one we view as primary.

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