Jones Lang LaSalle Annual Report 2019

FY2019 Annual Report · Jones Lang LaSalle

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2019 Annual Report
Jones Lang LaSalle Incorporated

Our journey
Beyond

How the corporate race
to net zero is heating up
Corporate giants are increasingly backing
the move to net zero with ambitious
sustainability commitments

The drive to net zero is rapidly
gathering momentum as more
household names from across the
business spectrum pledge to play
their part in a low-carbon future.

Real estate is equally in focus, with
45 firms now signed up to the Net
Zero Carbon Buildings commitment,
most recently Goldman Sachs and
Hudson Pacific Properties.

For many companies, whether
they’re coffee retailers, banks or
ride-hailing companies, it’s about the
steps they’re taking to cut their own
emissions to zero.

Corporate purchasing of clean energy
contracts rose 40 percent last year
to 20 gigawatts (GW) according to
BloombergNEF, with companies
also embracing carbon offsetting
schemes and turning to electric
vehicles across their delivery fleets.

Yet for some, it’s not enough. Another
small group of companies, including
Microsoft and IKEA, are going further
and nurturing carbon negative
ambitions. Microsoft has committed
to removing more carbon from the
environment, both targeting to
reduce the carbon it emits by 2030,
as well as to reduce total carbon
produced overall since its founding
in 1975.

“Corporates are taking action now
because they’re primarily responding
to a combination of consumer,
activist, shareholder and peer
pressure from rival firms,” says
Chiara Essig, senior consultant at
JLL Upstream.

Those with investment power are
exerting significant influence. In late
2019, Danish private pension funds
pledged to invest more than $50
billion in green assets over the next
decade to fight climate change.

1 | JLL 2019 Annual Report

BlackRock, the world’s largest asset
manager, believes there is increasing
awareness that material environmental,
social and governance factors can
be tied to a company’s long-term
performance. Institutional investors
intend to divest almost 16 percent of
their portfolios from fossil fuels over
the next decade, according to a recent
study by Octopus Renewables.

“It’s a wake-up call for many
companies who have shareholders
with green ambitions,” Essig says.

Many larger companies are also
using their size and influence to drive
change across their supply chains —
moves that Essig says will take time
to produce tangible results.

“It’s early to say how big and, crucially,
how quick an impact will be made by
a major corporate’s small or medium-
sized supplier,” Essig says. “More
needs to be done. As more large
corporates set ambitious targets and
goals, suppliers will need to respond
or risk losing major contracts.”

The growing green focus has
implications for real estate,
with corporates only looking to
lease buildings which meet
specific sustainability credentials.
Late last year, 23 commercial
property owners signed a Climate
Change Commitment covering
more than 11,000 commercial
properties globally.

Landlords, in turn, are already future-
proofing their assets through moves
such as retrofitting and installing
electric vehicle charging points.

Corporate sustainability commitments
are just the starting point.

“Momentum is undoubtedly building,
and more net-zero commitments
will follow,” Essig says. “Greater
legislation, which we are already
seeing at city and country level, not
to mention peer pressure among
corporates, could really take the
drive to achieve net zero up a gear.”

JLL 2019 Annual Report | 2

Can big data really help build better cities?
Why making sense of the data deluge is key
for cities and commercial real estate

Real-time data on everything from
energy costs to employees’ happiness
have become widely available. For
investors looking to put their money to
work, and companies hunting for space,
this can be a double-edged sword.

On one hand, it’s easier to dive deep
into what makes a city tick. But on
the other, the wealth of data can often
conjure more questions than answers,
according to Jeremy Kelly, global
research director at JLL.

We sat down with Jeremy to hear
about how investors and occupiers
are making sense of the data deluge
and using it to their advantage.

Jeremy, we’re living in an age of
information. How has this broadly
changed the way decisions are made
around commercial real estate?

A few years ago when investors wanted
to compare cities and their potential,
they’d look at a few key metrics
including GDP growth, demographic
measures and employment figures.
But there is now recognition that cities
need to offer long-term value and that
the standard economic forecasts don’t
provide sufficient insight.

That’s why you’re seeing investors and
occupiers delving into other metrics.

What kind of metrics?

Indices that measure competitiveness,
or cities that are best at attracting and
retaining talent, innovation, quality
of life, and good governance, are
becoming more prevalent. Real-time
data and crowd-sourced data have
also become more important.

In addition, measures that track and
support sustainability or ethics are
appealing to investors and occupiers
who are changing their relationship
with cities.

3 | JLL 2019 Annual Report

You said that ever-growing mountains
of data can be a source of confusion.
Presumably cities face challenges here?

We’re at an early stage of developing
ways to use big data more effectively.
A lot of cities are creating initiatives
to monitor and track data without
really having appropriate infrastructure
or talent to utilize it to effectively
improve quality of life or ease of doing
business. The lack of people with data
analytics capability, in particular, is a
big hindrance for city governments.

Then there’s the issue of transparency.
There’s an expectation that more data
improves transparency — especially in
emerging markets — but there are signs
that masses of data are creating more
confusion and opacity.

Lastly, I’d say that the best analyses
typically offer objective views on
things like public transport efficiency
or cleanliness. But they can be clinical.
They don’t capture the edginess of
New York or the vibrancy of Shanghai,
for example. This is a big gap in
assessing cities. We need to measure
the energy, the buzz of a city in a way
that isn’t too sanitized.

How is this all going to be put to work
in real estate?

Ultimately, investors and occupiers
want to know that people in their
chosen city are healthy and happy
because it offers good long-term
prospects. Being able to accurately
measure that is the Holy Grail. Done
right, it can change the way our
industry sees markets, leading
hopefully to better decisions.

JLL 2019 Annual Report | 4

What will the world
look like in 2030?
If the last 10 years are anything to go by,
real estate is in for big changes

NOTE: This article was written in early March 2020, prior to the global spread of the coronavirus pademic.

New technologies changed the world
at an unprecedented pace during the
2010s. And it’s only going to get faster
in the next decade.

To keep up, cities will need new
innovations for their rapidly-growing
populations. Companies will look
for solutions that work for not just
employees, but also for the
environment and local communities.
Investors will have to contend with
an incredibly long period of low
interest rates.

But how exactly those broad trends
will impact markets, business
decisions, and our lives overall
is tougher to answer.

Technology everywhere

Technology over the next decade
will continue to reach further into
every corner of our daily lives.
Advancements in artificial intelligence
and automation — from 3D printing
to robotics — will be a focal point.
One of the biggest outcomes will
be significant dislocation in labor
markets, says Andrew Ballantyne,
Head of Research for JLL Australia.

“However, we believe that
technological advancement generates
as many jobs as it displaces,” he says.

As driverless cars take to the roads,
parking spaces will become less
necessary. In their place will be homes,
shops, and warehouses for last-mile
delivery, says Myles Huang, Research
Director, JLL Asia Pacific.

5 | JLL 2019 Annual Report

And with city populations set to keep
expanding, more homes will be
required. “The next 10 years will bring
even more challenges in terms of
housing, congestion, and rising costs
in an increasingly dense world,” says
Amber Schiada, Senior Director of
Research and Strategy for JLL in
California.

This is where technology in its infancy
today will be used to meet housing
demand, says Nick Whitten, Head
of UK Living Research & Strategy.

The future of good work

The digital-first office of the future will
be designed around individual needs
and preferences.

“We’ll see the smart office adopt
more of the technology that’s making
inroads into smart homes today,”
says Tom Carroll, Head of Corporate
Research and Strategy for JLL, EMEA.

As real estate shifts toward a consumer
product, it will no longer be
acceptable to just deliver an office
and expect tenants to sign a 10-year
lease, says Scott Homa, Director of
U.S. Office Research Space for JLL.

“Tenants are looking for real estate
that is fast, flexible and fun,” he
says, noting consumer preferences
for move-in-ready, flexible-term,
hassle-free spaces with lots of amenities.

As governments, companies and
employees zero in on sustainability,
buildings — as well as their operations
— will boost their green credentials.

“The focus will very much be on
addressing climate change and how
landlords and tenants can make the
move to operate at net zero carbon,”
says Sophie Walker, JLL UK’s Head
of Sustainability for JLL.

It’s the economy

While tech and sustainability may grab
the spotlight, the global economy will
equally provide its own challenges.
Interest rates won’t return to their
previous highs, equity markets will
test new heights, and central bankers
will have to learn to use the largely
new toolkit of macroprudential policy,
says David Rea, Chief Economist for
JLL, EMEA.

For commercial real estate investors,
they will be looking at an asset class
that has become mainstream. While
demand has soared, the amount of
high-quality has not kept pace.

This is “something that is likely to
persist,” Ballantyne says. “This will
ultimately lead to increased
allocations to alternative real estate,
with some of those sub-sectors
becoming more mainstream.”

JLL 2019 Annual Report | 6

A historic
year on
our journey
Beyond

A letter to our stakeholders
From Christian Ulbrich
Chief Executive Officer and President

2019 was a remarkable year for JLL. We delivered record
results and achieved several major steps on our journey
Beyond, our transformational strategy for strong and
sustained long-term profitable growth. We completed our
largest-ever acquisition, rose 167 places to 189th on the
Fortune 500, and drove adjusted EBITDA of $1.1 billion,
surpassing the $1 billion mark for the first time.

To a long and proud heritage dating all the way back to
1760, we have added another historic landmark year. We
are successfully readying our business to lead the way in
real estate’s digital age, and we are partnering with our
clients in shaping the future of real estate for a better world.

7 | JLL 2019 Annual Report

JLL 2019 Annual Report | 8

2019 performance highlights

In 2019, JLL delivered record results with consolidated revenue and fee revenue both rising
12% to $18.0 billion and $7.1 billion, respectively. Adjusted EBITDA for the year grew by
18% to $1.1 billion, with adjusted diluted earnings per share growing 16% to $14.09. These
strong results were achieved despite a cautious global economic environment in which
global GDP eased to 2.6% for the year, albeit with the U.S. economy remaining buoyant.

Highlights included notable margin
improvement and continued strong
growth in our Corporate Solutions
business, and an impressive 37%
year-on-year revenue increase for
Capital Markets in 2019 that was
driven by the successful integration
of HFF from July onwards.

From a regional perspective, the
positive economic environment
provided the backdrop for another
year of strong organic growth in our
Americas region across all core
services, while the flatter economic
backdrop in EMEA led to declines in
transactional activity, offset by

growth in Property & Facility
Management, Project & Development
Services, and Advisory and
Consulting. In Asia Pacific, while
Leasing demand slowed in certain
markets like Greater China, this was
more than offset by growth in other
markets, particularly Japan, India
and Australia.

Turning to our global investment
management business, LaSalle
recorded an excellent 21% rise in
advisory fees, driven by continued
successful capital raising,
deployment of core open-ended
funds across the globe and two

9 | JLL 2019 Annual Report

successful business acquisitions.
LaSalle raised $8 billion in 2019,
with just under 50% of the new
capital representing cross-border
investment. While down from the
record levels of 2018, LaSalle
earned substantial incentive fees
this year, with the December close
of a successful deal in Japan
contributing significantly.

Transformation
progress

While record results certainly help,
the key reason to think of 2019 as a
historic year for JLL is the significant
progress we have made with several
key aspects of our transformation
program. Achieving these major
transformation steps equips JLL to
provide best-in-class advice and
services to our clients in a world of
rapid change, and to deliver strong
and sustained profitable growth for
all our stakeholders through the
longer-term.

One of the most important steps was
the creation of JLL Technologies,
effective October 2019, which
brought together all our client-facing
and internal technology, data and AI
capabilities into a single seamless
structure that also includes our
pioneering JLL Spark proptech
innovation business and the $100m
JLL Spark Global Venture Fund we
established in 2018. The benefits
have been immediate, from aligning
and leveraging our wealth of data,
through removing duplicative R&D
spend, to pooling resources and
innovative thinking to drive new
product development. I believe this
will be seen in years to come as a
ground-breaking shift for our
industry, leveraging technology to
completely reshape the real estate
services landscape.

Another standout highlight was
completing our largest-ever
acquisition, our combination with
HFF, which delivered on a core
strategic priority to grow our Capital
Markets capabilities in the U.S.
significantly. The merger has
propelled us into a clear global

Scan the QR Code to listen to the new Co-CEOs of JLL Technologies
discuss how their approach has continued to evolve.

resource planning (ERP) technology
through the earlier years of our
Beyond strategy. This is already
providing significant new insights
and efficiencies in the way we
manage and operate the business,
and unlocking whole new levels of
consistent information and insight
for our business leaders and teams
around the world.

These major transformation steps
all form part of our journey Beyond,
the strategic vision we set out in
December 2016 to guide us towards
our ambitious 2025 growth targets,
positioning us for strong and
sustained success through real
estate’s digital age. These 2025
targets, our Beyond strategic vision
and the prevailing macro trends
framing our approach are all
discussed in detail in the 10-K
section of this annual report,
starting on page 20.

leadership position for full-spectrum
real estate capital advice. The
complementary fit between HFF
and our existing Capital Markets
business is exceptional, already
producing more cross-selling
business and broader benefits for
our clients than we had anticipated
in our original projections. In a
further major advance, we
implemented a fully aligned global
structure for our Capital Markets
business in January 2020, reflecting
the evolving needs of our clients.

This followed similar steps in July
2019 to globally align and fully
integrate our Corporate Solutions
and Valuation Advisory businesses,
replacing the previous regional and
national structures, again to reflect
the strong emerging trend within
our client base toward seeking single
global providers with full service
strategic capabilities.

Ahead of which, we began 2019
by globally aligning our corporate
functions, including our Finance
and HR teams, having first laid the
foundations through significant
investments in our enterprise

JLL 2019 Annual Report | 10

“I would like to take this opportunity to again
thank my more than 93,000 colleagues
around the world for their commitment to
embracing change and achieving ambitions.”

—Christian Ulbrich

11 | JLL 2019 Annual Report

1. Tokyo
2. Chicago
3. Bangalore
4. Ho Chi Minh City
5. New York City
6. Riyadh

Change is good

Change in large organizations can
be notoriously difficult, but across
our company we continue to see a
wonderful appetite for exploring
new ideas and readily adapting to
new ways of working. I would like to
take this opportunity to again thank
my more than 93,000 colleagues
around the world for their
commitment to embracing change
and achieving ambitions. It all
provides a fantastic example of JLL’s
winning culture and values of
teamwork, ethics and excellence —
which are rightly highly attractive
to clients and new talent alike.

They are also attracted by our
passionate commitments to
diversity, sustainability and Building
a Better Tomorrow, all core to our
organizational purpose (which
provides the theme to this year’s
annual report). Having achieved our
existing sustainability targets, we
set out in 2019 to frame new
multi-year goals, including setting
a science-based target to reduce
carbon emissions. For more
information, please refer to Building
a Better Tomorrow on our websites
and look out for publication of our
annual Global Sustainability Report
in July.

Whatever the economic climate, our
purpose is clear. We will partner with
our clients in shaping the future of
real estate for a better world. We will
drive value for all our stakeholders
through relentless focus on
excellence and creating positive
human experience, and in playing
our full part in securing a sustainable
future for our cities and communities.

Thank you for your continued
interest in JLL. We look forward to
strengthening those ties as together
we continue our journey Beyond.

The view ahead

As I write, the outlook for 2020 is
uncertain. While real estate
fundamentals remain essentially
positive and the macro-trends
discussed above will underpin strong
and sustained growth through the
longer-term, the nearer-term
impacts of the coronavirus
(COVID-19) outbreak have taken
a hold on the global landscape.

However that plays out, JLL has the
deep-rooted platform strength, with
the resilience and flexibility to adapt
to all likely market conditions.
Importantly, we also have a proven
track record of delivering optimal
solutions and achieving efficiencies
for our clients.

Christian Ulbrich

Chief Executive Officer and President
March 2020

JLL 2019 Annual Report | 12

What we do and have accomplished

Revenue

$2,481

Fee Revenue*

$2,481

Adjusted EBITDA*

$239

Market Cap

$2,527

$17,983

$7,139

$1,116

$8,974

n2009 n2019

Note: All amounts in millions; 2009 and 2019 market cap based on
outstanding shares and closing stock price at year-end

Financial strength

Corporate highlights

n Diverse revenue streams

n Strong cash generator

n Focus on long-term value creation

Investment-grade credit ratings from

n
Moody’s (Baa1) and S&P (BBB+)

n $2.75B credit facility maturing in 2023

n $275M 4.4% Senior Notes maturing in 2022

n €350M Senior Notes
1.96% fixed, maturing 2027
2.21% fixed, maturing 2029

n During 2019, we completed 39,000 leasing transactions
for landlord and tenant clients, representing 900 million
square feet of space

n Property and integrated facility management managed
5.0 billion square feet worldwide in 2019
n We provided capital markets services for $278 billion of
client transactions in 2019
n LaSalle had $67.6 billion of assets under management
as of December 31, 2019 and raised $8 billion of capital

in 2019

n Over 93,000 colleagues serving clients in over 80 countries

13 | JLL 2019 Annual Report

2019 Fee Revenue* = $7.1B

Advisory
& Other

LaSalle

15%

Asia
Pacific

Leasing

34%

Project &
Development
Services

12%

17%

Property &
Facility Mgmt.

21%

Capital
Markets

23%

EMEA

55%

Americas

Fee Revenue by Service

Fee Revenue by Segment

Consolidated earnings scorecard

2019

2018

Fee Revenue*

Adjusted Net Income*

Adjusted Diluted EPS*

Adjusted EBITDA*

$7.1B

$693M

$14.09

$1,116M

Revenue

$18.0B

U.S. GAAP

$534M

U.S. GAAP

$10.87

EBITDA

$953M

Fee Revenue*

Adjusted Net Income*

Adjusted Diluted EPS*

Adjusted EBITDA*

$6.5B

$563M

$12.25

$953M

Revenue

$16.3B

U.S. GAAP

$484M

U.S. GAAP

$10.54

EBITDA

$936M

* For these Non-GAAP Financial Measures, refer to Item 7. Management’s Discussion and Analysis of Financial Condition and
Results of Operations in the accompanying Form 10-K for additional information and reconciliation to the closest GAAP measure.

JLL 2019 Annual Report | 14

Board of Directors & Global Executive Board

Board of Directors

Sheila A. Penrose
Chairman of the Board
Jones Lang LaSalle Incorporated
and Retired President
Corporate and Institutional Services
Northern Trust Corporation

Bridget Macaskill
Chairman of Cambridge Associates LLC
and Former Non-Executive Chairman
and Chief Executive Officer
First Eagle Holdings, Inc.

Christian Ulbrich
Chief Executive Officer and President
Jones Lang LaSalle Incorporated

Deborah H. McAneny
Former Executive Vice President
Structured and Alternative Investments,
John Hancock Financial Services, Inc.

Hugo Bagué
Former Group Executive
Organisational Resources
Rio Tinto Plc

Matthew Carter
Chief Executive Officer
Aryaka Networks, Inc.

Samuel A. Di Piazza, Jr.
Retired Global Chief Executive Officer
PricewaterhouseCoopers
International Ltd.

Siddharth N. Mehta
Former President and CEO
TransUnion

Martin H. Nesbitt
Co-Chief Executive Officer
The Vistria Group, LLC

Jeetu Patel
Chief Product Officer
and Chief Strategy Officer
Box, Inc.

Ming Lu
Partner
KKR & Co., L.P.

Ann Marie Petach
Senior Advisor to CFO of Google, Inc.
and Retired Chief Financial Officer
BlackRock, Inc.

Committees of the
Board of Directors

Audit Committee
Ann Marie Petach (Chair)
Matthew Carter
Bridget Macaskill
Siddharth N. Mehta
Martin H. Nesbitt
Jeetu Patel
Sheila A. Penrose

Compensation Committee
Hugo Bagué (Chair)
Samuel A. Di Piazza, Jr.
Ming Lu
Deborah H. McAneny
Sheila A. Penrose

Nominating and Governance
Committee
Sheila A. Penrose (Chair)
Hugo Bagué
Matthew Carter
Samuel A. Di Piazza, Jr.
Ming Lu
Bridget Macaskill
Deborah H. McAneny
Siddharth N. Mehta
Martin H. Nesbitt
Jeetu Patel
Ann Marie Petach

15 | JLL 2019 Annual Report

Global Executive Board

Additional Global
Corporate Officers

Christian Ulbrich
Chief Executive Officer and President

Neil Murray
Global Chief Executive Officer
Corporate Solutions

Mary Bilbrey
Global Chief Human Resources Officer

Richard Bloxam
Global Chief Executive Officer
Capital Markets

Anthony Couse
Chief Executive Officer
Asia Pacific

Greg O’Brien
Chief Executive Officer
Americas

Stephanie Plaines
Global Chief Financial Officer

Louis F. Bowers
Global Controller & Principal
Accounting Officer

Judith I. Tempelman
Global Head of Corporate
Development

Guy Grainger
Chief Executive Officer
Europe, Middle East, and Africa

Mihir Shah
Co-CEO
JLL Technologies

Alan K. Tse
Global Chief Legal Officer and
Corporate Secretary

Jeff Jacobson
Chief Executive Officer
LaSalle Investment Management

Yishai Lerner
Co-CEO
JLL Technologies

Trish Maxson
Chief Administrative Officer

JLL 2019 Annual Report | 16

Corporate offices

North America

Canada
Calgary
Edmonton
Mississauga
Montreal
Ottawa
St. Laurent
Toronto
Vancouver

Mexico
Mexico City

Puerto Rico
San Juan

Costa Rica
San José

United States
Allen, TX
Alpharetta, GA
Ann Arbor, MI
Arden Hills, MN
Atlanta, GA
Auburn Hills, MI
Austin, TX
Baltimore, MD
Bellevue, WA
Berwyn, PA
Bethesda, MD
Bethlehem, PA
Birmingham, AL
Boise, ID
Boston, MA
Boulder, CO
Burbank, CA
Charleston, SC
Charlotte, NC
Cherry Hill, NJ
Chevy Chase, MD
Chicago, IL

Cincinnati, OH
Clearwater, FL
Cleveland, OH
Columbia, MD
Columbus, OH
Coral Gables, FL
Dallas, TX
Deerfield Beach, FL
Denver, CO
Des Moines, IA
Dublin, OH
East Rutherford, NJ
El Segundo, CA
Fort Lauderdale, FL
Fort Worth, TX
Grand Rapids, MI
Grapevine, TX
Greenwood Village, CO
Hartford, CT
Honolulu, HI
Houston, TX
Indianapolis, IN
Irvine, CA

Iselin, NJ
Jacksonville, FL
Kansas City, MO
Las Vegas, NV
Long Island City, NY
Lombard, IL
Los Angeles, CA
Louisville, KY
McLean, VA
Mechanicsburg, PA
Melville, NY
Memphis, TN
Menlo Park, CA
Miami, FL
Mill Valley, CA
Milpitas, CA
Milwaukee, WI
Minneapolis, MN
Mobile, AL
Nashville, TN
Newport Beach, CA
New York, NY
Norfolk, VA

North Bethesda, MD
Oakland, CA
Oklahoma City, OK
Ontario, CA
Orlando, FL
Overland Park, KS
Parsippany, NJ
Philadelphia, PA
Phoenix, AZ
Pittsburgh, PA
Plano, TX
Portland, OR
Princeton, NJ
Raleigh, NC
Richardson, TX
Richmond, VA
Roseville, CA
Royal Oak, MI
Sacramento, CA
Salt Lake City, UT
San Antonio, TX
San Diego, CA
San Francisco, CA

San Jose, CA
San Mateo, CA
San Rafael, CA
Seattle, WA
Spokane, WA
St. Louis, MO
St. Paul, MN
Stamford, CT
Stockton, CA
Tampa, FL
Tempe, AZ
Tualatin, OR
Tulsa, OK
Vienna, VA
Walnut Creek, CA
Washington, D.C.
Westmont, IL
Westwood, KS
Wilmington, DE
Winter Park, FL

Africa

Egypt
Cairo

Morocco
Casablanca

South Africa
Johannesburg

South America

Argentina
Buenos Aires

Brazil
Rio de Janeiro
São Paulo

Chile
Santiago

Colombia
Bogota

Peru
Lima

17 | JLL 2019 Annual Report

Asia

China (Mainland)
Beijing
Chengdu
Chongqing
Guangzhou
Hangzhou
Nanjing
Qingdao
Shanghai
Shenyang
Shenzhen
Tianjin
Wuhan
Xi’an

Hong Kong

India
Ahmedabad
Aurangabad
Bangalore
Chennai
Coimbatore
Gurgaon
Hyderabad
Kochi
Kolkata
Mumbai
New Delhi
Pune

United Kingdom
Birmingham
Bristol
Cardiff
Edinburgh
Exeter
Glasgow
Leeds
London
Manchester
Norwich
Nottingham
Southampton

Middle East

Israel
Ra’ananna

Saudi Arabia
Al Khobar
Jeddah
Riyadh

United Arab Emirates
Abu Dhabi
Dubai

Europe

Belgium
Antwerp
Brussels

Czech Republic
Prague

Finland
Helsinki

France
Bordeaux
Lille
Lyon
Marseille
Paris

Germany
Berlin
Cologne
Dusseldorf
Essen
Frankfurt
Hamburg
Hanover
Leipzig
Mannheim
Munich
Nuremberg
Stuttgart

Hungary
Budapest

Ireland
Dublin

Italy
Milan
Rome

Luxembourg
Luxembourg City
Bertrange

Netherlands
Amsterdam
Eindhoven
Rotterdam

Poland
Gdańsk
Krakow
Łódź
Warsaw
Wrocław

Portugal
Lisbon
Porto

Romania
Bucharest

Russia
Moscow
St. Petersburg

Slovakia
Bratislava

Spain
Barcelona
Madrid

Sweden
Gothenburg
Stockholm

Switzerland
Geneva
Zurich

Turkey
Istanbul

Note: Some cities have multiple office locations

*In Malaysia, services are provided through joint ventures where the JLL group holds an interest in
compliance with local law foreign ownership requirements with qualified local partners. Although not
subsidiaries of the JLL group, these companies are all part of the JLL global network and use JLL systems,
processes and tools, and JLL seeks to provide a seamless service to all of its clients in Malaysia.
• Facilities management is provided via Appraisal Property Management Sdn Bhd (APM)
• Brokerage and transactions are provided via JLL Property Services (Malaysia) Sdn Bhd
• Project and development services are provided via JLL Project and Construction Management

Sdn Bhd (JLLPCM)

Sri Lanka
Colombo

Taiwan
Taipei

Thailand
Bangkok

Vietnam
Hanoi
Ho Chi Minh City

Indonesia
Jakarta

Japan
Fukuoka
Osaka
Tokyo

Korea
Seoul

Macau

Malaysia*
Kuala Lumpur

Philippines
Manila

Singapore

New Zealand
Auckland
Christchurch
Wellington

Australasia

Australia
Adelaide
Brisbane
Canberra
Darwin
Glen Waverly
Gold Coast
Melbourne
Milton
North Sydney
Perth
Sydney

JLL 2019 Annual Report | 18

Awards earned in 2019 and to date in 2020

We won numerous awards and
recognitions through February 2020 that
reflect the quality of the services we
provide to our clients, the integrity of our
people and our desirability as a place to
work. Examples include:

Human Rights Campaign
Foundation’s Corporate
Equality Index
A benchmarking survey
on corporate policies and
practices related to LGBTQ
workplace equality, with a
perfect score
6th year in a row

One of the Top 70
Companies for
Executive Women
National Association for
Female Executives
4th year in a row

One of the 2020 World’s Most Ethical Companies®
Ethisphere Institute
13th year in a row

100 Best Companies
Working Mother
3rd year in a row

Dow Jones Sustainability Index
North America
4th year in a row

An America’s most JUST
company on the Forbes’
“JUST 100” list
Forbes
4th year in a row

World’s Most Admired
Companies
Fortune magazine
3rd year in a row

One of the Global Outsourcing 100
International Association of Outsourcing Professionals
11th year in a row

Energy Star Sustained
Excellence Award
U.S. Environmental
Protection Agency
8th year in a row

19 | JLL 2019 Annual Report

United States
Securities and Exchange Commission
Washington, D.C. 20549
Form 10-K
Annual Report Pursuant to Section 13 or 15(d) of the Securities Act of 1934

For the fiscal year ended December 31, 2019

Commission File Number 1-13145

Jones Lang LaSalle Incorporated

(Exact name of registrant as specified in its charter)

(State or other jurisdiction of incorporation or organization)

(I.R.S. Employer Identification No.)

Maryland

36-4150422

200 East Randolph Dr, Chicago,

(Address of principal executive offices)

60601

(Zip Code)

Registrant's telephone number, including area code:

(312) 782-5800

Securities registered pursuant to Section 12(b) of the Act:

Title of each class

Trading Symbol

Name of each exchange on which registered

Common Stock, par value $0.01

JLL

The New York Stock Exchange

Securities registered pursuant to Section 12(g) of the Act: None

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes

Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Act. Yes

Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange
Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been
subject to such filing requirements for the past 90 days. Yes

Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to
Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such period that the registrant was required to
submit such files). Yes

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting
company, or an emerging growth corporation (as defined in Rule 12b-2 of the Exchange Act).

Large accelerated filer

Accelerated filer

Non-accelerated filer

Smaller reporting
company

Emerging growth
company

If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying
with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act.

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes

The aggregate market value of the voting stock (common stock) held by non-affiliates of the registrant as of the close of business on June 30,
2019 was $6,378,765,436.

The number of shares outstanding of the registrant's common stock (par value $0.01) as of the close of business on February 21, 2020 was
51,565,299.

Portions of the Registrant's Proxy Statement for its 2020 Annual Meeting of Shareholders are incorporated by reference in Part III of this
report.

JONES LANG LASALLE INCORPORATED
ANNUAL REPORT ON FORM 10-K
TABLE OF CONTENTS

Business

Risk Factors

Unresolved Staff Comments

Properties

Legal Proceedings

Mine Safety Disclosures

PART I

PART II

Market for Registrant's Common Equity, Related Shareholder Matters, and Issuer Purchase of Equity
Securities

Selected Financial Data (Unaudited)

Management's Discussion and Analysis of Financial Condition and Results of Operations

Item 1.

Item 1A.

Item 1B.

Item 2.

Item 3.

Item 4.

Item 5.

Item 6.

Item 7.

Item 7A.

Quantitative and Qualitative Disclosures About Market Risk

Item 8.

Item 9.

Item 9A.

Item 9B.

Item 10.

Item 11.

Item 12.

Item 13.

Item 14.

Item 15.

Item 16.

Financial Statements and Supplementary Data

Changes in and Disagreements with Accountants on Accounting and Financial Disclosure

Controls and Procedures

Other Information

Directors, Executive Officers and Corporate Governance

Executive Compensation

PART III

Security Ownership of Certain Beneficial Owners and Management and Related Shareholder Matters

Certain Relationships and Related Transactions, and Director Independence

Principal Accountant Fees and Services

PART IV

Exhibit Index and Financial Statement Schedules

Form 10-K Summary

Cautionary Note Regarding Forward-Looking Statements

Power of Attorney

Signatures

Page

127

128

129

130

134

PART I

ITEM 1. BUSINESS

COMPANY OVERVIEW

Jones Lang LaSalle Incorporated, incorporated in 1997, is a Maryland corporation. References to “JLL,” “the Company,”
“we,” “us” and “our” refer to Jones Lang LaSalle Incorporated and include all of its consolidated subsidiaries, unless
otherwise indicated or the context requires otherwise. Our common stock is listed on The New York Stock Exchange
("NYSE") under the symbol “JLL.”

JLL is a leading professional services firm that specializes in real estate and investment management. We shape the future
of real estate for a better world by using the most advanced technology to create rewarding opportunities, amazing spaces
and sustainable real estate solutions for our clients, our people and our communities. JLL is a Fortune 500 company with
annual revenue of $18.0 billion, operations in over 80 countries and a global workforce of over 93,000 as of December 31,
2019. We provide services for a broad range of clients who represent a wide variety of industries and are based in markets
throughout the world. Our clients vary greatly in size and include for-profit and not-for-profit entities, public-private
partnerships and governmental ("public sector") entities looking to outsource real estate services. Through LaSalle
Investment Management, we invest for clients on a global basis in both private assets and publicly traded real estate
securities.

We use JLL as our principal trading name. Jones Lang LaSalle Incorporated remains our legal name. JLL is a registered
trademark in the countries in which we do business, as is our logo. In addition, LaSalle Investment Management, which
uses LaSalle as its principal trading name, is a wholly-owned subsidiary of Jones Lang LaSalle Incorporated. LaSalle is
also a registered trademark in the countries in which we conduct business, as is our logo.

We deliver an array of services across four business segments. We manage our Real Estate Services (“RES”) offerings
across three geographic segments: (i) the Americas, (ii) Europe, Middle East and Africa ("EMEA"), and (iii) Asia Pacific,
and we manage our investment management business globally as (iv) LaSalle Investment Management. In our Americas,
EMEA and Asia Pacific segments, we provide a full range of leasing, capital markets, integrated property and facility
management, project management, advisory, consulting, valuations and digital solutions services locally, regionally and
globally. LaSalle is one of the world's largest and most diversified real estate investment management companies.

Our global platform and diverse service and product offerings position us to take advantage of the opportunities in a
consolidating industry and to successfully navigate the dynamic and challenging markets in which we compete worldwide.

OUR HISTORY

We began to establish our network of services across the globe through the 1999 merger of the Jones Lang Wootton
companies ("JLW", founded in England in 1783) with LaSalle Partners Incorporated ("LaSalle Partners", founded in the
United States in 1968 and incorporated in 1997). We have grown our business by expanding our client base and the range
of our services and products, both organically and through a series of mergers and acquisitions. Our extensive global
platform and in-depth knowledge of local real estate markets enable us to serve as a single-source provider of solutions for
the full spectrum of our clients' real estate needs.

On July 1, 2019, we acquired HFF, Inc. ("HFF"), regarded as one of the premier capital markets advisors in the industry.
The acquisition greatly expanded our ability to provide world-class capital markets services and expertise to our clients, in
particular in the United States. In addition, we have the ability to offer our expanded services to legacy clients of HFF.

These acquisitions have given us additional share in key geographical markets, expanded our capabilities in certain service
offerings and further broadened the global platform we make available to our clients.

For information on recent acquisitions, refer to Note 4, Business Combinations, Goodwill and Other Intangibles, of the
Notes to the Consolidated Financial Statements, included in Item 8.

OUR SERVICES AND BUSINESS SEGMENTS

We are driven to shape the future of real estate for a better world. We do this by addressing the needs of real estate owners,
occupiers and investors, leveraging our deep real estate expertise and experience to provide clients with a full range of
services on a local, regional and global scale.

We offer our real estate services locally, regionally and globally to real estate owners, occupiers, investors and developers
for a variety of property types, including:

Critical Environments and Data Centers
Cultural Facilities
Educational Facilities
Government Facilities
Healthcare and Laboratory Facilities

Hotels and Hospitality Facilities
Industrial and Warehouse
Infrastructure Projects
Logistics (Sort & Fulfillment)
Military Housing

Office (including Flex Space)
Residential (Individual and Multifamily)
Retail and Shopping Malls
Sports Facilities
Transportation Centers

We develop and activate technology to make real estate work for the long-term benefit of our people, clients and
communities. Across our service lines, we offer and will continue to develop and invest in unique digital solutions and
products that help us and our clients strategize, capture and analyze data, offer workplace technology and visualize real
estate innovations. Refer to the Digital portion of our Strategic Framework section below for additional information about
our digital agenda.

We believe our market reach and depth of service offerings strengthen the long-term value of the enterprise in a number of
ways, including: (i) reducing the potential impact of episodic volatility or disruption in any specific region; (ii) enhancing
the expertise of our people through knowledge sharing among colleagues across the globe; and (iii) allowing us to identify
and quickly react to emerging trends, risks and opportunities.

The following reflects our revenue and fee revenue by service line for the year ended December 31, 2019:

To calculate fee revenue, we deduct directly reimbursed expenses from revenue and then exclude (i) net non-cash mortgage
servicing rights and mortgage banking derivative activity and (ii) gross contract costs associated with client-dedicated
labor, and third-party vendors and subcontractors. Refer to Item 7. Management's Discussion and Analysis of Financial
Condition and Results of Operations for additional discussion of fee revenue, a non-GAAP measure, and reconciliation
from the most comparable U.S. GAAP measure.

Real Estate Services: Americas, EMEA, and Asia Pacific

We organize our RES offerings into five major product service lines: (1) Leasing; (2) Capital Markets; (3) Property &
Facility Management; (4) Project & Development Services; and (5) Advisory, Consulting and Other Services.

For the year ended December 31, 2019, our RES revenue and fee revenue was:

In the Americas, our RES revenue for 2019 was $10.6 billion, earned geographically as follows:

In EMEA, our RES revenue for 2019 was $3.5 billion, earned geographically as follows:

In Asia Pacific, our RES revenue for 2019 was $3.4 billion, earned geographically as follows:

Our five RES service lines, and the services we provide within them, include:

1. Leasing

Agency Leasing executes leasing programs, including marketing, on behalf of property owners (including investors,
developers, property companies and public entities) to secure tenants and negotiate leases with terms that reflect our clients'
best interests. In 2019, we completed approximately 15,200 agency leasing transactions representing 257 million square
feet of space.

Tenant Representation establishes strategic alliances with occupier clients to help them evaluate and execute transactions
to meet their occupancy requirements and ongoing real estate needs. We partner with clients to define space requirements,
identify suitable alternatives, recommend appropriate occupancy solutions, and negotiate lease and ownership terms with
landlords. Our involvement helps our clients reduce real estate costs, minimize occupancy risk, improve occupancy control
and flexibility, and create more productive office environments. In 2019, we completed approximately 23,800 tenant
representation transactions representing 639 million square feet of space.

Our agency leasing and tenant representation fees are typically based on a percentage of the value of the lease revenue
commitment for executed leases, although in some cases they are based on a monetary amount per square foot leased.

2. Capital Markets serves our clients locally, regionally and globally by leveraging extensive knowledge of the
commercial real estate markets and our fully-integrated capital markets platform to provide a broad array of advisory
services, provided for substantially all real estate asset classes. Our services primarily include (ordered alphabetically):

In the U.S., we are an approved Freddie Mac, Fannie Mae and HUD/Ginnie Mae commercial multifamily lender and loan
servicer. In addition, we are one of only 25 Fannie Mae Delegated Underwriting & Servicing ("DUS") lenders. Global
capital and M&A and corporate advisory include sourcing capital, both equity and debt, derivatives structuring, and other
traditional investment banking services designed to assist investor and corporate clients in maximizing the value of their
real estate. To meet client demands for marketing and acquiring real estate assets internationally and investing outside of
their home markets, our Capital Markets teams combine local market knowledge with our access to global capital sources
to provide superior execution in raising capital for real estate transactions. By researching, developing and introducing
innovative new financial products and strategies, Capital Markets is integral to the business development efforts of our
other businesses.

Most of our revenues are in the form of fees, derived from the value of transactions we complete or securities we place. In
certain circumstances, we receive retainer fees for portfolio advisory services. In addition, we also earn fees from
commercial loan servicing activities.

During 2019, we provided capital markets services for approximately $278 billion of client transactions.

3. Property & Facility Management

Property Management provides on-site management services to real estate owners for office, industrial, retail, multifamily
residential and specialty properties. We seek to leverage our market share and buying power to deliver superior service and
value to our clients. Our extended delivery team includes our own personnel as well as third-party vendors and
subcontractors, striving to maintain high levels of occupancy and tenant satisfaction while partnering with clients to reduce
property operating costs. As of December 31, 2019, we provided on-site property management services for properties
totaling approximately 3.5 billion square feet.

We typically provide property management services through an on-site general manager and staff. Our general managers
are responsible for day-to-day property management activities, client satisfaction and financial results. We support them
with regional supervisory teams and central resources in such areas as training, technical and environmental services,
accounting, marketing, and human resources.

We are generally compensated based upon a percentage of cash collections on behalf of our clients or square footage
managed; in some cases, management agreements provide for incentive compensation relating to operating expense
reductions, gross revenue or occupancy objectives, or tenant satisfaction levels. Consistent with industry custom,
management contract terms typically range from one to three years, although some contracts can be terminated at will at
any time following a short notice period, usually 30 to 120 days, as is typical in the industry.

Integrated Facilities Management ("IFM") provides comprehensive facility management services to corporations and
institutions that outsource the management of the real estate they occupy, typically those with large portfolios (usually over
one million square feet) that offer significant opportunities to reduce costs, meet energy savings targets, improve service
delivery and enhance end-user experience. Our IFM offering blends human, digital and experiential elements to help
clients achieve optimal financial and operational results from their facilities, while also enhancing the experience and
productivity of the end-user. Our extended delivery team includes our own personnel as well as third-party vendors and
subcontractors who can meet clients' needs by providing consistent service delivery worldwide and a single point of
contact from their real estate service providers. We tailor our service delivery to individual client needs by combining our
large global platform with substantial local expertise.

Solutions include:

•

Full-service IFM outsourcing: Day-to-day operations management of client site locations, delivered through a
globally integrated platform with standardized processes. Facilities under management cover all real estate asset
classes, including corporate headquarters, distribution facilities, hospitals, research & development facilities, data
centers and industrial complexes. As of December 31, 2019, IFM managed approximately 1.5 billion square feet
of real estate for our clients.

• Digital IFM solutions: Technology is the backbone of our IFM offering. Facilities teams leverage advanced
products to make faster and more informed decisions, manage compliance, and improve efficiency through
automation, accountability, assets, and analytics - all while enhancing the experience of end-users. One example is
Building Services Network, which provides facilities managers with access to a digital marketplace powered by
our Corrigo platform for centralized repair, maintenance, and analytics - instantly connecting them with
reliable, high-quality services at negotiated rates from handpicked vendors. We also provide technology-enabled
predictive maintenance strategies and smart building technologies which can help extend the lifespan of costly
equipment while preventing system failures.

• Mobile engineering services: We provide mobile engineering services to clients with large portfolios of sites or

where we have multiple clients in proximity to each other. This model reduces clients' operating costs by offering
a single point of contact for services, bundling on-site services, leveraging resources across multiple accounts, and
reducing travel time between sites.

IFM contracts are typically structured to include reimbursement for costs of client-dedicated personnel and third-party
vendors and subcontractors in addition to a base fee and performance-based fees. Performance-based fees result from
achieving quantitative performance measures and/or target scores on recurring client satisfaction surveys. IFM agreements
are typically three to seven years in duration, although most contracts can be terminated at will by the client upon a short
notice period, usually 30 to 60 days, as is typical in the industry.

4. Project & Development Services provides consulting, design, management and build services to tenants of leased
space, owners in self-occupied buildings and owners of real estate investments, leveraging technology to drive outstanding
service delivery. We bring a "life cycle" perspective to our clients, from consulting and capital management through design,
construction and occupancy. In addition, we provide these services to public-sector clients, particularly to military and
government entities, as well as educational institutions, primarily in the U.S. and to a growing extent in other countries.
Predominantly in Europe, we provide design, fit-out and refurbishment services under the Tétris brand.

Our Project & Development Services business is generally compensated on the basis of negotiated fees as well as
reimbursement of costs when we are principal to a contract (or client). Individual projects are generally completed in less
than one year, but client contracts may extend multiple years in duration and govern a number of discrete projects.

5. Advisory, Consulting and Other

Advisory and Consulting delivers innovative, results-driven real estate solutions that align with client business objectives.
We provide clients with specialized, value-added real estate consulting services in such areas as technology implementation
and optimization, mergers and acquisitions, asset management, occupier portfolio strategy, workplace solutions, location
advisory, industry research, financial optimization strategies, organizational strategy and Six Sigma process solutions. Our
professionals focus on translating global best practices into local real estate solutions, creating optimal financial and
operational results for our clients across asset classes.

We typically negotiate compensation for Advisory and Consulting based on developed work plans that vary based on the
scope and complexity of projects.

Valuations helps clients determine market values for office, retail, industrial, mixed-use and other types of properties.
These services range from valuing a single property to a global portfolio with multiple property types. We conduct
valuations for a variety of purposes supporting our clients, including acquisitions, dispositions, debt and equity financings,
mergers and acquisitions, securities offerings (including initial public offerings) and privatization initiatives. Clients
include occupiers, investors and financing sources from the public and private sectors.

We usually negotiate compensation for valuation services based on the scale and complexity of each assignment, and our
fees typically relate in part to the value of the underlying assets.

We provide Energy and Sustainability Services to occupiers and investors to help them realize the positive impact of
sustainability on their brand, financial statements and the environment. Our energy and sustainability accredited
professionals worldwide assist clients to green their real estate portfolios, manage energy consumption and carbon footprint
through sustainable operations, provide green building assessments, lead green retrofits/upgrades, and prepare corporate
social responsibility and sustainability reports. The breadth of our expertise allows us to provide end-to-end services to all
clients, regardless of their focus, from leasing to capital market transactions, and projects to facility management. We
recognize and are fully behind the continued shift towards sustainability in our industry and believe our leadership
positions us to be the best choice for our clients. Refer to our latest Global Sustainability Report, available on our website,
for metrics on documented energy savings, reduction in greenhouse gas emissions and the work of our sustainability teams.

We have a variety of compensation models for Energy and Sustainability Services including those based on shared savings
as well as a fee for service, depending on the scale and complexity of the project.

Corporate Solutions

As a strategic partner of clients with a global footprint, Corporate Solutions brings together services across four of the five
JLL service lines described above. Our global delivery platform enables consistent outcomes on both a local and global
scale, and places us in a small cohort of competitors who can deliver on clients’ multi-service, multi-geography needs.

Rapid and complex change, including digitization, increasing regulation, globalization and evolving workforce
demographics, have transformed the world of work. Organizations are realizing the potential for workplaces and real estate
portfolios to help address broader business objectives, such as talent attraction, customer experience, employee
productivity, financial performance and environmental sustainability (See Growth of Corporate Outsourcing in the Industry
Trends section below). As clients buy with an increasingly global and/or multi-service mindset, they are looking to simplify
and consolidate their supply chain with more integrated solutions. This puts Corporate Solutions in a unique position to
help clients bring together their real estate ecosystem, simplify decision making and maximize value of their real estate
investments.

While each client is unique, they are consistent in looking for real estate to enable business transformation around three key
value levers, (1) driving data-driven decisions and digital transformation, (2) achieving operational excellence through
improved productivity and financial performance, and (3) attracting and retaining key talent through an enhanced user
experience.

Our offering addresses the entire life cycle, which we consider to include portfolio, capital and operations functions.

Portfolio. Through the nexus of services our Corporate Solutions
business provides to clients, we gain deep knowledge and
extensive data about their corporate real estate footprints, business
strategies and organizational priorities. Combining this with the
expertise we draw from our broader integrated global platform, we
advise our clients about how to optimize their workplace strategies
and occupancy planning efforts to improve utilization and
ultimately enhance the productivity and well-being of those who
use the space. More broadly, this advice may extend to our clients’
portfolio strategies, including location advisory, technology
implementation and optimization, and options to add and integrate
flexible space solutions. When evolution of strategies dictates
change, our Corporate Solutions business partners work with other
professionals throughout our organization to help clients execute
leasing, acquisition and disposition strategies.

Capital. With the view workplaces are living environments that can help individuals, organizations and communities
innovate and thrive, Corporate Solutions advises clients about how and when to make critical capital decisions to
maximize the human and financial returns on portfolio investments. Our design & build professionals work alongside
clients to capture and advance their organization’s brand identity, purpose and sustainability commitments through the
design of space they occupy, including owned, leased, static and flexible environments. We then manage, and in some
cases are responsible for, the successful completion of the fit-out activities to achieve their vision. Helping our clients
manage the costs they incur to realize their space and location objectives is essential to that strategy. When capital
decisions involve a change in location, our relocation management professionals facilitate smooth transitions.

Operations. IFM is our largest Corporate Solutions service offering. Composed of integrated, digitally-enabled and
flexible services that blend human, digital and experiential elements, this offering helps clients drive enhanced value from
their facilities by improving operational performance and the experience of employees and other users of the space. Most
frequently, new client relationships are formed through IFM business wins, which we accomplish through transitions
from other service providers or conversions from insourced real estate management models. In addition to maximizing
efficiency and quality of service delivery, our digitally-enabled platform also provides clients with opportunities to tailor
the balance of services we provide versus what they self-perform.

Data, Technology and Business Intelligence. Data and technology have become core to all clients’ workplace and
business transformation agendas. Ahead of this trend, we built a comprehensive data and technology platform that
underpins all of our offerings, helping clients make fast, informed decisions that enhance the performance of their
workplaces, portfolios and people. Digital Solutions experts guide clients’ selection, implementation and management of
real estate-related software and applications The Building Services Network opens new client segments by
revolutionizing end-to-end facility repair and maintenance service delivery, using the Corrigo platform to find clients the
best service providers.

LaSalle

Complementing our real estate services capabilities, our global real estate investment management business, LaSalle, is one
of the world's largest managers of institutional capital invested in real estate assets and securities. We seek to establish and
maintain relationships of trust with sophisticated investors who value our global platform and extensive local market
knowledge. Our three strategic priorities:

• Deliver superior risk-adjusted investment returns to our clients

• Develop and execute investment strategies that meet the specific investment objectives of our clients

• Deliver uniformly high levels of client service globally

LaSalle provides clients with a broad range of real estate investment products and services in the private and public capital
markets. We design these products and services to meet the differing strategic, asset allocation, risk/return and liquidity
requirements of our clients. The range of investment solutions includes private investments in multiple real estate property
types, including office, retail, industrial, health care and multifamily residential, as well as investments in debt. We act
either through commingled investment funds or single client account relationships ("separate accounts"). We also offer
global indirect investments, primarily in private equity funds, joint ventures and co-investments, as well as publicly traded
real estate investment trusts ("REITs") and other real estate equities. Where consistent with client requirements and market
terms and conditions, LaSalle retains JLL to provide services to assets in LaSalle funds in the ordinary course of business.

We believe LaSalle's success is the product of our strong investment performance, research capabilities, experienced
investment professionals, innovative investment strategies, global presence and coordinated platform, local market
knowledge and strong client focus.

LaSalle launched its first institutional investment fund in 1979. We have invested, on behalf of clients, in real estate assets
in 29 countries around the globe, as well as in public real estate companies traded on all major stock exchanges. LaSalle's
assets under management ("AUM") of $67.6 billion, as of December 31, 2019, by geographic distribution and fund type is
detailed in the following graphics ($ in billions).

In serving our investment management clients, LaSalle is responsible for the acquisition, financing, leasing, management
and divestiture of real estate investments across a broad range of real estate property types.

Some investors prefer to partner with investment managers willing to co-invest their own funds to more closely align the
interests of the investor and the investment manager. We believe our ability to co-invest alongside our clients' funds will
continue to be an important factor in maintaining and improving our competitive position. As of December 31, 2019, we
had a total of $321.7 million of co-investments, alongside our clients, in real estate ventures included in total AUM.

LaSalle is generally compensated for investment management services for private equity investments based on capital
committed, invested and managed (advisory fees), with additional fees (incentive fees) tied to investment performance
above benchmark levels. In some cases, LaSalle also receives fees tied to acquisitions, financings and dispositions
(transaction fees). Separate account advisory agreements generally have specific terms with "at will" termination
provisions, and include fee arrangements linked to the market value of the assets under management, plus incentive fees in
some cases.

Our investment funds have various life spans, typically ranging between five and nine years, but in some cases they are
open ended. In 2019, our open-ended funds grew 30% to represent approximately one-quarter of AUM.

INDUSTRY TRENDS

Our long-term growth strategy is framed around four major macroeconomic trends we see affecting the real estate sector
today, each with an estimated multi-year lifespan:

Rising investment allocations and globalization of capital flows to real estate

During the past decade, real estate has grown out of its previous 'alternative investment' classification to become a major
defined asset class of its own, attracting a sustained long-term trend of rising investment allocations. Complementing that,
we see sustained strong transaction volumes and increasing capital flows across borders and between continents, creating
new opportunities for advisors and investment managers equipped to source and facilitate these capital flows and execute
cross-border transactions. Our real estate investment expertise, linking seamlessly across the world's major markets, is
ideally placed to support our clients' investment ambitions.

Growth in corporate outsourcing

While corporate outsourcing of real estate services still represents a relatively small proportion of the total commercial-
built real estate worldwide, there has been a steady long-term trend towards outsourcing since the early 1990s, originally
driven by U.S.-based corporations and has now become a global trend. An increasing number of large organizations are
partnering with firms like JLL to improve their workplace efficiency and experiences, as well as seeking strategic portfolio
advice to realize broader business objectives. We have a particular focus and expertise, supported by broad-based research
and analysis on the future of work, in partnering with clients to optimize workplace design, space planning, management
and supplies, with sustainability and positive human experience (for all employees, customers and communities) all as core
objectives.

Historically, outsourcing clients’ primary focus was reducing cost and improving the operations of their portfolios. The
convergence of the digital and physical worlds is driving increased demand for mobility, flexibility and enhanced
experience, alongside traditional performance metrics. By focusing their own resources on core competencies and
partnering with dedicated service providers to manage real estate strategy and activities, organizations are better positioned
to advance their goals of financial and operational performance, talent attraction, customer experience, employee
productivity and environmental sustainability.

These trends have increased the demand for global real estate services, including digitally-enabled and experience-focused
solutions. Although some continue to unbundle and separate the sources of their real estate services, a growing proportion
of medium-to-large commercial real estate services users continue to demonstrate an overall preference for working with
single-source service providers or enterprise integrators to enable seamless management from a local to global level. In
addition, public and other non-corporate users of real estate that require specific expertise to address unique industry
regulations, including government agencies and health and educational institutions, are increasingly outsourcing real estate
activities.

Offering a full range of services on this scale requires significant infrastructure investment, including digital applications,
personnel training and industry vertical expertise. Smaller regional and local real estate service firms, with limited
resources, are less able to make such investments. As a result, we believe there will continue to be significant growth
opportunities for companies like ours that can provide consistent, integrated real estate products and services across many
geographic markets, industries and types of clients. Our diverse outsourcing services, described above within Corporate
Solutions, address clients' needs across the real estate life cycle and allow them to enable enterprise objectives through
their real estate investments.

Urbanization

Growing urbanization continues to be a powerful global trend. In its latest World Urbanization Prospects report (May
2018), the United Nations Department of Economic & Social Affairs predicted 68% of the global population will live in
urban areas by 2050, up from 55% as of the publication date (with total global population growth of just over 1% per year).
More specifically, the international hub cities where we and our clients do a substantial majority of our business are
thriving. This is another sustained trend that successfully overrides national and global political changes and uncertainties.

JLL has a well-established global research series - the City Momentum Index - exploring this and associated trends in more
depth, including related dynamics in the way the world’s leading 130 emerging and established markets are growing,
adapting and evolving.

4th Industrial Revolution

The 4th Industrial Revolution of technology, data and the rapid rise in applications of artificial intelligence ("AI")
continues to change everything. However, there is currently no single technology disruptor positioned to dominate the real
estate industry. Instead, thousands of start-ups, applications and concepts are vying to transform the marketplace. The
challenge to innovate and maximize the potential benefits of new technology, data and AI uses is constant. At the heart of
our Beyond strategy (discussed in detail below), supported by major ongoing investments and innovations, we continue to
accelerate progress toward our goal of becoming the widely-recognized leading user of technology and data in real estate.

ORGANIZATIONAL PURPOSE & STRATEGIC FRAMEWORK

Organizational Purpose

Our purpose, We shape the future of real estate for a better world, has strong and deep roots in our identity and history.
During 2019 we set JLL’s organizational purpose into a short and memorable phrase, endorsed by our Global Executive
Board (“GEB”) and Board of Directors. The CEO letter in our forthcoming annual report will expand on the central role
and relevance of our organizational purpose in relation to our interactions with and responsibilities to all of our
stakeholders as we move into this new decade.

Strategic Framework

Strongly aligned with our organizational purpose, our GEB established the broad framework for our Beyond strategy in
2016. This ambitious strategic vision aims to drive long-term sustainable and profitable global growth, incorporate
transformational enhancements to our digital, data and AI capabilities, and complement our unwavering commitment to the
highest standards of client service, teamwork, ethics and expertise.

Throughout 2017 and 2018, the GEB developed the specific initiatives, goals and investment priorities to support the
Beyond strategic vision and led implementation of the foundational steps. Examples included the global alignment of our
administrative functions (finance, legal, HR, IT/technology); completing transformational global platform enhancements
for our Finance and Human Resources capabilities; establishing JLL Spark as a global proptech innovation business based
in Silicon Valley and launching the JLL Spark Global Venture Fund including securing several subsequent proptech
investments; launching our Achieve Ambitions brand identity and accompanying Achieve your ambitions employee value
proposition; implementing a new consistent and transparent global career framework and launching a comprehensive single
system supporting our human resources interactions for our global employee base; introducing CapForce, an advanced and
globally integrated CRM system for our Capital Markets teams worldwide; and the launch of our new fully-integrated and
wholly-redesigned global website us.jll.com.

This year, strong ongoing business performance enabled us to further accelerate our multi-year Beyond transformation.
During 2019, we have reorganized our Corporate Solutions, Capital Markets and Valuation Advisory capabilities to be fully
globally-aligned businesses. Such changes reflect the continuing evolution of client demand, increasingly looking for a
seamless single-provider solution worldwide, and opportunities presented to us by new technology and data advances in
our business. We also significantly strengthened our Capital Markets capabilities with our acquisition of HFF, propelling
JLL into a clear leadership position among the world’s largest real estate capital advisors. Another key transformation was
bringing together all of our internal and client-facing technology, data and AI operations into a globally-aligned group
called JLL Technologies, headed by the co-CEOs of our JLL Spark business who both joined our GEB. We predict the
creation of JLL Technologies will become apparent as a major growth driver for us over the medium term.

Having completed this comprehensive series of significant transformative steps over the past three years, we are focused on
fully embedding these changes and leveraging the enhanced strengths of our platform to drive client service and further
growth through 2020. We will continue to deliver on the key priorities within our multi-year Beyond strategic vision, which
is summarized in following section.

Beyond: Our Strategic Vision for Long-Term Sustainable and Profitable Growth

Clients

We are a global leader in providing seamlessly integrated services and advice to international corporate and investor clients
in all parts of the world. Our Beyond strategic vision sets ambitious goals for continued enhancements to our
comprehensive service offering, attracting new talents and skills to our business, marshaling the best new technology and
data analytics, and focusing our teams on truly understanding each client’s broader strategic needs. Our service offerings
span the whole real estate life cycle, being consistently delivered to the highest quality and creating real value for our
clients. Within our Beyond strategy, we are making significant ongoing investments in advanced client relationship
management processes and tools, always with a core commitment to ensuring our own systems and structures never
become an obstacle to assembling international and multidisciplinary teams tailored to meet each client’s requirements.

Brand

We continue to strengthen and expand awareness of our brand beyond the traditional real estate sector, with a focused goal
in our Beyond strategic vision to reach more CEOs and other senior decision makers. Supporting this goal, we are an active
strategic partner of the World Economic Forum and regular participant in its annual meeting in Davos and at other events.
In January 2020, Fortune magazine again named JLL as one of the World’s Most Admired Companies (see below for
further awards and recognition during the past year). As part of our Beyond strategy, we launched a new visual identity and
brand positioning strategy centered on our Achieve Ambitions theme, which is relevant to all our clients and other
stakeholders. Further, our leadership on embedding sustainability into our overall business conduct is increasingly central
to our brand.

Digital

Technology is changing the definition of work: where we work, how we work, and what type of work we do. We are still in
the early days of harnessing technology through digitization, data, analytics, AI and machine learning to deliver value for
our clients, people and shareholders. JLL is embracing technology to meet the needs of clients today and anticipate the
opportunities of tomorrow. Leading this technology transformation is core to our growth strategy and reflected in our
significant investments:

•

Forming JLL Technologies in 2019 to align and expand our technology capabilities for our clients and our
company. JLL Technologies will expand the suite of technology products and services to help our clients and
global organization navigate key real estate needs, with a focus on increasing the value and liquidity of the world’s
buildings, while improving the experiences of those who occupy them.

• Transforming and enabling delivery of standardized services worldwide with a best-in-class technology

foundation and an operational emphasis on data and analytics. This includes increasingly leveraging AI and
machine learnings to drive insights, speed and accuracy. A notable example is our 2015 acquisition of Corrigo,
which enables our facilities management business globally and continues to grow as a component of our
integrated platform.

• Expanding Digital Solutions, our global digital advisory and implementation services capability. Digital Solutions
designs, integrates and implements innovative digital solutions for clients across industry types in the areas of
integrated workplace management platforms, workplace experience, and smart buildings. In 2018, we nearly
doubled the size of this team through the acquisition of ValuD, a leading provider of software integration and
consulting services. This combined organization is bringing the next generation of technology to our clients.

• Launching the JLL Spark Global Venture funds, with plans to invest up to $100 million in a number of

“proptech” (property technology) early-stage companies, helping to drive innovation for JLL and its clients
through cutting-edge products and improved service delivery and operations. Visit our website to see the full
portfolio of investments.

These investments, along with digital enhancements in our internal platform and throughout our core service offerings, put
us in position to extend our role as the digital leader in corporate real estate.

People

People are at the heart our business. We are committed to helping our people achieve their ambitions by enabling them to
explore new opportunities, build expertise, create long-term careers, work with other talented people, and succeed through
inclusion. Achieve your ambitions, our employee value proposition, articulates the key attractions and advantages of a
career with JLL. We offer inclusive, collaborative and flexible working environments and an array of developmental and
training opportunities. In 2019, we benefited from the first full year of operating our global career framework providing
transparency and clarity on career paths, supporting succession planning and resource allocation, and allowing our people
to explore a wide variety of new career opportunities within our organization, including internationally. We support career
growth by providing guidance on globally-aligned leadership capabilities and offering formal mentoring and coaching
programs. Our people, their skills and aspirations, and their commitment to a consistently high-performance culture and
JLL’s core values are central to our ongoing success and sustained profitable growth.

Values

All our people are committed to the core values of teamwork, ethics and excellence. These values are the foundation of our
organization. Clients, employees, business partners and potential recruits are strongly attracted to these values and to our
commitments to a sustainable future through Building a Better Tomorrow, our sustainability leadership ambition. This has
earned us repeated recognition from organizations such as the Ethisphere Institute, which in 2019 named JLL as one of the
World’s Most Ethical Companies for the 12th consecutive year. As discussed in more detail in Distinguishing Attributes
and Competitive Differentiators, we achieved our existing multi-year sustainability targets for our own operations and,
therefore, we are setting ambitious new medium-term goals, including a science-based target for carbon emissions
reduction. These new targets will be published in our next annual Global Sustainability Report.

Growth

Our Beyond priorities for clients, people, values, digital and brand combine to provide an integrated strategic vision and
platform for growth. This vision is supported by our commitment to enhance productivity in all operations, build margin
and create the basis for long-term sustainable and profitable growth, which reward all our stakeholders, helping them
achieve their ambitions.

We regularly reevaluate our strategic priorities to optimize sustainable and profitable long-term growth and on-going value
creation for all our stakeholders. Our Beyond strategic vision and priorities for growth are built on our closely integrated
platform, which combines deep local market knowledge with seamless advice and services tailored to each client’s specific
needs.

SUSTAINING OUR ENTERPRISE: A BUSINESS MODEL THAT COMBINES DIFFERENT CAPITAL TO
CREATE STAKEHOLDER VALUE

The built environment is estimated to account for more than 40 percent of global energy consumption and approximately
one-third of the world's carbon emissions according to International Energy Agency's 2019 report Energy Efficiency.

Building a Better Tomorrow - our global sustainability strategy. Through the four pillars of Building a Better Tomorrow,
depicted below, we work to shape the future of real estate for a better world. These pillars are underpinned by three
foundations: (1) our commitment to the highest standards of corporate governance, (2) our efforts to drive sustainability
thought leadership and (3) our commitment to deploying innovative, forward thinking solutions for ourselves and our
clients. To ensure these efforts support our broader business strategy, Building a Better Tomorrow is an integral part of our
long-term strategic vision, Beyond.

By addressing issues which materially affect our clients, investors, employees and communities, we drive positive change
through our organization and more widely. In 2019, we again reviewed our most material issues and identified the top five
environmental and social issues.

Environmental Issues
1. Energy consumption and emissions
2. Sustainable buildings
3. Enhancing client sustainability through our services
4. Climate risk
5. Responsible supply chain

Social Issues
1. Business ethics and integrity
Innovation and technology
2.
3. Health, safety and security
4. Talent attraction and retention
5. Employee wellbeing

We are in the process of setting ambitious new goals for JLL, rooted in the results of our materiality process. These goals
will be covered in detail in the next annual Global Sustainability Report, due for publication in the summer of 2020 and
available on our website.

Generating sustainable value for our clients. Through industry-leading strategies, tools and technologies, we partner with
our clients to create and deliver solutions to achieve their sustainability goals. As their objectives expand to include a
broader spectrum of services, our approach of embedding sustainability considerations across our service lines helps them
own, occupy, invest in and develop healthier and more productive spaces.

Our expertise addresses the entire life cycle of a building - from its design and planning, through construction, occupation,
management, refurbishment and sale. Our professionals offer advice on how sustainability considerations can be embedded
at each of these stages to maximize value for our clients. Our property and asset management professionals, for example,
embed sustainability criteria into our supply chain via contractor selection and the monitoring of sustainability performance
against KPIs. We also support our clients’ data management and reporting requirements whether it be for frameworks such
as 'GRESB', 'WELL' and 'LEED' or waste, water and utility information.

Our commitment to technological innovation extends to our sustainability service offering. We have developed a number of
in-house technology platforms to help us deliver our clients’ sustainability objectives. For example, our Portfolio Energy
and Environment Reporting System (PEERS) and the Energy and Sustainability Platform (ESP) reflect our commitment to
investing in digital, data and information management platforms. By deploying flexible digital solutions, we are able to
measure, manage and improve environmental impacts for the nearly 200,000 buildings included on these platforms.

Creating sustainable value for all our stakeholders

We have designed our business model to (i) create value for our clients, shareholders and employees, (ii) establish high-
quality relationships with the suppliers we engage and the communities in which we operate, and (iii) respond to
macroeconomic trends impacting the real estate sector. Based on our intimate knowledge of local real estate and capital
markets worldwide, as well as our investments in thought leadership and technology, we create value for clients by
addressing their real estate needs as well as their broader business, strategic, operating and longer-term sustainability goals.

We strive to create a healthy and dynamic balance between activities that will produce short-term value and returns for our
stakeholders through effective management of current transactions and business activities, and investments in people (such
as new hires), acquisitions, technologies and systems designed to produce sustainable returns over the long term.

"Thinking Beyond" our value creation model summarizes how we create value for our shareholders and our broader
stakeholders. It starts with the capital resources - or inputs - we need to do business. We use these resources in the context
of our mission and vision to deliver services - or outputs - for our clients through the business activities we manage.

We apply our business model to the resources and capitals we employ to provide services. We provide these services
through our own employees and, where necessary or appropriate in the case of property and facility management and
project and development services, through the management of third-party contractors. The revenue and profits we earn
from those efforts are allocated among further investments in our business, employee compensation and returns to our
shareholders. We are increasingly focused on linking our business and sustainability strategies to promote the goal of
creating long-term value for our shareholders, clients, employees and the global community of which JLL is a part. These
efforts help our clients manage their real estate more effectively and efficiently, promote employment globally and create
wealth for our shareholders and employees. In turn, they allow us to be an increasingly impactful member of, and positive
force within, the communities in which we operate.

COMPETITION

We operate across a wide variety of highly competitive business lines within the commercial real estate industry globally.
Our significant growth over the last decade, and our ability to take advantage of the substantial consolidation which has
taken place in our industry, have made us one of the largest commercial real estate services and investment management
providers on a global basis.

Since we provide a broad range of commercial real estate and investment management services across many geographies,
we face significant competition at international, regional and local levels. We also face competition from companies who
may not traditionally be thought of as real estate service providers, including institutional lenders, insurance companies,
investment banking firms, investment managers, accounting firms, technology firms, software-as-a-service companies,
firms providing co-working space, firms providing outsourcing services of various types (including technology, food
service and building products), and companies that self-provide their real estate services with in-house capabilities.

DISTINGUISHING ATTRIBUTES AND COMPETITIVE DIFFERENTIATORS

We deliver exceptional strategic, fully-integrated services, best practices and innovative solutions for real estate owners,
occupiers, investors and developers worldwide through an integrated wholly-owned global platform. These characteristics
among others distinguish us from our competitors, drive service excellence and customer loyalty, and demonstrate our
commitment to a sustainable future. While we face formidable competition in individual markets, the following are key
attributes differentiating JLL for clients seeking real estate and investment management services across the globe.

• Our focus on client relationship management to provide superior client service on a highly coordinated basis

• Our globally-integrated business model with local market knowledge, including a highly diverse set of service

offerings, enabling our ability to deliver expertise wherever our clients need it

• Leadership in leveraging technology to enhance the services we provide our clients and the way we operate

• The strength of our brand, including our reputation as an ethical organization

• The strength of our financial position

• Our sustainability leadership, with a sustainability strategy that addresses long-term financial, environmental, and

social risks and opportunities for ourselves and our clients

• The quality and worldwide reach of our industry-leading research function, enhanced by digital applications and

our ability to synthesize complex information into practical advice for clients

• Our employee engagement as well as our employee value proposition - Achieve your ambitions - which articulates

what differentiates JLL as an employer

• The quality of our internal governance and enterprise risk management, which clients can rely on over the long

term

The following is a detailed discussion of these distinguishing attributes and competitive differentiators.

Client Relationship Management. Our clients are the center of our business model, and we enable superior service
delivery through ongoing investments in the people, processes and tools that support client relationship management. As an
example, CapForce, our sophisticated CRM tool, links all our capital markets business lines and activities around the
world. Our goal is to provide each client with a single point of contact, an individual responsive to and accountable for all
the activities we undertake for the client. We achieve superior client service through best practices in client relationship
management, seeking and acting on regular client feedback, and recognizing each client's own specific definition of
excellence. We also invest in developing the highest caliber talent dedicated to managing our client relationships through
an employee compensation and evaluation system aligned with our global career framework and designed to reward client
relationship building, teamwork and quality performance.

Our client-driven focus enables us to develop, sustain and grow long-term client relationships that generate repeat business
and create recurring revenue sources. In many cases, we establish strategic alliances with clients whose ongoing service
needs align with our ability to deliver fully integrated real estate services across multiple business units and locations.

Globally-Integrated Business Model. Through the combination of a wide range of high-quality, complementary services
and their delivery at consistently high service levels globally, we develop and implement real estate strategies that meet the
increasingly complex and far-reaching needs of our clients. With operations spanning the globe, we have in-depth
knowledge of local and regional markets and can provide the full life cycle of real estate services around the world. This
geographic coverage, combined with the ability and connectivity of our people, positions us to serve the needs of our
multinational clients and manage the flow of investment capital on a global basis. This model enables cross-selling
potential across geographies and service lines that will continue to develop new revenue sources and growth.

Technology Leadership. Our globally-coordinated investments in research, technology, data science and analytics, people,
quality control and innovation, provide a foundation for us to develop, share and continually evaluate best practices across
our global organization. In 2018, we launched our new global people information system across the globe. In 2019, we
finished the implementation of the upgrade to our digitally integrated finance system. We have been acquiring and/or
developing technology-enabled expertise, products and services to better serve our employees and clients.

We will continue to develop and deploy technology as well as online and social media applications to support our
marketing and client development activities and to make our products and services increasingly accessible.

Brand. The combined strength of our JLL and LaSalle brands represents a significant advantage when we pursue new
business opportunities and is also a major motivator for talented people to join our global brand. Large corporations,
institutional investors and occupiers of real estate recognize our ability to create value reliably in changing market
conditions, based on (i) evidence provided by brand perception surveys we have commissioned, (ii) extensive coverage we
receive in top-tier business publications, (iii) awards we receive in real estate, sustainability, innovation, data/technology
and ethics, as well as (iv) our significant, long-standing client relationships. Our reputation derives from our deep industry
knowledge, excellence in service delivery, integrity and our global provision of high-quality, professional real estate and
investment management services.

We believe in uncompromising integrity and the highest ethical conduct, where our Board of Directors and senior
management lead by example. We are proud of the global reputation we have earned and are determined to protect and
enhance it. The integrity our brand represents is one of our most valuable assets and a strong differentiator for JLL.

The JLL name is our primary trading name; Jones Lang LaSalle remains our legal name. Using the shorter JLL name
facilitates its adaptation to different communication styles in different countries, languages and channels and especially to
the use of digital and online channels for marketing and communications.

Financial Strength. Our broad geographic reach and the range of our global service offerings diversify the sources of our
revenue, reducing overall volatility in operating a real estate services business. This further differentiates JLL from firms
with more limited service offerings or that are only local/regional and must rely on fewer markets or services.

Confidence in the financial strength of long-term service providers is important to our clients, who require financial
strength when they select real estate service providers. We focus on maintaining financial performance metrics, particularly
our leverage and debt service coverage ratios, that support investment-grade financial ratings. We continue our long history
of investment grade credit ratings from Moody’s Investors Service, Inc. ("Moody’s") and Standard & Poor’s Ratings
Services ("S&P"). Our issuer and senior unsecured ratings as of December 31, 2019 are Baa1 from Moody’s and BBB+
from S&P. Accordingly, our ability to present a superior financial condition distinguishes us as we compete for business.

We have ample capacity to fund our business. Our primary source of credit liquidity is our unsecured credit facility (the
"Facility") provided by an international syndicate of banks, which as of December 31, 2019 had a maximum borrowing
capacity of $2.75 billion and a maturity date in May 2023.

Sustainability Leadership. With our global sustainability strategy - Building a Better Tomorrow - we are committed to new
ways of partnering with our stakeholders to achieve shared ambitions for a sustainable future. As we noted earlier, the built
environment is estimated to account for more than 40 percent of global energy consumption and approximately one-third of
the world's carbon emissions according to International Energy Agency's 2019 report Energy Efficiency. Our vision is to
make JLL a world-leading, sustainable professional services firm by creating spaces, buildings and cities where everyone
can thrive. The world’s financial, social and environmental challenges demand a bolder response from businesses around
the globe.

From serving our clients and engaging our people, to respecting natural resources in our workplaces and building
community relationships, we are focused on what is good for both business and a sustainable future. This progressive
approach increases value for all our stakeholders and leads to responsible investment decisions as well as healthier, safer
and more engaged people. We are Building a Better Tomorrow everywhere we can.

Industry-Leading Research Capabilities. We invest in and rely on comprehensive research to support and guide the
development of real estate and investment strategy for our clients. With nearly 580 research professionals who gather data
and cover market and economic conditions around the world, we are an authority on the economics and market dynamics
of commercial real estate. Research plays a key role in keeping colleagues throughout the organization attuned to important
trends and changing conditions in world markets. We continue to devise and invest in new approaches through data science
techniques and other technology to make our research, services and property offerings more readily available to our people
and clients.

We believe our investments in research, technology, data science and analytics, people and thought leadership position JLL
as a leading innovator in our industry. Our research initiatives investigate emerging trends to help us anticipate future
conditions and shape new services to benefit our clients, which in turn help us secure and maintain profitable long-term
relationships with the clients we target: the world's leading real estate owners, occupiers, investors and developers.

Employee Engagement. Based on input from our employees about our culture and what makes us stand out as an
employer, we developed the employee value proposition - Achieve your ambitions - a shared framework to inspire talent to
join us, engage our employees and celebrate the values and culture of JLL around the world. An integral part of our brand,
it is our promise to our people - employees and candidates alike - and centers on five unique pillars, depicted in the
following graphic.

Our goal-setting framework uses three categories of goals (clients, growth and people) that align our people’s efforts with
enterprise-wide strategy throughout all levels of the organization and build focus and attention on our priorities. Ongoing
employee feedback is important to the continued improvement of our organization and to harness this valuable feedback,
we complete an employee survey three times each year.

Governance and Enterprise Risk Management. The Chairman of our Board of Directors is an independent Director and is
separate from our CEO, who also serves as a Director. This structure together with our transparent senior management
promotes an environment of best practices in corporate governance and controls. We believe these attributes allow us to
infuse a culture of internal communication and connectivity throughout the organization.

Successful management of any organization's enterprise risks is critical to its long-term viability. We seek to promote,
operate and continually improve a globally-integrated enterprise risk management model that optimizes our overall risk/
reward profile through the coordinated and sophisticated interaction of business and corporate staff functions.

Awards. We won numerous awards and recognitions through January 2020 that reflect the quality of the services we
provide to our clients, the integrity of our people and our desirability as a place to work. As examples, we were named:

• A member of the Dow Jones Sustainability Index North America, for the fourth consecutive year

• One of the World's Most Ethical Companies by the Ethisphere Institute, for the 12th consecutive year

• An America's most JUST company on the Forbes' "JUST 100" list, for the fourth consecutive year

• One of the World's Most Admired Companies by Fortune Magazine, for the third consecutive year

• One of Working Mother's 100 Best Companies, for the third consecutive year

• One of the Top 70 Companies for Executive Women by the National Association for Female Executives, for the

fourth consecutive year

• To the Human Rights Campaign Foundation's Corporate Equality Index, a benchmarking survey on corporate

policies and practices related to LGBTQ workplace equality, with a perfect score, for the sixth consecutive year

• One of the Global Outsourcing 100 by the International Association of Outsourcing Professionals, for the eleventh

consecutive year

• An Energy Star Sustained Excellence Award recipient, by the U.S. Environmental Protection Agency, for the

eighth consecutive year

INTEGRATED REPORTING

As a part of the Business Network and Framework Panel of the International Integrated Reporting Council ("IIRC"), we
support the general principles designed to promote communications and integrated thinking about how an organization's
strategy, governance and financial and non-financial performance lead to the creation of value over the short, medium and
long term.

Components of Our Integrated Report. This Annual Report on Form 10-K focuses on our business strategy and our
financial performance, including an attempt to illustrate how being a sustainable enterprise is integral to our success. Our
citizenship and sustainability efforts for ourselves and our clients are reflected primarily in our annual Global Sustainability
Report, available on our website. Our governance and remuneration practices are reported primarily in the Proxy Statement
for our Annual Meeting of Shareholders. The mechanisms we use to make our clients comfortable with respect to our
transparency and fair dealing are summarized in our Transparency Report. The behaviors and standards we expect of our
employees and of the suppliers we engage for our own company and on behalf of clients are presented in our Code of
Business Ethics and our Vendor Code of Conduct. Our Corporate Facts document is intended to provide an overall
summary of the information we believe will be of primary interest to our different stakeholders.

Responsibility for Integrated Reporting. Our Finance and Legal functions are primarily responsible for the integrity of
our integrated reporting efforts, collaborating in the preparation and presentation of this report and engaging our
organization's leadership.

SEASONALITY

A large portion of our revenue is seasonal, which investors should keep in mind when comparing our financial condition
and results of operations from quarter to quarter. Historically, our quarterly revenue and profits have tended to increase
from quarter to quarter as the year progresses. This is a result of a general focus in the real estate industry on completing or
documenting transactions by calendar year-end and the fact certain expenses are constant through the year. Historically, we
have reported a relatively smaller profit in the first quarter and then increasingly larger profits during each of the following
three quarters, excluding the recognition of investment-generated performance fees and realized and unrealized co-
investment equity earnings and losses, each of which is inherently unpredictable. We generally recognize such performance
fees and realized co-investment equity earnings or losses when assets are sold, the timing of which is geared toward the
benefit of our clients. Non-variable operating expenses, which we treat as expenses when incurred during the year, are
relatively constant on a quarterly basis.

EMPLOYEES

The following table reflects our global headcount for reimbursable and non-reimbursable employees.

(in thousands)
Professional non-reimbursable employees

December 31, 2019 December 31, 2018
47.8

51.6

Directly reimbursable employees

Total employees

41.8

93.4

42.2

90.0

Directly reimbursable employees have costs which are fully reimbursed by clients, primarily in our Corporate Solutions
business. Specifically, reimbursable employees include our property and IFM professionals as well as our building
maintenance employees.

Our employees do not report being members of any labor unions, with the exception of approximately 2,800 property
maintenance employees in the United States, 80% of whom are reimbursable. As of both December 31, 2019, and 2018,
approximately 70% of our employees were based in countries other than the United States.

INTELLECTUAL PROPERTY

We regard our technology and other intellectual property, including our brands, as a critical part of our business.

We hold various trademarks, trade dress and trade names and rely on a combination of patent, copyright, trademark, service
mark and trade secret laws, as well as contractual restrictions to establish and protect our proprietary rights. We own
numerous domain names, have registered numerous trademarks, and have filed applications for the registration of a number
of our other trademarks and service marks in the United States and in foreign countries. We hold the "Jones Lang LaSalle,"
"JLL" and "LaSalle Investment Management" trademarks and the related logos, which we expect to continue to renew, as
necessary, to conduct the material aspects of our business globally. We own the rights to use the ".jll" and ".lasalle" top
level domain names.

Although we believe our intellectual property plays a role in maintaining our competitive position in a number of the
markets we serve, we do not believe we would be materially adversely affected by the expiration or termination of our
trademarks or trade names or the loss of any of our other intellectual property rights other than the “JLL,” "Jones Lang
LaSalle," “LaSalle,” and "LaSalle Investment Management" names, and our Design (Three Circles) mark that is also
trademarked. Our trademark registrations have to be renewed every ten years. Based on our most recent trademark
registrations, the JLL mark would expire in 2024, while the Jones Lang LaSalle name would expire in 2022 and the Design
(Three Circles) mark would expire in 2021. Our LaSalle and LaSalle Investment Management marks will expire in 2026.

In addition to our trademarks and trade names, we also have proprietary technologies for the provision of complex services
and analysis. We also have a number of pending patent applications in the U.S. to further enable us to provide high levels
of client service and operational excellence. We will continue to file additional patent applications on new inventions, as
appropriate, demonstrating our commitment to technology and innovation.

CORPORATE GOVERNANCE; CODE OF BUSINESS ETHICS; CORPORATE SUSTAINABILITY AND
RELATED MATTERS

We are committed to the values of effective corporate governance, operating our business to the highest ethical standards
and conducting ourselves in an environmentally and socially responsible manner. We believe these values promote the best
long-term performance of JLL for the benefit of our shareholders, clients, staff and other constituencies.

Corporate Governance. We believe our policies and practices reflect corporate governance initiatives that comply with the
listing requirements of the NYSE, the corporate governance requirements of the Sarbanes Oxley Act of 2002, U.S.
Securities and Exchange Commission ("SEC") regulations, the Dodd-Frank Wall Street Reform and Consumer Protection
Act, and the General Corporation Law of the State of Maryland, where we are incorporated.

Our Board of Directors ("the Board") regularly reviews corporate governance developments and modifies our Bylaws,
Guidelines and Committee Charters accordingly. As a result, we have adopted the following corporate governance policies
and approaches considered to be best practices in corporate governance.

• Annual elections of all members of our Board

• Annual "say on pay" votes by shareholders with respect to executive compensation

• Right of shareholders owning 30% of the outstanding shares of our Common Stock to call a special meeting of

shareholders for any purpose

• Majority voting in Director elections

•

Separation of Chairman and CEO roles, with the Chairman serving as Lead Independent Director

• Required approval by the Nominating and Governance Committee of any related-party transactions

• Executive session among the Non-Executive Directors at each in-person meeting

• Annual self-assessment by the Board and each of its Committees

•

Periodic assessment by our senior executive management of the operation of our Board

Code of Business Ethics. The ethics principles that guide our operations globally are embodied in our Code of Business
Ethics, which applies to all employees of JLL and the members of our Board. The Code of Business Ethics is the
cornerstone of our Ethics Everywhere Program, by which we establish, communicate and monitor the overall elements of
our efforts. We are proud of, and are determined to protect and enhance, the global reputation we have established. As we
operate in a service industry, the integrity our brand represents is one of our most valuable assets. For a number of years we
have applied for and received Ethics Inside™ certification from NYSE Governance Services, a leading organization
dedicated to best practices in ethics, compliance, corporate governance and citizenship. We believe it is the only available
independent verification of a company's ethics program. As previously noted, we were named to Ethisphere Institute’s list
of the World's Most Ethical Companies for the twelfth consecutive time in 2019. We also were recertified under the Ethics
Inside program by the Ethisphere Institute.

We support the principles of the United Nations Global Compact, the United Nations Principles of Responsible Investing
and, given our clients include a number of the major companies within the electronic industry, the Electronic Industry Code
of Conduct. We are also a member of the Partnering Against Corruption Initiative sponsored by the World Economic
Forum.

Vendor Code of Conduct. We expect each of our vendors, meaning any firm or individual providing a product or service to
us, or indirectly to our clients as a contractor or subcontractor, will share and embrace the letter and spirit of our
commitment to integrity. While vendors are independent entities, their business practices may significantly reflect upon us,
our reputation and our brand. Accordingly, we expect all vendors to adhere to the JLL Vendor Code of Conduct, which we
publish in multiple languages on our website. We continue to evaluate and implement new ways to monitor the quality and
integrity of our supply chain. This includes developing means to efficiently survey and compare responses about the ethical
environment and riskiness of current and potential suppliers we engage both for our own company and on behalf of clients.

Professional Standards Guide. Our guide to professional standards seeks to establish principles under which our people
will perform services for clients. It is published on our website.

Corporate Sustainability. We encourage and promote the principles of sustainability everywhere we operate, seeking to
improve the communities and environment in which our people work and live. We design our corporate policies to reflect
the highest standards of corporate governance and transparency, and we hold ourselves responsible for our social,
environmental and economic performance. We seek to incorporate sustainability practices and principles into our client
investments and asset management. These priorities guide the interactions we have with our shareholders, clients,
employees, regulators and vendors, as well as with all others with whom we come into contact. We recognize both the risks
and opportunities presented by climate change and seek to address these impacts both in and beyond our business.

We also work to foster an environment which values the richness of our differences and reflects the diverse world in which
we live and work. By cultivating a dynamic mix of people and ideas, we enrich our performance, the communities in which
we operate, and the lives of our employees. We seek to recruit a diverse workforce, develop and promote exceptional talent
from diverse backgrounds, and embrace the varied experiences of all our employees.

Corporate Political Activities. Our general approach is to not take positions as an organization on social or political issues
or on political campaigns. Accordingly, our use of corporate funds or other resources for political activities has been
negligible. From time to time, we may comment on proposed legislation or regulations that directly affect our business
interests and therefore the interests of our shareholders. We may also belong to industry trade associations that do become
involved in attempts to influence legislation in the interests of the industry generally.

COMPANY WEBSITE AND AVAILABLE INFORMATION

JLL's website address is www.us.jll.com. We use our website as a channel of distribution for company, financial and other
information. Our website also includes information about our corporate governance. We intend to post on our website any
amendment or waiver of the Code of Business Ethics with respect to a member of our Board or any of the executive
officers named in our proxy statement.

On the Investor Relations page on our website, we make available our Annual Report on Form 10-K, our Proxy Statement
on Schedule14A, our Quarterly Reports on Form 10-Q, our Current Reports on Form 8-K and any amendments to those
reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934 (the “Exchange Act”).
The SEC maintains www.sec.gov, containing annual, quarterly and current reports, proxy statements and other information
we file electronically with the SEC.

We will also make the following materials available in print to any shareholder who requests them in writing from our
Corporate Secretary at the address of our principal executive office set forth on the cover page.

Code of Business Ethics

Vendor Code of Conduct

Corporate Facts

Global Sustainability Report

Transparency Report

Business Continuity

Modern Slavery Statement

Health & Safety Report

ITEM 1A. RISK FACTORS

In addition to the other information set forth in this report, you should carefully consider the following risks that based upon
current knowledge, information and assumptions could materially adversely affect our business, financial condition and
results of operations. Some of these risks and uncertainties could affect particular service lines or geographies, while others
could affect all of our businesses. Although each risk is discussed separately, many are interrelated.

These risk factors do not identify all risks we face; our operations could also be affected by factors not presently known to us
or that we currently consider to be not significant to our operations. Our business is also subject to general risks and
uncertainties which broadly affect all companies.

General Overview. Our business environment is complex, dynamic and international. Accordingly, it is subject to a number
of significant risks in the ordinary course of its operations. If we cannot or do not successfully manage the risks associated
with the services we provide, our operations, business, operating results, reputation and/or financial condition could be
materially and adversely affected.

One of the challenges of a global business such as ours is to determine in a sophisticated manner the critical enterprise risks
that exist or may newly develop over time as our business evolves. We must then determine how best to employ reasonably
available resources to prevent, mitigate and/or minimize those risks we identify as having the greatest potential to cause
significant damage from an operational, financial, or reputational standpoint.

Starting in 2018, we have made enhancements to our enterprise risk management ("ERM") methodology across the globe.
These enhancements were designed to (i) improve and align our understanding, as well as enhance our public disclosure, of
the most material risks facing us, (ii) improve decision making in governance, strategy, objective setting and day-to-day
operations, (iii) decide the actions necessary to mitigate any significant risks with the potential to cause financial or
reputational harm to us, and (iv) assign priorities and ownership for purposes of executing those actions. Using this updated
methodology, the top risks were communicated to the GEB, the Audit Committee and the rest of our Board of Directors. Our
Board and its Committees take active roles in overseeing management's identification, disclosure and mitigation of enterprise
risks. Our ongoing ERM efforts have significantly shaped the following risk factors and their discussion.

Categorization of Enterprise Risks. This section reflects our current views, as of the issuance of this report, concerning the
most significant risks we believe our business faces, both in the short and long term. We do not, however, 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:

• Operational Risk Factors

•

Strategic Risk Factors

• Legal and Compliance Risk Factors

•

Financial Risk Factors

We could appropriately place some of the risks we identify in more than one category, but we have chosen the one category
we view as primary. We do not present the risks below in their order of significance, the relative likelihood we will
experience a loss, or the magnitude of any such loss. Certain of these risks also may give rise to business opportunities for us,
but our discussion of risk factors in Item 1A is limited to the adverse effects the risks may have on our business.

Operational Risk Factors

Operational risk relates to risks arising from systems, processes, people and external events that affect the operation of our
businesses. It includes information management and data protection and security, including cyber security; supply chain and
business disruption, including health and safety; and other risks, including human resources and reputation.

REPUTATIONAL AND BRAND RISKS.

The value and premium status of our brand is one of our most important assets. An inherent risk in maintaining our brand is
that we may fail to successfully differentiate the scope and quality of our service and product offerings from those of our
competitors, or that we may fail to sufficiently innovate or develop improved products or services that will be attractive to
our clients.

The rapid dissemination and increasing transparency of information, particularly for public companies, increases the risks to
our business that could result from negative media or announcements about ethics lapses or other operational problems,
which could lead clients to terminate or reduce their relationships with us. As such, any negative media, allegations or
litigation against us, irrespective of the final outcome, could potentially harm our professional reputation and damage our
business. We are also subject to misappropriation of one of the names or trademarks we own by third parties that do not have
the right to use them so they can benefit from the goodwill we have built up in our intellectual property; further, our efforts to
police usage of our intellectual property may not be successful in all situations.

COMPETITION FOR TALENT WORLD-WIDE; SUCCESSION OF KEY LEADERS.

We depend, in large part, on the members of our senior management team who possess extensive knowledge and a deep
understanding of our business and strategy, as well as the colleagues who are critical to developing and retaining client
relationships. Our business depends on the continued availability of skilled personnel with industry experience and
knowledge, including our senior management team and other key employees. If we are unable to attract and retain qualified
personnel, or to successfully plan for succession of employees holding key management positions, our business and operating
results could suffer. There is a further risk of losing talent (and intellectual property and client contacts) to competitors,
particularly in the context of increased use of social media networks and transparency of employment information. There is
also the risk of losing top producers who provide a material margin contribution. These risks increase as we continue to grow
as an organization and increase the number of staff, which has expanded significantly over the past decade. There may also
be an increase in recruitment and compensation costs. We and our competitors use equity incentives and bonuses to help
attract, retain and incentivize key personnel. As competition is significant for the services of such personnel, the expense of
incentives and bonuses may increase and we may be unable to attract or retain such personnel to the same extent we have in
the past.

The challenge to find and retain sufficiently trained staff is world-wide, including within emerging markets, and as a result,
increases the risk of performance for clients. In particular, in successful emerging markets such as India and China, attrition
by highly informed and mobile staff is a challenge for all companies. Labor costs are rising in emerging economies and are
expected to increase further. Corporate payrolls are likely to increase as greater competition for labor and social pressure to
raise salaries in line with productivity growth cause even greater wage inflation. It is increasingly challenging to predict
regional and national labor policies, as well as regulations. The potential indirect implications of these changes are difficult to
assess.

THIRD PARTY SPEND MANAGEMENT AND HEALTH AND SAFETY RISK.

We rely on third parties, and in some cases subcontractors, to perform activities on behalf of our organization to improve
quality, increase efficiencies, cut costs and lower operational risks across our business and support functions. We have
instituted a Vendor Code of Conduct, which is published in multiple languages on our website, and which is intended to
communicate to our vendors the standards of conduct we expect them to uphold. Our contracts with vendors also generally
impose a contractual obligation to comply with our Vendor Code. In addition, we leverage technology at an increasing rate to
help us better screen vendors, with the aim of gaining a deeper understanding of the risks posed to our business by potential
and existing vendors. If our third parties do not have the proper safeguards and controls in place, or appropriate oversight
cannot be provided, we could be exposed to increased operational, regulatory, financial or reputational risks. A failure by
third parties to comply with service level agreements or regulatory or legal requirements in a high quality and timely manner,
particularly during periods of peak demand for their services, could result in economic and reputational harm to us. In
addition, these third parties face their own technology, operating, business and economic risks, and any significant failures by
them, including the improper use or disclosure of our confidential client, employee or company information, could cause
damage to our reputation and harm to our business.

Our contractors and their subcontractors are more integrated into our operations than ever before and, as a result, also
involved in a significant proportion of the safety incidents we experience. Health and safety is a prominent part of our
Beyond strategy, so we take steps to engage with our supply chain and improve our safety performance. This includes
producing a dedicated Global Health and Safety Report detailing our approach to managing this important topic. Our goal is
to ensure those we work and interact with are unharmed by our operations. We have a multi-disciplinary safety management
structure, with executive sponsorship, aimed at managing existing and emerging health and safety risks, and achieving
continuous improvement. However, despite investment in our safety platform, management systems and vendor due diligence
program, additional efforts are necessary to ensure vendors are aware of our high health and safety expectations.

TECHNOLOGY AND INFORMATION SYSTEMS; MANAGEMENT OF DATA.

Our business is highly dependent on our ability to collect, use, store and manage organizational and client data. If any of our
information and data management systems do not operate properly or are disabled, we could suffer a disruption of our
businesses, liability to clients, loss of client data, loss of employee data, regulatory intervention, breach of confidentiality or
other contract provisions, or reputational damage. These systems may fail to operate properly or become disabled as a result
of events wholly or partially beyond our control, including disruptions of electrical or communications services, disruptions
caused by natural disasters, political instability, terrorist attacks, sabotage, computer viruses, or problems with the internet,
deliberate attempts to disrupt our computer systems through "hacking," "phishing," or other forms of cyber attack, or our
inability to occupy one or more of our office locations. As we outsource significant portions of our information technology
functions to third-party providers, such as cloud computing, we bear the risk of having somewhat less direct control over the
manner and quality of performance.

We are exposed to the risk of cyber attacks in the normal course of business. In general, cyber incidents can result from
deliberate attacks or unintentional events. We have observed an increased level of attention focused on cyber attacks that
include gaining unauthorized access to digital systems for purposes of misappropriating assets or sensitive information,
corrupting data, or causing operational disruption.

We have experienced various types of cyber attack incidents, which to date have been contained and have not been material
to the organization as a whole. As the result of such incidents, we have continued to implement new controls, governance,
technical protections and other procedures. We may incur substantial costs and suffer other negative consequences such as
liability, reputational harm and significant remediation costs and cause material harm to our business and financial results if
we fall victim to other successful cyber attacks.

The legislative and regulatory framework for privacy and data protection issues worldwide is rapidly evolving and is likely to
remain fluid for the foreseeable future. We collect personally identifiable information ("PII") and other data as integral parts
of its business processes and activities. This data is subject to a variety of U.S. and foreign laws and regulations, including
oversight by various regulatory or other governmental bodies. Many foreign countries and governmental bodies, including
the European Union, Canada, and other relevant jurisdictions where we conduct business, have laws and regulations
concerning the collection and use of PII and other data obtained from their residents or by businesses operating within their
jurisdictions. The European Union General Data Protection Regulation imposes stringent data protection requirements and
provides significant penalties for noncompliance. New privacy laws will continue to come into effect around the world in
2020, with one of the most significant being the California Consumer Privacy Act on January 1, 2020. Any inability, or
perceived inability, to adequately address privacy and data protection concerns, even if unfounded, or comply with applicable
laws, regulations, policies, industry standards, contractual obligations, or other legal obligations (including at newly acquired
companies) could result in additional cost and liability to us or company officials, damage our reputation, inhibit sales, and
otherwise adversely affect our business.

CONCENTRATIONS OF BUSINESS WITH CORPORATE AND INVESTOR CLIENTS CAUSE INCREASED
CREDIT RISK AND GREATER IMPACT FROM THE LOSS OF CERTAIN CLIENTS AND INCREASED RISKS
FROM HIGHER LIMITATIONS OF LIABILITY IN CONTRACTS.

We value the expansion of business relationships with individual corporate clients and institutional investors because of the
increased efficiency and economics (both to our clients and us) that can result from developing repeat business and
performing an increasingly broad range of services for the same client. Having increasingly large and concentrated clients
also can lead to greater or more concentrated risks of loss if, among other possibilities, such a client (i) experiences its own
financial problems, which can lead to larger individual credit risks; (ii) becomes bankrupt or insolvent, which can lead to our
failure to be paid for services we have previously provided or funds we have previously advanced; (iii) decides to reduce its
operations or its real estate facilities; (iv) makes a change in its real estate strategy, such as no longer outsourcing its real
estate operations; (v) decides to change its providers of real estate services; or (vi) merges with another corporation or
otherwise undergoes a change of control, which may result in new management taking over with a different real estate
philosophy or in different relationships with other real estate providers. In the case of LaSalle, concentration of investor
clients can lead to fewer sources of investment capital, which can negatively affect assets under management in case a higher-
volume client withdraws its funds or does not re-invest them. This is also the case within LaSalle's securities business and for
JLL IPT, which are both dependent on the continued ability and willingness of certain brokerage firms to attract investment
funds from their clients.

In addition, competitive conditions, particularly in connection with increasingly large clients, may require us to compromise
on certain contract terms with respect to the payment of fees, the extent of risk transfer, or acting as principal rather than
agent in connection with supplier relationships, liability limitations, credit terms and other contractual terms, or in connection
with disputes or potential litigation. Where competitive pressures result in higher levels of potential liability under our
contracts, the cost of operational errors and other activities for which we have indemnified our clients will be greater and may
not be fully insured.

PERFORMANCE AND FIDUCIARY OBLIGATIONS UNDER CLIENT CONTRACTS; REVENUE
RECOGNITION; SCOPE CREEP; RISING COST OF INSURANCE RESULTING FROM NEGLIGENCE
CLAIMS; RESPONSIBILITY FOR SAFETY OF CONTRACTORS.

In certain cases, we are subject to fiduciary obligations to our clients, which may result in a higher level of legal obligation
compared to basic contractual obligations. These relate to, among other matters, the decisions we make on behalf of a client
with respect to managing assets on its behalf or purchasing products or services from third parties or other divisions within
our Company. Our services may involve handling substantial amounts of client funds in connection with managing their
properties or complicated and high-profile transactions. We face legal and reputational risks in the event we do not perform,
or are perceived to have not performed, under those contracts or in accordance with those obligations, or in the event we are
negligent in the handling of client funds or in the way in which we have delivered our professional services. The increased
potential for the fraudulent diversion of funds from a "hacking" or "phishing" attack exacerbates these risks.

The precautions we take to prevent these types of occurrences, which represent a significant commitment of corporate
resources, may nevertheless be ineffective in certain cases. Any increased or unexpected costs or unanticipated delays in
connection with the performance of these engagements, including delays caused by factors outside our control, could have an
adverse effect on profit margins.

If we perform services for clients beyond, or different from, what were originally contemplated in the governing contracts
(known as "scope creep"), we may not be fully reimbursed for the services provided, realize our full compensation potential
or our potential liability in the case of a negligence claim may not have been as limited as it normally would have been or
may be unclear.

ABILITY TO CONTINUE TO MAINTAIN SATISFACTORY INTERNAL FINANCIAL REPORTING CONTROLS
AND PROCEDURES.

If we are not able to continue to operate successfully under the requirements of Section 404 of the United States Sarbanes-
Oxley Act of 2002, or if there is a failure of one or more controls over financial reporting due to fraud, improper execution or
the failure of such controls to adjust adequately as our business evolves, then our reputation, financial results and the market
price of our stock could suffer. We may be exposed to potential risks from this legislation, which requires companies to
evaluate the effectiveness of their internal controls, and such internal control over financial reporting is subject to audit by
their independent registered public accounting firm on an annual basis. We have evaluated our internal control over financial
reporting as required for purposes of this Annual Report on Form 10-K for the year ended December 31, 2019. Our
management concluded our internal control over financial reporting was effective as of December 31, 2019. Our independent
registered public accounting firm has issued an unqualified opinion on the effectiveness of our internal control over financial
reporting. However, there can be no assurance we will continue to receive an unqualified opinion in future years, particularly
since standards continue to evolve and are not necessarily being applied consistently from one independent registered public
accounting firm to another. If we identify one or more material weaknesses in our internal control over financial reporting in
the future that we cannot remediate in a timely fashion, we may be unable to receive an unqualified opinion at some time in
the future from our independent registered public accounting firm.

CORPORATE CONFLICTS OF INTEREST.

All providers of professional services to clients, including our Company, must manage potential conflicts of interest. This
occurs principally where the primary duty of loyalty we owe to one client may potentially be weakened or compromised by a
relationship we also maintain with another client or third party. Corporate conflicts of interest arise in the context of the
services we provide as a company to our different clients. Personal conflicts of interest on the part of our employees are
separately considered as issues within the context of our Code of Business Ethics. Our failure or inability to identify, disclose
and resolve potential conflicts of interest in a significant situation could have a material adverse effect. In addition, it is
possible that in some jurisdictions, regulations could be changed to limit our ability to act for certain parties where potential
conflicts may exist even with informed consent, which could limit our market share in those markets. There can be no
assurance potential conflicts of interest will not adversely affect us.

After reductions in the market values of the underlying properties, firms engaged in the business of providing valuations are
inherently subject to a higher risk of claims with respect to conflicts of interest based on the circumstances of valuations they
previously issued. Regardless of the ultimate merits of these claims, the allegations themselves can cause reputational
damage and can be expensive to defend in terms of counsel fees and otherwise.

Strategic Risk Factors

Strategic risk relates to JLL’s future business plans and strategies, including the risks associated with: the global macro-
environment in which we operate; mergers and acquisitions and restructuring activities; intellectual property; and other
risks, including the demand for our services, competitive threats, technology and innovation, and public policy.

DISRUPTIVE TECHNOLOGIES, INNOVATION AND COMPETITION.

Mobile technologies and online collaboration tools are transforming how business gets done. Information technology has
entered a “big data” era. The evolution of digital and information technology presents significant challenges for businesses
and societies, which must find ways to capture the benefits of new technologies while dealing with the new threats those
technologies present. Within the real estate services industry, managing big data is a critical competitive differentiator and we
risk being surpassed if our peers leverage big data more effectively.

ABILITY TO PROTECT INTELLECTUAL PROPERTY; INFRINGEMENT OF THIRD-PARTY INTELLECTUAL
PROPERTY RIGHTS.

Our business depends, in part, on our ability to identify and protect proprietary information and other intellectual property
such as our service marks, domain names, client lists and information, business methods and technology innovations, and
platforms we may create or acquire. Existing laws of some countries in which we provide or intend to provide services, or the
extent to which their laws are actually enforced, may offer only limited protections of our intellectual property rights. We rely
on a combination of trade secrets, confidentiality policies, non-disclosure and other contractual arrangements, and on patent,
copyright and trademark laws to protect our intellectual property rights. In particular, we hold various trademarks and trade
names, including our principal trade names, "JLL" and "LaSalle." If either of our registered trade names were to expire or
terminate, our competitive position in certain markets could be materially and adversely affected. Our inability to detect
unauthorized use (for example, by current or former employees) or take appropriate or timely steps to enforce our intellectual
property rights may have an adverse effect on our business.

We cannot be sure the intellectual property we may use in the course of operating our business or the services we offer to
clients do not infringe on the rights of third parties. Although, in order to mitigate the risk, we do obtain from the licensors
representations and warranties, as well as indemnities, which they do not infringe. We may have infringement claims asserted
against us or against our clients. These claims may harm our reputation, cost us money and prevent us from offering some
services.

GENERAL ECONOMIC CONDITIONS AND REAL ESTATE MARKET CONDITIONS.

The success of our business is significantly related to general economic conditions. Further, our business and financial
conditions correlate strongly to local, national and regional economic and political conditions or, at least, the perceptions of
and confidence in those conditions.

We have previously experienced and expect in the future that we will be negatively impacted by periods of economic
slowdown or recession and corresponding declines in the demand for real estate and related services. The global economic
crisis during the 2007-2009 period was extraordinary for its worldwide scope, severity and impact on major financial
institutions, as well as for the extent of governmental stimulus and regulatory responses. Since then, many of our markets
have been affected generally by various economic uncertainties, among them: continued significant volatility in oil and
commodity prices; the developing effects of climate change and severe weather; and the continued uncertainty on the
direction of global tax policy.

In this environment, we have continued to grow our business largely by gaining market share and as the result of targeted
acquisitions. It is inherently difficult for us to predict how these types of significant global forces will affect our business in
the future and whether we will continue to be able to generate revenue growth to the same extent as we have in the past.

Negative economic conditions and declines in demand for real estate and related services in several markets or in significant
markets could have a material adverse effect on our performance as a result of the following factors:

• Decline in acquisition and disposition activity

• Decline in real estate values and performance, leasing activity and rental rates

• Decline in value of real estate securities

• Cyclicality in the real estate markets; lag in recovery relative to broader markets

• Effect of changes in non-real estate markets

POLITICAL AND ECONOMIC INSTABILITY AND TRANSPARENCY: PROTECTIONISM; TERRORIST
ACTIVITIES; HEALTH EPIDEMICS.

Global events could affect our business. These include the possibility of protectionist economic policies of the United States
or foreign governments, the escalation of terrorist attacks and their increasing unpredictability, health epidemics, changing
immigration policies of the United States or foreign governments and the increasing globalization of our multinational
clients, which creates pressure to further expand our own geographical reach into less developed countries.

We provide services in over 80 countries with varying degrees of political and economic stability and transparency. For
example, within the past few years, certain emerging as well as mature countries in which we operate have experienced
serious political and economic instability that will likely continue to arise from time to time. In recent years there have been
significant political changes in several countries where we have significant operations, resulting in changes to financial, tax,
tariffs, healthcare, governance, immigration and other laws that may directly affect our business and continue to evolve.

The withdrawal of the United Kingdom from the European Union on January 31, 2020 and the impact of the 2020 transition
period as well as other aspects of the withdrawal may adversely affect business activity, political stability and economic
conditions in the United Kingdom, the European Union and elsewhere. The economic conditions and outlook could be further
adversely affected by (i) new or modified trading arrangements between the United Kingdom and other countries, (ii) the risk
that one or more other European Union countries could come under increasing pressure to leave the European Union, or (iii)
the risk the euro as the single currency of the Eurozone could cease to exist. Any of these developments, or the perception
any of these developments are likely to occur, could significantly affect economic growth or business activity in the United
Kingdom or the European Union, and could result in the relocation of businesses, cause business interruptions, lead to
economic recession or depression, and impact the stability of the financial markets, availability of credit, currency exchange
rates, interest rates, financial institutions, and political, financial and monetary systems. Any of these developments could
affect our businesses, liquidity, results of operations and financial position.

Health epidemics that affect the general conduct of business in one or more urban areas (including as the result of travel
restrictions and the inability to conduct face-to-face meetings), such as occurred in the past from influenza, or may occur in
the future from other types of outbreak, can also adversely affect the volume of business transactions, real estate markets and
the cost of operating real estate or providing real estate services.

REAL ESTATE SERVICES AND INVESTMENT MANAGEMENT MARKETS ARE HIGHLY COMPETITIVE.

We provide a broad range of commercial real estate and investment management services. There is significant competition on
international, regional and local levels with respect to many of these services and in commercial real estate services generally.
Depending on the service, we face competition from other real estate service providers, institutional lenders, insurance
companies, investment banking firms, investment managers, accounting firms, technology firms, consulting firms, co-
locating providers, temporary space providers and firms providing outsourcing of various types (including technology and
building products), any of which may be a global, regional or local firm, and from firms that self-provide their real estate
services with in-house capabilities.

Many of our competitors are local or regional firms. Although they may be substantially smaller in overall size than we are,
they may be larger than we are in a specific local or regional market. Some of our competitors have expanded the services
they offer in an attempt to gain additional business. Some may be providing outsourced facility management services to sell
clients products that we do not offer. In some sectors of our business, particularly Corporate Solutions, some of our
competitors may have greater financial, technical and marketing resources, larger customer bases, and more established
relationships with their customers and suppliers than we have. Larger or better-capitalized competitors in those sectors may
be able to respond faster to the need for technological change, price their services more aggressively, compete more
effectively for skilled professionals, finance acquisitions more easily, develop innovative products more effectively, and
generally compete more aggressively for market share. This can also lead to increasing commoditization of the services we
provide and increasing downward pressure on the fees we can charge.

New competitors, or alliances among competitors that increase their ability to service clients, could emerge and gain market
share, develop a lower cost structure, adopt more aggressive pricing policies, aggressively recruit our people at above-market
compensation, develop a descriptive technology that captures market share, or provide services that gain greater market
acceptance than the services we offer. Some of these may come from non-traditional sources, such as information aggregators
or digital technology firms. To respond to increased competition and pricing pressure, we may have to lower our prices,
loosen contractual terms (such as liability limitations), develop our own innovative approaches to mining data and using
information, develop our own disruptive technologies, or increase compensation, which may have an adverse effect on our
revenue and profit margins. We may also need to become increasingly productive and efficient in the way we deliver
services, or with respect to the cost structure supporting our businesses, which may in turn require more innovative uses of
technology as well as data gathering and data mining.

Our industry has continued to consolidate, and there is an inherent risk competitive firms may be more successful than we are
at growing through merger and acquisition activity. While we have successfully grown organically and through a series of
acquisitions, sourcing and completing acquisitions are complex and sensitive activities. Considering the continuing need to
provide clients with more comprehensive services on a more productive and cost-efficient basis, we expect acquisition
opportunities to continue to emerge. However, there is no assurance we will be able to continue our acquisition activity in the
future at the same pace as we have in the past, particularly as we weigh acquisition opportunities against other potential uses
of capital for technology and other investments in systems and human resources, as well as returning capital to shareholders.

Various factors may in some cases lead to a willingness on the part of a competitor to engage in aggressive pricing,
advertising or hiring practices in order to maintain market share or client relationships. To the extent this occurs, it increases
the competitive risks and the fee and compensation pressures we face, although ramifications will differ from one competitor
to another given their different positions within the marketplace and their different financial situations.

We are substantially dependent on long-term client relationships and on revenue received for services under various service
agreements. In this competitive market, if we are unable to maintain these relationships or are otherwise unable to retain
existing clients and develop new clients, our business, results of operations and/or financial condition may be materially
adversely affected. Weaknesses in the markets in which they themselves compete may lead to additional pricing pressure
from clients as they themselves came under financial pressure.

THE SEASONALITY OF OUR REAL ESTATE SERVICES BUSINESS EXPOSES US TO RISKS.

Within our Real Estate Services business, our revenue and profits have historically grown progressively by quarter
throughout the year mostly due to completing or documenting transactions by fiscal year-end and the fact that certain of our
expenses are constant through the year. Historically, we have reported a relatively smaller profit in the first quarter and then
increasingly larger profits during each of the following three quarters, excluding the recognition of investment-generated
performance fees and co-investment equity gains or losses, each of which can be particularly unpredictable.

The seasonality of our business makes it difficult to determine during the course of the year whether planned results will be
achieved, and thus to budget, and to adjust to changes in expectations. In addition, negative economic or other conditions that
arise at a time when they impact performance in the fourth quarter, such as the particular timing of when larger transactions
close or changes in the value of the U.S. dollar against other currencies occur, may have a more pronounced impact than if
they occurred earlier in the year. To the extent we are not able to identify and adjust for changes in expectations, or we are
confronted with negative conditions that disproportionately impact the fourth quarter of a calendar year, we could experience
a material adverse effect on our financial performance.

Growth in our property management and integrated facilities management businesses and other services related to the growth
of outsourcing of corporate real estate services has, to an extent, lessened the seasonality in our revenue and profits during the
past few years. However, we believe some level of seasonality will always be inherent to our industry and outside of our
control, as was the case in 2019.

RISKS INHERENT IN MAKING ACQUISITIONS AND ENTERING INTO JOINT VENTURES.

Historically, a significant component of our growth has been generated by acquisitions. Any future growth through
acquisitions will depend in part on the continued availability of suitable acquisitions at favorable prices and with
advantageous terms and conditions, which may not be available to us.

Acquisitions subject us to several significant risks, any of which may prevent us from realizing the anticipated benefits or
synergies of the acquisition. The integration of companies is a complex and time-consuming process that could significantly
disrupt the businesses of JLL and the acquired company such as: diversion of management attention, failure to identify
certain liabilities and issues during the due diligence process, and the inability to retain personnel and clients of the acquired
business. Since 2017, we intentionally reduced the pace of acquisitions to focus on the continued integration of companies we
previously acquired. Notwithstanding that recent direction, we continue to look for outstanding acquisition opportunities, and
on July 1, 2019 we completed the largest acquisition in our history by acquiring HFF, Inc.

To a much lesser degree, we have occasionally entered into joint ventures to conduct certain businesses or enter new
geographies, and we will consider doing so in appropriate situations in the future. Joint ventures have many of the same risk
characteristics as acquisitions, particularly with respect to the due diligence and ongoing relationship with joint venture
partners, given each partner has inherently less control in a joint venture and will be subject to the authority and economics of
the particular structure that is negotiated. Accordingly, we may not have the authority to direct the management and policies
of the joint venture. If a joint venture participant acts contrary to our interests, it could harm our brand, business, results of
operations and financial condition.

CO-INVESTMENT, INVESTMENT AND REAL ESTATE INVESTMENT BANKING ACTIVITIES.

An important part of our business strategy includes investing in real estate, both individually and along with our investment
management clients. As of December 31, 2019, we have unfunded commitment obligations of up to $314.7 million to fund
future co-investments. To remain competitive with well-capitalized financial services firms, we also may make merchant
banking investments for which we may use our capital to acquire properties before the related investment management funds
have been established or investment commitments have been received from third-party clients.

Certain service lines we operate have the acquisition, development, management and sale of real estate as part of their
strategy. Investing in any of these types of situations exposes us to several risks.

Investing in real estate for the above reasons poses the following risks:

• We may lose some or all the capital we invest if the investments underperform. Real estate investments can

underperform as the result of many factors outside of our control, including the general reduction in asset values within
a particular geography or asset class. Starting in 2007 and continuing through 2009, for example, real estate prices in
many markets declined as the result of the significant tightening of credit markets and the effects of recessionary
economies and significant unemployment. We had no notable impairment activity during the three years ended
December 31, 2019. In contrast, as real estate investments benefited from favorable interest rate environments globally,
and with continuing recovery in many of our markets, we recognized equity earnings, primarily from our co-
investments, of $36.3 million, $32.8 million and $44.4 million for the years ended December 31, 2019, 2018, and 2017,
respectively

• We will have fluctuations in earnings and cash flow as we recognize gains or losses, and receive cash upon the

disposition of investments, the timing of which is geared toward the benefit of our clients

• We generally hold our investments in real estate through subsidiaries with limited liability; however, in certain

circumstances, it is possible this limited exposure may be expanded in the future based on, among other things, changes
in applicable laws. To the extent this occurs, our liability could exceed the amount we have invested

• We make co-investments in real estate in many countries, and this presents tax, political/legislative, currency, and other

risks as described elsewhere in this Item.

In certain situations, although they have been relatively limited historically, we raise funds from outside investors where we
are the sponsor of real estate investments, developments, or projects. To the extent we return less than the investors' original
investments because the investments, developments, or projects have underperformed relative to expectations, the investors
could attempt to recoup the full amount of their investments under securities law theories such as lack of adequate disclosure
when funds were initially raised. Sponsoring funds into which retail investors can invest, such as the investment funds
sponsored by LaSalle, may increase this risk.

Legal and Compliance Risk Factors

Legal and compliance risk relates to risks arising from the government and regulatory environment and action, and legal
proceedings and compliance with integrity policies and procedures. Government and regulatory risks include the risk that
government or regulatory actions will impose additional cost on us or cause us to have to change our business models or
practices.

BURDEN OF COMPLYING WITH MULTIPLE AND POTENTIALLY CONFLICTING LAWS AND
REGULATIONS AND DEALING WITH CHANGES IN LEGAL AND REGULATORY REQUIREMENTS.

We face a broad range of legal and regulatory environments in the countries in which we do business. Coordinating our
activities to deal with these requirements presents significant challenges.

Changes in legal and regulatory requirements can impact our ability to engage in business in certain jurisdictions or increase
the cost of doing so. The legal requirements of U.S. statutes may also conflict with local legal requirements in a particular
country. Avoiding regulatory pitfalls as a result of conflicting laws will continue to be a key focus as non-U.S. statutory law
and court decisions create more ambiguity. The jurisdictional reach of laws may be unclear as well, such as when laws in one
country purport to regulate the behavior of our subsidiaries or affiliates operating in another country.

Identifying the regulations with which we must comply and then complying with them is complex. We may not be successful
in complying with regulations in all situations, as a result of which we could be subject to regulatory actions and fines for
non-compliance. We are also seeing increasing levels of labor regulation in emerging markets, such as China, which affect
many of our businesses.

Our global operations must comply with all applicable anti-corruption laws, including the U.S. Foreign Corrupt Practices Act
and the UK Bribery Act. These anti-corruption laws generally prohibit companies and their intermediaries from making
improper payments or providing anything of value to improperly influence government officials or private individuals for the
purpose of obtaining or retaining a business advantage. Such prohibitions exist regardless of whether those practices are legal
or culturally expected in a particular jurisdiction. Although we have a compliance program in place designed to reduce the
likelihood of potential violations of such laws, violations of these laws could result in criminal or civil sanctions and have an
adverse effect on our reputation, business and results of operations and financial condition.

U.S. laws and regulations govern the provision of products and services to, and of other trade-related activities involving,
certain targeted countries and parties. As a result, we have had longstanding policies and procedures to restrict or prohibit
sales of our services into countries subject to embargoes and sanctions, or to countries designated as state sponsors of
terrorism, such as Iran. In conjunction with such policies, we have also implemented certain procedures to evaluate whether
existing or potential clients appear on the "Specially Designated Nationals and Blocked Persons List" maintained by OFAC.

Changes in governments or majority political parties may result in significant changes in enforcement priorities with respect
to employment, health and safety, tax, securities disclosure and other regulations, which, in turn, could negatively affect our
business.

LICENSING AND REGULATORY REQUIREMENTS.

The brokerage of real estate sales and leasing transactions; multifamily real estate lending; servicing and asset management;
property management; construction; mobile engineering; conducting valuations; trading in securities for clients; and the
operation of the investment advisory business, among other business lines, may require us to maintain licenses in various
jurisdictions in which we operate and to comply with particular regulations. We believe licensing requirements, including
protectionist policies which favor local firms over foreign firms, have generally been increasing in recent years. If we fail to
maintain our licenses or conduct regulated activities without a license or in contravention of applicable regulations, we may
be required to pay fines, return commissions or investment capital from investors or may have a given license suspended or
revoked. Our acquisition activity increases these risks, because we must successfully transfer licenses of acquired entities and
their staff, as appropriate. Licensing requirements may also preclude us from engaging in certain types of transactions or
change the way in which we conduct business or the cost of doing so. In addition, because the size and scope of real estate
sales transactions, the number of countries in which we operate or invest, and the areas we offer services have increased
significantly during the past several years, both the difficulty of ensuring compliance with the numerous licensing regimes
and the possible loss resulting from noncompliance, have increased.

With respect to our status as an approved lender for Fannie Mae, Freddie Mac and as a HUD-approved originator and issuer
of Ginnie Mae securities (collectively the “Agencies”), we are required to comply with various eligibility criteria established
by the Agencies, such as minimum net worth, operational liquidity and collateral requirements. In addition, we are required to
originate and service loans in accordance with the applicable program requirements and guidelines established from time to
time by the Agencies. Failure to comply with any of these program requirements may result in the termination or withdrawal
of our approval to sell loans to the Agencies and service their loans.

To fund the Agency loans we originate, we require short-term funding capacity. As of December 31, 2019, we had $2,425.0
million of committed loan funding available through commercial banks. Consistent with industry practice, our existing
warehouse facilities are short-term, requiring annual renewal. Although we believe our current warehouse facilities are
sufficient to meet our current needs in connection with our participation in the Agency programs, in the event any of our
warehouse lines are terminated or are not renewed, we may be unable to find replacement financing on favorable terms, or at
all, and we might not be able to originate loans.

The regulatory environment facing the investment management industry has also grown significantly more complex in recent
years. Countries are expanding the criteria requiring registration of investment advisors and funds, whether based in their
country or not, and expanding the rules applicable to those that are registered, all to provide more protection to investors
located within their countries. In some cases, rules from different countries are applicable to more than one of our investment
advisory businesses and can conflict with those of their home countries. Although we believe we have good processes,
policies and controls in place to address the new requirements, these additional registrations and increasingly complex rules
increase the possibility violations may occur.

These risks also apply separately to the LaSalle-managed real estate investment trust we launched during 2012. That entity
has registered the securities it is issuing with the SEC in the United States and is subject to regulation as a public company,
albeit not one separately listed on a stock exchange.

Laws and regulations applicable to our business, both in the United States and in other countries, may change in ways that
materially increase the costs of compliance. Particularly in emerging markets, there can be relatively less transparency around
the standards and conditions under which licenses are granted, maintained, or renewed. It also may be difficult to defend
against the arbitrary revocation of a license in a jurisdiction where the rule of law is less well developed.

As a licensed real estate service provider and advisor in various jurisdictions, we and our licensed employees may be subject
to various due diligence, disclosure, standard-of-care, anti-money laundering and other obligations in the jurisdictions in
which we operate. Failure to fulfill these obligations could subject us to litigation from parties who purchased, sold, or leased
properties we brokered or managed, or who invested in our funds. We could become subject to claims by participants in real
estate sales or other services claiming we did not fulfill our obligations as a service provider or broker. This may include
claims with respect to conflicts of interest where we are acting, or are perceived to be acting, for two or more clients with
potentially contrary interests.

POTENTIALLY ADVERSE TAX CONSEQUENCES; CHANGES IN TAX LEGISLATION, REGULATION AND
TAX RATES.

We face a variety of risks of increased future taxation on our earnings as a corporate taxpayer in the countries in which we
have operations. Moving funds between countries can produce adverse tax consequences. In addition, as our operations are
global, we face challenges in effectively gaining a tax benefit for costs incurred in one country that benefit our operations in
other countries.

Changes in tax legislation or tax rates may occur in one or more jurisdictions in which we operate that may materially impact
the cost of operating our business. In December 2017, the U.S. government enacted comprehensive federal tax legislation
commonly referred to as the Tax Cuts and Jobs Act (the "Act"). The Act included new limitations on business-related
deductions and could increase the taxation of foreign earnings in the U.S., which could increase our future tax expense.

In addition, the potential exists for significant legislative policy change in the taxation of multinational corporations, as has
recently been the subject of the Base Erosion and Profit Shifting project of the Organization for Economic Co-operation and
Development, the European Union Anti-Tax Avoidance Directives, and legislation inspired or required by those initiatives. It
is also possible that some governments will make significant changes to their tax policies in response to factors such as
budgetary needs, feedback from the business community and the public view on applicable tax planning activities. Further,
interpretations of existing tax law in various countries may change due to the regulatory and examination policies of the tax
authorities and the decisions of courts.

We face such risks both in our own business and in the investment funds LaSalle operates. Adverse or unanticipated tax
consequences to the funds can negatively impact fund performance, incentive fees and the value of co-investments we have
made. We are uncertain as to the ultimate results of these potential changes or what their effects will be on our business.

ENVIRONMENTAL LIABILITIES AND REGULATIONS; CLIMATE CHANGE RISKS; AND AIR QUALITY
RISKS.

Our operations are affected by federal, state and/or local environmental laws in the countries in which we operate, and we
may face liability with respect to environmental issues occurring at properties we manage or occupy, or in which we invest.
We may face costs or liabilities under these laws as a result of our role as an on-site property manager or a manager of
construction projects. Our risks for such liabilities may increase as we expand our services to include more industrial and/or
manufacturing facilities than has been the case in the past, or with respect to our co-investments in real estate as discussed
above. Within our own operations, we face additional costs from rising energy costs which make it more expensive to power
our corporate offices.

The impact of climate change presents a significant risk. Damage to assets caused by extreme weather events linked to
climate change is becoming more evident, highlighting the fragility of global infrastructure. We also anticipate the potential
effects of climate change will increasingly impact our own operations and those of client properties we manage, especially
when they are in coastal cities.

We anticipate the potential effects of climate change will increasingly impact the decisions and analysis LaSalle makes with
respect to the properties it considers for acquisition on behalf of clients, since climate change considerations can impact the
relative desirability of locations and the cost of operating and insuring acquired properties. Future legislation that requires
specific performance levels for building operations could make non-compliant buildings obsolete, which could materially
affect investments in properties we have made on behalf of clients, including those in which we may have co-invested.
Climate change considerations will likely also increasingly be part of the consulting work JLL does for clients to the extent it
is relevant to the decisions our clients are seeking to make.

Around the world, many countries are enacting stricter regulations to protect the environment and preserve their natural
resources. Firms also may face several layers of national and regional regulations. In Europe, the EU’s Environmental
Liability Directive establishes a comprehensive liability standard, but individual EU countries may have stricter regulations.
The risks may not be limited to fines and the costs of remediation. In Brazil, employees can risk jail sentences as well as fines
in connection with pollution incidents. In April 2014, China passed the biggest changes to its environmental protection laws
in 25 years, outlining plans to punish polluters more severely as leaders work to limit contaminated water, air and soil linked
to economic growth and public health.

Declining air quality in major cities may have consequences for our business in various ways, including the need to respond
to new regulations that affect the management of buildings, declines in the desire of investors or corporates to invest in or
occupy properties in such cities, and our ability to retain staff in locations that may be relatively undesirable as places to live.

Financial Risk Factors

Financial risk relates to our ability to meet financial obligations and mitigate exposure to broad market risks, including
volatility in foreign currency exchange rates and interest rates; credit risk; and liquidity risk, including risk related to our
credit ratings and our availability and cost of funding.

DOWNGRADES IN OUR CREDIT RATINGS COULD INCREASE OUR BORROWING COSTS OR REDUCE
OUR ACCESS TO FUNDING SOURCES IN THE CREDIT AND CAPITAL MARKETS.

We are currently assigned corporate credit ratings from Moody's and S&P based on their evaluation of our creditworthiness.
As of the date of this filing, our debt ratings remain investment grade, but there can be no assurance we will not be
downgraded or that any of our ratings will remain investment grade in the future. If our credit ratings are downgraded or
other negative action is taken, we could be required, among other things, to pay additional interest on certain of our senior
notes. Credit rating reductions by one or more rating agencies could also adversely affect our access to funding sources, the
cost and other terms of obtaining funding as well as our overall financial condition, operating results and cash flow.

VOLATILITY IN TRANSACTIONAL-BASED REVENUE.

LaSalle's portfolio is of sufficient size to periodically generate large incentive fees and equity gains (losses) that significantly
influence our earnings and the changes in earnings from one year to the next. Volatility in this component of our earnings is
inevitable due to the nature of this aspect of our business, and the amount of incentive fees or equity earnings or losses we
may recognize in future quarters is inherently unpredictable and relates to client needs, the market and other dynamics in
effect at the time.

Where incentive fees on a given transaction or portfolio are particularly large, certain clients have attempted to renegotiate
fees even though contractually obligated to pay them, and we expect this to occur from time to time in the future. Our efforts
to collect our fees in these situations may lead to significant legal fees and/or significant delays in collection due to extended
negotiations, arbitration or litigation.

We have business lines other than LaSalle that also generate fees based on the timing, size and pricing of closed transactions,
and these fees may significantly contribute to our earnings and to changes in earnings from one quarter or year to the next.
Volatility in this component of our earnings is inevitable due to the nature of these businesses and the amount of the fees we
will recognize in future quarters is inherently unpredictable.

CURRENCY RESTRICTIONS AND EXCHANGE RATE FLUCTUATIONS.

We produce positive cash flows in various countries and currencies that can be most effectively used to fund operations in
other countries or to repay our indebtedness, which is currently primarily denominated in U.S. dollars and euros. We face
restrictions in certain countries that limit or prevent the transfer of funds to other countries or the exchange of the local
currency to other currencies. We also face risks associated with fluctuations in currency exchange rates that may lead to a
decline in the value of the funds earned in certain jurisdictions.

Although we operate globally, we report our results in U.S. dollars, and thus our reported results are impacted by the
strengthening or weakening of currencies against the U.S. dollar. As an example, the euro and the pound sterling, each a
currency used in a significant portion of our operations, have fluctuated notably in recent years. Our revenue from outside of
the United States approximated 44% and 48% of our total revenue for 2019 and 2018, respectively. In addition to the
potential negative impact on reported earnings, fluctuations in currencies relative to the U.S. dollar may make it more
difficult to perform period-to-period comparisons of the reported results of operations.

We are authorized to use currency-hedging instruments, including foreign currency forward contracts, purchased currency
options and borrowings in foreign currency. There can be no assurance hedging will be economically effective. We do not use
hedging instruments for speculative purposes.

As currency forward and option contracts are generally conducted off-exchange or over-the-counter ("OTC"), many of the
safeguards accorded to participants on organized exchanges, such as the performance guarantee of an exchange clearing
house, are generally unavailable in connection with OTC transactions. In addition, there can be no guarantee the counterparty
will fulfill its obligations under the contractual agreement, especially in the event of a bankruptcy or insolvency of the
counterparty, which would effectively leave us unhedged.

INCREASING FINANCIAL RISK OF COUNTERPARTIES, INCLUDING REFINANCING RISK.

Unprecedented disruptions and dynamic changes in the financial markets, and particularly insofar as they have led to major
changes in the status and creditworthiness of some of the world's largest banks, investment banks and insurance companies,
among others, have generally increased the counterparty risk to us from a financial standpoint, including with respect to:

• Obtaining new credit commitments from lenders

• Refinancing credit commitments or loans that have terminated or matured according to their terms, including funds

sponsored by our LaSalle which use leverage in the ordinary course of their investment activities

•

Placing insurance

• Engaging in hedging transactions

• Maintaining cash deposits or other investments, both our own and those we hold for the benefit of clients, which
are generally much larger than the maximum amount of government-sponsored deposit insurance in effect for a
particular account

ITEM 1B. UNRESOLVED STAFF COMMENTS

None.

ITEM 2. PROPERTIES

Our principal corporate holding company headquarters are located at 200 East Randolph Drive, Chicago, Illinois, where we
currently occupy over 165,000 square feet of office space under a lease that expires in May 2032. Our regional headquarters
for our Americas, EMEA and Asia Pacific businesses are located in Chicago, London and Singapore, respectively. We have
339 corporate offices worldwide located in most major cities and metropolitan areas as follows: 189 offices in 9 countries in
the Americas (including 170 in the United States), 80 offices in 26 countries in EMEA, and 70 offices in 16 countries in Asia
Pacific. In addition, we have on-site property and corporate offices located throughout the world. On-site property and
facility management offices are generally located within properties we manage and are provided to us without cost.

ITEM 3. LEGAL PROCEEDINGS

We have contingent liabilities from various pending claims and litigation matters arising in the ordinary course of business,
some of which involve claims for damages that are substantial in amount. Many of these matters are covered by insurance
(including insurance provided through a captive insurance company), although they may nevertheless be subject to large
deductibles or retentions, and the amounts being claimed may exceed the available insurance. Although the ultimate liability
for these matters cannot be determined, based upon information currently available, we believe the ultimate resolution of
such claims and litigation will not have a material adverse effect on our financial position, results of operations, or liquidity.

ITEM 4. MINE SAFETY DISCLOSURES

Not applicable.

PART II

ITEM 5. MARKET FOR REGISTRANT'S COMMON EQUITY, RELATED SHAREHOLDER MATTERS, AND
ISSUER PURCHASES OF EQUITY SECURITIES

Our common stock is listed for trading on the NYSE under the symbol "JLL." As of February 13, 2020, there were 500
shareholders of record of our common stock and more than 74,000 additional street name holders whose shares were held of
record by banks, brokers and other financial institutions.

Dividends

On December 13, 2019, we paid a semi-annual dividend of $0.43 per share of our common stock to holders of record at the
close of business on November 15, 2019. We also paid a cash dividend of $0.43 per share of its common stock on June 14,
2019, to holders of record at the close of business on May 17, 2019. Dividend-equivalents in the same amounts were also
paid simultaneously on eligible outstanding but unvested restricted stock units.

We paid our first cash dividend in October 14, 2005, and have paid semi-annual dividends each year since 2006. There can be
no assurance future dividends will be declared since the actual declaration of future dividends and the establishment of record
and payment dates remains subject to final determination by our Board of Directors.

Share Repurchases

We have made no share repurchases under our share repurchase program in 2019 or 2018.

Transfer Agent

Computershare
P.O. Box 505000
Louisville, KY 40233

Equity Compensation Plan Information

For information regarding our equity compensation plans, including both shareholder approved plans and plans not approved
by shareholders, see Part III, Item 12. Security Ownership of Certain Beneficial Owners and Management and Related
Shareholder Matters.

Comparison of Cumulative Total Shareholder Return

The following graph compares the cumulative 5-year total return to shareholders of JLL's common stock relative to the
cumulative total returns of the S&P 500 Index, and a customized peer group comprising: 1) CBRE Group Inc. (CBRE), a
global commercial real estate services company publicly traded in the U.S., 2) Cushman & Wakefield plc (CWK), a global
commercial real estate services company publicly traded in the U.S., 3) Colliers International Group Inc. (CIGI), a global
commercial real estate services company, traded in the U.S., and 4) Savills Plc. (SVS.L), a real estate services company
traded on the London Stock Exchange. With the exception of Cushman & Wakefield, the following graph assumes the value
of the investment in JLL's common stock, the S&P 500 Index, and the peer group (including reinvestment of dividends) was
$100 on December 31, 2014. For Cushman & Wakefield, the $100 is assumed to be invested on August 2, 2018, the date of
their initial public offering.

JLL

S&P 500

Peer Group

December 31,

2014

2015

2016

2017

2018

2019

100 $

107 $

68 $

101 $

86 $

100

109

130

137

122

124

119

157

178

ITEM 6. SELECTED FINANCIAL DATA (UNAUDITED)

The following table sets forth our summary historical consolidated financial data. The information should be read in
conjunction with Item 8. Financial Statements and Supplemental Data and Item 7. Management's Discussion and Analysis of
Financial Condition and Results of Operations.

($ in millions, except share and per share data)

2019

2018

2017

2016

2015

Year Ended December 31,

$ 17,983.2

16,318.4

14,453.2

12,991.2

5,965.7

Statements of Operations Data:
Revenue (1)

Operating income

Interest expense, net of interest income

Equity earnings

Other income

Income before provision for income taxes and

noncontrolling interest

Provision for income taxes

Net income

Net income attributable to noncontrolling interest

Net income attributable to the Company

Dividends on unvested common stock, net of tax

Net income attributable to common shareholders

Basic earnings per common share before dividends on

unvested common stock

Dividends on unvested common stock, net of tax

Basic earnings per common share

Basic weighted average shares outstanding (in 000's)

Diluted earnings per common share dividends on

unvested common stock

Dividends on unvested common stock, net of tax

Diluted earnings per common share

Diluted weighted average shares outstanding (in 000's)

Cash dividends declared per common share

715.4

56.4

36.3

2.3

697.6

159.7

537.9

2.6

535.3

0.9

534.4

706.9

51.1

32.8

17.4

706.0

214.3

491.7

7.2

484.5

0.4

484.1

545.9

56.2

44.4

1.7

535.8

256.3

279.5

3.1

276.4

0.4

276.0

455.7

45.3

33.8

19.5

463.7

117.8

345.9

16.2

329.7

0.4

329.3

529.8

28.1

77.4

—

579.1

132.8

446.3

7.6

438.7

0.3

438.4

10.99

(0.01)

10.98

10.65

(0.01)

10.64

6.10

(0.01)

6.09

7.30

(0.01)

7.29

9.76

(0.01)

9.75

48,647

45,517

45,316

45,154

44,940

10.88

(0.01)

10.87

10.55

(0.01)

10.54

6.04

(0.01)

6.03

7.24

(0.01)

7.23

9.66

(0.01)

9.65

49,154

45,931

45,758

45,528

45,415

0.86

0.82

0.72

0.64

0.56

($ in millions, except ratios and Assets under
management)
Other Data:
EBITDA (2)

Cash flows provided by (used in):

Operating activities

Investing activities

Financing activities

Assets under management (in billions) (3)
Total square feet under management

Balance Sheet Data:

Cash and cash equivalents

Total assets
Total debt (4)
Deferred business acquisition obligations (5)
Total liabilities

Total Company shareholders' equity

As of and for the Year Ended December 31,

2019

2018

2017

2016

2015

952.9

935.6

755.7

634.2

707.4

483.8

(1,049.7)

584.6

67.6

5,060

604.1

(280.4)

(141.3)

60.5

4,633

798.7

(170.8)

(623.5)

58.1

4,555

451.9

480.9

268.0

13,672.6

10,025.5

9,254.4

1,297.4

50.1

8,459.3

5,118.1

688.3

62.3

6,291.0

3,691.5

752.7

81.9

5,872.4

3,340.1

222.6

(805.5)

636.4

60.1

4,402

258.5

8,629.9

1,267.6

102.4

5,734.7

2,863.5

375.8

(584.6)

191.6

56.4

3,994

216.6

6,187.1

561.1

97.6

3,457.7

2,688.8

(1) Effective January 1, 2018 revenue has been accounted for in accordance with ASC Topic 606, Revenue from Contracts
with Customers. While revenue in 2017 and 2016 has been re-stated in accordance with the new accounting guidance to align
with re-stated periods on our Consolidated Statements of Comprehensive income, re-statement of 2015 was not required.

(2) We define EBITDA attributable to common shareholders ("EBITDA") as Net income attributable to common
shareholders before (i) Interest expense, net of interest income, (ii) Provision for income taxes, and (iii) Depreciation and
amortization. Although EBITDA is a non-GAAP financial measure, it is used extensively by management in normal business
operations to develop budgets and forecasts as well as measure and reward performance against those budgets and forecasts,
exclusive of the impact from capital expenditures, reflected through depreciation expense, along with other components of
our capital structure. EBITDA is believed to be useful to investors and other external stakeholders as a supplemental measure
of performance and is used in the calculation of certain covenants related to our revolving credit facility. However, this
measure should not be considered an alternative to net income determined in accordance with U.S. generally accepted
accounting principles ("U.S. GAAP"). Any measure that eliminates components of a company's capital and investment
structure as well as costs associated with operations has limitations as a performance measure. In light of these limitations,
management also considers results determined in accordance with U.S. GAAP and does not solely rely on EBITDA. Because
EBITDA is not calculated under U.S. GAAP, it may not be comparable to similarly titled measures used by other companies.

Below is a reconciliation of our Net income attributable to common shareholders to EBITDA as presented in Item 7.
Management's Discussion and Analysis of Financial Condition and Results of Operations.

($ in millions)
Net income attributable to common shareholders

Interest expense, net of interest income

Provision for income taxes

Depreciation and amortization

EBITDA

Year Ended December 31,

2019

2018

2017

2016

2015

484.1

51.1

214.3

186.1

935.6

276.0

56.2

256.3

167.2

755.7

329.3

45.3

117.8

141.8

634.2

438.4

28.1

132.8

108.1

707.4

534.4

56.4

159.7

202.4

952.9

Below is a reconciliation of our net cash provided by operating activities, the most comparable cash flow measure on the
statements of cash flows, to EBITDA.

($ in millions)
Net cash provided by operating activities

Interest expense, net of interest income

Provision for income taxes

Change in working capital and non-cash expenses

EBITDA

Year Ended December 31,

2019

2018

2017

2016

2015

483.8

56.4

159.7

253.0

952.9

604.1

51.1

214.3

66.1

935.6

798.7

56.2

256.3
(368.2)
743.0

222.6

45.3

117.8

245.1

630.8

375.8

28.1

132.8

170.7

707.4

(3) Assets under management represent the aggregate fair value or cost basis (where an appraisal is not available) of assets
managed by LaSalle and is reported on a one quarter lag.

(4) Total debt includes long-term borrowings under the Facility and Long-term senior notes (net of debt issuance costs) and
Short-term borrowings, primarily local overdraft facilities.

(5) Deferred business acquisition obligations include both the short-term and long-term obligations to sellers of business for
acquisitions closed as of December 31, 2019, with the only condition on these payments being the passage of time. We
include these obligations as debt in the calculation of our leverage ratio under the Facility.

ITEM 7. MANAGEMENT'S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF
OPERATIONS

The following discussion and analysis contains certain forward-looking statements generally identified by the words:
anticipates, believes, estimates, expects, forecasts, plans, intends and other similar expressions. Such forward-looking
statements involve known and unknown risks, uncertainties, and other factors that may cause our actual results, performance,
achievements, plans, and objectives to be materially different from any future results, performance, achievements, plans, and
objectives expressed or implied by such forward-looking statements. See the Cautionary Note Regarding Forward-Looking
Statements after Part IV, Item 15. Exhibits and Financial Statement Schedules.

We present our Management's Discussion and Analysis in the following sections:

(1)

(2)

(3)

(4)

(5)

A summary of our critical accounting policies and estimates;

Certain items affecting the comparability of results;

Certain market and other risks we face;

The results of our operations, first on a consolidated basis and then for each of our business segments; and

Liquidity and capital resources.

SUMMARY OF CRITICAL ACCOUNTING POLICIES AND ESTIMATES

An understanding of our accounting policies is necessary for a complete analysis of our results, financial position, liquidity
and trends. The preparation of our financial statements requires management to make certain critical accounting estimates
and judgments that impact (i) the stated amount of assets and liabilities, (ii) disclosure of contingent assets and liabilities as
of the date of the financial statements and (iii) the reported amounts of revenue and expenses during the reporting periods.
These accounting estimates are based on management's judgment. We consider them to be critical because of their
significance to the financial statements and the possibility future events may differ from current judgments, or that the use of
different assumptions could result in materially different estimates. We review these estimates on a periodic basis to ensure
reasonableness. Although actual amounts may differ from such estimated amounts, we believe such differences are not likely
to be material. For additional detail regarding our critical accounting policies and estimates discussed below, see Note 2,
Summary of Significant Accounting Policies, of the Notes to Consolidated Financial Statements, included in Item 8.

Revenue Recognition

We earn revenue from the following:

• Leasing;

• Capital Markets;

•

Property & Facility Management;

Project & Development Services;

• Advisory, Consulting and Other; and

• LaSalle.

Our services are generally earned and billed in the form of transaction commissions, advisory and management fees, and
incentive fees. Some of the contractual terms related to the services we provide, and thus the revenue we recognize, can be
complex and so requires us to make judgments about our performance obligations and the timing and extent of revenue to
recognize. In addition, a significant portion of our revenue represents the reimbursement of costs we incur on behalf of
clients.

Business Combinations, Goodwill and Other Intangible Assets

Business Combinations

Historically we have grown, in part, through a series of acquisitions. We account for business combinations using the
acquisition method of accounting, which requires that once control is obtained, all of the assets acquired and liabilities
assumed, including amounts attributable to noncontrolling interests, be recorded at their respective fair values as of the
acquisition date. Determination of the fair values of the assets and liabilities acquired requires estimates and the use of
valuation techniques when market values are not readily available.

For intangible assets, we generally use the income approach to determine fair value, which requires management to make
significant estimates and assumptions. These estimates and assumptions primarily include discount rates, terminal growth
rates, forecasts of revenue, operating income and capital expenditures. The discount rates reflect the risk factors, from the
perspective of a market participant, associated with forecasts of cash flows.

In addition, terms for our acquisitions have frequently included cash paid at closing along with provisions for additional
guaranteed future consideration and/or earn-out payments subject to certain contract provisions and performance. The
additional guaranteed consideration, recorded as deferred business acquisition obligations on the Consolidated Balance
Sheets, represents the current discounted value of payments to sellers of businesses for which our acquisition has closed as of
the balance sheet dates and for which the only remaining condition on those payments is the passage of time.

Payment of earn-out consideration related to these acquisitions is contingent upon certain conditions being met. Earn-out
liabilities are recorded at the acquisition date fair value. Adjustments to earn-out liabilities during the measurement period
related to information known or available as of the acquisition date are reflected within Goodwill in the Consolidated Balance
Sheets. Adjustments to earn-out liabilities in periods subsequent to the measurement period or related to information known
or available after the acquisition date are reflected within Restructuring and acquisition charges on the Consolidated
Statements of Comprehensive Income.

Although we believe our estimates of fair value are reasonable, actual financial results could differ from those estimates due
to the inherent uncertainty involved in making such estimates. Changes in assumptions concerning future financial results or
other underlying assumptions could have a significant impact on the determination of the fair value of the identified
intangible assets acquired. Judgment is also required in determining the useful life of a finite-lived intangible asset.

Goodwill and Other Intangible Assets

Consistent with the services nature of the businesses we have acquired, the largest asset on the Consolidated Balance Sheets
is goodwill. We do not amortize this goodwill; instead, we evaluate goodwill for impairment at least annually, or as events or
changes in circumstances indicate the carrying value may be impaired.

In addition, we may record intangible assets as a result of acquisitions, which are primarily composed of customer
relationships, management contracts and customer backlog, and are amortized on a straight-line basis over their estimated
useful lives. We establish an intangible upon the sale of a warehouse receivable concurrent with the retention of its servicing
rights and amortize the intangible over the estimated period net servicing income is projected to be received. We evaluate our
identified intangibles for impairment at least annually, or as events or changes in circumstances indicate the carrying value
may be impaired.

Investments in Real Estate Ventures

We invest in certain real estate ventures that primarily own and operate commercial real estate. Historically, these
investments have primarily been co-investments in funds that LaSalle establishes in the ordinary course of business for its
clients. These investments include non-controlling ownership interests generally ranging from less than 1% to 10% of the
respective ventures. We account for these investments at fair value or under the equity method of accounting. Where
applicable, we estimate fair value using the net asset value ("NAV") per share (or its equivalent) our investees provide.
Critical inputs to NAV estimates include valuations of the underlying real estate assets and borrowings, which incorporate
investment-specific assumptions such as discount rates, capitalization rates, rental and expense growth rates, and asset-
specific market borrowing rates. For Investments in real estate ventures reported at fair value, our investment is increased or
decreased each reporting period by the difference between the fair value of the investment and the carrying value as of the
balance sheet date. We reflect these fair value adjustments as gains or losses on the Consolidated Statements of
Comprehensive Income within Equity earnings.

Income Taxes

We account for income taxes under the asset and liability method. We recognize deferred tax assets and liabilities for the
expected future tax consequences attributable to (i) differences between the financial statement carrying amounts of existing
assets and liabilities and their respective tax bases and (ii) operating loss and tax credit carryforwards. We measure deferred
tax assets and liabilities using the enacted tax rates expected to apply to taxable income in the years in which we expect those
temporary differences to be recovered or settled. We recognize into income the effect on deferred tax assets and liabilities of a
change in tax rates in the period including the enactment date.

Because of the global and cross-border nature of our business, our corporate tax position is complex. We generally provide
for taxes in each tax jurisdiction in which we operate based on local tax regulations and rules. Such taxes are provided on net
earnings and include the provision for taxes on substantively all differences between financial statement amounts and
amounts used in tax returns, excluding certain non-deductible items and permanent differences.

Our global effective tax rate is sensitive to the complexity of our operations as well as to changes in the mix of our
geographic profitability. Local statutory tax rates range from 0% to 38.1% in the countries in which we have significant
operations. We evaluate our estimated effective tax rate on a quarterly basis to reflect forecast changes in our geographic mix
of income and legislative actions on statutory tax rates.

We provide for the effects of income taxes on interim financial statements based on our estimate of the effective tax rate for
the full year.

Our effective tax rates are presented in the following table. In addition, we present the rate excluding the provisional estimate
and subsequent changes to that estimate relating to the transition tax component of the U.S. tax legislation passed in
December 2017 commonly known as the Tax Cuts and Jobs Act ("the Act").

Effective tax rate

Effective tax rate excluding the impact of the transition tax

For the year ended December 31,

2019

2018

2017

22.9%

23.5%

30.4%

23.7%

47.8%

24.4%

Very low tax rate jurisdictions (those with effective national and local combined tax rates of 25% or lower) providing the
most significant contributions to our effective tax rate include: Hong Kong (16.5%), Singapore (17%), the United Kingdom
(19%) and Saudi Arabia (20%).

Based on our historical experience and future business plans, we do not expect to repatriate our foreign source earnings to the
U.S. As of December 31, 2019, we have therefore not provided for withholding tax, dividend distribution tax, capital gains
taxes, or other taxes which could arise upon such distribution. We believe our policy of permanently reinvesting earnings of
foreign subsidiaries does not significantly impact our liquidity.

We have established valuation allowances against deferred tax assets where expected future taxable income does not support
their realization on a more-likely-than-not basis. We formally assess the likelihood of being able to utilize current tax losses
in the future on a country-by-country basis, commensurate with the determination of each quarter’s income tax provision. We
establish or increase valuation allowances upon specific indications the carrying value of a tax asset may not be recoverable.
Alternatively, we reduce valuation allowances upon (i) specific indications the carrying value of the related tax asset is more-
likely-than-not recoverable or (ii) the implementation of tax planning strategies which allow an asset we previously
determined to be not realizable to be viewed as realizable.

The table below summarizes certain information regarding the gross deferred tax assets and valuation allowance.

($ in millions)
Gross deferred tax assets
Valuation allowance

December 31,

2019

2018

492.4
70.4

429.4
79.2

The increase in gross deferred tax assets in 2019 was primarily the result of increases in deferred compensation accruals.

We evaluate our segment operating performance before tax, and do not consider it meaningful to allocate tax by segment.
Estimations and judgments relevant to the determination of tax expense, assets, and liabilities require analysis of the tax
environment and the future profitability, for tax purposes, of local statutory legal entities rather than business segments. Our
statutory legal entity structure generally does not mirror the way we organize, manage, and report our business operations.
For example, the same legal entity may include both LaSalle and RES businesses in a particular country.

As of December 31, 2019, the amount of unrecognized tax benefits was $78.2 million. We believe it is reasonably possible
that matters for which we have recorded $32.0 million of unrecognized tax benefits as of December 31, 2019, will be
resolved during 2020. The recognition of tax benefits, and other changes to the amounts of our unrecognized tax benefits,
may occur as the result of ongoing operations, the outcomes of audits or other examinations by tax authorities, or the passing
of statutes of limitations. We do not expect changes to our unrecognized tax benefits to have a significant impact on net
income, the financial position, or the cash flows of JLL. We do not believe we have material tax positions for which the
ultimate deductibility is highly certain but for which there is uncertainty about the timing of such deductibility.

NEW ACCOUNTING STANDARDS

Refer to Note 2, Summary of Significant Accounting Policies of the Notes to Consolidated Financial Statements, included in
Item 8.

ITEMS AFFECTING COMPARABILITY

Macroeconomic Conditions

Our results of operations and the variability of these results are significantly influenced by (i) macroeconomic trends, (ii) the
geopolitical environment, (iii) the global and regional real estate markets and (iv) the financial and credit markets. These
macroeconomic and other conditions have had, and we expect will continue to have, a significant impact on the variability of
our results of operations.

Acquisitions

The timing of acquisitions may impact the comparability of our results on a year-over-year basis. Our results include
incremental revenues and expenses following the completion date of an acquisition. In addition, there is generally an initial
adverse impact on net income from an acquisition as a result of pre-acquisition due diligence expenditures, transaction/deal
costs and post-acquisition integration costs, such as fees from third-party advisors engaged to assist with onboarding and
process alignment, retention and severance expense, early lease termination costs, and other integration expenses.

LaSalle Revenue

Our investment management business is, in part, compensated through incentive fees where performance of underlying funds'
investments exceeds agreed-to benchmark levels. Depending upon performance, disposition activity and the contractual
timing of measurement periods with clients, these fees can be significant and vary substantially from period to period.

Equity earnings also may vary substantially from period to period for a variety of reasons, including as a result of: (i) gains
(losses) on investments reported at fair value, (ii) gains (losses) on asset dispositions and (iii) impairment charges. The timing
of recognition of these items may impact comparability between quarters, in any one year, or compared to a prior year.

The comparability of these items can be seen in Note 3, Business Segments, of the Notes to Consolidated Financial
Statements, included in Item 8, and is discussed further in Segment Operating Results included herein.

Foreign Currency

We conduct business using a variety of currencies, but we report our results in U.S. dollars. As a result, the volatility of
currencies against the U.S. dollar may positively or negatively impact our results. This volatility can make it more difficult to
perform period-to-period comparisons of the reported U.S. dollar results of operations, because such results may indicate a
rate of growth or decline that might not have been consistent with the real underlying rate of growth or decline in the local
operations. Consequently, we provide information about the impact of foreign currencies in the period-to-period comparisons
of the reported results of operations in our discussion and analysis of financial condition in the Results of Operations section
below.

Transactional-Based Revenue

Transactional-based fees, that are impacted by the size and timing of our clients' transactions, from capital markets activities,
leasing activities and other services within our RES business, and LaSalle, increase the variability of the revenue we earn.
The timing and the magnitude of these fees can vary significantly from year-to-year and quarter-to-quarter, and from
segment-to-segment.

MARKET RISKS

Market Risk

The principal market risks we face due to the risk of loss arising from adverse changes in market rates and prices are:

•

Interest rates on our unsecured credit facility (the "Facility"); and

Foreign exchange risks.

In the normal course of business, we manage these risks through a variety of strategies, including hedging transactions using
various derivative financial instruments such as foreign currency forward contracts. We enter into derivative instruments that
are short-term in duration with high credit-quality counterparties and diversify our positions across such counterparties in
order to reduce our exposure to credit losses. We do not enter into derivative transactions for trading or speculative purposes.

Interest Rates

We centrally manage our debt, considering investment opportunities and risks, tax consequences, and overall financing
strategies. Our overall interest rate risk management objective is to limit the impact of interest rate changes on earnings and
cash flows and to lower our overall borrowing costs. We are primarily exposed to interest rate risk on our Facility, which had
a borrowing capacity of $2.75 billion as of December 31, 2019. The Facility consists of revolving credit available for
working capital, investments, capital expenditures and acquisitions. Our average outstanding borrowings under the Facility
during 2019 were $851.6 million, with an effective interest rate of 3.0%. We had $525.0 million of outstanding borrowings
under the Facility as of December 31, 2019. The Facility bears a variable rate of interest that fluctuates based on market rates.

Our Notes, $275.0 million face value due in November 2022, bear interest at an annual rate of 4.4%, subject to adjustment if
a credit rating assigned to the Notes is downgraded below an investment grade rating (or subsequently upgraded). Our €350.0
million face value of Euro Notes is split between €175.0 million due in June 2027 and €175.0 million due in June 2029,
bearing interest at an annual rate of 1.96% and 2.21%, respectively. The issuance of the Notes and Euro Notes at fixed
interest rates has helped to limit our exposure to future movements in interest rates.

We assess interest rate sensitivity to estimate the potential effect of rising interest rates on our variable rate debt. If interest
rates were 50 basis points higher during 2019, our results would reflect an increase of $4.3 million to Interest expense, net of
interest income.

Foreign Exchange

Foreign exchange risk is the risk we will incur economic losses due to adverse changes in foreign currency exchange rates.
Our revenue from outside of the U.S. approximated 44% and 48% of our total revenue for 2019 and 2018, respectively, as
outlined in the table below. Operating in international markets means we are exposed to movements in foreign exchange
rates, most significantly the British pound and the euro.

We mitigate our foreign currency exchange risk principally by (i) establishing local operations in the markets we serve and
(ii) invoicing customers in the same currency as the source of the costs. The impact of translating expenses incurred in
foreign currencies into U.S. dollars reduces the impact of translating revenue earned in foreign currencies into U.S. dollars. In
addition, British pound and Singapore dollar expenses incurred as a result of our regional headquarters being located in
London and Singapore, respectively, act as ongoing partial operational hedges against our translation exposures to those
currencies.

We enter into forward foreign currency exchange contracts to manage currency risks associated with intercompany loan
balances. Generally, the maturity of these contracts is less than 60 days. As of December 31, 2019, we had forward exchange
contracts in effect with a gross notional value of $2.30 billion ($1.05 billion on a net basis). This net carrying gain is
generally offset by a carrying loss in associated intercompany loans.

Although we operate globally, we report our results in U.S. dollars. As a result, the strengthening or weakening of the U.S.
dollar in relation to currencies we are exposed to may positively or negatively impact our reported results. The following
table sets forth the revenue derived from our most significant currencies.

($ in millions)
United States dollar

British pound

Euro

Australian dollar

Indian rupee

Hong Kong dollar

Chinese yuan

Canadian Dollar
Japanese yen
Singapore dollar

Other currencies

Total revenue

2019

Year Ended December 31,
2018

% of Total

10,054.9

55.9%

1,514.8

1,507.7

924.5

651.8

533.8

505.9

435.5
349.4
309.2

1,195.7

8.4

5.1

3.6

3.0

2.8

2.4
1.9
1.7

6.6

8,523.8

1,526.3

1,527.1

916.7

580.4

487.2

505.5

390.5
285.2
458.7
1,117.0

% of Total

52.2%

9.4

5.6

3.6

3.0

3.1

2.4
1.7
2.8
6.8

17,983.2

100.0%

16,318.4

100.0%

Had the British pound-to-U.S. dollar exchange rates been 10% higher throughout the course of 2019, we estimate our
reported operating income would have increased by $3.9 million. Had euro-to-U.S. dollar exchange rates been 10% higher
throughout the course of 2019, we estimate our reported operating income would have increased by $10.2 million. These
hypothetical calculations estimate the impact of translating results into U.S. dollars and do not include an estimate of the
impact a 10% increase in the U.S. dollar against other currencies would have on our foreign operations.

Seasonality

Historically, our quarterly revenue and profits have tended to increase from quarter to quarter as the year progresses. This is a
result of a general focus in the real estate industry on completing or documenting transactions by calendar year end and the
fact that certain expenses are constant through the year. Historically, we have reported a relatively smaller profit in the first
quarter and then increasingly larger profits during each of the following three quarters, excluding the recognition of
investment-generated performance fees and realized and unrealized co-investment equity earnings and losses (each of which
can be unpredictable). Generally, we recognize incentives fees when assets are sold, the timing of which is geared toward the
benefit of our clients. In addition, co-investment equity gains and losses are primarily dependent on underlying valuations,
the direction and magnitude of changes to such valuations are not predictable. Non-variable operating expenses, which we
treat as expenses when incurred during the year, are relatively constant on a quarterly basis.

Inflation

Our operating expenses fluctuate with our revenue and general economic conditions including inflation. However, we do not
believe inflation has had a material impact on our results of operations during the three-year period ended December 31,
2019.

RESULTS OF OPERATIONS

Definitions

• We define market volumes for Leasing as gross absorption of office real estate space in square feet for the U.S.,

Europe and selected markets in Asia Pacific. We define market volumes for Capital Markets as the U.S. dollar
equivalent value of investment sales transactions globally.

• Assets under management data for LaSalle is reported on a one-quarter lag.

•

"MENA": Middle East and North Africa. "Greater China": China, Hong Kong, Macau and Taiwan.

"n.m.": not meaningful, represented by a percentage change of greater than 100% favorable or unfavorable.

Year Ended December 31, 2019 compared with Year Ended December 31, 2018

Year Ended December 31,

Change in

2019

2018

U.S. dollars

% Change
in Local
Currency

($ in millions)

Leasing

Capital Markets
Property & Facility Management

Project & Development Services

Advisory, Consulting and Other

Real Estate Services ("RES") revenue

LaSalle
Revenue

Reimbursements

Revenue before reimbursements

Gross contract costs

Net non-cash MSR and mortgage banking derivative activity

Fee revenue
Leasing

Capital Markets

Property & Facility Management

Project & Development Services

Advisory, Consulting and Other

RES fee revenue

LaSalle

Compensation and benefits excluding gross contract costs

Operating, administrative and other expenses excluding gross
contract costs

Depreciation and amortization

Restructuring and acquisition charges
Total fee-based operating expenses

Gross contract costs
Total operating expenses, excluding reimbursed expenses

Operating income

Equity earnings

Adjusted EBITDA

2,524.0

1,542.2
9,364.7

3,121.5

904.7

2,372.1

1,145.4
8,782.8

2,669.0

815.2

151.9

396.8
581.9

452.5

89.5

35
7

17,457.1

15,784.5

526.1

17,983.2

7,952.6

10,030.6
(2,870.2)
(21.2)
7,139.2

2,455.7

1,477.5

1,181.8

861.0

660.3

6,636.3

502.9

533.9

16,318.4

7,228.9

9,089.5
(2,595.0)
(8.3)
6,486.2
2,303.5

1,093.5

1,163.1

798.0

616.2

5,974.3
511.9

1,672.6
(7.8)
1,664.8

11%

(1)

10%

723.7

941.1
(275.2)
(12.9) n.m.
10%
653.0

152.2

384.0

18.7

63.0

44.1

662.0
(9.0)

11%

(2)

4,922.7

4,466.9

455.8

10%

1,135.5

1,095.8

202.4

184.4

6,445.0

2,870.2

9,315.2

715.4

36.3

1,116.1

186.1

38.8

5,787.6

2,595.0

8,382.6

706.9

32.8

953.2

39.7

16.3

145.6

657.4

275.2

932.6

8.5

3.5

162.9

n.m.

11%

17%

37
9

13%

—

12%

n.m.

12%

13%

(1)

12%

n.m.

14%

11%

18%

Non-GAAP Financial Measures

Management uses certain non-GAAP financial measures to develop budgets and forecasts, measure and reward performance
against those budgets and forecasts, and enhance comparability to prior periods. These measures are believed to be useful to
investors and other external stakeholders as supplemental measures of core operating performance and include the following:

(i) Fee revenue and Fee-based operating expenses,

(ii) Adjusted EBITDA and Adjusted EBITDA margin, and

(iii) Percentage changes against prior periods, presented on a local currency basis.

However, non-GAAP financial measures should not be considered alternatives to measures determined in accordance with
U.S. GAAP. Any measure that eliminates components of a company’s capital structure, cost of operations or investments, or
other results has limitations as a performance measure. In light of these limitations, management also considers U.S. GAAP
financial measures and does not rely solely on non-GAAP financial measures. Because our non-GAAP financial measures are
not calculated in accordance with U.S. GAAP, they may not be comparable to similarly titled measures used by other
companies.

Adjustments to GAAP Financial Measures Used to Calculate non-GAAP Financial Measures

Gross contract costs represent certain costs associated with client-dedicated employees and third-party vendors and
subcontractors and are indirectly reimbursed through the fees we receive. These costs are presented on a gross basis in
Operating expenses with the corresponding fees in Revenue before reimbursements. However, as we generally earn little to
no margin on such costs, excluding gross contract costs from both Fee revenue and Fee-based operating expenses more
accurately reflects how we manage our expense base and operating margins and also enables a more consistent performance
assessment across a portfolio of contracts with varying payment terms and structures, including those with direct versus
indirect reimbursement of such costs.

Net non-cash mortgage servicing rights ("MSR") and mortgage banking derivative activity consists of the balances
presented within Revenue composed of (i) derivative gains/losses resulting from mortgage banking loan commitment and
warehousing activity and (ii) gains recognized from the retention of MSR upon origination and sale of mortgage loans, offset
by (iii) amortization of MSR intangible assets over the period net servicing income is projected to be received. Non-cash
derivative gains/losses resulting from mortgage banking loan commitment and warehousing activity are calculated as the
estimated fair value of loan commitments and subsequent changes thereof, primarily represented by the estimated net cash
flows associated with future servicing rights. MSR gains and corresponding MSR intangible assets are calculated as the
present value of estimated net cash flows over the estimated mortgage servicing periods. The above activity is reported
entirely within Revenue of the Capital Markets service line of the Americas segment. Excluding net non-cash MSR and
mortgage banking derivative activity reflects how we manage and evaluate performance because the excluded activity is non-
cash in nature.

Restructuring and acquisition charges primarily consist of: (i) severance and employment-related charges, including those
related to external service providers, incurred in conjunction with a structural business shift, which can be represented by a
notable change in headcount, change in leadership or transformation of business processes; (ii) acquisition, transaction and
integration-related charges, including non-cash fair value adjustments to assets and liabilities recorded in purchase accounting
such as earn-out liabilities and intangible assets; and (iii) lease exit charges. Such activity is excluded as the amounts are
generally either non-cash in nature or the anticipated benefits from the expenditures would not likely be fully realized until
future periods. Restructuring and acquisition charges are excluded from segment operating results and therefore not a line
item in the segments’ reconciliation to Adjusted EBITDA.

Gain on Disposition reflects the net gain recognized on the sale of a business in the Asia Pacific reporting segment in 2018.
Given our low frequency of business disposals historically, we exclude the gain directly associated with such activity as it is
not considered indicative of core operating performance.

Reconciliation of Non-GAAP Financial Measures

Below are the reconciliations of (i) Revenue to fee revenue and (ii) Operating expenses to fee-based operating expenses.

($ in millions)
Revenue

Reimbursements

Revenue before reimbursements

Adjustments:

Gross contract costs

Net non-cash MSR and mortgage banking derivative activity

Fee revenue

Operating expenses

Reimbursed expenses

Operating expenses, excluding reimbursed expenses
Less: Gross contract costs

Fee-based operating expenses

Operating income

Year Ended December 31,

2019

2018

17,983.2
(7,952.6)
10,030.6

(2,870.2)
(21.2)
7,139.2

17,267.8
(7,952.6)
9,315.2
(2,870.2)
6,445.0

715.4

16,318.4
(7,228.9)
9,089.5

(2,595.0)
(8.3)
6,486.2

15,611.5
(7,228.9)
8,382.6
(2,595.0)
5,787.6

706.9

Below is (i) a reconciliation of Net income attributable to common shareholders to EBITDA and Adjusted EBITDA, (ii) the
Net income margin attributable to common shareholders (measured on Revenue before reimbursements), and (iii) the
Adjusted EBITDA margin (measured on fee-revenue and presented on a local currency basis).

($ in millions)
Net income attributable to common shareholders
Add:

Interest expense, net of interest income

Provision for income taxes

Depreciation and amortization

EBITDA
Adjustments:

Restructuring and acquisition charges

Gain on disposition

Net non-cash MSR and mortgage banking derivative activity

Adjusted EBITDA

Net income margin attributable to common shareholders

Adjusted EBITDA margin

Year Ended December 31,

2019

2018

534.4

56.4

159.7

202.4

952.9

184.4

—

(21.2)

1,116.1

5.3%

15.5%

484.1

51.1

214.3

186.1

935.6

38.8
(12.9)
(8.3)
953.2

5.3%

14.7%

In discussing our operating results, we report Adjusted EBITDA margins and refer to percentage changes in local currency,
unless otherwise noted. Amounts presented on a local currency basis are calculated by translating the current period results of
our foreign operations to U.S. dollars using the foreign currency exchange rates from the comparative period. We believe this
methodology provides a framework for assessing performance and operations excluding the effect of foreign currency
fluctuations.

The following table reflects the reconciliation to local currency amounts for consolidated (i) Revenue, (ii) fee revenue, (iii)
Operating income and (iv) Adjusted EBITDA.

($ in millions)
Revenue:

At current period exchange rates

Impact of change in exchange rates

At comparative period exchange rates

Fee revenue:

At current period exchange rates
Impact of change in exchange rates

At comparative period exchange rates

Operating income:

At current period exchange rates

Impact of change in exchange rates

At comparative period exchange rates

Adjusted EBITDA:

At current period exchange rates

Impact of change in exchange rates

At comparative period exchange rates

Year Ended December 31,

2019

% Change

17,983.2

311.8

18,295.0

7,139.2
118.4

7,257.6

715.4

3.2

718.6

1,116.1

7.3

1,123.4

10%

n/a

12%

10%
n/a

12%

n/a

17%

n/a

18%

Revenue

Consolidated revenue and fee revenue both increased 12% over the prior year to $18.0 billion and $7.1 billion, respectively.
Consolidated RES revenue and RES fee revenue both increased 13% from 2018, with broad-based growth achieved in all
service lines.

From a service line perspective, consolidated RES revenue growth was led by Property & Facility Management (38% of the
growth), with notable contributions from Project & Development Services (27% of the growth) and Capital Markets (21% of
the growth). For consolidated RES fee revenue, growth was led by Capital Markets (52% of the growth), Leasing (23% of the
growth) and Project & Development Services (11% of the growth). The Capital Markets growth was due predominantly to
the acquisition of HFF, Inc. ("HFF"), almost entirely reflected in the Americas segment. HFF contributed $392.3 million of
revenue ($394.9 million of fee revenue), subsequent to the July 1, 2019 acquisition. Refer to Note 4, Business Combinations,
Goodwill and Other Intangibles, of the Notes to the Consolidated Financial Statements, included in Item 8, for further
information on the HFF acquisition. Geographically, the increase in consolidated RES fee revenue comprises 90% from our
Americas segment, 8% from Asia Pacific and 2% from EMEA.

The following highlights the proportion of our RES service line consolidated fee revenue growth, compared with 2018, by
notable segment. Refer to segment operating results for further discussion.

• Leasing - Americas drove growth, partially offset by EMEA and Asia Pacific

• Capital Markets - Americas (99%) and Asia Pacific (10%), partially offset by EMEA

•

Property & Facility Management - EMEA (56%), Americas (30%) and Asia Pacific (14%)

Project & Development Services - Americas (55%), EMEA (25%) and Asia Pacific (20%)

• Advisory, Consulting and Other - Americas (50%), EMEA (27%) and Asia Pacific (23%)

LaSalle revenue was largely flat to 2018 as significant growth in advisory and transaction fees was offset by expected lower
incentive fees compared to the record 2018 performance.

Our consolidated revenue and fee revenue both increased 10% in U.S. dollars and 12% on a local currency basis for 2019,
compared with 2018. The spread was driven by strengthening of the U.S. dollar against most major currencies, especially the
British pound sterling, euro, Australian dollar, and Chinese yuan.

Operating Expenses

In 2019, consolidated operating expenses, excluding reimbursed expenses, increased 14% to $9.3 billion. Consolidated fee-
based operating expenses, were $6.4 billion in 2019, a 13% increase from prior year. The increase in expenses was primarily
attributable to Americas, which represented 67% of the increase in fee-based operating expenses on a local currency basis,
driven by incremental expenses from post-acquisition HFF operations. In addition, Restructuring and acquisition charges
represented 19% of the increase, primarily due to HFF-related acquisition and integration costs; refer to the following table
and commentary below for further detail.

(in millions)
Severance and other employment-related charges

Restructuring, pre-acquisition and post-acquisition charges
Fair value adjustments that resulted in a net increase to earn-out liabilities from
prior-period acquisition activity

Total restructuring & acquisition charges

Year ended December 31,

2019

2018

31.1

124.9

28.4

184.4

25.5

5.9

7.4

38.8

Of the current-year Restructuring, pre-acquisition and post-acquisition charges, $115.1 million was associated with the
acquisition and integration of HFF. These charges included transaction/deal costs, retention and severance expense, early
lease termination costs, and other integration expenses.

Interest Expense

Interest expense, net of interest income, for 2019 was $56.4 million, up from $51.1 million in 2018. The increase reflects an
increase in the average outstanding borrowings, primarily attributable to cash drawn to acquire HFF, as well as a higher
effective interest rate on our Facility. The average outstanding borrowings under our Facility increased from $364.1 million,
with an average effective interest rate of 2.9%, during 2018, to $851.6 million, with an average effective interest rate of 3.0%,
in 2019.

Equity Earnings

Equity earnings increased from $32.8 million in 2018 to $36.3 million in 2019. Substantially all of the activity in each year
was attributable to LaSalle; refer to the LaSalle segment results discussion for additional details.

Provision for Income Taxes

The provision for income taxes was $159.7 million and $214.3 million for the years ended December 31, 2019 and 2018,
respectively, representing effective tax rates ("ETR") of 22.9% and 30.4%, respectively. In both years, there was a change in
the estimated liability associated with the transition tax from the U.S. Tax Cuts and Jobs Act of 2017. In 2019, excluding the
$4.3 million benefit from this change in estimate, the ETR was 23.5%. In 2018, excluding the $47.0 million additional charge
from this change in estimate, the ETR was 23.7%. Refer to the Income Tax discussion in the Summary of Critical Accounting
Policies and Estimates and Note 8, Income Taxes, of the Notes to Consolidated Financial Statements, included in Item 8, for
a further discussion of our effective tax rate.

Net Income and Adjusted EBITDA

Net income attributable to common shareholders was $534.4 million for the year, or $10.87 per diluted common share,
compared with $484.1 million for 2018, or $10.54 per diluted common share. The July 2019 issuance of 5.7 million shares in
conjunction with the HFF acquisition increased the weighted average shares outstanding, impacting the year-over-year
growth of earnings per share. Adjusted EBITDA increased 18% from the prior year to $1,116.1 million in 2019. Net income
margin attributable to common shareholders was 5.3% in 2019, equivalent to the prior year. Adjusted EBITDA margin,
calculated on a fee revenue basis, was 15.6% in USD for 2019 (15.5% in local currency), compared with 14.7% last year. The
profitability improvement and margin expansion primarily reflected contributions from organic RES growth and HFF, which
facilitated net incremental investments in growth initiatives.

Segment Operating Results

We manage and report our operations as four business segments. Our three geographic RES segments include Americas,
EMEA and Asia Pacific. Our fourth segment, LaSalle, offers investment management services on a global basis.

Each geographic region offers our full range of real estate services, including agency leasing and tenant representation,
capital markets, property management, facility management, project and development services, and advisory, consulting and
valuation services, including digital solutions. We define "property management" to be services we provide to non-occupying
property investors and "facility management" to be services we provide to owner-occupiers.

Operating income represents total revenue less direct and allocated indirect expenses. We allocate all indirect expenses to our
segments, other than interest and income taxes, as nearly all expenses incurred benefit one or more of the segments. Allocated
expenses primarily consist of corporate global platform overhead, which we allocate to the business segments based on the
budgeted operating expenses of each segment.

For segment reporting, (i) gross contract costs and (ii) net non-cash MSR and mortgage banking derivative activity are both
excluded from revenue in determining "fee revenue". Gross contract costs are excluded from operating expenses in
determining "fee-based operating expenses". In addition, our measure of segment results excludes Restructuring and
acquisition charges.

Americas - Real Estate Services

($ in millions)
Revenue

Reimbursements
Revenue before reimbursements

Gross contract costs

Net non-cash MSR and mortgage banking
derivative activity
Fee revenue
Leasing

Capital Markets

Property & Facility Management

Project & Development Services

Advisory, Consulting and Other

Compensation, operating and administrative
expenses excluding gross contract costs

Depreciation and amortization
Segment fee-based operating expenses
(excluding restructuring & acquisition charges)

Gross contract costs
Segment operating expenses, excluding
reimbursed expenses

Segment operating income

Equity earnings

Adjusted EBITDA

Year Ended December 31,

Change in

in Local

2019

2018

U.S. dollars

Currency

% Change

10,578.9
(5,857.8)
4,721.1
(800.2)

(21.2)
3,899.7

1,912.1

888.7

484.2

412.0

202.7

3,183.0

126.5

3,309.5

800.2

4,109.7

611.4

1.7

719.4

9,041.0
(5,164.7)
3,876.3
(652.9)

1,537.9
(693.1)
844.8
(147.3)

(8.3)
3,215.1
1,711.3

490.5

472.2

368.8

172.3

2,692.4

109.1

2,801.5

652.9

3,454.4

421.9

0.8

(12.9)
684.6

200.8

398.2

12.0

43.2

30.4

490.6

17.4

508.0

147.3

655.3

189.5

0.9

522.5

196.9

17%

22%

n.m.

21%

17%

22%

n.m.

22%

19%

45%

n.m.

38%

20%

45%

n.m.

38%

Americas revenue and fee revenue increases were broad-based across all service lines, highlighted by Capital Markets. The
Capital Markets growth was driven by HFF contributions in the six months following our acquisition; HFF revenue and fee
revenue was $383.7 million and $386.3 million, respectively, reflecting strong contributions from debt placement. Leasing
achieved outstanding revenue performance across several U.S. markets and all major asset classes, with larger average deal
sizes in 2019. In addition, Project & Development Services fee revenue growth was due to new project wins in the U.S. and
expanded assignments with Corporate Solutions clients. Excluding contributions from HFF, segment revenue and fee revenue
growth for the year was strong at 13% and 10%, respectively.

The increase in segment operating expenses, excluding reimbursed expenses, and segment fee-based operating expenses in
2019 was primarily attributable to incremental expenses associated with the first two quarters of HFF operations and
revenue-related expense growth.

Adjusted EBITDA margin, calculated on a fee revenue basis, was 18.4% in USD and local currency in 2019, compared with
16.3% in 2018. The increase in segment operating income and adjusted EBITDA, as well as over 200 basis point margin
expansion, primarily reflected the significant growth in our higher margin transactional businesses, approximately half of
which was from HFF contributions, and cost management initiatives.

EMEA - Real Estate Services

($ in millions)
Revenue

Reimbursements
Revenue before reimbursements

Gross contract costs
Fee revenue
Leasing

Capital Markets

Property & Facility Management

Project & Development Services

Advisory, Consulting and Other

Compensation, operating and administrative
expenses excluding gross contract costs

Depreciation and amortization
Segment fee-based operating expenses
(excluding restructuring & acquisition charges)

Gross contract costs
Segment operating expenses, excluding
reimbursed expenses

Segment operating income

Equity losses

Adjusted EBITDA

Year Ended December 31,

Change in

2019

2018

3,470.7
(709.7)
2,761.0
(1,104.2)
1,656.8

295.7

391.5

393.1

297.2

279.3

1,566.7

43.1

1,609.8

1,104.2

2,714.0

47.0
(1.0)
91.7

3,495.0
(677.5)
2,817.5
(1,108.0)
1,709.5
323.3

440.9

383.6

288.7

273.0

1,581.7

50.8

1,632.5

1,108.0

2,740.5

77.0

—

130.8

U.S. dollars
(24.3)
(32.2)
(56.5)
3.8
(52.7)
(27.6)
(49.4)
9.5

(1)%
5
(2%)
—
(3)%
(9)
(11)
2

8.5

6.3

(15.0)
(7.7)

(1)
(15)

(1)
(22.7)
(3.8) —

(26.5)
(30.0)
(1.0)
(39.1)

(1)%
(39)%
n.m.
(30)%

% Change

in Local

Currency

4 %

1 %
(5)
(8)
7

3
(11)

4 %
(41)%
n.m.
(29)%

EMEA revenue and fee revenue had slight growth in 2019, highlighted by Property & Facility Management and Project &
Development Services. New client wins and expansion of mandates with Corporate Solutions clients drove Property &
Facility Management revenue and fee revenue increases. Solid performance in Project & Development Services was led by
MENA. The decreases in Capital Markets and Leasing were primarily due to declines in the UK. Geographically across
service lines, fee revenue growth was led by MENA, France and Poland, with notable offsets in the UK and Germany.

The increase in segment operating expenses, excluding reimbursed expenses, and segment fee-based operating expenses
primarily reflected revenue-related expense growth and investments in our people.

Adjusted EBITDA margin, calculated on a fee revenue basis, was 5.5% in USD for the year (5.4% in local currency),
compared with 7.7% in 2018. The margin contraction was most attributable to the notable decrease in higher-margin
transactional revenues.

Asia Pacific - Real Estate Services

($ in millions)
Revenue

Reimbursements
Revenue before reimbursements

Gross contract costs
Fee revenue
Leasing

Capital Markets

Property & Facility Management

Project & Development Services

Advisory, Consulting and Other

Compensation, operating and administrative
expenses excluding gross contract costs

Depreciation and amortization
Segment fee-based operating expenses
(excluding restructuring & acquisition charges)

Gross contract costs
Segment operating expenses, excluding
reimbursed expenses

Segment operating income

Equity earnings

Adjusted EBITDA

Year Ended December 31,

Change in

in Local

2019

2018

U.S. dollars

Currency

% Change

3,407.5
(1,377.2)
2,030.3
(950.5)
1,079.8

247.9

197.3

304.5

151.8

178.3

926.1

26.4

952.5

950.5

1,903.0

127.3

2.3

155.5

3,248.5
(1,369.2)
1,879.3
(829.6)
1,049.7
268.9

162.1

307.3

140.5

170.9

913.4

23.2

936.6

829.6

159.0
(8.0)
151.0
(120.9)
30.1
(21.0)
35.2
(2.8)
11.3

7.4

12.7

3.2

15.9

120.9

1,766.2

136.8

113.1

2.0

138.2

14.2

0.3

17.3

(8)

(1)

13%

15%

13%

11%

(6)

11%

15%

Asia Pacific's solid 2019 growth in revenue and fee revenue was highlighted by Capital Markets, primarily due to increased
transactions in Japan, Singapore and Australia. Project & Development Services growth was driven by Corporate Solutions
project wins across several geographic markets. The decline in leasing reflected a softer fourth quarter as market conditions
in Hong Kong and China more than offset growth in other markets, specifically India. Geographically across service lines,
the increase in fee revenue was led by Japan, India and Australia, with offsets from Greater China.

The increases in segment operating expenses, excluding reimbursed expenses, and segment fee-based operating expenses was
primarily attributable to revenue-related expense growth.

Adjusted EBITDA margin, calculated on a fee revenue basis, was 14.4% in USD for 2019 (14.3% in local currency),
compared with 13.2% in 2018. The margin expansion reflected the net increase in transactional revenues and improved
margin contribution from continued cost discipline.

LaSalle

($ in millions)
Revenue

Reimbursements
Revenue before reimbursements

Gross contract costs
Fee revenue

Advisory fees

Transaction fees & other

Incentive fees

Compensation, operating and administrative
expenses excluding gross contract costs

Depreciation and amortization
Segment fee-based operating expenses
(excluding restructuring & acquisition charges)

Gross contract costs
Segment operating expenses, excluding
reimbursed expenses

Segment operating income

Equity earnings

Adjusted EBITDA

Year Ended December 31,

Change in

in Local

2019

2018

U.S. dollars

Currency

% Change

526.1
(7.9)
518.2
(15.3)
502.9

314.2

50.3

138.4

382.4

6.4

388.8

15.3

404.1

114.1

33.3

150.4

533.9
(17.5)
516.4
(4.5)
511.9
264.6

31.5

215.8

375.2

3.0

378.2

4.5

382.7

133.7

30.0

162.2

(7.8)
9.6

1.8
(10.8)
(9.0)
49.6

18.8
(77.4)

7.2

3.4

10.6

10.8

21.4
(19.6)
3.3
(11.8)

(1)%
(55)
— %

n.m.
(2)%
19

60
(36)

n.m.

6 %
(15)%
11 %
(7)%

— %
(54)

1 %

n.m.
(1)%
21

61
(36)

n.m.

7 %
(13)%
11 %
(6)%

LaSalle revenue and fee revenue reflected significant growth in advisory and transaction fees, more than offset by expected
lower incentive fees following the record prior-year performance. Strong private equity capital raising during the year drove
over half of the growth in advisory fees with the balance attributable to assets under management ("AUM") from recent
acquisitions. Outstanding incentive fees in both years were driven by real estate dispositions on behalf of clients, primarily in
Asia Pacific. Incentive fees in 2019 marked the second highest levels of the decade, following only 2018.

Equity earnings in 2019 were primarily driven by net fair value increases for a LaSalle-managed publicly traded real estate
investment trust in Japan.

The year-over-year increases in segment operating expenses, excluding reimbursed expenses, and segment fee-based
operating expenses, was driven by higher deferred compensation expense related to the record incentive fee performance in
2018, partially offset by a decrease in the current portion of variable compensation expense.

Adjusted EBITDA margin, calculated on a fee revenue basis, was 29.9% in USD (30.0% in local currency) for 2019,
compared with 31.7% in 2018. The decline in margin is driven by lower incentive fees, partially offset by enhanced
productivity of the asset management platform.

As of December 31, 2019, LaSalle had $67.6 billion of AUM, an increase of 12% in USD (13% in local currency) from $60.5
billion as of December 31, 2018. The net increase in AUM during the year resulted from (i) $7.2 billion from the recent Aviva
and Latitude transactions, (ii) $11.3 billion of acquisitions and (iii) $3.4 billion of net valuation increases, partially offset by
(iv) $13.8 billion of dispositions and withdrawals and $1.0 billion of foreign currency decreases.

Year Ended December 31, 2018 compared with Year Ended December 31, 2017

($ in millions)

Leasing

Capital Markets

Property & Facility Management

Project & Development Services

Advisory, Consulting and Other

Real Estate Services ("RES") revenue

LaSalle
Revenue

Reimbursements

Revenue before reimbursements

Gross contract costs
Net non-cash MSR and mortgage banking derivative activity

Fee revenue
Leasing

Capital Markets

Property & Facility Management

Project & Development Services

Advisory, Consulting and Other

RES fee revenue

LaSalle

Compensation and benefits excluding gross contract costs

Operating, administrative and other expenses excluding gross
contract costs

Depreciation and amortization
Total fee-based operating expenses

Restructuring and acquisition charges

Gross contract costs
Total operating expenses, excluding reimbursed expenses

Operating income

Equity earnings

Adjusted EBITDA

Year Ended December 31,

Change in

in Local

2018

2017

U.S. dollars

Currency

% Change

2,372.1

1,145.4

8,782.8

2,669.0

815.2

2,051.9

1,149.4

7,821.3

2,344.5

730.3

320.2

16 %

(4.0) —
12

961.5

324.5

84.9

15,784.5

14,097.4

1,687.1

12 %

533.9

16,318.4

7,228.9

9,089.5
(2,595.0)
(8.3)
6,486.2
2,303.5

1,093.5

1,163.1

798.0

616.2

5,974.3
511.9

355.8

178.1

14,453.2

1,865.2

13 %

6,485.8

743.1

7,967.4
(2,215.5)
(15.7)
5,736.2
2,000.8

1,108.3

1,048.5

690.9

554.5

5,403.0
333.2

1,122.1
(379.5)
7.4

750.0
302.7
(14.8)
114.6

107.1

61.7

571.3
178.7

17
(47)

13 %
15

(1)

11 %

11 %
54

16 %

(1)

12 %

13 %

16
(47)

13 %
15

(2)

12 %

10 %
52

4,466.9

4,023.5

443.4

11 %

10 %

1,095.8

186.1

5,748.8

38.8

2,595.0

8,382.6

706.9

32.8

953.2

984.6

167.2

5,175.3

30.7

2,215.5

7,421.5

545.9

44.4

770.7

111.2

18.9

573.5

8.1

379.5

961.1

13 %

12 %

161.0
(11.6)
182.5

29 %

(26)%

24 %

32 %

(26)%

25 %

Reconciliation of Non-GAAP Financial Measures

Below are the reconciliations of (i) Revenue to fee revenue and (ii) Operating expenses to fee-based operating expenses.

($ in millions)

Revenue

Reimbursements

Revenue before reimbursements
Adjustments:

Gross contract costs

Net non-cash MSR and mortgage banking derivative activity

Fee revenue

Operating expenses

Reimbursed expenses

Operating expenses, excluding reimbursed expenses

Less: Gross contract costs

Fee-based operating expenses

Operating Income

Year Ended December 31,

2018

2017

16,318.4

7,228.9

9,089.5

(2,595.0)
(8.3)
6,486.2

15,611.5

7,228.9

8,382.6
(2,595.0)
5,787.6

706.9

14,453.2

6,485.8

7,967.4

(2,215.5)
(15.7)
5,736.2

13,907.3

6,485.8

7,421.5
(2,215.5)
5,206.0

545.9

($ in millions)

Net income attributable to common shareholders
Add:

Interest expense, net of interest income

Provision for income taxes

Depreciation and amortization

EBITDA
Adjustments:

Restructuring and acquisition charges

Gain on disposition

Net non-cash MSR and mortgage banking derivative activity

Adjusted EBITDA

Net income margin attributable to common shareholders

Adjusted EBITDA margin

Year Ended December 31,

2018

2017

484.1

51.1

214.3

186.1

935.6

38.8
(12.9)
(8.3)
953.2

5.3%

14.9%

276.0

56.2

256.3

167.2

755.7

30.7

—
(15.7)
770.7

3.5%

13.4%

The following table reflects the reconciliation to local currency amounts for consolidated (i) Revenue, (ii) fee revenue, (iii)
Operating income and (iv) Adjusted EBITDA.

($ in millions)
Revenue:

At current period exchange rates

Impact of change in exchange rates

At comparative period exchange rates

Fee revenue:

At current period exchange rates

Impact of change in exchange rates

At comparative period exchange rates

Operating income:

At current period exchange rates

Impact of change in exchange rates

At comparative period exchange rates

Adjusted EBITDA:

At current period exchange rates

Impact of change in exchange rates

At comparative period exchange rates

Year Ended December 31,

2018

% Change

16,318.4
(2.8)
16,315.6

6,486.2
(11.2)
6,475.0

706.9

13.7

720.6

953.2

13.7

966.9

13%

n/a

13%

n/a

13%

29%

n/a

32%

24%

n/a

25%

Revenue

Consolidated revenue and consolidated fee revenue for 2018 were $16.3 billion and $6.5 billion, respectively, both increases
of 13% from prior year. Annual RES revenue growth was substantially all organic and reflected contributions from all three
RES segments. From a service line perspective, Property & Facility Management led RES revenue growth for the year (58%
of the growth) with notable contributions from Leasing and Project & Development Services. LaSalle revenue increased 49%
from 2017, driven by record incentive fee performance from real estate dispositions on behalf of clients.

The increase in RES fee revenue was led by Leasing, which represented 55% of the growth, with Property & Facility
Management and Project & Development Services each representing nearly 20% of the service-line growth. Capital Markets
fee revenue decreased 2% from 2017 as declines in Asia Pacific and EMEA more than offset growth in Americas.
Geographically, the increase in consolidated RES fee revenue comprises 71% from our Americas segment, 19% from EMEA,
and 10% from Asia Pacific.

Consolidated revenue and fee revenue growth in Property & Facility Management was primarily due to incremental revenue
from the Americas (over two-thirds of the service-line revenue growth and nearly half of the fee revenue growth), specifically
Corporate Solutions, as well as Asia Pacific. For Leasing, Americas represented approximately three-fourths of both the
revenue and fee revenue growth on a local currency basis. EMEA drove nearly two-thirds of the revenue increase in
consolidated Project & Development Services and nearly half the fee revenue increase.

Our consolidated revenue increased 13% in both U.S. dollars and on a local currency basis for 2018, compared with 2017;
consolidated fee revenue increased 13% in both U.S. dollars and on a local currency basis. A strengthening of the British
pound and euro against the U.S. dollar was offset by the weakening of the Australian dollar and Indian rupee in relation to the
U.S. dollar.

Operating Expenses

In 2018, consolidated annual operating expenses increased 12% to $8.4 billion from last year. Consolidated fee-based
operating expenses, were $5.8 billion in 2018, an 11% increase from the prior year. The growth in expenses corresponded
with the respective revenue and fee revenue growth and also reflects increased investments in people as well as technology
and platform initiatives. In addition, depreciation and amortization expense increased 11% year-over-year to $186.1 million
in 2018. This increase was due to incremental depreciation expense primarily from an increase in technology-related capital
expenditures recently placed into service. Amortization expense attributable to acquisition-related intangible assets decreased
6% compared with 2017.

Restructuring and acquisition charges were $38.8 million for the year, compared with $30.7 million in 2017. Charges in 2018
included (i) $25.5 million of severance and other employment-related charges incurred with respect to headcount reductions
or other activities considered to represent structural changes to our local, regional and/or global business operations, (ii) $5.9
million of costs incurred for pre-acquisition due diligence and post-acquisition integration activities, a result of our recent
increase in acquisition activity and (iii) $7.4 million of net non-cash fair value adjustments relating to net increases to earn-
out liabilities that arose from prior-period acquisition activity. Comparatively, charges in 2017 included (i) $21.6 million of
severance and other employment-related charges, (ii) $7.2 million of costs incurred as part of pre-acquisition due diligence
and post-acquisition integration activities and (iii) $1.9 million of net non-cash fair value adjustments relating to net increases
to earn-out liabilities.

Interest Expense

Interest expense, net of interest income, for 2018 was $51.1 million, up from $56.2 million in 2017. A decline in the
outstanding average borrowings, partially offset by a higher effective interest rate on our Credit Facility was the largest driver
of the decrease in net interest expense compared with 2017. The average outstanding borrowings under our credit facility
decreased from $888.5 million, with an effective interest rate of 2.0%, during 2017 to $364.1 million, with an effective
interest rate of 2.9% in 2018. Deferred acquisition obligations, which are recorded at present value in purchase accounting
with subsequent accretion reflected within Interest expense, net of interest income, decreased from $81.9 million as of
December 31, 2017 to $62.3 million as of December 31, 2018. This decrease was the result of payments made in 2018
relating to acquisitions in prior years and contributed to the decrease in annual net interest expense.

Equity Earnings

Equity earnings increased from $44.4 million in 2017 to $32.8 million in 2018. Substantially all of the activity in each year
was attributable to LaSalle; refer to the LaSalle segment results discussion for additional details.

Provision for Income Taxes

The provision for income taxes was $214.3 million in the current year, reflecting a consolidated ETR of 30.4%. The current
year provision reflects a $42.0 million decrease from 2017, where the ETR was 47.8%. In 2017, the provision included an
additional expense of $125.9 million which represented (i) our provisional estimate of the transition tax on deemed
repatriated earnings of foreign subsidiaries ("transition tax") and (ii) the net remeasurement of U.S. deferred tax assets and
liabilities in response to the U.S. tax legislation enacted in December 2017. In 2018, we did not anticipate a significant true-
up to the provisional estimate of the transition tax until the fourth quarter, when our interpretation of U.S. Department of
Treasury guidelines released during that period resulted in the recognition of an additional $47.0 million predominantly
related to the transition tax.

Excluding the additional expense related to the U.S. tax legislation, our consolidated ETR was 23.7% in 2018 and 24.4% in
2017. Refer to the Income Tax discussion in the Summary of Critical Accounting Policies and Estimates and Note 8, Income
Taxes, of the Notes to Consolidated Financial Statements, included in Item 8, for a further discussion of our effective tax rate.

Net Income and Adjusted EBITDA

Net income attributable to common shareholders was $484.1 million for the year, or $10.54 per diluted common share,
compared with $276.0 million for 2017, or $6.03 per diluted common share. Net income margin attributable to common
shareholders was 5.3% in 2018, up from 3.5% in the prior year. Adjusted EBITDA, which increased 25% from the prior year,
was $953.2 million this year. Adjusted EBITDA margin, calculated on a fee revenue basis, was 14.7% in USD (14.9% in
local currency), compared with 13.4% last year. The margin expansion and improvement in adjusted EBITDA were primarily
due to (i) our RES businesses, most notably Americas and EMEA and (ii) LaSalle incentive fees, partially offset by
incremental investments in platform and transformation initiatives.

Americas - Real Estate Services

($ in millions)
Revenue

Reimbursements
Revenue before reimbursements

Gross contract costs

Net non-cash MSR and mortgage banking
derivative activity
Fee revenue
Leasing

Capital Markets

Property & Facility Management

Project & Development Services

Advisory, Consulting and Other

Compensation, operating and administrative
expenses excluding gross contract costs

Depreciation and amortization
Segment fee-based operating expenses
(excluding restructuring & acquisition charges)

Gross contract costs
Segment operating expenses, excluding
reimbursed expenses

Segment operating income

Equity earnings (losses)

Adjusted EBITDA

Year Ended December 31,

2018

2017

Change in

U.S. dollars

% Change

in Local

Currency

9,041.0
(5,164.7)
3,876.3
(652.9)

(8.3)
3,215.1
1,711.3

490.5

472.2

368.8

172.3

8,015.1
(4,648.5)
3,366.6
(521.0)

1,025.9
(516.2)
509.7
(131.9)

(15.7)
2,829.9
1,471.2

456.6

419.3

342.2

140.6

7.4

385.2
240.1

33.9

52.9

26.6

31.7

2,692.4

2,397.6

294.8

109.1

2,801.5

652.9

97.5

11.6

2,495.1

521.0

306.4

131.9

3,454.4

3,016.1

438.3

421.9

0.8

522.5

350.5
(0.2)
430.2

71.4

1.0

92.3

13%

11%

15%

(47)
14%
16

15%

20%

n.m.

21%

13%

16%

(47)
14%
17

15%

21%

n.m.

22%

Americas revenue and fee revenue increases were broad-based across all service lines. Property & Facility Management
contributed over 60% of the growth in revenue. Leasing led the segment fee revenue growth as outstanding performance in
the New York, Mid-Atlantic and Midwest U.S. markets drove outperformance against U.S. office market gross absorption, as
reported by JLL Research. In addition to brokering more leases year over year, average deal size also increased. The growth
in Property & Facility Management fee revenue reflected the ramp-up of new client wins and expansions of existing facility
management relationships with Corporate Solutions clients. Our multifamily and debt placement services drove Capital
Markets fee revenue growth.

The increase in segment operating expenses, excluding reimbursed expenses, and segment fee-based operating expenses in
2018 was attributable to (i) expenses which directly correlate to the revenue growth noted above, and (ii) incremental
strategic investments in platform and technology transformation programs, partially offset by cost management initiatives.

Adjusted EBITDA margin, calculated on a fee revenue basis, was 16.3% in USD and local currency in 2018, compared with
15.2% in 2017. The increase in segment operating income and adjusted EBITDA, as well as margin expansion, reflect
Leasing revenue growth and yields from cost management initiatives, partially offset by the incremental investments noted
above.

EMEA - Real Estate Services

($ in millions)
Revenue

Reimbursements
Revenue before reimbursements

Gross contract costs
Fee revenue
Leasing

Capital Markets

Property & Facility Management

Project & Development Services

Advisory, Consulting and Other

Compensation, operating and administrative
expenses excluding gross contract costs

Depreciation and amortization
Segment fee-based operating expenses
(excluding restructuring & acquisition charges)

Gross contract costs
Segment operating expenses, excluding
reimbursed expenses

Segment operating income

Equity earnings

Adjusted EBITDA

Year Ended December 31,

2018

2017

Change in

U.S. dollars

% Change

in Local

Currency

3,495.0
(677.5)
2,817.5
(1,108.0)
1,709.5
323.3

440.9

383.6

288.7

273.0

1,581.7

50.8

1,632.5

1,108.0

2,740.5

77.0

—

130.8

3,075.0
(471.9)
2,603.1
(1,038.7)
1,564.4
296.6

448.4

337.9

230.2

251.3

420.0
(205.6)
214.4
(69.3)
145.1
26.7
(7.5)
45.7

58.5

21.7

1,469.2

112.5

44.6

6.2

1,513.8

1,038.7

118.7

69.3

2,552.5

188.0

50.6

0.3

97.8

26.4
(0.3)
33.0

14%

9%
9
(2)
14

52%

n.m.

34%

11 %

7 %
7

(4)

4 %

62 %

(100)%

38 %

EMEA revenue and fee revenue growth in 2018 was led by Project & Development Services and Property & Facility
Management. Geographically, growth in the segment was led by the UK, Middle East & North Africa ("MENA") and France.
Project & Development Services fee revenue growth was driven by our Tetris fit-out business, primarily in Continental
Europe, and projects in MENA. The increase to Property & Facility Management fee revenue was driven by the stabilization
of our Integral business in the UK; 2017 included additional gross contract costs associated with the $20 million of contract
losses discussed last year. Capital Markets fee revenue declines partially offset growth across the other services lines as
notable growth in France and Portugal were overshadowed by decreases in Switzerland - attributable to an outsized 2017
transaction - Germany and the UK.

The increase in segment operating expenses, excluding reimbursed expenses, and segment fee-based operating expenses
reflects revenue-related expense growth, partially offset by an $11.0 million year-over-year improvement in the bad debt
provision, primarily associated with Integral.

Adjusted EBITDA margin, calculated on a fee revenue basis, was 7.7% in USD for the year (8.1% in local currency),
compared with 6.3% in 2017. The stabilization of Integral, including the reduction on bad debt expense, and growth in
Project & Development Services primarily drove margin expansion and the improvement in EMEA operating performance.

Asia Pacific - Real Estate Services

($ in millions)
Revenue

Reimbursements
Revenue before reimbursements

Gross contract costs
Fee revenue
Leasing

Capital Markets

Property & Facility Management

Project & Development Services

Advisory, Consulting and Other

Compensation, operating and administrative
expenses excluding gross contract costs

Depreciation and amortization
Segment fee-based operating expenses
(excluding restructuring & acquisition charges)

Gross contract costs
Segment operating expenses, excluding
reimbursed expenses

Segment operating income

Equity earnings

Adjusted EBITDA

Year Ended December 31,

2018

2017

Change in

U.S. dollars

% Change

in Local

Currency

3,248.5
(1,369.2)
1,879.3
(829.6)
1,049.7
268.9

162.1

307.3

140.5

170.9

913.4

23.2

936.6

829.6

1,766.2

113.1

2.0

138.2

3,007.3
(1,347.9)
1,659.4
(650.7)
1,008.7
233.0

203.3

291.3

118.5

162.6

869.4

22.1

891.5

650.7

1,542.2

117.2

3.2

142.4

241.2
(21.3)
219.9
(178.9)
41.0
35.9
(41.2)
16.0

22.0

8.3

44.0

1.1

45.1

178.9

224.0
(4.1)
(1.2)
(4.2)

8 %

13%

4 %

(20)

10 %

15%

6 %

(19)

15 %

(3)%

(38)%

(3)%

16 %

3 %

(32)%

3 %

Property & Facility Management drove nearly three-fourths of the increase in Asia Pacific revenue. Leasing led fee revenue
growth for the segment, primarily from office and industrial sectors in Greater China, Australia and Japan. Project &
Development Services growth was driven by Australia, while Property & Facility Management fee revenue growth was
attributable to both new business and expansion of existing client mandates. Geographically across service lines, the increase
in fee revenue was led by Greater China, Australia and Singapore.

The increases in segment operating expenses, excluding reimbursed expenses, and segment fee-based operating expenses
reflect revenue-related expense growth, increased investments in people, and higher than anticipated costs on certain client
assignments in the first half of 2018.

Adjusted EBITDA margin, calculated on a fee revenue basis, was 13.2% in USD for 2018 (13.7% in local currency),
compared with 14.1% in 2017. The margin contraction reflects lower Capital Markets revenue and the expense items noted
above.

Year Ended December 31,

2018

2017

LaSalle

($ in millions)
Revenue

Reimbursements
Revenue before reimbursements

Gross contract costs
Fee revenue

Advisory fees

Transaction fees & other

Incentive fees

Compensation, operating and administrative
expenses excluding gross contract costs

Depreciation and amortization
Segment fee-based operating expenses
(excluding restructuring & acquisition charges)

Gross contract costs
Segment operating expenses, excluding
reimbursed expenses

Segment operating income

Equity earnings

Adjusted EBITDA

533.9
(17.5)
516.4
(4.5)
511.9
264.6

31.5

215.8

375.2

3.0

378.2

4.5

382.7

133.7

30.0

162.2

Change in

U.S. dollars

178.1

—

178.1

50 %

—

53 %

0.6

(12)

178.7
11.6

8.2

158.9

355.8
(17.5)
338.3
(5.1)
333.2
253.0

23.3

56.9

271.9

103.3

3.0

—

274.9

5.1

103.3
(0.6)

280.0

102.7

58.3

41.1

100.7

75.4
(11.1)
61.5

% Change

in Local

Currency

49 %

(1)

51 %

(15)

52 %
3

n.m.

(1)

(15)

36 %

n.m.

(27)%

59 %

54 %
5

n.m.

—

(12)

37 %

n.m.

(27)%

61 %

LaSalle revenue and fee revenue growth were driven by record incentive fee performance from real estate dispositions on
behalf of clients, predominantly in Asia Pacific. Continued expansion of private equity mandates drove solid growth in
advisory fees; the prior year included approximately $7 million of catch-up advisory fees earned as a result of new investor
commitments in previously established funds.

Equity earnings both years were primarily driven by net valuation increases for investments in Europe and Asia. For 2018,
equity earnings also included gains on the sale of legacy investments.

The year-over-year increases in segment operating expenses, excluding reimbursed expenses, and segment fee-based
operating expenses, reflect the current portion of higher variable compensation expense due to additional incentive fees. The
related deferred compensation expense will be recognized in future periods.

Adjusted EBITDA margin, calculated on a fee revenue basis, was 31.7% in USD (31.6% in local currency) for 2018,
compared with 30.2% in 2017. The margin expansion was attributable to the incremental contribution from incentive fees,
which more than offset the notable margin impact of reduced equity earnings.

AUM were $60.5 billion as of December 31, 2018, an increase of 4% in USD (6% in local currency) from $58.1 billion as of
December 31, 2017. The net increase in AUM during the year resulted from $9.0 billion of acquisitions and $4.5 billion of
net valuation increases, partially offset by $10.1 billion of dispositions and withdrawals, and $1.0 billion of foreign currency
decreases.

LIQUIDITY AND CAPITAL RESOURCES

We finance our operations, co-investment activity, share repurchases and dividend payments, capital expenditures, and
business acquisitions with internally generated funds, borrowings from our credit facilities, and through issuance of our
Long-term senior notes.

Cash Flows from Operating Activities

During 2019, cash flows provided by operating activities was $483.8 million, compared to $604.1 million in 2018. The
decrease in cash provided was primarily driven by higher tax payments, mostly to settle obligations from previous years. In
addition, cash outflows relating to our acquisition and integration of HFF was largely offset by cash flows from post-
acquisition operations.

During 2018, cash flows provided by operating activities were $604.1 million, a decrease of $194.6 million from $798.7
million in 2017. The decrease in cash provided by operating activities was driven by (i) an increase in reimbursable
receivables net of reimbursable payables, reflecting growth of our outsourcing and project management businesses, (ii) net
working capital changes as a result of our operational expansion, and (iii) the results of implementing certain working capital
management initiatives, including revamped cash collection efforts and payment term governance in 2017. This was partially
offset by the $212.2 million year-over-year increase in Net income.

Cash Flows from Investing Activities

In 2019, we used $1,049.7 million for investing activities, a $769.3 million increase from the $280.4 million used in 2018.
The increase in cash used was driven predominately by payments for business acquisitions, specifically HFF, as well as net
capital additions of property and equipment (including acquisitions of investment properties by consolidated less-than-
wholly-owned subsidiaries). We discuss these key drivers individually below in further detail.

In 2018, we used $280.4 million for investing activities, a $109.6 million increase from the $170.8 million used in 2017. This
increase was primarily driven by higher payments relating to business acquisitions and net capital additions of property and
equipment (including acquisition of investment properties by consolidated less-than-wholly-owned subsidiaries), partially
offset by net capital contribution/distribution activity related to co-investments in real estate ventures. We discuss these key
drivers individually below in further detail.

Cash Flows from Financing Activities

Net cash provided by financing activities was $584.6 million in 2019, compared with $141.3 million used in 2018. The net
change of $725.9 million in cash flows from financing activities is substantially driven by the increase in the outstanding
borrowings on our Facility to fund the cash consideration for acquisitions, discussed in detail below.

Net cash used by financing activities was $141.3 million in 2018, compared with $623.5 million used in 2017. This net
decrease of $482.2 million reflects net payments made in 2017 to reduce the outstanding balance on our Facility to zero as of
December 31, 2017. As the Facility was also zero as of December 31, 2018, cash used by financing activities in 2018 was
lower, but reflected the continued strong cash flows from operations.

Debt

Our $2.75 billion Facility matures on May 17, 2023. As of December 31, 2019, we had $525.0 million of outstanding
borrowings under the Facility and outstanding letters of credit of $0.8 million. As of December 31, 2018, we had no
outstanding borrowings under the Facility and outstanding letters of credit of $8.6 million. The average outstanding
borrowings under the Facility were $851.6 million and $364.1 million during the years ended December 31, 2019 and 2018,
respectively. The notable increase in our average borrowings was driven by approximately $840 million of net cash outflows
in the third quarter of 2019 for the July 1, 2019 HFF acquisition, net of repayments from operating cash inflows during the
second half of 2019.

In addition to our Facility, we had the capacity to borrow up to an additional $87.1 million under local overdraft facilities as
of December 31, 2019. We had Short-term borrowings (including capital lease obligations, overdrawn bank accounts and
local overdraft facilities) of $120.1 million and $32.7 million as of December 31, 2019 and 2018, respectively, of which
$44.8 million and $17.0 million as of December 31, 2019 and 2018, respectively, were attributable to local overdraft
facilities.

We will continue to use the Facility for working capital needs (including payment of accrued incentive compensation), co-
investment activities, dividend payments, share repurchases, capital expenditures and acquisitions. See Note 10, Debt, of the
Notes to Consolidated Financial Statements, included in Item 8, for additional information on our Facility, Short-term
borrowings and Long-term debt.

Investment Activity

As of December 31, 2019, we had $404.2 million of total investments in real estate ventures, primarily related to LaSalle co-
investments. In addition, since 2018, we have invested in a number of early-stage property technology companies through our
JLL Spark Global Venture funds. In 2019 and 2018, funding of co-investments exceeded returns of capital by $23.9 million
and $6.9 million, respectively. In 2017, return of capital exceeded funding by $4.6 million. We expect to continue to pursue
strategic co-investment opportunities with our investment management clients across the globe as co-investment remains an
important foundation to the continued growth of LaSalle's business. Separately, we plan to invest up to $100 million via our
JLL Spark Global Venture funds and have invested approximately $34.4 million through December 31, 2019.

See Note 5, Investments in Real Estate Ventures, of the Notes to Consolidated Financial Statements, included in Item 8, for
additional information on our co-investment activity.

Share Repurchase and Dividend Programs

On October 31, 2019, our Board of Directors approved a new share repurchase program (“New program") authorizing the
repurchase of up to $200 million of our common stock in the open market and privately negotiated transactions. The New
program affirms confidence in our business outlook and our long-term commitment to maintaining investment grade credit
ratings. The New program cancels and replaces the existing share repurchase program. We have not made any share
repurchases since 2007.

Our Board declared and we paid total annual dividends and dividend-equivalents of $0.86, $0.82 and $0.72 per common
share in 2019, 2018 and 2017, respectively, including a semi-annual cash dividend of $0.43 per share in the fourth quarter
of 2019. There can be no assurance dividends will be declared in the future since the actual declaration of future dividends
and the establishment of record and payment dates remains subject to final determination by our Board of Directors.

Capital Expenditures

Capital expenditures, excluding those made by a consolidated VIE in which we held no equity interest, were $187.8 million,
$161.9 million and $151.4 million in 2019, 2018 and 2017, respectively. Our capital expenditures are primarily for purchased
and developed software, computer hardware and improvements to leased office space. The increase of capital expenditures
compared with 2018 is primarily due to year-over-year increases in payments for leasehold improvements and purchased
computer hardware. The increase from 2017 to 2018 was primarily due to year-over-year increases in purchased and
developed software as well as computer hardware.

Net property acquisitions and capital expenditures made by consolidated VIEs in which we hold no direct equity interest
were $79.2 million, $14.3 million and $2.3 million in 2019, 2018 and 2017, respectively. Refer to Note 5, Investments in
Real Estate Ventures, of the Notes to the Consolidated Financial Statements, included in Item 8, for further information on
our consolidated VIE investments.

Business Acquisitions

In 2019, we paid $906.0 million for business acquisitions. This included $801.3 million of net cash payments relating to 2019
acquisitions, predominantly the HFF acquisition, and $104.7 million for deferred business acquisition and earn-out
obligations related to acquisitions completed in prior years. The net cash paid for acquisitions compares to the $173.6 million
paid in 2018 and the $69.4 million paid in 2017.

Terms for our acquisitions have typically included cash paid at closing with provisions for additional consideration and earn-
out payments subject to certain contract provisions and performance. Deferred business acquisition obligations totaled $50.1
million and $62.3 million on the Consolidated Balance Sheets as of December 31, 2019 and 2018, respectively. These
obligations represent the current discounted values of payments to sellers of businesses for which our acquisition has closed
as of the balance sheet dates and for which the only remaining condition on those payments is the passage of time. As of
December 31, 2019, we had $148.4 million accrued for potential earn-out payments, of a potential maximum of $268.9
million (undiscounted), subject to the achievement of certain performance conditions. These earn-outs will come due at
various times over the next six years, assuming the achievement of the applicable performance conditions.

We will continue to consider acquisitions we believe will strengthen our market position, increase our profitability and
supplement our organic growth. Refer to Note 4, Business Combinations, Goodwill and Other Intangibles, of the Notes to the
Consolidated Financial Statements, included in Item 8, for further information on business acquisitions.

Repatriation of Foreign Earnings

Based on our historical experience and future business plans, we do not expect to repatriate our foreign source earnings to the
U.S. We believe our policy of permanently reinvesting earnings of foreign subsidiaries does not significantly impact our
liquidity. As of December 31, 2019 and 2018, we had total cash and cash equivalents of $451.9 million and $480.9 million,
respectively, of which approximately $385.4 million and $429.1 million, respectively, was held by our foreign subsidiaries.

Restricted Net Assets

We face regulatory restrictions in certain countries that limit or prevent the transfer of funds to other countries or the
exchange of the local currency to other currencies, however, we generally face no such restrictions with regard to the use or
application of funds for ordinary course business activities within such countries. The total assets of these countries in
aggregate totaled approximately 5% and 6% of our total assets as of December 31, 2019 and 2018, respectively.

Contractual Obligations

We have obligations and commitments to make future payments under contracts in the normal course of business. The
following table summarizes our minimum contractual obligations as of December 31, 2019.

($ in millions)

PAYMENTS DUE BY PERIOD

CONTRACTUAL OBLIGATIONS

TOTAL

1. Debt obligations
2. Interest on debt obligations
3. Business acquisition obligations
4. Lease obligations
5. Deferred compensation
6. Defined benefit plan obligations
7. Vendor and other purchase obligations
Total

1,307.9
160.0
50.1
1,036.6
56.3
206.4
234.2
3,051.5

LESS THAN
1 YEAR

115.2
37.7
20.5
181.6
8.6
18.6
85.7
467.9

1-3 YEARS
275.0
70.9
17.7
307.3
40.6
38.6
82.8
832.9

3-5 YEARS
525.0
22.3
11.8
205.5
7.1
40.7
60.8
873.2

MORE THAN
5 YEARS

392.7
29.1
0.1
342.2
—
108.5
4.9
877.5

1. Debt Obligations. As of December 31, 2019, we had $525.0 million outstanding borrowings under our Facility; we had
outstanding borrowings of $44.8 million under our local overdraft facilities and $70.4 million related to overdrawn bank
accounts. We had the ability to borrow up to $2.75 billion on the Facility with a maturity date in 2023. We had the capacity to
borrow up to an additional $87.1 million under local overdraft facilities. In addition, we had $275.0 million of Notes due
November 2022 and €350.0 million of Euro Notes, with €175.0 million of the Euro Notes due June 2027 and June 2029,
respectively.

2. Interest on Debt Obligations. Our debt obligations incur interest charges primarily at variable rates. For purposes of
preparing an estimated projection of interest on debt obligations for this table, we have estimated our future interest payments
based on our borrowing rates and amounts outstanding as of December 31, 2019 and assuming each of our debt obligations is
held to maturity. As of December 31, 2019, the annual interest rate on our Notes was 4.4%. As of December 31, 2019, the
annual interest rates on our Euro Notes were 1.96% and 2.21% for the 10-year and 12-year notes, respectively.

3. Business Acquisition Obligations. Our business acquisition obligations represent payments to sellers of businesses for
acquisitions closed as of December 31, 2019, with the only condition on those payments being the passage of time.

The contractual obligations table above does not include possible contingent earn-out payments associated with our
acquisitions. As of December 31, 2019, we had the potential to make earn-out payments on 44 acquisitions subject to the
achievement of certain performance conditions. The maximum amount of the potential earn-out payments was $268.9 million
as of December 31, 2019. We anticipate these earn-out payments will come due at various times over the next six years
assuming the achievement of the applicable performance conditions.

4. Lease Obligations. Our lease obligations primarily consist of operating leases of office space in various buildings for our
own use as well as operating leases for equipment. The total minimum rentals to be received in the future as sublessor under
noncancelable operating subleases as of December 31, 2019 was $8.1 million.

5. Deferred Compensation. Deferred compensation obligations in the table above represent payments expected to be made
pursuant to long-term deferred compensation plans and are inclusive of amounts attributable to service conditions satisfied as
of December 31, 2019, as well as service conditions expected to be satisfied in future periods.

The contractual obligations table above does not include a provision for deferred compensation plans, predominantly in the
U.S., that allow employees to defer portions of their compensation. Generally, we invest directly in insurance contracts which
yield returns to fund these deferred compensation obligations. We recognize an asset for the amount that could be realized
under these insurance contracts at the balance sheet date, and the deferred compensation obligation is adjusted to reflect the
changes in the fair value of the amount owed to the employees. Such plans are recorded on the Consolidated Balance Sheets
as of December 31, 2019 as Deferred compensation plan assets of $349.9 million and long-term deferred compensation
liabilities, included in Deferred compensation, of $346.1 million.

6. Defined Benefit Plan Obligations. The defined benefit plan obligations represent estimates of the expected benefits to be
paid out by our defined benefit plans over the next ten years. We will fund these obligations from the assets held by these
plans. If the assets these plans hold are not sufficient to fund these payments, JLL will fund the remaining obligations. We
have historically funded pension costs as actuarially determined and as applicable laws and regulations require. We expect to
contribute $8.4 million to our defined benefit pension plans in 2020.

7. Vendor and Other Purchase Obligations. Our other purchase obligations primarily relate to various information
technology servicing agreements, telephone communications and other administrative support functions.

Other/Off-Balance Sheet Arrangements

We have unfunded capital commitments to investment vehicles and direct investments totaling a maximum of $314.7 million
as of December 31, 2019. We are not able to predict if, when, or in what amounts such capital calls will be made, and
therefore we exclude such commitments from the above table.

For additional information on the contractual obligations presented above, see our discussion in Note 4, Business
Combinations, Goodwill and Other Intangibles, Note 5, Investments in Real Estate Ventures, Note 7, Retirement Plans, Note
10, Debt and Note 11, Leases, in the Notes to Consolidated Financial Statements, included in Item 8.

ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK

Information regarding market risk is included in Item 7. Management's Discussion and Analysis of Financial Condition and
Results of Operations under the caption "Market Risks" and is incorporated by reference herein.

Disclosure of Limitations

As the information presented above includes only those exposures that exist as of December 31, 2019, it does not consider
those exposures or positions which could arise after that date. The information we present has limited predictive value. As a
result, the ultimate realized gain or loss with respect to interest rate and foreign currency fluctuations will depend on the
exposures that arise during the applicable period, the hedging strategies at the time, and interest and foreign currency rates.

ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA

Index to Consolidated Financial Statements

Page

JONES LANG LASALLE INCORPORATED CONSOLIDATED FINANCIAL STATEMENTS

Report of Independent Registered Public Accounting Firm, KPMG LLP, on Consolidated Financial Statements

Report of Independent Registered Public Accounting Firm, KPMG LLP, on Internal Control Over Financial
Reporting

Consolidated Balance Sheets as of December 31, 2019 and 2018

Consolidated Statements of Comprehensive Income for the Years Ended December 31, 2019, 2018, and 2017

Consolidated Statements of Changes in Equity for the Years Ended December 31, 2019, 2018, and 2017

Consolidated Statements of Cash Flows for the Years Ended December 31, 2019, 2018, and 2017

Notes to Consolidated Financial Statements

Quarterly Results of Operations (Unaudited)

124

Report of Independent Registered Public Accounting Firm

To the Shareholders and Board of Directors
Jones Lang LaSalle Incorporated:

Opinion on the Consolidated Financial Statements

We have audited the accompanying consolidated balance sheets of Jones Lang LaSalle Incorporated and subsidiaries (the
Company) as of December 31, 2019 and 2018, the related consolidated statements of comprehensive income, changes in
equity, and cash flows for each of the years in the three-year period ended December 31, 2019, and the related notes
(collectively, the consolidated financial statements). In our opinion, the consolidated financial statements present fairly, in all
material respects, the financial position of the Company as of December 31, 2019 and 2018, and the results of its operations
and its cash flows for each of the years in the three-year period ended December 31, 2019, in conformity with U.S. generally
accepted accounting principles.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States)
(PCAOB), the Company’s internal control over financial reporting as of December 31, 2019, based on criteria established in
Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway
Commission, and our report dated February 27, 2020 expressed an unqualified opinion on the effectiveness of the Company’s
internal control over financial reporting.

Change in Accounting Principle

As discussed in Note 2 to the consolidated financial statements, the Company has changed its method of accounting for
leases as of January 1, 2019 due to the adoption of Financial Accounting Standards Board's Accounting Standards
Codification (ASC) Topic 842, Leases.

Basis for Opinion

These consolidated financial statements are the responsibility of the Company’s management. Our responsibility is to express
an opinion on these consolidated financial statements based on our audits. We are a public accounting firm registered with the
PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws
and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.

We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform
the audit to obtain reasonable assurance about whether the consolidated financial statements are free of material
misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material
misstatement of the consolidated financial statements, whether due to error or fraud, and performing procedures that respond
to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the
consolidated financial statements. Our audits also included evaluating the accounting principles used and significant
estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. We
believe that our audits provide a reasonable basis for our opinion.

Critical Audit Matters

The critical audit matters communicated below are matters arising from the current period audit of the consolidated financial
statements that were communicated or required to be communicated to the audit committee and that: (1) relate to accounts or
disclosures that are material to the consolidated financial statements and (2) involved our especially challenging, subjective,
or complex judgments. The communication of critical audit matters does not alter in any way our opinion on the consolidated
financial statements, taken as a whole, and we are not, by communicating the critical audit matters below, providing separate
opinions on the critical audit matters or on the accounts or disclosures to which they relate.

Evaluation of acquisition-date fair value of customer relationship intangible assets acquired in the HFF, Inc. business
combination

As described in Note 4 to the consolidated financial statements, on July 1, 2019, the Company acquired HFF, Inc.
(HFF) in a business combination. In connection with the transaction, the Company recorded a customer relationship
intangible asset associated with the generation of future income from HFF’s existing customers. The Company used
the income approach to determine the acquisition-date fair value for the customer relationship asset of $185 million.

We identified the evaluation of the acquisition-date fair value of customer relationship intangible asset acquired in the
HFF business combination as a critical audit matter. There was a high degree of subjectivity in applying and evaluating
the income approach used to record the acquisition-date fair value of the customer relationship asset. Specifically,
there was limited observable market information available to evaluate the forecasted cash flows attributable to existing
customer relationships and discount rate assumptions.

The primary procedures we performed to address this critical audit matter included the following. We tested certain
internal controls over the Company’s customer relationship intangible asset valuation process, including controls
related to the review of forecasted cash flows attributable to existing customer relationships and the development of
the discount rate assumptions. We compared the Company’s forecasted cash flows attributable to existing customer
relationships which included revenue, fixed costs, and variable costs to a combination of the historical results of HFF,
market data observed of peer companies, and historical company experience. In addition, we involved valuation
professionals with specialized skills and knowledge who assisted in the following:

–

evaluating the discount rate used in the valuation, by comparing it against a discount rate range that was
independently developed using publicly available market data for comparable entities

developing an estimate of the acquisition-date fair value of the customer relationship intangible asset using
the Company’s cash flow forecasts and independently developed discount rate, and compared the result to the
Company’s fair value estimate

performing sensitivity analyses to understand the impact of changes in the key assumptions on the fair value
estimate.

Evaluation of goodwill impairment analysis for the Europe, Middle East, and Africa reporting unit

As described in Note 2 and Note 4 to the consolidated financial statements, the Company performs goodwill
impairment testing on an annual basis and whenever events or changes in circumstances indicate that the carrying
value of a reporting unit might exceed its fair value. The goodwill balance was $4,168.2 million as of December 31,
2019, of which $915.9 million related to the Europe, Middle East, and Africa (EMEA) reporting unit.

We identified the evaluation of the goodwill impairment analysis for the EMEA reporting unit as a critical audit matter.
The estimated fair value of the EMEA reporting unit required the evaluation of a discounted cash flow model. Our
evaluation of the discounted cash flow model required us to assess assumptions that are determined based on
especially subjective judgment. Specifically, the forecasted revenue growth rates, forecasted profitability margins, and
the discount rate assumption used to calculate the fair value of the reporting unit were challenging to test as changes to
those assumptions could have a significant effect on the Company’s assessment of the carrying value of goodwill.

The primary procedures we performed to address this critical audit matter included the following. We tested certain
internal controls over the Company’s goodwill impairment assessment process, including controls related to the
determination of the fair value of the reporting unit, forecasted revenue growth rates, forecasted profitability margins,
and discount rate assumptions. We evaluated the Company’s forecasted revenue growth rates and forecasted
profitability margins for the EMEA reporting unit, by comparing these assumptions to current performance and
analysts’ revenue growth and profitability margin expectations for the Company and its peer companies. In addition,
we involved valuation professionals with specialized skills and knowledge who assisted in the following:

–

evaluating the discount rate used in the discounted cash flow model, by comparing it against a discount rate
range that was independently developed using publicly availably market data for comparable entities

researching analysts’ expectations of the forecasted growth rates and forecasted profitability margins for the
Company and its peer companies, to assist in evaluating these assumptions

developing an estimate of the EMEA reporting unit’s fair value using the reporting unit’s cash flow
assumptions and an independently developed discount rate range, and comparing the result of our estimate of
fair value to the Company’s fair value estimate.

Evaluation of the sufficiency of audit evidence over income taxes

As described in Note 2 and Note 8 to the consolidated financial statements, the Company records a provision for
income taxes, current taxes payable or receivable as well as deferred tax assets and liabilities for the tax jurisdictions
in which they operate based on local tax regulations and rules. The Company has operations which constitute a taxable
income presence in 92 countries or other taxable jurisdictions outside of the U.S.

We identified the evaluation of the sufficiency of audit evidence over income taxes as a critical audit matter. The
Company’s global tax structure adds complexity which required subjective auditor judgment to evaluate the
sufficiency of audit evidence. This required the involvement of domestic and international tax professionals with
specialized skills and knowledge, in order to assess the nature and extent of procedures performed in relation to the
amounts recorded and disclosed in the consolidated financial statements.

The primary procedures we performed to address this critical audit matter included the following. We tested certain
internal controls over the Company’s income tax process, including controls over the amounts recorded. We performed
procedures and applied auditor judgment to determine the nature and extent of procedures to be performed over the
income tax accounts. We obtained the tax amounts for certain taxing jurisdictions and agreed amounts to supporting
documentation for a selection of provisions for income tax, current taxes payable or receivable, and deferred tax
accounts. In addition, we involved tax professionals with specialized skills and knowledge who evaluated certain of
the Company’s interpretations and applications of the tax rules and regulations. Further, we evaluated the overall
sufficiency of audit evidence obtained over income taxes.

We have served as the Company’s auditor since 1988.

/s/ KPMG LLP

Chicago, Illinois
February 27, 2020

Report of Independent Registered Public Accounting Firm

To the Shareholders and Board of Directors
Jones Lang LaSalle Incorporated:

Opinion on Internal Control Over Financial Reporting

We have audited Jones Lang LaSalle Incorporated and subsidiaries' (the Company) internal control over financial reporting as
of December 31, 2019, based on criteria established in Internal Control – Integrated Framework (2013) issued by the
Committee of Sponsoring Organizations of the Treadway Commission. In our opinion, the Company maintained, in all
material respects, effective internal control over financial reporting as of December 31, 2019, based on criteria established in
Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway
Commission.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States)
(PCAOB), the consolidated balance sheets of the Company as of December 31, 2019 and 2018, and the related consolidated
statements of comprehensive income, changes in equity, and cash flows for each of the years in the three-year period ended
December 31, 2019, and related notes (collectively, the consolidated financial statements), and our report dated February 27,
2020 expressed an unqualified opinion on those consolidated financial statements.

The Company acquired HFF Inc. (HFF) during 2019, and management excluded from its assessment of the effectiveness of
the Company’s internal control over financial reporting as of December 31, 2019, HFF’s internal control over financial
reporting associated with total assets of $652.6 million and total revenues of $392.3 million included in the consolidated
financial statements of the Company as of and for the year ended December 31, 2019. Our audit of internal control over
financial reporting of the Company also excluded an evaluation of the internal control over financial reporting of HFF.

Basis for Opinion

The Company’s management is responsible for maintaining effective internal control over financial reporting and for its
assessment of the effectiveness of internal control over financial reporting, included in the accompanying Management’s
Report on Internal Control over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal
control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are
required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable
rules and regulations of the Securities and Exchange Commission and the PCAOB.

We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform
the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in
all material respects. Our audit of internal control over financial reporting included obtaining an understanding of internal
control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and
operating effectiveness of internal control based on the assessed risk. Our audit also included performing such other
procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our
opinion.

Definition and Limitations of Internal Control Over Financial Reporting

A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the
reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally
accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures
that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and
dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to
permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and
expenditures of the company are being made only in accordance with authorizations of management and directors of the
company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or
disposition of the company’s assets that could have a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also,
projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate
because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.

Chicago, Illinois
February 27, 2020

/s/ KPMG LLP

JONES LANG LASALLE INCORPORATED
CONSOLIDATED BALANCE SHEETS

($ in millions, except share and per share data)
Assets

Current assets:

Cash and cash equivalents
Trade receivables, net of allowances of $68.1 and $52.0
Notes and other receivables
Reimbursable receivables
Warehouse receivables
Short-term contract assets
Prepaid & other
Total current assets
Property and equipment, net of accumulated depreciation of $660.7 and $588.3
Operating lease right-of-use assets
Goodwill
Identified intangibles, net of accumulated amortization of $214.8 and $169.8
Investments in real estate ventures, including $328.6 and $247.3 at fair value
Long-term receivables
Deferred tax assets, net
Deferred compensation plan
Other
Total assets
Liabilities and Equity
Current liabilities:

Accounts payable and accrued liabilities
Reimbursable payables
Accrued compensation & benefits
Short-term borrowings
Short-term contract liabilities and deferred income
Short-term acquisition-related obligations
Warehouse facilities
Short-term operating lease liabilities
Other

Total current liabilities
Credit facility, net of debt issuance costs of $12.3 and $15.9
Long-term debt, net of debt issuance costs of $3.1 and $3.7
Deferred tax liabilities, net
Deferred compensation
Long-term acquisition-related obligations
Long-term operating lease liabilities
Other

Total liabilities
Redeemable noncontrolling interest
Company shareholders' equity:

Common stock, $0.01 par value per share, 100,000,000 shares authorized; 51,549,654 and 45,599,418
shares issued and outstanding

Additional paid-in capital
Retained earnings
Shares held in trust
Accumulated other comprehensive loss
Total Company shareholders' equity
Noncontrolling interest
Total equity

Total liabilities, redeemable noncontrolling interest and equity

December 31,

2019

2018

451.9
2,034.3
472.8
1,671.2
527.1
333.4
377.9
5,868.6
701.9
804.4
4,168.2
682.6
404.2
250.2
245.4
349.9
197.2
13,672.6

1,289.4
1,245.8
1,729.2
120.1
158.8
74.4
515.9
153.4
203.2
5,490.2
512.7
664.6
106.0
374.3
124.1
751.2
436.2
8,459.3
8.6

0.5

1,962.8
3,588.3
(5.7)
(427.8)
5,118.1
86.6
5,204.7
13,672.6

480.9
1,854.0
363.0
1,540.5
331.2
314.7
321.7
5,206.0
567.9
—
2,697.8
336.9
356.9
199.0
210.1
258.2
192.7
10,025.5

1,261.4
1,090.7
1,604.5
32.7
190.4
78.5
317.9
—
185.7
4,761.8
(15.9)
671.5
32.7
277.8
175.8
—
387.3
6,291.0
—

0.5

1,057.3
3,095.7
(5.8)
(456.2)
3,691.5
43.0
3,734.5
10,025.5

See accompanying notes to Consolidated Financial Statements.

JONES LANG LASALLE INCORPORATED
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME

($ in millions, except share and per share data)
Revenue:

Revenue before reimbursements

Reimbursements

Total revenue
Operating expenses:

Compensation and benefits

Operating, administrative and other

Reimbursed expenses

Depreciation and amortization

Restructuring and acquisition charges

Total operating expenses
Operating income

Interest expense, net of interest income

Equity earnings

Other income

Income before income taxes and noncontrolling interest

Provision for income taxes
Net income

Net income attributable to noncontrolling interest

Net income attributable to the Company

Dividends on unvested common stock, net of tax benefit
Net income attributable to common shareholders

Basic earnings per common share

Basic weighted average shares outstanding (in 000's)

Diluted earnings per common share

Diluted weighted average shares outstanding (in 000's)

Net income attributable to the Company

Change in pension liabilities, net of tax

Foreign currency translation adjustments
Comprehensive income attributable to the Company

Year Ended December 31,

2019

2018

2017

$
$

10,030.6

7,952.6

17,983.2

5,812.7

3,115.7

7,952.6

202.4

184.4

17,267.8
715.4

56.4

36.3

2.3

697.6

159.7

537.9

2.6

535.3

0.9

534.4

10.98

48,647

10.87

49,154

535.3
(14.6)
43.0

563.7

9,089.5

7,228.9

16,318.4

5,206.8

2,950.9

7,228.9

186.1

38.8

15,611.5
706.9

51.1

32.8

17.4

706.0

214.3

491.7

7.2

484.5

0.4

484.1

10.64

45,517

10.54

45,931

484.5

3.1
(118.2)
369.4

7,967.4

6,485.8

14,453.2

4,622.4

2,601.2

6,485.8

167.2

30.7

13,907.3
545.9

56.2

44.4

1.7

535.8

256.3

279.5

3.1

276.4

0.4

276.0

6.09

45,316

6.03

45,758

276.4

8.2

202.0

486.6

See accompanying notes to Consolidated Financial Statements.

JONES LANG LASALLE INCORPORATED
CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
FOR THE YEARS ENDED DECEMBER 31, 2019, 2018 AND 2017

Company Shareholders' Equity

Common Stock

Amount

Additional
Paid-In
Capital

Retained
Earnings

Shares
Held
in Trust

Accumulated
Other

Comprehensive Noncontrolling
Income (Loss)

Interest

Total
Equity

45,213,832 $

0.5

1,013.3

2,407.0

(6.0)

(551.3)

25.0

2,888.5

($ in millions, except share and
per share data)

December 31, 2016
Net income (1)

—

Shares issued under stock compensation programs

216,831

Shares repurchased for payment of taxes on stock
awards

(56,846)

Amortization of stock-based compensation

Cumulative effect from adoption of new
accounting for stock-based compensation

Shares held in trust

Dividends paid, $0.72 per share

Change in pension liabilities, net of tax

Foreign currency translation adjustments

Net increase in amounts attributable to
noncontrolling interest

Acquisition of redeemable noncontrolling interest

December 31, 2017

Net income

Shares issued under stock-based compensation
programs

Shares repurchased for payment of taxes on stock-
based compensation

Amortization of stock-based compensation

Shares held in trust

Dividends paid, $0.82 per share

Change in pension liabilities, net of tax

Foreign currency translation adjustments

Net decrease in amounts attributable to
noncontrolling interest

Acquisition of redeemable noncontrolling interest

December 31, 2018
Net income (1)
Shares issued under stock-based compensation
programs

Acquisition of HFF

Shares repurchased for payment of taxes on
stock-based compensation

Amortization of stock-based compensation

Shares held in trust

Dividends paid, $0.86 per share

Change in pension liabilities, net of tax

Foreign currency translation adjustments

Net increase in amounts attributable to
noncontrolling interest

—

45,373,817 $

—

308,843

(83,242)

—

45,599,418 $

—

301,670

5,733,603

(85,037)

—

Balances at December 31, 2019

51,549,654 $

—

0.5

—

0.5

—

0.5

—

3.6

(6.6)

24.9

1.3

—

1.1

276.4

—

(1.3)

—

(33.1)

—

0.1

—

8.2

202.0

—

3.2

—

9.9

—

279.6

3.6

(6.6)

24.9

—

0.1

(33.1)

8.2

202.0

9.9

1.1

1,037.6

2,649.0

(5.9)

(341.1)

38.1

3,378.2

—

2.9

(12.4)

26.8

—

2.4

484.5

—

(37.8)

—

0.1

—

3.1

(118.2)

—

7.2

491.7

—

(2.3)

—

2.9

(12.4)

26.8

0.1

(37.8)

3.1

(118.2)

(2.3)

2.4

1,057.3

3,095.7

(5.8)

(456.2)

43.0

3,734.5

—

3.7

841.2

(13.6)

74.2

—

535.3

—

(42.7)

—

0.1

—

1,962.8

3,588.3

(5.7)

—

(14.6)

43.0

—

(427.8)

2.4

—

41.2

537.7

3.7

841.2

(13.6)

74.2

0.1

(42.7)

(14.6)

43.0

41.2

86.6

5,204.7

(1) Excludes net (loss) income attributable to redeemable noncontrolling interest of $0.2 million and $(0.1) million for the years ended December 31, 2019 and 2017,
respectively.

See accompanying notes to Consolidated Financial Statements.

JONES LANG LASALLE INCORPORATED
CONSOLIDATED STATEMENTS OF CASH FLOWS

($ in millions)
Cash flows provided by operating activities:

Year Ended December 31,
2018

2017

2019

Net income
Reconciliation of net income to net cash provided by operating activities:

537.9

Depreciation and amortization
Equity earnings
Loss (gain) on the disposition of assets
Distributions of earnings from real estate ventures
Provision for loss on receivables and other assets
Amortization of stock-based compensation
(Gains) losses on mortgage servicing rights and derivatives
Accretion of interest and amortization of debt issuance costs
Other, net
Change in:

Receivables
Reimbursable receivables and reimbursable payables
Prepaid expenses and other assets
Deferred tax assets, net
Accounts payable and accrued liabilities
Accrued compensation

Net cash provided by operating activities
Cash flows used in investing activities:

Net capital additions – property and equipment
Net investment asset activity (less than wholly-owned)
Business acquisitions, net of cash acquired
Capital contributions to real estate ventures
Distributions of capital from real estate ventures
Other, net

Net cash used in investing activities
Cash flows provided by (used in) financing activities:

Proceeds from issuance of senior notes
Proceeds from borrowings under credit facility
Repayments of borrowings under credit facility
Net proceeds from (repayments of) short-term borrowings
Payments of deferred business acquisition obligations and earn-outs
Shares repurchased for payment of employee taxes on stock awards
Common stock issued under compensation plans including tax benefit
Payment of dividends
Noncontrolling interest contributions, net
Other, net

Net cash provided by (used in) financing activities
Effect of currency exchange rate changes on cash, cash equivalents and restricted
cash
Net change in cash, cash equivalents and restricted cash
Cash, cash equivalents and restricted cash, beginning of the year
Cash, cash equivalents and restricted cash, end of the year
Supplemental disclosure of cash flow information:
Restricted cash, end of the year
Cash paid during the year for:

Interest
Income taxes, net of refunds
Operating leases
Non-cash activities:

Business acquisitions (including contingent consideration)
Deferred business acquisition obligations

202.4
(36.3)
0.9
21.0
30.8
74.2
4.7
5.3
(14.6)

(330.0)
26.2
(110.0)
(18.7)
(64.7)
154.7
483.8

(187.8)
(79.2)
(801.3)
(137.7)
113.8
42.5
(1,049.7)

—
5,864.0
(5,339.0)
86.8
(77.3)
(13.6)
3.7
(42.7)
40.6
62.1
584.6

(0.8)
17.9
634.2
652.1

200.2

58.5
280.8
171.2

846.1
17.0

See accompanying notes to Consolidated Financial Statements.

491.7

186.1
(32.8)
(12.9)
59.5
18.8
26.8
(1.2)
4.9
(17.1)

(229.5)
(215.6)
(229.2)
(25.2)
372.4
207.4
604.1

(161.9)
(14.3)
(101.3)
(58.8)
51.9
4.0
(280.4)

—
3,145.0
(3,145.0)
(41.4)
(57.1)
(12.4)
2.9
(37.8)
3.6
0.9
(141.3)

(19.9)
162.5
471.7
634.2

153.3

49.2
153.4
n/a

11.6
3.9

279.5

167.2
(44.4)
3.5
30.3
26.3
24.9
10.1
6.2
(20.7)

(203.7)
(34.5)
(114.5)
(44.0)
435.7
276.8
798.7

(151.4)
(2.3)
(18.7)
(40.1)
44.7
(3.0)
(170.8)

395.7
3,072.0
(3,997.0)
(15.9)
(47.0)
(6.6)
3.6
(33.1)
7.5
(2.7)
(623.5)

13.3
17.7
454.0
471.7

203.7

47.6
144.7
n/a

11.5
1.8

JONES LANG LASALLE INCORPORATED
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS

1. ORGANIZATION

Jones Lang LaSalle Incorporated ("Jones Lang LaSalle," which we may refer to as "JLL," "we," "us," "our," or the
"Company") was incorporated in 1997. We have corporate offices worldwide and over 93,000 employees, including
approximately 38,800 employees whose costs are reimbursed by our clients. We provide comprehensive integrated real estate
and investment management expertise on a local, regional and global level to owner, occupier and investor clients. We are an
industry leader in property and facility management services, with a managed portfolio of approximately 5.1 billion square
feet worldwide as of December 31, 2019. LaSalle Investment Management ("LaSalle") is one of the world's largest and most
diversified real estate investment management firms, with $67.6 billion of assets under management (unaudited) as of
December 31, 2019.

The following table shows the revenue for the major product categories into which we group our services.

($ in millions)
Real Estate Services:

Leasing
Capital Markets
Property & Facility Management
Project & Development Services
Advisory, Consulting and Other

LaSalle
Total revenue

2019

Year Ended December 31,
2018

2017

2,524.0
1,542.2
9,364.7
3,121.5
904.7
526.1
17,983.2

2,372.1
1,145.4
8,782.8
2,669.0
815.2
533.9
16,318.4

2,051.9
1,149.4
7,821.3
2,344.5
730.3
355.8
14,453.2

We work for a broad range of clients representing a wide variety of industries in markets throughout the world. Our clients
vary greatly in size and include for-profit and not-for-profit entities of all kinds, public-private partnerships and governmental
(public sector) entities looking to outsource real estate services. We provide real estate investment management services on a
global basis for both public and private assets through LaSalle. Our integrated global business model, industry-leading
research capabilities, client relationship management focus, consistent worldwide service delivery and strong brand are
attributes that enhance our services.

2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

Principles of Consolidation

Our Consolidated Financial Statements have been prepared in conformity with accounting principles generally accepted in
the United States of America ("U.S. GAAP") and include the accounts of JLL and its majority-owned and controlled
subsidiaries. Intercompany balances and transactions have been eliminated. Investments in real estate ventures over which we
exercise significant influence, but do not control, are accounted for either at fair value or under the equity method.

When applying principles of consolidation, we begin by determining whether an investee entity is a variable interest entity
("VIE") or a voting interest entity. U.S. GAAP draws a distinction between voting interest entities, which are embodied by
common and traditional corporate and certain partnership structures, and VIEs, broadly defined as entities for which control
is achieved through means other than voting rights. For voting interest entities, the interest holder with control through
majority ownership and majority voting rights consolidates the entity. For VIEs, determination of the "primary beneficiary"
dictates the accounting treatment. We identify the primary beneficiary of a VIE as the enterprise having both (i) the power to
direct the activities of the VIE that most significantly impact the entity's economic performance and (ii) the obligation to
absorb losses or receive benefits of the VIE that could potentially be significant to the VIE. We perform the primary
beneficiary analysis as of the inception of our investment and upon the occurrence of a reconsideration event. When we
determine we are the primary beneficiary of a VIE, we consolidate the VIE; when we determine we are not the primary
beneficiary of the VIE, we account for our investment in the VIE at fair value or under the equity method, based upon an
election made at the time of investment.

Our determination of the appropriate accounting method to apply for unconsolidated investments is based on the level of
influence we have in the underlying entity. When we have an asset advisory contract with a real estate limited partnership in
which we also hold an ownership interest, the combination of our limited partner interest and the advisory agreement
generally provides us with significant influence over such real estate limited partnership. Accordingly, we account for such
investments either at fair value or under the equity method. We eliminate transactions with such subsidiaries to the extent of
our ownership in such subsidiaries.

For less-than-wholly-owned consolidated subsidiaries, noncontrolling interest is the portion of equity not attributable,
directly or indirectly, to JLL. We evaluate whether noncontrolling interests possess any redemption features outside of our
control. If such features exist, the noncontrolling interests are presented outside of permanent equity on the Consolidated
Balance Sheets within Redeemable noncontrolling interest. Redeemable noncontrolling interests are adjusted to the greater of
their fair value or carrying value as of each balance sheet date through a charge to Additional paid-in capital, if necessary. If
classification and presentation outside of permanent equity is not considered necessary, noncontrolling interests are presented
as a component of permanent equity on the Consolidated Balance Sheets. We report revenues, expenses and net income (loss)
from less-than-wholly-owned consolidated subsidiaries at the consolidated amounts, including both the amounts attributable
to the Company and noncontrolling interests; the income or loss attributable to the noncontrolling interest holders is reflected
in Net income attributable to noncontrolling interest on the Consolidated Statements of Comprehensive Income.

Changes in amounts attributable to noncontrolling interests are reflected in the Consolidated Statements of Changes in
Equity. Changes in amounts attributable to redeemable noncontrolling interests are presented in the following table.

($ in millions)
Redeemable noncontrolling interests as of December 31, 2016
Acquisition of redeemable noncontrolling interest (1)
Net loss
Impact of exchange rate movements

Redeemable noncontrolling interests as of December 31, 2017
Acquisition of redeemable noncontrolling interest (1)
Redeemable noncontrolling interests as of December 31, 2018
Business acquisition (2)
Net income

Redeemable noncontrolling interests as of December 31, 2019

6.8
(3.5)
(0.1)
0.6
3.8
(3.8)
—
8.4

0.2
8.6

(1) Reflects our redemption of a portion of the redeemable noncontrolling interest related to our Tenzing AB acquisition and includes $2.3
million, and $1.1 million representing the difference between the redemption value and the carrying value of the acquired interest in 2018
and 2017, respectively.

(2) Reflects the ownership interests retained by the seller associated with our 2019 acquisition of Latitude Real Estate Investors. See Note
4, Business Combinations, Goodwill and Other Intangibles, for additional discussion.

Use of Estimates

The preparation of the Consolidated Financial Statements in conformity with U.S. GAAP requires us to make estimates and
assumptions about future events that affect reported amounts of assets and liabilities, disclosure of contingent assets and
liabilities, and reported amounts of revenue and expenses during the reporting periods. Such estimates include the value and
allocation of purchase consideration, valuation of accounts receivable, reimbursable receivables, warehouse receivables,
investments in real estate ventures, goodwill, intangible assets, derivative financial instruments, other long-lived assets, earn-
out liabilities, legal contingencies, assumptions used in the calculation of income taxes, incentive compensation, self-
insurance program liabilities, and retirement and other post-employment benefits, among others.

These estimates and assumptions are based on management's best estimate and judgment. We evaluate these estimates and
assumptions on an ongoing basis using historical experience and other factors, including the current economic environment,
which we believe to be reasonable under the circumstances. We adjust such estimates and assumptions when facts and
circumstances dictate. Market factors, such as illiquid credit markets, volatile equity markets and foreign currency exchange
rate fluctuations can increase the uncertainty in such estimates and assumptions. Because future events and their effects
cannot be determined with precision, actual results could differ significantly from these estimates. Changes in those estimates
resulting from continuing changes in the economic environment will be reflected in the financial statements in future periods.
Although actual amounts may differ from such estimated amounts, we believe such differences are not likely to be material.

Revenue Recognition

We earn revenue from the following:

• Leasing;

• Capital Markets;

•

Property & Facility Management;

Project & Development Services;

• Advisory, Consulting and Other; and

• LaSalle.

Leasing

Leasing revenue is earned from brokerage commissions as we represent tenants and/or landlords in connection with real
estate leases. Our performance obligation is to facilitate the execution of a lease agreement, which is satisfied at a point in
time, upon lease execution. Generally, we are either entitled to the full consideration upon lease execution or in part upon
lease execution with the remainder upon the occurrence of a future event outside of our control (e.g. tenant occupancy, lease
commencement, or rent commencement). The majority of the events that preclude our entitlement to the full consideration
upon lease execution are considered to be “normal course of business” and, therefore, do not result in a constraint upon the
recognition of revenue. In the infrequent instance our fee entitlement in a contract with a customer is predicated on the
occurrence of a future event(s) uncertain of occurring, we constrain the recognition of revenue until the uncertainty is
resolved or the future event occurs. Generally, less than 5% of our Leasing revenue recognized in a period had previously
been constrained.

Capital Markets

Capital Markets provides brokerage and other services for capital transactions, such as real estate sales or loan originations
and refinancings. Our performance obligation is to facilitate the execution of capital transactions, and we are generally
entitled to the full consideration at the point in time upon which our performance obligation is satisfied, at which time we
recognize revenue. Our mortgage banking and servicing operations - such as activities related to mortgage servicing rights
("MSR" or "MSRs"), loan origination fees and servicing income - are excluded from the scope of ASC Topic 606, Revenue
from Contracts with Customers, ("ASC 606"). Such out-of-scope revenue was $204.6 million, $135.8 million, and $126.9
million for the years ended December 31, 2019, 2018, and 2017, respectively.

Property & Facility Management

Property Management provides on-site day-to-day real estate management services for owners of office, industrial, retail,
multifamily residential and various other types of properties, representing a series of daily performance obligations delivered
over time. Pricing is generally in the form of a monthly management fee based upon property-level cash receipts, square
footage under management or some other variable metric.

Although we are principal in limited situations, we generally act as agent on behalf of our Property Management clients in
relation to third-party vendors and subcontractors engaged to deliver operational services to our clients' properties. In these
situations, we arrange, but do not control, the services provided by third-party vendors and subcontractors prior to the transfer
of the services to the client. As a result, the costs incurred on behalf of clients, along with the corresponding revenue, are
presented net on our Consolidated Statements of Comprehensive Income.

Facility Management primarily provides comprehensive, on-site day-to-day real estate management services to corporations
and institutions across a broad range of industries that outsource the management of the real estate they occupy, representing
a series of daily performance obligations delivered over time. Pricing generally includes a management fee and, in many
instances, an incentive fee or other form of variable consideration.

Although we may act as agent on behalf of our clients with respect to certain mandates, we generally act as principal for our
Facility Management contracts with respect to third-party vendors and subcontractors engaged to deliver operational services
to our clients' facilities. In these situations, we control the services provided by such third-party vendors and subcontractors
prior to the transfer of the services to the client. As a result, the costs incurred on behalf of our clients, along with the
corresponding reimbursement revenue, are presented gross on our Consolidated Statements of Comprehensive Income.

Project & Development Services

Project & Development Services provides short-term construction-related services ranging from general contracting to
project management for owners and occupiers of real estate. Depending on the terms of our engagement, our performance
obligation is either to arrange for the completion of a project or to assume responsibility for completing a project on behalf of
a client. Our obligations to clients are satisfied over time due to the continuous transfer of control of the underlying asset.
Therefore, we recognize revenue over time, generally using input measures (e.g. to-date costs incurred relative to total
estimated costs at completion). Typically, we are entitled to consideration at distinct milestones over the term of an
engagement.

For certain contracts where we assume responsibility for completing a project, we control the services provided by third-party
vendors and subcontractors prior to transfer of the assets to the client. In these situations, the costs incurred on behalf of
clients, along with the associated reimbursement revenue are presented gross on our Consolidated Statements of
Comprehensive Income. For situations in which we act as agent on behalf of clients, costs incurred and the associated
revenue are presented net on our Consolidated Statements of Comprehensive Income.

Advisory, Consulting and Other

Advisory, Consulting and Other includes a variety of different service offerings, whereby our performance obligation is to
provide services as specified in the contract. Occasionally, our entitlement to consideration is predicated on the occurrence of
an event such as the delivery of a report for which client acceptance is required. However, except for event-driven point-in-
time transactions, the majority of services provided within this service line are delivered over time due to the continuous
transfer of control to our clients.

LaSalle

LaSalle provides real estate investment management services to clients and earns consideration in the form of advisory fees,
transaction fees and incentive fees. Typically, our performance obligation is to manage clients’ capital for a specified period
of time and is delivered as a series of daily performance obligations over time. Revenue recognition for transaction and
incentive fees is generally constrained until all contingencies have cleared due to the possibility of a significant reversal until
completion of the events necessary to realize the associated consideration. Substantially all incentive fees recognized as
revenue were previously constrained.

Contract Costs

Expenses, primarily employee commissions, incurred on leasing and capital markets transactions represent substantially all
our incremental costs to obtain revenue contracts. We apply the applicable practical expedient offered by ASC Topic 606
when the amortization period is one year or less and, therefore, recognize these costs as an operating expense as they are
incurred.

We also incur costs to fulfill revenue contracts, primarily related to transition costs incurred prior to delivering Property &
Facility Management services. These costs are not expensed as incurred but are deferred and amortized as an operating
expense over the expected life of the contract in accordance with the transfer of related services. These deferred costs are
assessed periodically for impairment.

Contract Assets

Contract assets include amounts recognized as revenue for which we are not yet entitled to payment for reasons other than the
passage of time, but that do not constrain revenue recognition. As of December 31, 2019 and December 31, 2018, we had
$419.3 million and $396.2 million of contract assets, respectively, which are included in Short-term contract assets and Other
assets on the Consolidated Balance Sheets.

Contract Liabilities

Contract liabilities include advance payments we have received which relate to performance obligations we have not yet
satisfied. As of December 31, 2019 and December 31, 2018, we had $87.7 million and $98.9 million of contract liabilities,
respectively, which are included in Short-term contract liabilities and deferred income on our Consolidated Balance Sheets.
The majority of contract liabilities are recognized as revenue within 90 days.

Deferred Income

Deferred income includes payments received from customers for which we have satisfied our performance obligations but are
not yet able to recognize the related revenue because of contractual requirements.

Remaining Performance Obligations

Remaining performance obligations represent the aggregate transaction price for contracts where our performance obligations
have not yet been satisfied. As of December 31, 2019, the aggregate amount of transaction price allocated to remaining
performance obligations represented less than 5% of our total revenue. In accordance with ASC Topic 606, excluded from the
aforementioned remaining performance obligations are (i) amounts attributable to contracts expected to be completed within
12 months and (ii) variable consideration for services performed as a series of daily performance obligations, such as
property and facility management contracts and LaSalle advisory contracts. Contracts within these businesses represent a
significant portion of our contracts with customers not expected to be completed within 12 months.

Cash and Cash Equivalents

We consider all highly-liquid investments purchased with maturities of less than three months to be cash equivalents. The
carrying amount of cash equivalents approximates fair value due to the short-term maturity of these investments.

Financing Receivables

We account for Trade receivables, Notes and other receivables, Long-term receivables, Reimbursable receivables, and
Warehouse receivables as financing receivables.

Trade Receivables

Pursuant to contractual arrangements, Trade receivables, net of allowances include unbilled amounts of $586.6 million and
$531.4 million as of December 31, 2019 and 2018, respectively.

We estimate the allowance necessary to provide for uncollectible accounts receivable. The estimate includes specific amounts
for which payment has become unlikely. We also base this estimate on historical experience combined with a review of
current developments and client credit quality. The process by which we calculate the allowance begins with the individual
business units where specific accounts for which collectability is uncertain are identified and reserved as part of an overall
reserve that is formulaic and driven by the age profile of the receivables and our historical experience. We then review these
allowances on a quarterly basis to ensure they are appropriate. After all collection efforts have been exhausted by
management, the outstanding balance considered not collectible is written off against the allowance.

The following table details the changes in the allowance for uncollectible receivables.

($ in millions)
Allowance as of January 1,

Charged to income

Write-off of uncollectible receivables
Impact of exchange rate movements and other

Allowance as of December 31,

2019

2018

2017

52.0

30.8
(13.8)
(0.9)
68.1

51.3

18.8
(13.9)
(4.2)
52.0

37.1

26.3
(14.2)
2.1

51.3

Notes and Other Receivables and Long-Term Receivables

We make ongoing assessments of the collectability of outstanding Notes and other receivables and Long-term receivables,
considering both objective and subjective factors such as the age profile of outstanding balances, the contractual terms of
repayment, and credit quality. Aspects of credit quality considered in our assessments of collectability include historical
experience, current developments and our broader business relationship with the obligor. We record an allowance against the
outstanding balance when our assessments result in a determination that payment has become unlikely. After all collection
efforts have been exhausted by management, the outstanding uncollectible balance is written off against the reserve.
Historically, credit quality deterioration to the point of impairment or non-performance in our Notes and other receivables
and Long-term receivables has been limited and has not had a material impact on the Consolidated Financial Statements.

Reimbursable Receivables

We recognize Reimbursable receivables for costs incurred on behalf of clients, primarily while performing Property &
Facility Management services. These costs include direct reimbursements, primarily payroll and third-party vendor and
subcontractor costs. As our clients are contractually obligated to reimburse us for these costs, we only record an allowance
based on specific identification of an uncollectible reimbursable receivable. Reimbursable receivables relate to our
Reimbursable payables, which are typically satisfied on a pay-when-paid basis.

Warehouse Receivables

We classify Warehouse receivables as held-for-sale as they represent originated mortgage loans for which we have
simultaneously executed commitments to sell to a third-party investor, primarily the Federal Home Loan Mortgage
Corporation (Freddie Mac), the Federal National Mortgage Association (Fannie Mae), and the Government National
Mortgage Association (Ginnie Mae). These loans (also referred to as "Warehouse receivables") are funded directly to
borrowers by our warehouse facilities and are generally repaid within a 45-day period after origination when the third-party
investor buys the loan(s); upon surrender of control over each loan, we account for the transfer as a sale. Warehouse
receivables are measured and reported at fair value in accordance with our entity-wide election of the fair value option. As
such, increases or decreases in the fair value of loans are recognized as Revenue on the Consolidated Statements of
Comprehensive Income. Historically, we have not experienced credit quality deterioration or uncollectible balances with
respect to our Warehouse receivables.

We generally retain certain servicing rights upon sale of the mortgage loan (refer to the Mortgage Servicing Rights section
below). We typically retain no exposure for credit losses on loans subsequent to sale, except for loans under Fannie Mae's
Delegated Underwriting and Servicing ("DUS") program. See Note 13, Commitments and Contingencies, for additional
information on the risk of loss retained related to DUS program loans.

Contractually specified servicing fees related to sold warehouse receivables were $63.0 million, $49.6 million and $43.3
million for the years ended December 31, 2019, 2018, and 2017, respectively, and are included in Revenue on the
Consolidated Statements of Comprehensive Income.

Mortgage Servicing Rights

We generally retain certain servicing rights in connection with the origination and sale of Warehouse receivables. We initially
record MSRs based on the fair value of these rights on the date the loans are sold, which could result in net gains which we
recognize as Revenue on the Consolidated Statements of Comprehensive Income. As of December 31, 2019 and 2018, we
had $376.4 million and $193.8 million, respectively, of MSRs carried at the lower of amortized cost or fair value in Identified
intangibles on the Consolidated Balance Sheets. The increase is primarily attributable to HFF.

We amortize servicing rights over the estimated period net servicing income is projected to be received. In addition, we
evaluate MSR intangible assets for impairment on a quarterly basis, or more frequently if circumstances or events indicate a
change in fair value. Other than write-offs due to prepayments of sold Warehouse receivables for which we retained the
servicing rights (generally only during the last six months of loan term given the punitive contractual terms of any earlier
prepayment), there have been no instances of impairment during the three-year period ended December 31, 2019. However,
an increase in loan prepayment activity or deterioration in the credit quality of borrowers could result in a decrease to our
MSR balance. MSRs do not actively trade in an open market with readily available observable prices; therefore, if necessary,
the fair value of these rights would be determined in part based on certain assumptions and judgments that are unobservable
within the fair value hierarchy, including the estimation of the present value of future cash flows to be realized from servicing
the underlying mortgages. The estimated fair value of MSRs was $423.7 million and $246.8 million as of December 31, 2019
and 2018, respectively.

See Note 4, Business Combinations, Goodwill and Other Intangibles for additional information on MSRs.

Restricted Cash

Restricted cash primarily consists of cash amounts set aside to satisfy legal or contractual requirements arising in the normal
course of business. We are restricted in our ability to withdraw these funds other than for their specified use. Restricted cash
was included in Prepaid and other current assets on the Consolidated Balance Sheets.

Property and Equipment

We record property and equipment at cost and depreciate these assets over their relevant useful lives. We capitalize certain
direct costs relating to internal-use software when incurred during the application development phase.

We evaluate property and equipment for impairment whenever events or circumstances indicate the carrying value of an asset
group may not be recoverable. We record an impairment loss to the extent the carrying value exceeds the estimated fair value.
We did not recognize any significant impairment losses related to property and equipment during the three years ended
December 31, 2019.

We calculate depreciation on property and equipment for financial reporting purposes using the straight-line method based on
the estimated useful lives of our assets. Depreciation expense related to property and equipment for the years ended
December 31, 2019, 2018 and 2017 was $157.6 million, $156.5 million, and $136.0 million, respectively. The following table
shows the gross value of major asset categories and the standard depreciable lives, as of December 31, 2019, for each of these
asset categories.

($ in millions)
Furniture, fixtures and equipment

Computer equipment and software

Leasehold improvements
Other (1)
Total

Less: Accumulated depreciation

Net property and equipment

December 31,

2019

2018

Depreciable Life

115.4

752.9

308.6

185.7

1,362.6

660.7

701.9

98.7

683.6

274.0

99.9

1,156.2

588.3

567.9

3 to 13 years

2 to 10 years

1 to 10 years

2 to 30 years

(1) Other includes certain assets, such as land, which are not depreciated.

Business Combinations, Goodwill and Other Intangible Assets

We have historically grown, in part, through a series of acquisitions. Consistent with the services nature of the majority of
businesses we have acquired, we have recognized significant goodwill and intangible assets resulting from these acquisitions.
Intangible assets are initially recorded at their respective acquisition date fair values and amortized on a straight-line basis
over their estimated useful lives. They primarily represent customer relationships, management contracts and customer
backlogs acquired as part of our acquisitions.

We evaluate goodwill for impairment at least annually. We define our four reporting units as the three geographic regions of
RES: (i) Americas, (ii) Europe, Middle East and Africa ("EMEA") and (iii) Asia Pacific; and (iv) LaSalle.

We have considered qualitative and quantitative factors while performing our annual impairment test of goodwill and
determined it is not more-likely-than-not that the fair value of our Americas, Asia Pacific, and LaSalle reporting units are less
than their carrying values. In performing our assessments of all reporting units, we primarily considered (i) macroeconomic
and industry trends, (ii) our overall financial performance, and nature of the key drivers thereof, during the year at both the
reporting unit and consolidated reporting levels, (iii) near and longer-term forecasts of operating income and cash flows
generated by our reporting units in relation to the carrying values of the net assets of each reporting unit, and (iv) our market
capitalization in relation to the aggregate carrying value of our net assets.

With respect to our EMEA reporting unit, we performed step 1 of the goodwill impairment analysis during 2019, which
indicated the estimated fair value exceeded the carrying value by over 35%. In performing step 1, we primarily relied on the
discounted cash flow (“DCF”) method, an income approach, in determining the estimated fair value; we also considered the
guideline public company method, a market approach. Our DCF analysis relied on significant judgments and assumptions in
determining the inputs, specifically, forecasted revenue growth, forecasted profitability margin, and the discount rate used to
present value the cash flows.

In addition to our annual impairment evaluation, we evaluated whether events or circumstances have occurred in the period
subsequent to our annual impairment testing and determined it is not more-likely-than-not that the fair value of all our
reporting units are less than their respective carrying values. It is possible our determination that goodwill for a reporting unit
is not impaired could change in the future if current economic or other conditions deteriorate. We will continue to monitor the
relationship between our market capitalization and carrying value, as well as the ability of our reporting units to deliver
current and projected earnings and cash flows sufficient to support the carrying values of the net assets of their respective
businesses.

We evaluate our Identified intangibles for impairment annually or more frequently if other events or circumstances indicate
the carrying value may be impaired.

See Note 4, Business Combinations, Goodwill and Other Intangibles, for additional information on business combinations,
goodwill and other intangible assets.

Investments in Real Estate Ventures

We invest in certain ventures that primarily own and operate commercial real estate on a global basis across a wide array of
sectors including retail, residential and office. Historically, these investments have primarily been co-investments in funds
our LaSalle business establishes in the ordinary course of business for its clients. These investments take the form of equity
ownership interests generally ranging from less than 1% to 10% of the respective ventures and, based upon investment-
specific objectives, have generally included five to nine-year investment periods. Typically, our investments in real estate
ventures are not redeemable until the earlier of the disposition of the underlying real estate investments or the end of the
fund's life. When in place, such restrictions are a result of our role beyond that of a passive investor, which generally means
an advisory or management responsibility on behalf of the other investors who are typically clients of our LaSalle business.
We primarily account for these investments at fair value utilizing information provided by investees, however, as further
discussed below, we report certain of our investments under the equity method.

In addition to our LaSalle investments, we invest, primarily through the JLL Spark Global Venture funds, in property
technology funds and early-stage companies to improve our strategic position within the real estate technology landscape. We
generally account for these investments at fair value. The fair value of these investments was $42.9 million and $18.7 million
as of December 31, 2019, and 2018, respectively.

For limited partnerships in which we are a general partner, the entities are generally well-capitalized and grant the limited
partners substantive participating rights, such as the right to replace the general partner without cause, to dissolve or liquidate
the partnership, to approve the sale or refinancing of the principal partnership assets, or to approve the acquisition of
principal partnership assets. We account for such general partner interests at fair value or under the equity method.

For limited partnerships in which we are a limited partner, management has concluded we do not have a controlling interest
in these limited partnerships. When we have an asset advisory contract with the limited partnership, the combination of our
limited partner interest and the advisory agreement generally provides us with significant influence over the real estate
limited partnership venture. Accordingly, we account for such investments at fair value or under the equity method.

For investments in real estate ventures reported at fair value, we maintain an investment account that is increased or
decreased each reporting period by the difference between the fair value of the investment and the carrying value as of the
balance sheet date. These fair value adjustments are reflected as gains or losses on the Consolidated Statements of
Comprehensive Income within Equity earnings. The fair value of these investments as of the balance sheet date is generally
determined using NAV per share (or its equivalent), an unobservable input in the fair value hierarchy, provided by the
investee. See "Principles of Consolidation" above for additional discussion of the accounting for our co-investments.

For investments in real estate ventures accounted for under the equity method, we maintain an investment account that is (i)
increased by contributions made and by our share of net income earned by the real estate ventures, and (ii) decreased by
distributions received and by our share of net losses realized by the real estate ventures. Our share of each real estate
venture's net income or loss, including gains and losses from capital transactions, is reflected on the Consolidated Statements
of Comprehensive Income as Equity earnings.

We evaluate our investments in real estate ventures accounted for under the equity method for other-than-temporary
impairment on a quarterly basis, or as events or changes in circumstances warrant such an evaluation. Our evaluations
consider the existence of impairment indicators in the underlying real estate assets that compose the majority of our
investments. We base such evaluations, in regard to both the investment and the investment’s underlying asset levels, on
regular updates to future cash flow models, our share of co-investment cash flows, and factors such as operational
performance, market conditions, major tenancy matters, legal and environmental concerns, and our ability and intent to hold
each investment. If an investment is considered other-than-temporarily impaired, we record the excess of the carrying value
over the estimated fair value as an impairment charge.

Impairment charges to write down the carrying value of the real estate assets underlying our investments are generally based
on the result of discounted cash flow models that primarily rely upon unobservable inputs to determine fair value. We
recognize our proportionate share of such impairment within Equity earnings on the Consolidated Statements of
Comprehensive Income.

See Note 5, Investments in Real Estate Ventures and Note 9, Fair Value Measurements for additional information on
Investments in real estate ventures.

Stock-Based Compensation

Stock-based compensation in the form of restricted stock units ("RSUs") and performance stock units ("PSUs") are an
important element of our compensation programs. We determine the fair value of RSUs, subject only to service requirements,
based on the closing market price of our common stock on the grant date. PSUs are subject to service requirements and
performance measures. All PSUs contain two performance conditions consisting of a pre-defined target based on the
Company’s cumulative earnings per share and targets for strategic goals. For certain executives there is an additional
performance measure, a market condition, based on total shareholder return ("TSR") against a peer group. The number of
shares that will be issued upon vesting of these PSUs can range from 0% to 150% of the target award, depending on the
achievement of each performance condition. We determine the fair value of PSUs based on the (i) closing market price of our
common stock on the grant date taking, (ii) the achievement probability for each performance condition, and (iii) the market
condition valuation, as applicable, based on the output of Monte Carlo simulations. We periodically assess the achievement
probability for performance conditions. Less than 10% of the unvested awards as of December 31, 2019 contained a market
condition. Further, for awards with market conditions, the portion of the award subject to the market condition does not
exceed 10%.

Employees of a specific age, with a sum of age plus years of service with the Company which meets or exceeds 65, based on
the terms of the Jones Lang LaSalle 2019 Stock Award and Incentive Plan ("SAIP"), are eligible to be considered for receipt
of retirement benefits upon departure from the Company. These award provisions require application of certain elements of
ASC Topic 718, Compensation - Stock Compensation, whereby the recognition of compensation expense for restricted stock
unit awards granted to employees meeting the age plus service criteria is accelerated such that all expense is recognized by
the time these employees are considered retirement eligible.

We also have a "noncompensatory" Employee Stock Purchase Plan ("ESPP") for U.S. employees and a Jones Lang LaSalle
Savings Related Share Option Plan ("Save As You Earn" or "SAYE") for U.K. employees. The fair value of options granted
under the SAYE plan are determined on the grant date and amortized over the associated vesting period.

See Note 6, Share-Based Compensation, for additional information on our stock-based compensation plans.

Income Taxes

We account for income taxes under the asset and liability method. We recognize deferred tax assets and liabilities for the
expected future tax consequences of events that have been included in our financial statements or tax returns. Under this
method, we determine deferred tax assets and liabilities based on the differences between the financial reporting and tax
bases of assets and liabilities using enacted tax rates in effect for the year in which the differences are expected to reverse.

An increase or decrease in a deferred tax asset or liability that results from a change in circumstances, and that causes a
change in our judgment about expected future tax consequences of events, would be included in the tax provision when the
changes in circumstances and our judgment occurs. Deferred income taxes also reflect the impact of operating loss and tax
credit carryforwards. A valuation allowance is established if we believe it is more-likely-than-not all or some portion of a
deferred tax asset will not be realized. An increase or decrease in a valuation allowance that results from a change in
circumstances, and that causes a change in our judgment about the ability to realize the related deferred tax asset, would be
included in the tax provision when the changes in circumstances and our judgment occurs.

See Note 8, Income Taxes, for additional information on income taxes.

Derivatives and Hedging Activities

We do not enter into derivative financial instruments for trading or speculative purposes. However, in the normal course of
business, we do use derivative financial instruments in the form of foreign currency forward contracts to manage our foreign
currency exchange rate risk. We currently do not use hedge accounting for these contracts, which are marked-to-market each
period with changes in unrealized gains or losses recognized in earnings and offset by foreign currency gains and losses on
associated intercompany loans and other foreign currency balances. Gains and losses from the revaluation of these contracts
are recognized as a component of Operating, administrative and other expense and are offset by the gains and losses
recognized on the revaluation of intercompany loans and other foreign currency balances such that the impact to net income
was not significant for the three years ended December 31, 2019.

For presentation and disclosure, we net our exposure by counterparty for all counterparties subject to International Swaps and
Derivatives Association Master Agreements.

We have considered the counterparty credit risk related to these forward foreign currency exchange contracts and do not
deem any counterparty credit risk to be material as of December 31, 2019, in part due to the short-term nature of these
contracts.

In addition, certain loan commitments and forward sales commitments related to our Warehouse receivables meet the
definition of a derivative and are recorded at fair value on the Consolidated Balance Sheets. The estimated fair value of loan
commitments includes the fair value of the expected net cash flows associated with servicing of the loan, other net cash flows
associated with origination and sale of the loan, and the effects of market interest rate movements. The estimated fair value of
forward sale commitments includes the effects of market interest rate movements. Therefore, the effect of market interest rate
movements on estimated fair value offset between the loan commitments and the forward sale commitments. Adjustments to
fair value related to loan and forward sale commitments are included within Revenue on the Consolidated Statements of
Comprehensive Income.

See Note 9, Fair Value Measurements, for additional information on derivative financial instruments.

Leases

Substantially all of our operating leases are related to office space we lease in various buildings for our own use. The terms of
these non-cancelable operating leases typically require us to pay rent and a share of operating expenses and real estate taxes,
generally with an inflation-based rent increase included. We also lease equipment under both operating and finance lease
arrangements. Our lease agreements do not contain any material residual value guarantees or material restrictive covenants.

Operating lease right-of-use assets and operating lease liabilities are recognized based on the present value of the future
minimum lease payments (e.g. rent) over the lease term beginning at the commencement date. The Operating lease right-of-
use assets are adjusted for lease incentives, deferred rent, and initial direct costs, if incurred. Our leases generally do not
include an implicit rate; therefore, we use an incremental borrowing rate based on information available at the lease
commencement date in determining the present value of future minimum lease payments. The related lease expense is
recognized on a straight-line basis over the lease term.

Finance leases are included in Property and equipment, net of accumulated depreciation, Short-term borrowings, and Other
liabilities on our Consolidated Balance Sheets. Our finance leases do not represent a significant portion of our leasing
activity.

See Note 11, Leases, for additional information on leases.

Foreign Currency Translation

We prepare the financial statements of our subsidiaries located outside the U.S. using local currency as the functional
currency. The assets and liabilities of these subsidiaries are translated to U.S. dollars at the rates of exchange as of the balance
sheet date with the resulting translation adjustments included as a separate component of equity on the Consolidated Balance
Sheets (Accumulated other comprehensive loss) and on the Consolidated Statements of Comprehensive Income (Other
comprehensive income-foreign currency translation adjustments).

See Note 15, Accumulated Other Comprehensive Income (Loss), for additional information on the components of
Accumulated other comprehensive loss.

Income and expenses are translated at the average monthly rates of exchange. We include gains and losses from foreign
currency transactions in net earnings as a component of Operating, administrative and other expense. For the years ended
December 31, 2019, 2018 and 2017 we had net foreign currency transaction losses of $2.4 million, $4.1 million, and $4.8
million, respectively.

The effect of foreign currency exchange rate changes on Cash, cash equivalents and restricted cash is presented as a separate
caption in the Consolidated Statements of Cash Flows.

Cash Held for Others

We manage significant amounts of cash and cash equivalents in our role as agent for certain of our investment, facility
management and property management clients. We do not include such amounts on the Consolidated Balance Sheets.

Taxes Collected from Clients and Remitted to Governmental Authorities

We account for tax assessed by a governmental authority that is based on a revenue or transaction value (i.e., sales, use and
value-added taxes) on a net basis, excluded from revenue, and recorded as current liabilities until paid.

Commitments and Contingencies

We are subject to various claims and contingencies related to disputes, lawsuits and taxes as well as commitments under
contractual obligations. Many of these claims are covered under our current insurance programs, subject to deductibles. We
recognize the liability associated with a loss contingency when a loss is probable and estimable.

See Note 13, Commitments and Contingencies, for additional information on commitments and contingencies.

Earnings Per Share; Net Income Available to Common Shareholders

The difference between basic weighted average shares outstanding and diluted weighted average shares outstanding
represents the dilutive impact of our common stock equivalents. Common stock equivalents consist of shares to be issued
under employee stock-based compensation programs. Anti-dilutive shares were de minimus for all periods presented.

See Note 6, Share-Based Compensation, for additional information on our stock-based compensation plans.

New Accounting Standards

Recently adopted accounting guidance

In February 2016, the Financial Accounting Standards Board ("FASB") issued Accounting Standards Update ("ASU") No.
2016-02, Leases (Topic 842), which increases transparency and comparability by requiring the recognition of lease assets and
lease liabilities on the balance sheet, as well as requiring the disclosure of key information about leasing arrangements. On
January 1, 2019, we adopted ASU No. 2016-02, Leases (ASC Topic 842), on a modified retrospective basis under the optional
transition method. Therefore, the application of the provisions of this ASU are effective January 1, 2019, and comparative
periods are presented in accordance with Accounting Standards Codification ("ASC") Topic 840. Additionally, we elected the
package of practical expedients permitted under the transition guidance within the new standard, which allowed us to carry
forward (i) our historical lease classification and assessments for expired and existing leases, and (ii) our historical
accounting for initial direct costs for existing leases. We elected not to record on the Consolidated Balance Sheets any lease
whose term is 12 months or less and does not include a purchase option that we are reasonably certain to exercise.

We also elected to account for the non-lease components within our leases as part of the single lease component to which
they are related. The most significant impact of the adoption of this ASU was an increase to the Consolidated Balance Sheets
to reflect operating lease right-of-use assets and lease liabilities, which are primarily associated with our office leases around
the world. Our accounting for finance leases was not materially impacted. See Note 11, Leases, for additional information on
the impact of ASC 842 adoption.

In January 2017, the FASB issued ASU No. 2017-04, Simplifying the Test for Goodwill Impairment, which eliminates Step 2
from the goodwill impairment test. The annual goodwill impairment test will require companies to compare the fair value of
a reporting unit with its carrying amount and recognize an impairment charge when the carrying amount exceeds the fair
value of the reporting unit. This ASU is effective for annual and interim goodwill impairment tests beginning after December
15, 2019, with early adoption permitted. We adopted this guidance effective January 1, 2019, and, as a result, will no longer
apply Step 2 when performing the goodwill impairment test. This guidance had no impact on our financial statements and
related disclosures.

Recently issued accounting guidance, not yet adopted

In June 2016, the FASB issued ASU No. 2016-13, Financial Instruments - Credit Losses (Topic 326), which creates a new
framework to evaluate financial instruments, such as trade receivables, for expected credit losses. This new framework
replaces the existing incurred loss approach and is expected to result in more timely recognition of credit losses. This ASU is
effective for annual and interim periods beginning after December 15, 2019 and early adoption is not permitted until years
beginning after December 15, 2018. Adoption using the modified-retrospective approach is required.

In advance of our adoption, we have identified our financial assets and off-balance sheet credit exposures within the scope of
this ASU and have substantially completed our analysis. Although the adoption will not have a material impact on our
retained earnings as of January 1, 2020, or our financial statements thereafter, the adoption will impact our methodology of
reserving for our Trade receivables and other receivable-related financial assets, including contract assets. We have evaluated
our historical reserve balances and write-off activity and have developed an appropriate forward-looking process for
adoption. The adoption will also impact the loan loss accrual for certain mortgage loans we originate, sell and retain the
servicing rights.

In August 2018, the FASB issued ASU No. 2018-15, Customer's Accounting for Implementation Costs Incurred in a Cloud
Computing Arrangement That is a Service Contract, which requires a customer in a cloud computing arrangement that is a
service contract to follow the internal-use software guidance in ASC 350-40 when determining which implementation costs
to capitalize as intangible assets. This ASU is effective for annual and interim periods beginning after December 15, 2019,
with early adoption permitted. This guidance will not have a material impact on our financial statements and related
disclosures.

3. BUSINESS SEGMENTS

We manage and report our operations as four business segments:

The three geographic regions of RES including:

(1) Americas,
(2) EMEA and
(3) Asia Pacific;

and

(4) LaSalle, which offers investment management services on a global basis.

Each geographic region offers our full range of real estate services, including agency leasing and tenant representation,
capital markets, property and facility management, project and development management, energy management and
sustainability, construction management, and advisory, consulting and valuation services. LaSalle provides investment
management services to institutional investors and high-net-worth individuals.

Operating income represents total revenue less direct and allocated indirect expenses. We allocate all indirect expenses to our
segments, other than interest and income taxes, as nearly all expenses incurred benefit one or more of the segments. Allocated
expenses primarily consist of corporate global overhead, which we allocate to the business segments based on the budgeted
operating expenses of each segment.

For segment reporting, (i) gross contract costs and (ii) net non-cash mortgage servicing rights ("MSR") and mortgage
banking derivative activity are both excluded from revenue in determining "fee revenue". Gross contract costs are excluded
from operating expenses in determining "fee-based operating expenses." Excluding these costs from revenue and expenses
results in a net presentation which we believe more accurately reflects how we manage our expense base, operating margins
and performance. Refer to Results of Operations, included in Item 7. Management's Discussion and Analysis of Financial
Condition and Results of Operations, for a full description of gross contract costs. In addition, our measure of segment results
excludes Restructuring and acquisition charges.

The Chief Operating Decision Maker of JLL measures and evaluates the segment results excluding (a) gross contract costs,
(b) net non-cash MSR and mortgage banking derivative activity and (c) Restructuring and acquisition charges. As of
December 31, 2019, we define the Chief Operating Decision Maker collectively as our Global Executive Board, which
comprises the following:

• Global Chief Executive Officer

• Chief Executive Officers of each of our four business segments

• Global Chief Financial Officer

• Global Chief Executive Officer of Corporate Solutions

• Global Chief Administrative Officer

• Global Head of Capital Markets

• Global Co-Chief Executive Officers of JLL Technologies

Summarized financial information by business segment is as follows.

($ in millions)
Americas - Real Estate Services

Leasing

Capital Markets

Property & Facility Management

Project & Development Services

Advisory, Consulting and Other

Revenue

Reimbursements

Revenue before reimbursements

Gross contract costs

Net non-cash MSR and mortgage banking derivative activity

Fee revenue

Operating expenses, excluding reimbursed expenses:

Compensation, operating and administrative expenses

Depreciation and amortization

Segment operating expenses, excluding reimbursed expenses

Gross contract costs

Fee-based segment operating expenses

Segment operating income

Equity earnings (losses)

Segment income

EMEA - Real Estate Services

Leasing

Capital Markets

Property & Facility Management

Project & Development Services

Advisory, Consulting and Other

Revenue

Reimbursements

Revenue before reimbursements

Gross contract costs

Fee revenue

Operating expenses, excluding reimbursed expenses:

Compensation, operating and administrative expenses

Depreciation and amortization

Segment operating expenses, excluding reimbursed expenses

Gross contract costs

Fee-based segment operating expenses

Segment operating income

Equity (losses) earnings

Segment income

Year Ended December 31,

2019

2018

2017

1,960.5

914.2

5,607.9

1,689.6

406.7

10,578.9
(5,857.8)
4,721.1
(800.2)
(21.2)
3,899.7

3,983.2

126.5
4,109.7
(800.2)
3,309.5

611.4

1.7

613.1

302.7

411.9

1,551.6

904.3

300.2

3,470.7
(709.7)
2,761.0
(1,104.2)
1,656.8

2,670.9

43.1

2,714.0
(1,104.2)
1,609.8

47.0
(1.0)
46.0

1,754.1

500.3

5,142.2

1,301.7

342.7

9,041.0
(5,164.7)
3,876.3
(652.9)
(8.3)
3,215.1

3,345.3

109.1
3,454.4
(652.9)
2,801.5

421.9

0.8

422.7

333.0

464.1

1,482.2

920.3

295.4

3,495.0
(677.5)
2,817.5
(1,108.0)
1,709.5

2,689.7

50.8

2,740.5
(1,108.0)
1,632.5

77.0

—

77.0

1,510.1

473.0

4,503.5

1,242.8

285.7

8,015.1
(4,648.5)
3,366.6
(521.0)
(15.7)
2,829.9

2,918.6

97.5
3,016.1
(521.0)
2,495.1

350.5
(0.2)
350.3

303.6

465.1

1,342.7

691.1

272.5

3,075.0
(471.9)
2,603.1
(1,038.7)
1,564.4

2,507.9

44.6

2,552.5
(1,038.7)
1,513.8

50.6

0.3

50.9

Continued: Summarized financial information by business segment is as follows.

($ in millions)
Asia Pacific - Real Estate Services

Leasing

Capital Markets

Property & Facility Management

Project & Development Services

Advisory, Consulting and Other

Revenue

Reimbursements

Revenue before reimbursements

Gross contract costs

Fee revenue

Operating expenses, excluding reimbursed expenses:

Compensation, operating and administrative expenses

Depreciation and amortization

Segment operating expenses, excluding reimbursed expenses

Gross contract costs

Fee-based segment operating expenses

Segment operating income

Equity earnings

Segment income

LaSalle

Advisory fees

Transaction fees & other

Incentive fees

Revenue

Reimbursements

Revenue before reimbursements

Gross contract costs

Fee revenue

Operating expenses, excluding reimbursed expenses:

Compensation, operating and administrative expenses

Depreciation and amortization

Segment operating expenses, excluding reimbursed expenses

Gross contract costs

Fee-based segment operating expenses

Segment operating income

Equity earnings

Segment income

Year Ended December 31,

2019

2018

2017

260.8

216.1

2,205.2

527.6

197.8

3,407.5
(1,377.2)
2,030.3
(950.5)
1,079.8

1,876.6

26.4

1,903.0
(950.5)
952.5

127.3

2.3

129.6

326.4

61.3

138.4

526.1
(7.9)
518.2
(15.3)
502.9

397.7

6.4

404.1
(15.3)
388.8

114.1

33.3

147.4

285.0

181.0

2,158.4

447.0

177.1

3,248.5
(1,369.2)
1,879.3
(829.6)
1,049.7

1,743.0

23.2

1,766.2
(829.6)
936.6

113.1

2.0

115.1

276.7

41.4

215.8

533.9
(17.5)
516.4
(4.5)
511.9

379.7

3.0

382.7
(4.5)
378.2

133.7

30.0

163.7

238.2

211.3

1,975.1

410.6

172.1

3,007.3
(1,347.9)
1,659.4
(650.7)
1,008.7

1,520.1

22.1

1,542.2
(650.7)
891.5

117.2

3.2

120.4

265.5

33.4

56.9

355.8
(17.5)
338.3
(5.1)
333.2

277.0

3.0

280.0
(5.1)
274.9

58.3

41.1

99.4

(in millions)
Segment Reconciling Items

Fee revenue

Gross contract costs

Net non-cash MSR and mortgage banking derivative activity

Revenue before reimbursements

Reimbursements

Revenue

Total segment operating expenses, excluding reimbursed expenses
& before restructuring and acquisition charges

Reimbursed expenses

Total segment operating expenses before restructuring and
acquisition charges

Operating income before restructuring and acquisition charges

Restructuring and acquisition charges

Operating income

Year Ended December 31,

2019

2018

2017

7,139.2

2,870.2

21.2

10,030.6

7,952.6

17,983.2

9,130.8

7,952.6

6,486.2

2,595.0

8.3

9,089.5

7,228.9

16,318.4

8,343.8

7,228.9

5,736.2

2,215.5

15.7

7,967.4

6,485.8

14,453.2

7,390.8

6,485.8

17,083.4

15,572.7

13,876.6

899.8

184.4

715.4

745.7

38.8

706.9

576.6

30.7

545.9

Identifiable assets by segment are those assets used by, or result from, each segment's business. Corporate assets are
principally cash and cash equivalents, software, and computer hardware. The following table reconciles segment identifiable
assets and investments in real estate ventures to consolidated amounts.

12/31/2019

12/31/2018

IDENTIFIABLE
ASSETS

INVESTMENTS IN
REAL ESTATE
VENTURES

IDENTIFIABLE
ASSETS

INVESTMENTS IN
REAL ESTATE
VENTURES

($ in millions)
Real Estate Services:

Americas

EMEA

Asia Pacific

LaSalle

Corporate

Consolidated

8,256.4

2,658.4

1,642.8

774.5

340.5

13,672.6

23.9

2.4

13.3

321.7

42.9

404.2

5,288.9

2,325.4

1,437.3

666.8

307.1

10,025.5

The table below reconciles segment property and equipment expenditures to consolidated expenditures.

($ in millions)
Real Estate Services:

Americas
EMEA
Asia Pacific

LaSalle
Corporate
Total capital expenditures (1)

Year Ended December 31,
2018

2017

2019

135.6
41.6
43.4
7.6
38.8

267.0

109.1
39.0
25.4
3.0
32.5
209.0

(1) Included in total capital expenditures for the years ended December 31, 2019, 2018 and 2017, were $79.2 million, $47.1 million, and
$2.3 million, respectively, related to acquisition of investment properties by less than wholly-owned consolidated VIEs.

100

17.0

3.5

11.9

305.8

18.7

356.9

62.6
44.5
20.3
1.2
25.1
153.7

The following table sets forth the revenue and assets from our most significant currencies.

($ in millions)
United States dollar

British pound

Euro

Australian dollar

Indian rupee

Hong Kong dollar

Chinese yuan

Canadian dollar

Japanese yen

Singapore dollar

Other currencies

TOTAL REVENUE
Year Ended December 31,
2018

2017

2019

10,054.9

1,514.8

1,507.7

924.5

651.8

533.8

505.9

435.5

349.4

309.2

8,523.8

1,526.3

1,527.1

916.7

580.4

487.2

505.5

390.5

285.2

458.7

7,572.1

1,447.3

1,244.8

909.7

516.2

450.0

439.7

333.4

238.2

268.0

TOTAL ASSETS
December 31,

2019

2018

9,015.7

1,320.0

5,866.4

1,187.3

984.7

323.3

372.4

218.5

207.2

194.3

146.8

217.3

932.2

291.6

317.5

187.1

190.4

172.0

96.4

236.5

1,195.7
17,983.2

1,117.0
16,318.4

1,033.8
14,453.2

672.4
13,672.6

548.1
10,025.5

We face restrictions in certain countries that limit or prevent the transfer of funds to other countries or the exchange of the
local currency to other currencies, however, we generally face no such restrictions with regard to the use or application of
funds for ordinary course business activities within such countries. The assets of these countries represented approximately
5% and 6% of our total assets as of December 31, 2019 and 2018, respectively.

4. BUSINESS COMBINATIONS, GOODWILL AND OTHER INTANGIBLE ASSETS

During 2019, we completed four new strategic acquisitions, expanding our capabilities and increasing our presence in key
regional markets. These strategic acquisitions are presented below.

Acquired Company

Latitude Real Estate Investors

Corporate Concierge Services

HFF, Inc.

Peloton Commercial Real Estate

Acquisition of HFF, Inc. ("HFF")

Quarter of
Acquisition

Country

Primary Service Line

United States

LaSalle

United States

Property & Facilities Management

United States

Capital Markets

United States

Leasing

On July 1, 2019, we completed the acquisition of HFF, a public commercial real estate financial intermediary providing real
estate and capital markets services. The acquisition of HFF, regarded as one of the premier capital markets advisors in the
industry, greatly enhances our existing capital markets services, significantly expands our client reach and aligns with our
strategy to grow the capital markets business line. The existing HFF operations were predominantly within the U.S. along
with one office in the UK. The following table details the total consideration transferred.

(in millions)
Cash consideration (1)
Share consideration (2)
JLL RSUs issued to replace unvested HFF RSUs (3)
Total consideration

Amount

1,029.5

809.2

32.0

1,870.7

(1) Exclusive of $262.8 million cash and $5.8 million of restricted cash acquired.
(2) Represents the fair value of JLL common stock issued to then-HFF stockholders.
(3) Represents the allocation of expense to the pre-combination period; included within APIC.

101

The cash and share consideration transferred were used to purchase all outstanding shares of HFF Class A common stock. We
financed the cash portion of the purchase price with cash on hand and borrowings under our existing $2.75 billion unsecured
revolving credit facility (the "Facility"). For acquisition related costs refer to Note 12, Restructuring and Acquisition Charges.
The successor to HFF in the merger acquisition is operating as a wholly-owned subsidiary of JLL and conducts business as
JLL. Our Consolidated Statements of Comprehensive Income for the year ended December 31, 2019, includes revenue of
$392.3 million and operating income of $86.7 million related to the post-acquisition operations of HFF. Consistent with our
presentation of segment operating income, this operating income figure excludes Restructuring and acquisition charges.

The following table presents the allocation of acquisition consideration to the tangible and intangible assets acquired and
liabilities assumed of HFF based on their estimated fair values. The excess purchase price over the estimated fair value of net
assets acquired was recorded to goodwill. The goodwill relating to this acquisition is primarily attributable to assembled
workforce and synergies. We have completed our analysis to assign fair values to all tangible and intangible assets and
liabilities acquired and assumed except for tax-related accounts, however, we do not anticipate material changes to the
amounts presented below. We expect to complete the purchase price allocation in advance of, but not later than, one year
from the acquisition date.

Description (in millions)

Total acquisition consideration

Assets

Cash and cash equivalents
Trade receivables, net
Warehouse receivables (face amount of $766.0)
Prepaid & other current assets
Property and equipment
Operating lease right-of-use assets
Identified intangibles
Other assets

Total assets
Liabilities

Accounts payable and accrued liabilities
Accrued compensation & benefits
Warehouse facilities
Other current liabilities (includes short-term operating lease liabilities)
Deferred tax liabilities, net
Long-term operating lease liabilities
Other liabilities

Total liabilities

Net assets

Goodwill

July 1, 2019

1,870.7

262.8
14.8
794.1
33.5
18.9
65.3
349.9
38.4
1,577.7

26.7
55.8
766.0
63.2
92.3
55.6
45.1
1,104.7

473.0

1,397.7

The following table provides unaudited pro forma results of operations assuming the acquisition of HFF occurred as of
January 1, 2018.

(in millions)
Revenue
Net income attributable to common shareholders

Year ended December 31,

2019

2018

18,308.6
611.6

16,992.1
514.1

102

These unaudited pro forma results of operations include adjustments for intangible amortization based on our current estimate
of the fair value of identifiable intangibles acquired and their associated useful lives as well an adjustment to interest expense
based on our estimate of interest that would have been incurred on the additional credit facility draw had these acquisitions
occurred on January 1, 2018. A blended federal and state statutory tax rate of 27% has been assumed for the pro forma
adjustments. These estimated adjustments, net of tax, were $39.6 million and $86.0 million, respectively, for the years ended
December 31, 2019 and 2018. The unaudited pro forma adjustments are subject to change within the measurement period
because of the fair value assessments these adjustments are based on are not finalized. In addition, these unaudited pro forma
results do not reflect the cost of integration activities or benefits that may result from potential synergies derived from the
acquisition. Accordingly, these unaudited pro forma results of operations are not necessarily indicative of what results would
have been had we acquired HFF on January 1, 2018, nor indicative of our future operating results.

The following is a summary of the preliminary estimate of the finite-lived intangible assets acquired in connection with the
HFF acquisition.

Intangible Asset Class ($ in millions)

Mortgage servicing rights (MSRs)
Other identified intangibles1
Total finite-lived intangibles acquired

1 Predominantly relates to customer relationships.

Other 2019 Business Combinations Activity

Weighted Average Useful Life

Fair Value at
Acquisition Date

6.2 years

6.0 years

156.7

193.2
349.9

Aggregate terms of our acquisitions, other than HFF, included: (i) cash paid at closing of $40.4 million (net of $3.8 million in
cash acquired), (ii) guaranteed deferred consideration of $17.0 million and (iii) contingent earn-out consideration of $5.0
million, payable upon satisfaction of certain performance conditions and which we have initially recorded at their respective
acquisition date fair value.

A preliminary allocation of this purchase consideration for these other acquisitions resulted in goodwill of $62.8 million,
identifiable intangibles of $12.7 million, other net liabilities (assumed liabilities less acquired assets) of $4.7 million, and
redeemable noncontrolling interest of $8.4 million. As of December 31, 2019, we have not completed our analysis to assign
fair values to all of the identifiable intangible and tangible assets acquired and, therefore, we may further refine the purchase
price allocations for our other 2019 acquisitions during respective open measurement periods.

During the year ended December 31, 2019, we also paid $104.7 million for deferred business acquisition and earn-out
obligations for acquisitions completed in prior years.

Of the $1,460.5 million of total additions to goodwill in 2019, we expected to amortize and deduct $25.4 million for tax
purposes as of December 31, 2019, subject to statutory amortization periods.

2018 Business Combinations Activity

During the year ended December 31, 2018, we completed six new strategic acquisitions: four located in the Americas, one
located in EMEA and one located in APAC.

Aggregate terms of these acquisitions included: (i) cash paid at closing of $101.3 million, (ii) guaranteed deferred
consideration of $3.9 million and (iii) contingent earn-out consideration of $11.6 million recorded at their respective
acquisition date fair value, which we will pay upon satisfaction of certain performance conditions.

As of December 31, 2018, a preliminary allocation of this purchase consideration resulted in goodwill of $60.8 million,
identifiable intangibles of $57.1 million, and other net liabilities (assumed liabilities less acquired assets) of $1.1 million. As
of December 31, 2019, the purchase price allocations for our 2018 acquisitions was final.

During the year ended December 31, 2019, we made adjustments to the preliminary allocation of the purchase consideration
for certain acquisitions completed in 2018 during their respective open measurement periods. These adjustments resulted in a
$1.0 million increase to goodwill, a $0.5 million increase to intangibles and a $1.5 million adjustment to other net liabilities.

103

During the year ended December 31, 2018, we also paid $72.3 million for deferred business acquisition and earn-out
obligations for acquisitions completed in prior years. In addition, we paid $1.5 million to acquire the final portion of the
redeemable noncontrolling interest related to our 2014 acquisition of Tenzing AB, a Swedish real estate services provider.

Of the $60.8 million of total additions to goodwill in 2018, we expected to amortize and deduct $35.5 million for tax
purposes as of December 31, 2018, subject to statutory amortization periods.

Earn-Out Payments

($ in millions)

Number of acquisitions with earn-out payments subject to the achievement
of certain performance criteria

Maximum earn-out payments (undiscounted)
Short-term earn-out liabilities (fair value)1
Long-term earn-out liabilities (fair value)1

December 31, 2019

December 31, 2018

268.9

53.9

94.5

407.3

50.9

141.1

1Included in Short-term and Long-term acquisition obligations on the Consolidated Balance Sheets

Assuming the achievement of the applicable performance criteria, we anticipate making these earn-out payments over the
next six years. Refer to Note 9, Fair Value Measurements, and Note 14, Restructuring and Acquisition Charges, for additional
discussion of our earn-out liabilities.

Goodwill and Other Intangible Assets

Goodwill and unamortized intangibles as of December 31, 2019 consisted of: (i) goodwill of $4,168.2 million, (ii)
identifiable intangibles of $632.6 million amortized over their remaining finite useful lives and (iii) $50.0 million of
identifiable intangibles with indefinite useful lives that are not amortized. Significant portions of our goodwill and
unamortized intangibles are denominated in currencies other than the U.S. dollar, which means a portion of the movements in
the reported book value of these balances is attributable to movements in foreign currency exchange rates.

The following table details, by reporting segment, the annual movements in goodwill.

Americas

EMEA

Asia
Pacific

LaSalle

($ in millions)
Balance as of December 31, 2017
Additions, net of adjustments
Dispositions
Impact of exchange rate movements
Balance as of December 31, 2018
Additions, net of adjustments
Dispositions
Impact of exchange rate movements

1,412.2
42.0
—
(2.2)
1,452.0
1,424.4
—
1.2

Balance as of December 31, 2019

2,877.6

Consolidated
2,709.3
$
59.0
(3.9)
(66.6)
2,697.8
1,461.5
(4.4)
13.3

16.5
6.4
—
(0.7)
22.2
35.5
—
(0.6)

57.1

4,168.2

957.6
1.9
—
(52.7)
906.8
1.6
(4.4)
11.9

915.9

323.0
8.7
(3.9)
(11.0)
316.8
—
—
0.8

317.6

104

The following table details, by reporting segment, the annual movements in the gross carrying amount and accumulated
amortization of our identifiable intangibles.

MSR

Other Intangibles

Americas Americas EMEA Asia Pacific LaSalle Consolidated

($ in millions)
Gross Carrying Amount

Balance as of December 31, 2017
Additions, net of adjustments (1)
Adjustment for fully amortized intangibles

Impact of exchange rate movements

Balance as of December 31, 2018
Additions, net of adjustments (1)
Adjustment for fully amortized intangibles

Impairments

Impact of exchange rate movements
Balance as of December 31, 2019

Accumulated Amortization

Balance as of December 31, 2017
Amortization expense, net (2)
Adjustment for fully amortized intangibles

Impact of exchange rate movements

Balance as of December 31, 2018
Amortization expense, net (2)
Adjustment for fully amortized intangibles

Impairments

Impact of exchange rate movements

241.8

49.9

(25.5)

—

266.2
247.6

(33.4)

—

—
480.4

(55.1)

(42.8)

25.5

—

(72.4)
(65.0)

33.4

—

Balance as of December 31, 2019

$ (104.0)

117.0

9.1
(36.2)
0.1

90.0
196.7
(0.6)
(0.5)
0.1
285.7

(61.3)
(14.0)
36.2

0.3
(38.8)
(30.7)
0.6

0.5

0.1
(68.3)

88.8

0.3
(1.7)
(4.3)
83.1
0.1
(28.1)
—

0.8
55.9

(43.1)
(12.8)
1.7

2.4
(51.8)
(9.5)
28.1

—

0.1
(33.1)

23.3

3.8
(1.0)
(2.6)
23.5
—
(2.0)
—
(0.1)
21.4

(6.4)
(2.6)
1.0

1.2
(6.8)
(1.9)
2.0

—

—
(6.7)

— $

43.9

—

43.9
9.6

—

0.5
54.0

— $

—

—
(2.7)
—

—

—
(2.7) $

470.9

107.0
(64.4)
(6.8)
506.7
454.0
(64.1)
(0.5)
1.3
897.4

(165.9)
(72.2)
64.4

3.9
(169.8)
(109.8)
64.1

0.5

0.2
(214.8)

Net book value as of December 31, 2019

376.4

217.4

22.8

14.7

51.3

682.6

(1) Included in this amount for MSRs was $16.6 million and $11.4 million for 2019 and 2018, respectively, relating to write-offs due to
prepayments of sold warehouse receivables for which we retained the servicing rights.

(2) Amortization of MSRs is included in Revenue within the Consolidated Statements of Comprehensive Income.

The remaining weighted average amortization period of MSRs and other finite-lived identifiable intangible assets is 4.4 years
and 3.5 years, respectively, and the remaining estimated future amortization expense by year, as of December 31, 2019, is
presented in the following table.

($ in millions)

2020

2021

2022

2023

2024

Thereafter

Total

MSRs

Other
Intangibles

Total

65.4

61.2

53.2

46.1

38.5

112.0

376.4

56.6 $

48.6

42.9

40.5

36.2

31.4

256.2 $

122.0

109.8

96.1

86.6

74.7

143.4

632.6

105

5. INVESTMENTS IN REAL ESTATE VENTURES

As of December 31, 2019 and 2018, we had Investments in real estate ventures of $404.2 million and $356.9 million,
respectively.

Approximately 90% of our investments, as of December 31, 2019, are in 46 separate property or commingled funds, where
we co-invest alongside our clients and for which we also have an advisory agreement. These also include investments by JLL
Spark in property technology funds and early-stage companies. The remaining 10% of our Investments in real estate ventures,
as of December 31, 2019, were attributable to investment vehicles that use our capital and outside capital generally provided
by institutional investors to invest, primarily, in certain real estate ventures that own and operate real estate. Of our
investments attributable to investment vehicles, the majority was invested in LaSalle Investment Company II ("LIC II"), in
which we held an effective ownership interest of 48.78%.

We have maximum potential unfunded commitments to direct investments or investment vehicles of $314.7 million as of
December 31, 2019, of which $60.4 million relates to our commitment to LIC II.

Our investments in real estate ventures include investments in entities classified as VIEs, which we analyze for potential
consolidation. We had equity method investments, either directly or indirectly, of $65.5 million and $37.0 million as of
December 31, 2019 and 2018, respectively, in entities classified as VIEs. We have determined that we are the primary
beneficiary of certain VIEs and accordingly, we have consolidated such entities. The assets of the consolidated VIEs are
available only for the settlement of the obligations of the respective entities and the mortgage loans of the consolidated VIEs
are non-recourse to JLL.

Summarized financial information for our consolidated VIEs is presented in the following tables.

($ in millions)

Property and equipment, net

Investments in real estate ventures

Other assets

Total assets

Other current liabilities

Mortgage indebtedness (included in Other liabilities)

Total liabilities

Members' equity (included in Noncontrolling interest)

Total liabilities and members' equity

December 31,

2019

2018

126.3

13.2

14.3

153.8

3.2

69.7

72.9

80.9

153.8

($ in millions)
Revenue

Operating and other expenses

Gain on sale of investment

Net (loss) income

Year Ended December 31,
2018

2017

2019

7.6
(8.6)
—
(1.0)

5.8
(5.1)
2.0

2.7

48.5

14.0

4.4

66.9

0.9

28.2

29.1

37.8

66.9

5.9
(4.2)
—

1.7

We allocate the members' equity and net income of the consolidated VIEs to the noncontrolling interest holders as
Noncontrolling interest on the Consolidated Balance Sheets and as Net income attributable to noncontrolling interest in the
Consolidated Statements of Comprehensive Income, respectively.

106

The following tables summarize the combined financial information for our unconsolidated real estate ventures accounted for
under equity method or at fair value.

($ in millions)
Balance Sheets:

Investments in real estate, net of depreciation

December 31,

2019

2018

22,006.6

24,784.8

7,345.1

1,118.2

9,853.9

14,930.9

13,217.7

15,561.2

4,968.0

561.7

6,155.8

9,405.4

Year Ended December 31,
2018

2017

2019

1,247.6
831.2

1,199.5
1,046.3

1,319.0
895.7

Total assets

Mortgage indebtedness

Other borrowings

Total liabilities

Total equity

($ in millions)
Statements of Operations:

Revenue
Net income

Impairment

There were no significant impairment charges on properties held by our investments which were other-than-temporarily
impaired during the each of the years in the three-year period ended December 31, 2019.

Fair Value

Based upon elections made at the date of investment, we report a majority of our investments in real estate ventures at fair
value. For such investments, we increase or decrease our investment each reporting period by the change in the fair value and
we report these fair value adjustments in the Consolidated Statements of Comprehensive Income within Equity earnings. The
table below shows the movement in our investments in real estate ventures reported at fair value.

($ in millions)
Fair value investments as of January 1,

Investments

Distributions

Change in fair value

Foreign currency translation adjustments, net

Fair value investments as of December 31,

Year Ended December 31,

2019

2018

2017

247.3

144.9
(101.7)
35.3

2.8

328.6

242.3

55.2
(63.8)
13.9
(0.3)
247.3

212.7

33.5
(37.1)
28.1

5.1

242.3

See Note 9, Fair Value Measurements, for additional discussion of our investments in real estate ventures reported at fair
value.

107

6. STOCK-BASED COMPENSATION

The SAIP provides for the granting of various stock awards to eligible employees of JLL. Such awards have historically been
solely RSUs and generally have vested in three years. In 2018, we issued PSUs for the first time to certain employees,
including our GEB members, under the SAIP. PSU awards generally vest in three years, subject to performance and, for
certain awards, market conditions. The increase in stock-based compensation awards, specifically PSUs, reflects an enhanced
focus towards increasing long-term compensation as a proportion of overall compensation for our senior leaders.

There were approximately 1.4 million shares available for grant under the SAIP as of December 31, 2019. We also have a
stock-based compensation plan for our UK-based employees, the SAYE plan, that allows for the purchase of stock at a 15%
discount from the market price at the beginning of the plan's vesting periods.

Stock-based compensation expense, excluding expense related to HFF retention awards issued in conjunction with the HFF
acquisition, is included within Compensation and benefits expense on the Consolidated Statements of Comprehensive
Income. The expense related to HFF retention awards issued in conjunction with the HFF acquisition is included within
Restructuring and acquisition charges. Stock-based compensation expense by award type is presented below.

($ in millions)
Restricted stock unit awards

Performance stock unit awards

SAYE

Total

Year Ended December 31,

2019

2018

2017

61.6

13.6

1.2

76.4

22.4

3.2

1.3

26.9

23.8

—

1.4

25.2

The increase in restricted stock unit award expense in 2019 was due to expense from the awards issued to HFF employees in
conjunction with the HFF acquisition, primarily related to retention awards.

Restricted Stock Units and Performance Stock Units

RSU
Shares
(in 000's)

PSU
Shares
(in 000's)

Total
Shares
(in 000's)

Weighted
Average
Grant Date
Fair Value

Weighted Average
Remaining
Contractual Life (in
years)

Unvested as of December 31, 2016

Granted

Vested

Forfeited

Unvested as of December 31, 2017

Granted

Vested

Forfeited

Unvested as of December 31, 2018

Granted

Vested

Forfeited

Unvested as of December 31, 2019

750.9

188.4

(186.5)

(25.1)

727.7

176.6

(292.5)

(52.2)

559.6
1,298.0

(287.7)

(37.6)

1,532.3

—

100.6

—
(7.5)
93.1
196.5

—
(2.8)
286.8

750.9

188.4
(186.5)
(25.1)
727.7

277.2
(292.5)
(59.7)
652.7
1,494.5
(287.7)
(40.4)
1,819.1

113.97

119.08

99.23

117.07

118.96

156.13

125.01

131.84

131.32
141.06

116.32

137.49

141.51

1.24

2.02

2.39

During the year ended December 31, 2019, we granted 1,111.3 thousand shares of RSU awards to HFF employees in
conjunction with the HFF acquisition. Of this total, 474.3 thousand shares represented grants to replace existing unvested
HFF RSUs as of the acquisition date, while 637.0 thousand represented awards granted for retention of HFF employees.

As of December 31, 2019, we had $134.9 million of unamortized deferred compensation related to unvested RSUs and PSUs,
which we anticipate to be recognized over varying periods into 2023; $84.0 million relates to the awards issued in
conjunction with the HFF acquisition.

108

Shares vested during the years ended December 31, 2019, 2018 and 2017, had grant date fair values of $33.5 million, $43.3
million, and $18.5 million, respectively. Shares granted during the years ended December 31, 2019, 2018 and 2017 had grant
date fair values of $210.8 million, $36.5 million and $22.4 million, respectively.

Other Stock-Based Compensation Programs

As previously discussed, we also maintain the SAYE plan for our UK-based employees. There were approximately 271
thousand shares available for grant under the SAYE plan as of December 31, 2019.

Options activity under the SAYE plan is presented in the following table.

(options in thousands)
Options granted
Exercise price - options granted

Options exercised
Weighted average exercise price

Year Ended December 31,
2018

2017

2019

—
— $

17
160.41 $

19
142.96 $

85
90.97

28
121.70

The fair values of options granted under the SAYE plan are amortized over their respective vesting periods. There were
approximately 69 thousand, 97 thousand, and 133 thousand options outstanding under the SAYE plan as of December 31,
2019, 2018 and 2017, respectively.

7. RETIREMENT PLANS

Defined Contribution Plans

We have a qualified profit sharing plan subject to United States Internal Revenue Code Section 401(k) for eligible U.S.
employees. We make employer contributions under this qualified profit sharing plan that are reflected in Compensation and
benefits in the accompanying Consolidated Statements of Comprehensive Income. The related trust assets of this plan are
managed by trustees and are excluded from the accompanying Consolidated Financial Statements. In addition, we maintain
several defined contribution retirement plans for eligible non-U.S. employees. The table below provides detail of employer
contributions for these plans.

($ in millions)
Employer contributions (US employees)
Employer contributions (non-US employees)

Defined Benefit Plans

Year Ended December 31,
2018

2017

2019

37.1
35.2

28.8
30.7

27.8
25.5

We maintain five defined benefit pension plans across Europe. It is our policy to fund at least the minimum annual
contributions as actuarially determined and as required by applicable laws and regulations. Our contributions to these plans
are invested by the plan trustee and, if the investment performance is not sufficient, we may be required to provide additional
contributions to cover any pension underfunding. Our largest plan has been closed to new entrants since 2013. The following
table provides the projected benefit obligation and plan assets, the net of which represents our funded status, as well as the
accumulated benefit obligations of our defined benefit pension plans.

($ in millions)
Projected benefit obligation
Fair value of plan assets
Funded status and net amount recognized

Accumulated benefit obligation

109

Year Ended December 31,

2019

2018

421.6
432.3
10.7

421.2

365.6
384.3
18.7

365.6

Defined benefit pension plan amounts recorded in the Consolidated Balance Sheets are presented in the below table.

($ in millions)
Pension assets (included in Other assets)

Pension liabilities (included in Other liabilities)

Net asset recognized

Accumulated other comprehensive loss

December 31,

2019

2018

23.2
(12.5)
10.7

103.8

25.2
(6.5)
18.7

84.7

Net periodic pension cost (benefit) was not material for the years ended December 31, 2019, 2018, and 2017.

8. INCOME TAXES

Our provision for income taxes consisted of the following:

($ in millions)
U.S. federal:

Current

Noncurrent

Deferred

State and Local:

Current

Noncurrent

Deferred

International:

Current

Deferred

Total

Year Ended December 31,

2019

2018

2017

38.2

0.7
(12.9)
26.0

15.1

—
(7.0)
8.1

156.9
(31.3)
125.6

159.7

39.8

35.7
(20.1)
55.4

12.5

7.5
(5.0)
15.0

145.3
(1.4)
143.9

214.3

12.2

122.2
(23.7)
110.7

5.4

19.1
(5.0)
19.5

141.2
(15.1)
126.1

256.3

Our income taxes between 2017 and 2019 were impacted by tax legislation enacted in the United States in December 2017,
commonly known as the Tax Cuts and Jobs Act ("the Act"), and by interpretive regulatory guidance issued through December
2019. The Act brought significant changes to the U.S. corporate income tax system, including (i) a federal corporate rate
reduction from 35% to 21%; (ii) transition of U.S. international taxation from a worldwide tax system to a modified territorial
tax system, including a "transition tax" payable over an eight year period for those foreign earnings not previously taxed in
the U.S.; (iii) limitations on the deductibility of interest expense and executive compensation; (iv) creation of a new
minimum tax otherwise known as the Base Erosion Anti-Abuse Tax; and (v) a requirement that Global Intangible Low-Taxed
Income earned by foreign subsidiaries be included in U.S. taxable income.

In the fourth quarter of 2017, we recorded $125.9 million for the provisional expense. This reflected our estimation of the
transition tax based upon the statute and its legislative history, together with an estimation of the deferred income tax
consequences of the change in the U.S. federal income tax rate.

110

In 2018, the U.S. Internal Revenue Service ("IRS") and the U.S. Treasury Department issued notices, proposed regulations
and finalized regulations which provided interpretive guidance to taxpayers on the Act. Most significantly to our position,
proposed regulations issued in November 2018 provided guidance on the application of the foreign tax credit to the transition
tax. For U.S. tax purposes, our foreign subsidiaries have a November 30 fiscal year end. Under the proposed regulations, the
foreign tax credit limitation computation for those subsidiaries was less favorable than we originally concluded. The
additional $47.0 million expense recorded in the fourth quarter of 2018 reflected (i) the additional transition tax made clear
by the proposed regulations on foreign tax credits issued in November 2018 and (ii) an adjustment to the deferred tax
consequences based upon the filing of our 2017 U.S. income tax return in October 2018.

In 2019, the IRS and the U.S. Treasury Department issued further proposed and final regulations interpreting various
provisions of the Act, specifically the transition tax and the foreign tax credits creditable against it. In addition, some U.S.
states issued guidance on the application of the provisions of the Act to their state income tax codes. Accordingly, we
recorded $4.3 million of adjustments to lower our existing provisions in the fourth quarter of 2019.

With respect to the Base Erosion Anti-Abuse Tax and Global Intangible Low-Taxed Income Tax, we treat any associated
income tax as a period cost such that we will record an expense provision for any year we are subject to the taxes.
Accordingly, we have included provisions in 2019 and 2018 tax expense to reflect the estimated impact of these taxes.

In 2019 and 2018, our current tax expense increased by $0.3 million and $22.2 million, respectively, and our deferred tax
expense reduced by a corresponding amount, due to the generation of net operating loss carryovers. In 2017, our current tax
expense was decreased by $3.0 million due to the utilization of net operating loss carryovers.

Income tax expense differed from the amounts computed by applying the U.S. federal income tax rate of 21% to earnings
before provision for income taxes as a result of the following:

($ in millions)
Income tax expense at statutory rates

Increase (reduction) in income taxes from:
State and local income taxes, net of federal
income tax benefit

Amortization of goodwill and other intangibles

Nondeductible expenses

International earnings taxed at various rates

Valuation allowances
Transition tax and deferred tax due to U.S. tax
reform

Other, net

Total

2019

Year Ended December 31,
2018

2017

146.5

21.0% $

148.3

21.0% $

187.5

35.0%

8.9
(3.7)
18.9
(8.7)
7.2

(4.3)
(5.1)
159.7

1.3

(0.5)

2.7

(1.3)

1.0

(0.6)

(0.7)
22.9% $

2.8
(3.4)
14.6
(21.1)
12.4

47.0

13.7

0.4
(0.5)
2.1
(3.0)
1.8

6.7

1.9

(0.1)
(6.7)
7.0
(69.0)
5.8

—
(1.3)
1.3
(12.9)
1.1

125.9

5.9

23.5

1.1

214.3

30.4% $

256.3

47.8%

With respect to international earnings taxed at varying rates, we have operations which constitute a taxable income presence
in 92 countries or other taxable jurisdictions outside of the U.S. which are treated as such by the U.S. Internal Revenue Code.
Of those countries or other taxable jurisdictions, 66 had income tax rates lower than the combined U.S. federal and state
income tax rate in 2019.

In defining "very low tax rate jurisdictions", we consider effective tax rates which applied in 2019 based upon income levels
and including national and municipal, state or provincial taxes also based upon income levels, which may cause those
effective rates to differ from the maximum national statutory rates for the jurisdictions. We consider jurisdictions with a tax
rate of 25% or lower to be very low tax rate jurisdictions, based upon our historical practice. Effective January 1, 2018, the
U.S. federal income tax rate was reduced to 21%. However, factoring in the impact of state income taxes, we do not consider
the U.S. to be a very low tax rate jurisdiction. With respect to very low tax rate jurisdictions in which we operate, income
from Hong Kong (16.5%), Singapore (17%), the United Kingdom (19%) and Saudi Arabia (20%) represent the most
significant components of the international earnings line item in our effective tax rate reconciliation. In the aggregate, these
very low rate jurisdictions contributed substantially all of the difference between the actual income tax provision for
international earnings and the equivalent provision at the U.S. federal and state statutory rate in 2019.

111

Our income before taxes from domestic (U.S.) and international sources is presented in the following table.

($ in millions)
Domestic

International

Total

Year Ended December 31,

2019

2018

2017

145.9

551.7

697.6

101.3

604.7

706.0

62.7

473.1

535.8

The tax effects of temporary differences that give rise to significant portions of the deferred tax assets and deferred tax
liabilities are presented below.

($ in millions)
Deferred tax assets attributable to:

Accrued expenses

U.S. federal and state loss and credit carryovers

Allowances for uncollectible accounts
International loss carryovers

Pension liabilities

Other

Deferred tax assets

Less: valuation allowances

Net deferred tax assets

Deferred tax liabilities attributable to:

Property and equipment

Intangible assets

Income deferred for tax purposes

Investment in real estate ventures

Other

Deferred tax liabilities

Net deferred taxes

December 31,

2019

2018

268.3

26.5

20.2
141.5

20.3

15.6

492.4
(70.4)
422.0

11.5

244.8

12.9

3.9

9.5

282.6

139.4

216.0

24.1

17.5
142.5

17.7

11.6

429.4
(79.2)
350.2

14.2

132.2

5.9

8.0

12.6

172.9

177.3

We have not provided a deferred tax liability on the unremitted foreign earnings of international subsidiaries because it is our
intent to permanently reinvest such earnings outside of the U.S. If repatriation of all such earnings were to occur, we would
incur withholding taxes, dividend distribution taxes, and potentially an amount of gain taxation which is not presently
determinable.

As of December 31, 2019, we had an available U.S. federal net operating loss carryover of $49.8 million from an acquired
company, for which we have established a full valuation allowance due to significant statutory limitations on its usage, and
which will begin to expire in 2020. We have U.S. state net operating loss carryovers with a tax effect of $16.1 million, which
expire at various dates through 2039, and international net operating loss carryovers of $691.3 million, which generally do
not have expiration dates. The change in deferred tax balances for net operating loss carryovers from 2018 to 2019 included
increases from current year losses and decreases from current year estimated utilization.

112

As of December 31, 2019, we believe it is more-likely-than-not the net deferred tax assets of $139.4 million will be realized
based upon our estimates of future income and the consideration of net operating losses, earnings trends and tax planning
strategies. Valuation allowances have been provided with regard to the tax benefit of certain international net operating loss
carryovers, for which we have concluded recognition is not yet appropriate. In 2019, we reduced valuation allowances by
$10.7 million on some jurisdictions' net operating losses due to the utilization or expiration of those losses, and we increased
valuation allowances by $7.4 million for other jurisdictions based upon circumstances that caused us to establish or continue
to provide valuation allowances on current or prior year losses in addition to those provided in prior years. The balance of the
movement in valuation allowances comparing December 31, 2019 to December 31, 2018 was attributable to the effect of
changes in foreign currency exchange rates.

As of December 31, 2019, our net current receivable for income tax was $4.4 million, consisting of a current receivable of
$235.3 million and current payable of $230.9 million, and our net noncurrent liability was $152.2 million, entirely a
noncurrent payable. As of December 31, 2018, our net current payable for income tax was $59.1 million, consisting of a
current receivable of $156.2 million and a current payable of $215.3 million, and our net noncurrent liability was $171.2
million, entirely a noncurrent payable.

We file income tax returns in the U.S. (including 46 states, 25 cities, the District of Columbia and Puerto Rico), the United
Kingdom (including England, Scotland and Wales), Australia, Germany, The People's Republic of China (including Hong
Kong and Macau), France, Japan, Singapore, India, the Netherlands, Spain and 78 other countries. Generally, the Company's
open tax years include those from 2015 to the present, although reviews of taxing authorities for more recent years have been
completed or are in process in a number of jurisdictions.

As of December 31, 2019, we were under examination in Hungary, Saudi Arabia, Spain, Australia, China, India, Indonesia,
the Philippines and Thailand; in the U.S., we were under examination in the states of Massachusetts and New York.

A reconciliation of the beginning and ending amount of unrecognized tax benefits is presented in the following table.

($ in millions)
Balance as of January 1

Additions based on tax positions related to the current year

Increase related to tax positions of prior years

Settlements with taxing authorities

Balance as of December 31

2019

2018

62.7

1.4

24.3
(10.2)
78.2

49.4

8.3

5.0

—

62.7

We believe it is reasonably possible that matters for which we have recorded $32.0 million of unrecognized tax benefits as of
December 31, 2019, will be resolved during 2020. The recognition of tax benefits, and other changes to the amounts of our
unrecognized tax benefits, may occur as the result of ongoing operations, the outcomes of audits or other examinations by tax
authorities, or the passing of statutes of limitations. We do not expect changes to our unrecognized tax benefits to have a
significant impact on net income, the financial position, or the cash flows of JLL. We do not believe we have material tax
positions for which the ultimate deductibility is highly certain, but there is uncertainty about the timing of such deductibility.

We recognize interest accrued and penalties, if any, related to income taxes as a component of income tax expense. During
the years ended December 31, 2019, 2018, and 2017 we recognized $0.1 million, $1.6 million, and $1.1 million respectively,
in interest expense and no penalties. We had approximately $1.8 million, $4.4 million and $2.8 million of accrued interest
related to income taxes as of December 31, 2019, 2018, and 2017 respectively.

113

9. FAIR VALUE MEASUREMENTS

We measure certain assets and liabilities in accordance with ASC 820, Fair Value Measurements and Disclosures, which
defines fair value as the price that would be received for an asset, or paid to transfer a liability, in an orderly transaction
between market participants on the measurement date. In addition, it establishes a framework for measuring fair value
according to the following three-tier fair value hierarchy:

• Level 1 - Quoted prices for identical assets or liabilities in active markets accessible as of the measurement date;

• Level 2 - Inputs, other than quoted prices in active markets, that are observable either directly or indirectly; and

• Level 3 - Unobservable inputs in which there is little or no market data, which require the reporting entity to develop

its own assumptions.

Financial Instruments

Our financial instruments include Cash and cash equivalents, Trade receivables, Notes and other receivables, Reimbursable
receivables, Warehouse receivables, restricted cash, contract assets, Accounts payable, Reimbursable payables, Short-term
borrowings, contract liabilities, Warehouse facilities, Credit facility, Long-term debt and foreign currency forward contracts.
The carrying amounts of Cash and cash equivalents, Trade receivables, Notes and other receivables, Reimbursable
receivables, restricted cash, contract assets, Accounts payable, Reimbursable payables, contract liabilities and the Warehouse
facilities approximate their estimated fair values due to the short-term nature of these instruments. The carrying values of our
Credit facility and Short-term borrowings approximate their estimated fair values given the variable interest rate terms and
market spreads.

We estimated the fair value of our Long-term debt as $685.9 million and $671.4 million as of December 31, 2019 and 2018,
respectively, using dealer quotes that are Level 2 inputs in the fair value hierarchy. The carrying value of our Long-term debt
was $664.6 million and $671.5 million as of December 31, 2019 and 2018, respectively, which included debt issuance costs
of $3.1 million and $3.7 million, respectively.

Investments in Real Estate Ventures at Fair Value - Net Asset Value ("NAV")

We report a majority of our investments in real estate ventures at fair value. For such investments, we increase or decrease
our investment each reporting period by the change in the fair value and we report these fair value adjustments in the
Consolidated Statements of Comprehensive Income within Equity earnings.

For the majority of our investments reported at fair value, we estimate the fair value using the NAV per share (or its
equivalent) our investees provide. Critical inputs to NAV estimates included valuations of the underlying real estate assets
and borrowings, which incorporate investment-specific assumptions such as discount rates, capitalization rates, rental and
expense growth rates, and asset-specific market borrowing rates. We did not consider adjustments to NAV estimates provided
by investees, including adjustments for any restrictions to the transferability of ownership interests embedded within
investment agreements to which we are a party, to be necessary based upon (i) our understanding of the methodology utilized
and inputs incorporated to estimate NAV at the investee level, (ii) consideration of market demand for the specific types of
real estate assets held by each venture and (iii) contemplation of real estate and capital markets conditions in the localities in
which these ventures operate. As of December 31, 2019 and 2018, investments in real estate ventures at fair value using NAV
were $224.8 million and $191.2 million, respectively. As these investments are not required to be classified in the fair value
hierarchy, they have been excluded from the following table.

114

Recurring Fair Value Measurements

The following table categorizes by level in the fair value hierarchy the estimated fair value of our assets and liabilities
measured at fair value on a recurring basis.

($ in millions)
Assets

December 31,

2019

2018

Level 1

Level 2

Level 3

Level 1

Level 2

Level 3

Investments in real estate ventures - fair value

69.4

34.4

44.6

Foreign currency forward contracts receivable

Warehouse receivables

Deferred compensation plan assets

Mortgage banking derivative assets

Total assets at fair value

Liabilities

Foreign currency forward contracts payable

Deferred compensation plan liabilities

Earn-out liabilities

Mortgage banking derivative liabilities

Total liabilities at fair value

Investments in Real Estate Ventures

—

10.5

527.1

349.9

—

69.4

887.5

—

4.4

346.1

—

350.5

—

36.1

70.5

—

148.5

25.9

174.4

—

6.5

331.2

258.2

—

44.6

595.9

—

8.6

251.8

—

260.4

11.5

—

32.4

43.9

—

192.0

26.1

218.1

We classify one investment as Level 1 in the fair value hierarchy as a quoted price is readily available. We increase or
decrease our investment each reporting period by the change in the fair value of the investment. We report these fair value
adjustments in the Consolidated Statements of Comprehensive Income within Equity earnings.

Investments classified as Level 3 in the fair value hierarchy represent investments in early-stage non-public entities where we
elected the fair value option. The carrying value is deemed to approximate the fair value of these investments due to the
proximity of the investment date to the balance sheet date as well as investee-level performance updates.

Foreign Currency Forward Contracts

We regularly use foreign currency forward contracts to manage our currency exchange rate risk related to intercompany
lending and cash management practices. These contracts are on the Consolidated Balance Sheets as current assets and current
liabilities. We determine the fair values of these contracts based on current market rates. The inputs for these valuations are
Level 2 in the fair value hierarchy. As of December 31, 2019 and 2018, these contracts had a gross notional value of $2.30
billion ($1.05 billion on a net basis) and $1.99 billion ($0.84 billion on a net basis), respectively.

We record the asset and liability positions for our foreign currency forward contracts based on the net payable or net
receivable position with the financial institutions from which we purchase these contracts. The $10.5 million asset as of
December 31, 2019 was composed of gross contracts with receivable positions of $10.6 million and payable positions of $0.1
million. The $4.4 million liability position as of December 31, 2019 was composed of gross contracts with receivable
positions of $0.8 million and payable positions of $5.2 million. As of December 31, 2018, the $6.5 million asset was
composed of gross contracts with receivable positions of $6.7 million and payable positions of $0.2 million. The $8.6 million
liability position as of December 31, 2018, was composed of gross contracts with receivable positions of $0.6 million and
payable positions of $9.2 million.

115

Warehouse Receivables

The fair value of the Warehouse receivables is based on already locked-in security-buy prices. As of December 31, 2019 and
2018, all of our Warehouse receivables included in the Consolidated Balance Sheets were under commitment to be purchased
by government-sponsored enterprises ("GSEs") or by a qualifying investor as part of a U.S. government or GSE mortgage-
backed security program. The Warehouse receivables are classified as Level 2 in the fair value hierarchy as all significant
inputs are readily observable.

Deferred Compensation Plan

We maintain a deferred compensation plan for certain of our U.S. employees that allows them to defer portions of their
compensation. We invest directly in insurance contracts which yield returns to fund these deferred compensation obligations.
We recognize an asset for the amount that could be realized under these insurance contracts as of the balance sheet date, and
we adjust the deferred compensation obligation to reflect the changes in the fair value of the amount owed to the employees.
The inputs for this valuation are Level 2 in the fair value hierarchy. We recorded this plan on the Consolidated Balance Sheets
as of December 31, 2019 as Deferred compensation plan assets of $349.9 million, long-term deferred compensation plan
liabilities of $346.1 million, included in Deferred compensation, and as a reduction of equity, Shares held in trust, of $5.7
million. We recorded this plan on the Consolidated Balance Sheets as of December 31, 2018 as Deferred compensation plan
assets of $258.2 million, long-term deferred compensation plan liabilities of $251.8 million, included in Deferred
compensation, and as a reduction of equity, Shares held in trust, of $5.8 million.

Earn-Out Liabilities

We classify our Earn-out liabilities within Level 3 in the fair value hierarchy because the inputs we use to develop the
estimated fair value include unobservable inputs. We base the fair value of our Earn-out liabilities on the present value of
probability-weighted future cash flows related to the earn-out performance criteria on each reporting date. We determine the
probabilities of achievement we assign to the performance criteria based on the due diligence we performed at the time of
acquisition as well as actual performance achieved subsequent to acquisition. An increase to a probability of achievement
would result in a higher fair value measurement. See Note 4, Business Combinations, Goodwill and Other Intangibles, for
additional discussion of our Earn-out liabilities.

Mortgage Banking Derivatives

In the normal course of business, we enter into simultaneous contractual commitments to originate and sell multi-family
mortgage loans at fixed prices with fixed expiration dates. Commitments to borrowers become effective when the borrowers
"lock-in" a specified interest rate and maximum principal balance for an established time frame (hereinafter referred to as an
interest rate lock commitment or "IRLC"). All mortgagors are evaluated for creditworthiness prior to execution of an IRLC.

We are exposed to market interest risk (the risk of movement in market interest rates following the execution of an IRLC)
until a loan is funded and onwards through delivery. To mitigate the effect of the interest rate risk inherent in providing
IRLCs to borrowers, we simultaneously enter into a forward commitment to sell the eventual loan associated with the IRLC
to a GSE or other investor. Similar to the IRLC, the forward sale commitment locks in an interest rate, maximum principal
balance, and price for the sale of the loan. Ultimately, the terms of the forward sale commitment and the IRLC are matched in
substantially all respects, with the objective of eliminating market interest rate and other balance sheet risk to the extent
practical. As an additional element of protection, forward sale commitments extend for a longer period of time as compared
to IRLCs to allow, among other things, for the closing of the loan and processing of paperwork to deliver the loan in
accordance with the terms of the sale commitment.

The fair value of our IRLCs to prospective borrowers and the related inputs primarily include, as applicable, the expected net
cash flows associated with servicing the loan and the effects of interest rate movements between the date of the IRLC and the
balance sheet date based on applicable published U.S. Treasury rates.

The fair value of our forward sales contracts to prospective investors considers the market price movement of a similar
security between the trade date and the balance sheet date. The market price changes are multiplied by the notional amount of
the forward sales contracts to measure the fair value.

116

Both the rate lock commitments to prospective borrowers and the forward sale contracts to prospective investors are
undesignated derivatives and considered Level 3 valuations due to significant unobservable inputs related to counterparty
credit risk. An increase in counterparty credit risk assumptions would result in a lower fair value measurement. The fair
valuation is determined using discounted cash flow techniques, and the derivatives are marked to fair value through Revenue
in the Consolidated Statements on Comprehensive Income.

The tables below present a reconciliation for assets and liabilities measured at fair value on a recurring basis using significant
unobservable inputs (Level 3).

($ in millions)
Investments in real
estate ventures
Mortgage banking
derivative assets and
liabilities, net

Earn-out liabilities

Balance as of
December 31,
2018

Net change in
fair value

Foreign CTA1

Purchases /
Additions

Settlements

Balance as of
December 31,
2019

11.5

0.8

6.3

192.0

(28.8)

27.2

—

(1.5)

22.9

92.6

4.9

(0.8)

34.4

(59.9)

(74.1)

10.2

148.5

($ in millions)

Investments in real
estate ventures
Mortgage banking
derivative assets and
liabilities, net

Balance as of
December 31,
2017

—

8.7

Earn-out liabilities

227.1

Net change in
fair value

Foreign CTA1

Purchases /
Additions

Settlements2

Balance as of
December 31,
2018

—

1.1

7.4

—

(4.0)

11.5

70.4

11.6

—

11.5

(73.9)

(50.1)

6.3

192.0

1 CTA: Currency translation adjustments
2 In 2018, earn-out liabilities of $9.1 million were reclassified to guaranteed deferred acquisition obligations.

Net change in fair value, included in the tables above, is reported in Net income as follows.

Category of Assets/Liabilities using Unobservable Inputs

Consolidated Statements
of Comprehensive Income Account Caption

Earn-out liabilities (Short-term and Long-term)

Restructuring and acquisition charges

Investments in real estate ventures

Equity earnings

Other current assets - Mortgage banking derivative assets

Revenue before reimbursements

Other current liabilities - Mortgage banking derivative liabilities

Revenue before reimbursements

Non-Recurring Fair Value Measurements

We review our investments in real estate ventures, except those investments otherwise reported at fair value, on a quarterly
basis, or as otherwise deemed necessary, for indications of whether we may be unable to recover the carrying value of our
investments and whether such investments are other than temporarily impaired. When the carrying amount of the investment
is in excess of the estimated future undiscounted cash flows, we use a discounted cash flow approach or other acceptable
method to determine the fair value of the investment in computing the amount of the impairment. Our determination of fair
value primarily relies on Level 3 inputs. We did not recognize any significant investment-level impairment losses during the
three-year period ended December 31, 2019. See Note 5, Investments in Real Estate Ventures, for additional information,
including information related to impairment charges recorded at the investee level.

117

10. DEBT

Short-term borrowings and long-term debt obligations are composed of the following.

($ in millions)
Short-term borrowings:

Local overdraft facilities

Other short-term borrowings
Total short-term borrowings

Credit facility, net of debt issuance costs of $12.3 and $15.9

Long-term senior notes, 4.4%, face amount of $275.0, due November
2022, net of debt issuance costs of $1.2 and $1.5

Long-term senior notes, 1.96%, face amount of €175.0, due June 2027,
net of debt issuance costs of $0.9 and $1.1

Long-term senior notes, 2.21%, face amount of €175.0, due June 2029,
net of debt issuance costs of $1.0 and $1.1
Total debt

Credit Facility

December 31,

2019

2018

44.8

75.3

120.1

512.7

273.8

195.4

1,297.4

17.0

15.7

32.7
(15.9)

273.5

199.0

688.3

Our $2.75 billion unsecured revolving credit facility (the "Facility") matures on May 17, 2023. Pricing on the Facility ranges
from three-month LIBOR plus 0.875% to 1.35%, with pricing as of December 31, 2019, at LIBOR plus 1.00%. In addition to
outstanding borrowings under the Facility presented in the above table, we had outstanding letters of credit under the Facility
of $0.8 million and $8.6 million as of December 31, 2019 and 2018, respectively.

The following table provides additional information on our Facility.

($ in millions)

Average outstanding borrowings under the Facility

Effective interest rate on the Facility

Twelve months ended December 31,

2019

2018

851.6

3.0%

364.1

2.9%

We will continue to use the Facility for, but not limited to, business acquisitions, working capital needs (including payment of
accrued incentive compensation), co-investment activities, dividend payments, share repurchases and capital expenditures.

Short-Term Borrowings and Long-Term Debt

In addition to our Facility, we have the capacity to borrow up to an additional $87.1 million under local overdraft facilities.
Amounts outstanding are presented in the debt table presented above.

As of December 31, 2019, our issuer and senior unsecured ratings are investment grade: Baa1 from Moody’s Investors
Service, Inc. and BBB+ from Standard & Poor’s Ratings Services.

Covenants

Our Facility and senior notes are subject to customary financial and other covenants, including cash interest coverage ratios
and leverage ratios, as well as event of default conditions. We remained in compliance with all covenants as of December 31,
2019.

118

Warehouse Facilities

($ in millions)
Warehouse Facilities:
LIBOR plus 1.15%, expires September 21, 2020 (1)
LIBOR plus 1.15%, expires September 19, 2020 (2)
LIBOR plus 1.15%, expires August 31, 2020 (3)
Fannie Mae ASAP program, LIBOR plus 1.15% (4)
LIBOR plus 1.25%

LIBOR plus 1.25%

Gross warehouse facilities

Debt issuance costs
Total warehouse facilities

December 31, 2019

December 31, 2018

Outstanding
Balance

Maximum
Capacity

Outstanding
Balance

Maximum
Capacity

104.4

184.8

11.4

53.6

151.6

11.0

516.8
(0.9)
515.9

375.0

775.0

100.0

n/a

1,000.0

175.0

2,425.0

n/a

2,425.0

217.3

82.9

—

18.9

—

319.1
(1.2)
317.9

375.0

775.0

100.0

n/a

—

1,250.0

n/a

1,250.0

(1) In 2019, JLL extended the Warehouse facility and negotiated a decrease to the interest rate; previously, the facility had a maturity date of September 23,
2019 and an interest rate of LIBOR plus 1.3%.
(2) In 2019, JLL extended the Warehouse facility and negotiated a decrease to the interest rate; previously, the facility had a maturity date of September 20,
2019 and an interest rate of LIBOR plus 1.25%.
(3) In 2019, JLL extended the Warehouse facility and negotiated a decrease to the interest rate; previously, the facility had a maturity date of August 31, 2019
and an interest rate of LIBOR plus 1.3%.
(4) In 2019, JLL negotiated a decrease to the interest rate; previously, the facility had an interest rate of LIBOR plus 1.30% to 1.45%.

We have lines of credit established for the sole purpose of funding our Warehouse receivables. These lines of credit exist with
financial institutions and are secured by the related warehouse receivables. Pursuant to these warehouse facilities, we are
required to comply with certain financial covenants regarding (i) minimum net worth, (ii) minimum servicing-related loans
and (iii) minimum adjusted leverage ratios. We remained in compliance with all covenants under our Warehouse facilities as
of December 31, 2019.

As a supplement to our lines of credit, we have an uncommitted facility with Fannie Mae under its As Soon As Pooled
("ASAP") funding program. After origination, we sell certain warehouse receivables to Fannie Mae; the proceeds are used to
repay the original lines of credit used to fund the loan. The ASAP funding program requires us to repurchase these loans,
generally within 45 days, followed by an immediate, ultimate, sale back to Fannie Mae. The difference between the price
paid upon the original sale to Fannie Mae and the ultimate sale reflects borrowing costs.

119

11. LEASES

For the year ended December 31, 2019, operating lease expense was $170.5 million; variable and short-term lease expense
was $33.3 million. In addition, $310.7 million of Operating lease right-of-use assets were obtained in exchange for lease
obligations during the year ended December 31, 2019.

As of December 31, 2019, our total commitments related to finance leases was $11.8 million. Leases in which we sublet also
do not represent a significant portion of our leasing activity.

Minimum future lease payments due in each of the next five years and thereafter, as of December 31, 2019, in accordance
with ASC Topic 842, are presented in the table below.

(in millions)
2020

2021

2022

2023

2024

Thereafter

Total future minimum lease payments

Less imputed interest

Total

Other information related to operating leases was as follows.

Weighted Average Remaining Lease Term

Weighted Average Discount Rate

ASC 842

181.6

169.5

137.8

113.8

91.7

342.2

1,036.6

132.0

904.6

December 31, 2019

7.4 years

3.6%

Minimum future lease payments due in each of the next five years and thereafter, as of December 31, 2018, in accordance
with ASC Topic 840, are presented in the table below.

(in millions)

2019

2020

2021

2022

2023

Thereafter

Total future minimum lease payments

ASC 840

167.8

153.1

132.3

99.4

81.0

257.3

890.9

Total rent expense, including office space and other rentals was $195.3 million and $197.3 million for the years ended
December 31, 2018 and 2017, respectively.

120

12. TRANSACTIONS WITH AFFILIATES

As part of our co-investment strategy, we have equity interests in real estate ventures, some of which have certain of our
officers as trustees or board of director members, and from which we earn advisory and management fees.

Included in the accompanying Consolidated Financial Statements is revenue of $490.0 million, $447.8 million, and $231.3
million for 2019, 2018 and 2017, respectively, as well as receivables of $75.9 million and $146.5 million as of December 31,
2019 and 2018, respectively, related to transactions with affiliates. These amounts primarily relate to transactions with the
real estate ventures in which we have equity interests.

The outstanding balance of loans to employees are presented in the following table. Such amounts are included in Notes and
other receivables and Long-term receivables on our Consolidated Balance Sheets.

($ in millions)
Loans related to co-investments (1)
Advances, travel and other (2)
Total

December 31,

2019

2018

14.1

255.6

269.7

13.8

202.5

216.3

(1) These nonrecourse loans have been made to allow employees the ability to participate in investment fund opportunities.
(2) Consists primarily of commissions and other compensation advances to employees that are amortized to Compensation and benefits

based on performance over required service periods.

The Company does not extend credit or provide personal loans to any director or executive officer of JLL.

121

13. COMMITMENTS AND CONTINGENCIES

We are a defendant in various litigation matters arising in the ordinary course of business, some of which involve claims for
damages that are substantial in amount. Many of these litigation matters are covered by insurance (including insurance
provided through a consolidated captive insurance company as further discussed below), but they may nevertheless be
subject to large deductibles and the amounts being claimed may exceed the available insurance. Although we cannot
determine the ultimate liability for these matters, based upon information currently available, we believe the ultimate
resolution of such claims and litigation will not have a material adverse effect on our financial position, results of operations
or liquidity.

In order to better manage our global insurance program and support our risk management efforts, we supplement our
traditional insurance coverage for certain types of claims by using a wholly-owned captive insurance company. The level of
risk retained by our captive insurance company, with respect to professional indemnity claims, is up to $2.5 million per claim,
inclusive of the deductible. We contract third-party insurance companies to provide coverage of risk in excess of this amount.
When a potential loss event occurs, we estimate the ultimate cost of the claim and accrue the amount in Other current and
long-term liabilities on the Consolidated Balance Sheets when probable and estimable. In addition, we have established
receivables from third-party insurance providers for claim amounts in excess of the risk retained by our captive insurance
company. In total, these receivables were $37.7 million and $40.6 million as of December 31, 2019 and 2018, respectively,
and are included in Notes and other receivables and Long-term receivables on the Consolidated Balance Sheets.

The following table shows the professional indemnity accrual activity and related payments.

($ in millions)

December 31, 2016

New claims

Prior year claims adjustments

Claims paid

December 31, 2017

New claims

Prior year claims adjustments

Claims paid

December 31, 2018
New claims

Prior year claims adjustments

Claims paid

December 31, 2019

7.3

21.0

1.4
(3.0)
26.7

3.5

20.5
(7.6)
43.1
0.1
(2.9)
(2.2)
38.1

As a lender in the Fannie Mae DUS program, we retain a portion of the risk of loss for loans we originate and sell under the
DUS program. Net losses on defaulted loans are shared with Fannie Mae based upon established loss-sharing ratios.
Generally, our share of losses is capped at 20% of the principal balance of the mortgage at origination. As of December 31,
2019 and 2018, we had loans, funded and sold, subject to loss-sharing arrangements with an aggregate unpaid principal
balance of $9.7 billion and $8.4 billion, respectively.

For all DUS program loans with loss-sharing obligations, we record a liability equal to the estimated fair value of the
guarantee obligations undertaken upon sale of the loan, which reduces our gain on sale of the loan. Subsequently, this liability
is amortized over the estimated life of the loan and recorded as an increase in Revenue on the Statements of Comprehensive
Income. Quarterly, we perform an analysis of the servicing portfolio with loss-sharing obligations to determine estimated
probable losses. If estimated probable losses exceed the existing unamortized guarantee obligation, we record an expense to
increase the loan loss accrual for this difference. As of December 31, 2019 and 2018, loan loss accruals were $20.6 million
and $17.5 million, respectively, and are included in Other liabilities on the Consolidated Balance Sheets. There were no loan
losses incurred for the years ended December 31, 2019, 2018 and 2017.

122

14. RESTRUCTURING AND ACQUISITION CHARGES

For the years ended December 31, 2019, 2018 and 2017, we recognized Restructuring and acquisition charges of $184.4
million, $38.8 million and $30.7 million, respectively.

For the year ended December 31, 2019, we recognized $28.4 million related to net increases to earn-out liabilities that arose
from prior period acquisition activity, and $28.0 million of non-cash stock-based compensation expense for retention awards
issued in conjunction with the HFF acquisition. In 2018, we recognized $7.4 million related to net increases to earn-out
liabilities that arose from prior period acquisition activity. In 2017, we recognized $1.9 million related to net increases to
earn-out liabilities that arose from prior period acquisition activity.

In all periods, the remaining charges primarily consist of (i) severance and employment-related charges, including those
related to external service providers, incurred in conjunction with a structural business shift, which can be represented by a
notable change in headcount, change in leadership, or transformation of business processes, (ii) lease exit charges and (iii)
other acquisition and integration-related charges.

The following table shows the restructuring and acquisition accrual activity and related payments, which are exclusive of the
adjustments individually noted above.

($ in millions)

December 31, 2016

Accruals

Payments made

December 31, 2017

Accruals

Payments made

December 31, 2018
Accruals

Payments made

December 31, 2019

Severance &
Employment-
Related

Lease
Exit

19.7

21.6

(27.1)

14.2

25.5

(25.7)

14.0
31.1

(20.8)

24.3

5.5

1.3
(1.1)
5.7

0.7
(5.8)
0.6
11.1
(3.3)
8.4

Other
Restructuring and
Acquisition
Costs

5.8

Total

5.9
(10.3)
1.4

5.2
(6.1)
0.5
85.8
(82.5)
3.8

31.0

28.8
(38.5)
21.3

31.4
(37.6)
15.1
128.0
(106.6)
36.5

We expect the majority of accrued severance and employment-related charges and other accrued acquisition costs as of
December 31, 2019 will be paid during the next twelve months. Lease exit payments depend on the terms of various leases,
which extend as far out as 2022.

HFF Acquisition

Charges associated with the HFF acquisition and integration included in the above tables were $115.1 million for the year
ended December 31, 2019. These charges included transaction/deal costs, retention and severance expense, early lease
termination costs, and other integration expenses.

During the integration of HFF, we expect to incur significant charges over the two years following the acquisition in an effort
to maximize the value of the combined organization. We expect to recognize approximately $100 million of expense over this
two-year window relating to retention awards which have already been paid or granted (in the case of RSUs). In addition, we
may incur other costs in connection with the integration including, but not limited to, lease termination charges and other
employee-related costs, but are unable to estimate these amounts at this time. We anticipate that other than RSU retention
awards granted, substantially all of these cumulative charges will result in cash expenditures.

123

15. ACCUMULATED OTHER COMPREHENSIVE INCOME (LOSS)

The table below presents the changes in Accumulated other comprehensive income (loss) by component.

($ in millions)

Balance as of December 31, 2017

Other comprehensive loss before reclassification

Amounts reclassified from AOCI after tax expense of
$0.6, $- and $0.6

Other comprehensive loss after tax expense of $0.3,
$- and $0.3

Balance as of December 31, 2018

Other comprehensive income before reclassification

Amounts reclassified from AOCI after tax expense of
$0.7, $- and $0.7

Other comprehensive income after tax benefit of
$4.5, $- and $4.5

Balance as of December 31, 2019

Pension and
postretirement
benefit

Cumulative foreign
currency translation
adjustment

Total

(60.5)
0.7

2.4

3.1
(57.4)
(18.0)

3.4

(14.6)
(72.0)

(280.6)
(118.2)

—

(118.2)
(398.8)
43.0

—

43.0
(355.8)

(341.1)
(117.5)

2.4

(115.1)
(456.2)
25.0

3.4

28.4
(427.8)

For pension and postretirement benefits, we report amounts reclassified from Accumulated other comprehensive income
(loss) in Other income within the Consolidated Statements of Comprehensive Income.

QUARTERLY RESULTS OF OPERATIONS (UNAUDITED)

The tables on the following pages set forth certain unaudited consolidated statements of operations data for each of our past
eight quarters. In our opinion, this information has been presented on the same basis as the audited Consolidated Financial
Statements appearing elsewhere in this report, and includes all adjustments, consisting only of normal recurring adjustments
and accruals, we consider necessary for a fair presentation. The unaudited consolidated quarterly information should be read
in conjunction with our Consolidated Financial Statements and the notes thereto as well as the "Summary of Critical
Accounting Policies and Estimates" section within Item 7. Management's Discussion and Analysis of Financial Condition and
Results of Operations. The operating results for any quarter are not necessarily indicative of the results for any future period.
We note the following points regarding how we prepare and present our financial statements on a periodic basis.

Periodic Accounting for Incentive Compensation

An important part of our overall compensation package is incentive compensation, which we typically pay to employees in
the year after it is earned. In our interim financial statements, we have accrued for incentive compensation based on the
percentage of compensation costs and adjusted operating income relative to forecasted compensation costs and adjusted
operating income for the full year, as substantially all incentive compensation pools are based upon full year results. The
impact of this incentive compensation accrual methodology is that we accrue less compensation in the first six months of the
year, with the majority of our incentive compensation accrued in the second half of the year, particularly in the fourth quarter,
in line with the general trend of increasing revenue and profit as the year progresses as further discussed below. We exclude
from our standard accrual methodology incentive compensation pools not subject to the normal performance criteria. These
pools are generally accrued for on a straight-line basis.

Income Taxes

We provide for the effects of income taxes on interim financial statements based on our estimate of the effective tax rate for
the full year. We assess our effective tax rate on a quarterly basis and reflect the benefit from tax planning actions when we
believe it is probable they will be successful. We account for the cumulative catch-up impact of any change in estimated
effective tax rate our business realizes in the quarter a change is made. Please refer to Note 8, Income Taxes for further detail
and discussion of the U.S. tax legislation enacted in December 2017.

124

Seasonality

Historically, our quarterly revenue and profits have tended to increase from quarter to quarter as the year progresses. This is a
result of a general focus in the real estate industry on completing or documenting transactions by calendar year-end and the
fact that certain expenses are constant through the year. Historically, we have reported a relatively smaller profit in the first
quarter and then increasingly larger profits during each of the following three quarters, excluding the recognition of
investment-generated performance fees and realized and unrealized co-investment equity earnings and losses (each of which
can be unpredictable). We generally recognize such performance fees and realized co-investment equity earnings or losses
when assets are sold, the timing of which is geared toward the benefit of our clients. Non-variable operating expenses, which
we treat as expenses when incurred during the year, are relatively constant on a quarterly basis.

JONES LANG LASALLE INCORPORATED QUARTERLY INFORMATION - 2019 (UNAUDITED)

($ in millions, except per share data)
Revenue:

Real Estate Services:

Americas

EMEA

Asia Pacific

LaSalle

Total revenue

Operating expenses:

Real Estate Services:

Americas

EMEA

Asia Pacific

LaSalle
Plus:

Quarter Ended

March 31,
2019

June 30,
2019

September 30,
2019

December 31,
2019

Year Ended
December 31,
2019

2,250.1

2,463.6

2,687.6

3,177.6

10,578.9

723.4

748.7

98.4

818.3

855.2

129.4

862.6

833.8

111.6

3,820.6

4,266.5

4,495.6

2,189.5

2,343.1

2,511.2

752.8

748.0

86.3

819.6

828.6

99.4

848.8

803.0

91.0

70.0

4,324.0

1,066.4

969.8

186.7

5,400.5

2,923.7

1,002.5

900.6

135.3

70.1

5,032.2

3,470.7

3,407.5

526.1

17,983.2

9,967.5

3,423.7

3,280.2

412.0

184.4

17,267.8

Restructuring and acquisition charges

Total operating expenses

18.6

3,795.2

25.7

4,116.4

Operating income

25.4

150.1

171.6

368.3

715.4

Net income attributable to common
shareholders

Basic earnings per common share (1)

Diluted earnings per common share (1)

21.3

0.47

0.46

110.5

128.9

273.7

2.42

2.40

2.50

2.47

5.31

5.23

534.4

10.98

10.87

(1) Earnings per common share amounts are individually calculated for each quarter as well as the full annual period. In addition, the July
2019 issuance of 5.7 million shares in conjunction with the HFF acquisition impacted the weighted average shares outstanding for the third
quarter, fourth quarter and full year. As a result, quarterly earnings per common share does not sum to the total for the full year.

125

JONES LANG LASALLE INCORPORATED QUARTERLY INFORMATION - 2018 (UNAUDITED)

($ in millions, except per share data)

March 31,
2018

June 30,
2018

September 30,
2018

December 31,
2018

Quarter Ended

Year Ended
December 31,
2018

Revenue:

Real Estate Services:

Americas

EMEA

Asia Pacific

LaSalle

Total revenue

Operating expenses:

Real Estate Services:

Americas

EMEA

Asia Pacific

LaSalle
Plus:
Restructuring and acquisition charges

Total operating expenses

1,941.0

2,152.5

2,201.6

2,745.9

783.6

711.3

119.3

846.6

812.9

91.7

805.6

790.0

172.6

3,555.2

3,903.7

3,969.8

1,059.2

934.3

150.3

4,889.7

1,894.7

2,051.6

2,097.2

2,575.6

803.6

712.2

90.2

848.0

789.5

75.9

794.5

768.2

115.3

0.7

3,501.4

(11.1)
3,753.9

3.7

3,778.9

971.9

865.5

118.8

45.5

4,577.3

9,041.0

3,495.0

3,248.5

533.9

16,318.4

8,619.1

3,418.0

3,135.4

400.2

38.8

15,611.5

Operating income

53.8

149.8

190.9

312.4

706.9

Net income attributable to common
shareholders

Basic earnings per common share

Diluted earnings per common share

40.3

0.89

0.88

107.8

134.9

201.1

2.37

2.35

2.96

2.93

4.41

4.37

484.1

10.64

10.54

126

ITEM 9. CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL
DISCLOSURE

None.

ITEM 9A. CONTROLS AND PROCEDURES EVALUATION OF DISCLOSURE CONTROLS AND PROCEDURES

The Company has established disclosure controls and procedures to ensure material information relating to the Company,
including its consolidated subsidiaries, is made known to the officers who certify the Company's financial reports and to the
members of senior management and the Board of Directors.

Based on management's evaluation as of December 31, 2019, the principal executive officer and principal financial officer of
the Company have concluded the Company's disclosure controls and procedures (as defined in Rules 13a-15(e) and 15d-15(e)
under the Securities Exchange Act of 1934) are effective.

MANAGEMENT'S REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING

The Company's management is responsible for establishing and maintaining adequate internal control over financial
reporting, as such term is defined in Exchange Act Rules 13a-15(f) and 15d-15(f). Under the supervision and with the
participation of our management, including our principal executive officer, we conducted an evaluation of the effectiveness
of our internal control over financial reporting based on the framework in Internal Control-Integrated Framework (2013)
issued by the Committee of Sponsoring Organizations of the Treadway Commission. Based on our evaluation under the
framework in Internal Control-Integrated Framework (2013), our management concluded our internal control over financial
reporting was effective as of December 31, 2019.

Management elected to exclude HFF, acquired July 1, 2019, from the Company's assessment of the effectiveness of internal
control over financial reporting as permitted under SEC rules. As of and for the year ended December 31, 2019, HFF
represented total assets of $652.6 million and total revenues of $392.3 million included in our Consolidated Financial
Statements.

KPMG LLP, the Independent Registered Public Accounting Firm that audited the Consolidated Financial Statements included
in this Annual Report on Form 10-K, issued an audit report on the Company's internal control over financial reporting. That
Report of Independent Registered Public Accounting Firm is included in Item 8. Financial Statements and Supplementary
Data.

CHANGES IN INTERNAL CONTROLS OVER FINANCIAL REPORTING

There were no changes to the Company's internal controls over financial reporting during the quarter ended December 31,
2019 that have materially affected, or are reasonably likely to materially affect, the Company's internal controls over financial
reporting.

ITEM 9B. OTHER INFORMATION

Not applicable.

127

PART III

ITEM 10. DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE

The information required by Item 401 of Regulation S-K in the definitive proxy statement for the annual meeting of
shareholders to be held on or about May 28, 2020 (“Proxy Statement”), under the captions "Corporate Governance - Item 1 -
Election of Directors" and “Executive Officers” is incorporated herein by reference. The information in the Proxy Statement
required by Item 405 of Regulation S-K under the caption “Security Ownership - Delinquent Section 16 Reports” is
incorporated herein by reference. The information in the Proxy Statement required by Items 407(d)(4) and 407(d)(5) of
Regulation S-K under the caption “Corporate Governance - Board Committees” is incorporated herein by reference.

JLL has adopted a code of ethics that applies to its executives, including its principal executive officer, principal financial
officer and principal accounting officer. This code of ethics and JLL's corporate governance policies are posted on JLL's
website at www.us.jll.com. JLL intends to satisfy disclosure requirements regarding amendments to or waivers from its code
of ethics by posting such information on this website. The charters of the Audit, Nominating and Governance, and
Compensation committees of JLL's Board of Directors are available on JLL's website as well. This information is also
available in print free of charge to any person who requests it.

ITEM 11. EXECUTIVE COMPENSATION

The information required by Item 402 and 407(e)(4) and (e)(5) of Regulation S-K in the Proxy Statement under the caption
"Executive Compensation" is incorporated herein by reference.

128

ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND
RELATED SHAREHOLDER MATTERS

The information required by Item 403 of Regulation S-K in the Proxy Statement under the caption "Security Ownership" is
incorporated herein by reference. The following table provides information with respect to Jones Lang LaSalle's common
shares issuable under our equity compensation plans.

(in thousands, except exercise
price)

PLAN CATEGORY

Equity compensation plans
approved by security holders

SAIP (1)
ESPP (2)

Subtotal
Equity compensation plans not
approved by security holders

SAYE (3)

Total

December 31, 2019

NUMBER OF
SECURITIES
TO BE ISSUED
UPON EXERCISE
OF OUTSTANDING
OPTIONS, WARRANTS
AND RIGHTS
(A)

WEIGHTED
AVERAGE
EXERCISE PRICE
OF OUTSTANDING
OPTIONS,
WARRANTS AND
RIGHTS
(B)

NUMBER OF SECURITIES
REMAINING AVAILABLE FOR
FUTURE ISSUANCE UNDER
EQUITY COMPENSATION
PLANS (EXCLUDING SECURITIES
REFLECTEDIN COLUMN (A))
(C)

1,532

n/a
1,532

69
1,601

$141.51

n/a

94.19

1,390

113
1,503

271
1,774

(1)

(2)

(3)

In 1997, we adopted the SAIP, which provides for the granting of options to purchase a specified number of shares of common stock and other stock
awards to eligible participants of Jones Lang LaSalle.

In 1998, we adopted an ESPP for eligible U.S. based employees. Under this plan, employee contributions for stock purchases were enhanced through
an additional contribution of a 5% discount on the purchase price. Effective April 1, 2009, the 5% discount has been discontinued and purchases are
broker-assisted on the open market.

In November 2001, we adopted the SAYE plan for eligible employees of our U.K. based operations. In November 2006, the SAYE plan was extended
to employees in our Ireland operations. Under this plan, employee contributions for stock purchases are enhanced by us through an additional
contribution of a 15% discount on the purchase price. Options granted under the SAYE plan vest over a period of three to five years. The original
SAYE plan was not approved by shareholders since such approval was not required under applicable rules at the time of the adoption of this plan. In
2006, our shareholders approved an amendment to the SAYE plan that increased the number of shares reserved for issuance by 500,000.

ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE

The information required by Item 404 of Regulation S-K in the Proxy Statement under the caption “Security Ownership -
Certain Relationships and Related Transactions” is incorporated herein by reference. The information required by Item 407(a)
of Regulation S-K in the Proxy Statement under the caption “Corporate Governance-Director Independence” is incorporated
herein by reference.

ITEM 14. PRINCIPAL ACCOUNTING FEES AND SERVICES

The information required by this Item 14 is set forth in the Proxy Statement under the captions "Audit Matters - Information
About Our Independent Registered Public Accounting Firm” and incorporated herein by reference.

129

PART IV

ITEM 15. EXHIBITS AND FINANCIAL STATEMENT SCHEDULES

The following documents are filed as part of this report:

1. Financial Statements. See Index to Consolidated Financial Statements in Part II, Item 8 of this report.

2. Financial Statement Schedules. No financial statement schedules are included because they are not required or are

not applicable, or the required information is set forth in the applicable statements or related notes.

3. Exhibits. A list of exhibits is set forth in the Exhibit Index, included below.

ITEM 16. FORM 10-K SUMMARY

None.

Cautionary Note Regarding Forward-Looking Statements

This report, our Annual Report to Shareholders and our other filings with the Securities and Exchange Commission (“SEC”)
contain certain “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995.
Statements in the future tense, and all statements accompanied by terms such as “believe,” “project, “expect,” “estimate,”
“assume,” “intend,” “anticipate,” “target,” “plan” and variations thereof and similar terms, are intended to be forward-looking
statements. Forward-looking statements are made subject to the safe harbor protections of the federal securities laws pursuant
to Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934.

From time to time, we also include written or oral forward-looking statements in other publicly disclosed materials
(including, but not limited to other filings with the SEC, press releases, presentations and communications by JLL or its
management). Such statements relate to our intent, belief and current expectations about our strategic direction prospects and
future results, and give our current expectations or forecasts of future events; they do not relate strictly to historical or current
facts. Management believes that these forward-looking statements are reasonable as and when made. However, caution
should be taken not to place undue reliance on any such forward-looking statements because such statements speak only as of
the date when made.

Forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially
from our historical experience and our present expectations or anticipated results. These risks and uncertainties are described
in Part I, Item 1A. Risk Factors and may also be described from time to time in our future reports filed with the SEC. You
should consider the limitations on, and risks associated with, forward-looking statements and not unduly rely on the accuracy
of predictions contained in such forward-looking statements. We do not undertake any obligation to update forward-looking
statements to reflect events, circumstances, changes in expectations or the occurrence of unanticipated events after the date of
those statements.

Power of Attorney

KNOW ALL MEN BY THESE PRESENTS, that each of Jones Lang LaSalle Incorporated, a Maryland corporation, and the
undersigned Directors and officers of Jones Lang LaSalle Incorporated, hereby constitutes and appoints Christian Ulbrich,
Stephanie Plaines and Louis F. Bowers its, his or her true and lawful attorneys-in-fact and agents, for it, him or her and in its,
his or her name, place and stead, in any and all capacities, with full power to act alone, to sign any and all amendments to this
report, and to file each such amendment to this report, with all exhibits thereto, and any and all documents in connection
therewith, with the Securities and Exchange Commission, hereby granting unto said attorneys-in-fact and agents, and each of
them, full power and authority to do and perform any and all acts and things requisite and necessary to be done in and about
the premises, as fully to all intents and purposes as it, he or she might or could do in person, hereby ratifying and confirming
all that said attorneys-in-fact and agents, or any of them, may lawfully do or cause to be done by virtue hereof.

130

EXHIBIT

NUMBER

DESCRIPTION

2.1

3.1

3.2

4.1

4.2

4.3

4.4*

10.1

10.2

10.3+

10.4+

10.5+

10.6+

10.7+

Agreement and Plan of Merger, dated as of March 18, 2019, by and among Jones Lang LaSalle
Incorporated, JLL CM, Inc., JLL CMD, LLC and HFF, Inc. (Incorporated by reference to Exhibit 2.1 to the
Current Report on Form 8-K dated March 21, 2019 (File No. 001-13145))

Articles of Restatement of Jones Lang LaSalle Incorporated filed with the Maryland Department of
Assessments and Taxation on June 24, 2014 (Incorporated by reference to Exhibit 3.1 to the Quarterly
Report on Form 10-Q for the quarter ended June 30, 2014 (File No. 001-13145))

Third Amended and Restated Bylaws of the Registrant effective as of March 2, 2018 (Incorporated by
reference to Exhibit 3.1 to the Current Report on Form 8-K dated March 8, 2018 (File No. 001-13145))

Form of certificate representing shares of Jones Lang LaSalle Incorporated common stock (Incorporated by
reference to Exhibit 4.1 to the Quarterly Report on Form 10-Q for the quarter ended March 31, 2001 (File
No. 001-13145))

Indenture, dated as of November 9, 2012 between Jones Lang LaSalle Incorporated and The Bank of New
York Mellon Trust Company, National Association (Incorporated by reference to Exhibit 4.1 to the Current
Report on Form 8-K dated November 9, 2012 (File No. 001-13145))

First Supplemental Indenture (including the form of 4.400% Senior Notes due 2011), dated as of November
9, 2012 between Jones Lang LaSalle Incorporated and The Bank of New York Mellon Trust Company,
National Association (Incorporated by reference to Exhibit 4.2 to the Report on Form 8-K dated November
9, 2012 (File No. 001-13145))

Description of Jones Lang LaSalle Incorporated Capital Stock

Second Amended and Restated Multicurrency Credit Agreement dated as of June 21, 2016 (Incorporated by
reference to Exhibit 10.1 to the Current Report on Form 8-K dated June 23, 2016 (File No. 001-13145))

Amendment No.1 dated May 16, 2018 to the Second Amended and Restated Multicurrency Credit
Agreement (Incorporated by reference to Exhibit 10.1 to the Quarterly Report on Form 10-Q for the quarter
ended June 30, 2018 (File No. 001-13145))

2017 Stock Award and Incentive Plan effective as of May 31, 2017 (as approved by the Shareholders of
Jones Lang LaSalle Incorporated on May 31, 2017 and incorporated by reference to Schedule 14A filed on
April 21, 2017 (File No. 001-13145))

Form of Jones Lang LaSalle Incorporated Restricted Stock Unit Agreement used for the Non-Executive
Directors' Annual Grants (Incorporated by reference to Exhibit 10.3 to the Quarterly Report on Form 10-Q
for the quarter ended June 30, 2016 (File No. 001-13145))

Form of Jones Lang LaSalle Incorporated Performance Stock Unit Agreement (Under the 2017 Stock Award
and Incentive Plan) used for certain Employees'; Incentive Grants. (Incorporated by reference to Exhibit
10.2 to the Quarterly Report on Form 10-Q for the quarter ended June 30, 2018 (File No. 001-13145))

Form of Jones Lang LaSalle Incorporated Restricted Stock Unit Agreement used for Employees' Annual
Grants (Incorporated by reference to Exhibit 10.4 to the Quarterly Report on Form 10-Q for the quarter
ended June 30, 2016 (File No. 001-13145))

2019 Stock Award and Incentive Plan effective as of May 29, 2019 (as approved by the Shareholders of
Jones Lang LaSalle Incorporated on May 29, 2019 and incorporated by reference to ANNEX C to the Proxy
Statement included in Schedule 14A filed on April 18, 2019 (File No. 001-13145))

10.8*+

Form of Jones Lang LaSalle Incorporated Performance Stock Unit Agreement used for certain Employees'
Incentive Grants under the 2019 Stock Award and Incentive Plan

131

EXHIBIT

NUMBER

10.9*+

10.10+

10.11+

10.12+

10.13+

10.14+

10.15+

10.16+

10.17+

10.18+

10.19+

10.20+

10.21+

10.22+

DESCRIPTION

Form of Jones Lang LaSalle Incorporated Restricted Stock Unit Agreement used for Employees' Annual
Grants Agreement under the 2019 Stock Award and Incentive Plan

HFF, Inc. 2016 Equity Incentive Plan (assumed by the Company in connection with its acquisition of HFF,
Inc. pursuant to an Agreement and Plan of Merger, dated as of March 18, 2019, by and among the Company,
JLL CM, Inc., JLL CMD, LCC and HFF, Inc. (Incorporated by reference to Exhibit 99.1 to the Registration
Statement on Form S-8 dated July 1, 2019 (File No. 333-232500))

HFF, Inc. 2006 Omnibus Incentive Compensation Plan (assumed by the Company in connection with its
acquisition of HFF, Inc. pursuant to an Agreement and Plan of Merger, dated as of March 18, 2019, by and
among the Company, JLL CM, Inc., JLL CMD, LLC and HFF, Inc. (Incorporated by reference to Exhibit
99.2 to Post-Effective Amendment No. 1 dated July 1, 2019 on Form S-8 to Registration Statement on Form
S-4 (File No. 333-231099))

Amended and Restated Severance Pay Plan effective July 1, 2010 (Incorporated by reference to Exhibit 10.9
to the Annual Report on Form 10-K for the year ended December 31, 2011 (File No. 001-13145))

Letter Agreement Regarding Compensation of the Chairman of the Board of Directors dated as of January 1,
2005 (Incorporated by reference to Exhibit 99.1 to the Current Report on Form 8-K dated January 10, 2005
(File No. 001-13145))

LaSalle Investment Management Long Term Incentive Compensation Program, amended and restated
January 1, 2013 (Incorporated by reference to Exhibit 10.12 to the Annual Report on Form 10-K for the year
ended December 31, 2013 (File No. 001-13145))

Jones Lang LaSalle Incorporated Deferred Compensation Plan, as amended and restated effective January 1,
2009 (Incorporated by reference to Exhibit 10.25 to the Annual Report on Form 10-K for the year ended
December 31, 2008 (File No. 001-13145))

Jones Lang LaSalle Incorporated First Amendment to Deferred Compensation Plan dated as of December 5,
2011 (Incorporated by reference to Exhibit 4.2 to the Registration Statement on Form S-8 dated March 28,
2012 (File No. 333-180405))

Jones Lang LaSalle Incorporated Non-Executive Director Compensation Plan Summary of Terms and
Conditions, Amended and Restated as of May 28, 2016 (Incorporated by reference to Exhibit 10.5 to the
Quarterly Report on Form 10-Q for the quarter ended June 30, 2016 (File No. 001-13145))

Jones Lang LaSalle Incorporated GEB 2015-2020 Long-Term Incentive Compensation Program effective as
of January 1, 2015 (Incorporated by reference to Exhibit 10.2 to the Current Report on Form 8-K dated July
15, 2015 (File 001-13145))

Letter Agreement dated January 16, 2014 between Jones Lang LaSalle Incorporated and Gregory P. O'Brien
(Incorporated by reference to Exhibit 10.1 to the Current Report on Form 8-K (File No. 001-13145))

Letter Agreement dated August 23, 2016 between Jones Lang LaSalle Incorporated and Christian Ulbrich
(Incorporated by reference to Exhibit 10.2 to the Current Report on Form 8-K dated August 25, 2016 (File
001-13145))

Letter Agreement, dated September 17, 2018, between Jones Lang LaSalle Incorporated and Christie B.
Kelly (Incorporated by reference to Exhibit 10.1 to the Quarterly Report on Form 10-Q for the quarter ended
September 30, 2018 (File No. 001-13145))

Letter Agreement dated February 27, 2019, between Jones Lang LaSalle Incorporated and Stephanie Plaines
(Incorporated by reference to Exhibit 10.1 to the Current Report on Form 80K dated March 31, 2019 (File
No. 001-13145))

132

EXHIBIT

NUMBER

10.23+

DESCRIPTION

Letter Agreement dated September 22, 2019 between Jones Lang LaSalle Incorporated and Mihir Shah
(Incorporated by reference to Exhibit 10.1 to the Quarterly Report on Form 10-Q for the quarter ended
September 30, 2019 (File No. 001-13145))

10.24+

Letter Agreement dated September 22, 2019 between Jones Lang LaSalle Incorporated and Yishai Lerner
(Incorporated by reference to Exhibit 10.2 to the Quarterly Report on Form 10-Q for the quarter ended
September 30, 2019 (File No. 001-13145))

21.1*

23.1*

24.1*

31.1*

31.2*

32.1*

Statement concerning computation of per share earnings (filed in Item 8, Consolidated Statements of
Comprehensive Income)

List of Subsidiaries

Consent of Independent Registered Public Accounting Firm

Power of Attorney (Set forth on page preceding signature page of this report)

Certification of Chief Executive Officer pursuant to Rule 13a-14(a) under the Securities and Exchange Act
of 1934, as adopted pursuant to Section 302 of the Sarbanes-Oxley Act of 2002

Certification of Chief Financial Officer pursuant to Rule 13a-14(a) under the Securities and Exchange Act of
1934, as adopted pursuant to Section 302 of the Sarbanes-Oxley Act of 2002

Certification of Chief Executive Officer and Chief Financial Officer pursuant to 18 U.S.C. Section 1350, as
adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002

101.INS

Inline XBRL Instance Document - the instance document does not appear in the Interactive Data File
because its XBRL tags are embedded within the Inline XBRL document

101.SCH

Inline XBRL Taxonomy Extension Schema Document

101.CAL

Inline XBRL Taxonomy Extension Calculation Linkbase Document

101.DEF

Inline XBRL Taxonomy Extension Definition Linkbase Document

101.LAB

Inline XBRL Taxonomy Extension Label Linkbase Document

101.PRE

Inline XBRL Taxonomy Extension Presentation Linkbase Document

104

Cover Page Interactive Data File (formatted as Inline XBRL and contained in Exhibit 101)

* Filed herewith
+ Indicates management compensatory plan, contract, or arrangement.

133

SIGNATURES

Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the Registrant has duly caused
this report to be signed on its behalf by the undersigned, thereunto duly authorized, on the 27th day of February, 2020.

JONES LANG LASALLE INCORPORATED

/s/ Stephanie Plaines
Stephanie Plaines
Executive Vice President and Chief Financial Officer

Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following
persons on behalf of the Registrant and in the capacities indicated on the 27th day of February, 2020.

Signature

Title

/s/ Sheila A. Penrose
Sheila A. Penrose

/s/ Christian Ulbrich
Christian Ulbrich

/s/ Hugo Bagué
Hugo Bagué

/s/ Matthew Carter
Matthew Carter

/s/ Samuel A. Di Piazza, Jr.
Samuel A. Di Piazza, Jr.

/s/ Ming Lu
Ming Lu

/s/ Bridget Macaskill
Bridget Macaskill

/s/ Deborah H. McAneny
Deborah H. McAneny

/s/ Siddharth N. Mehta
Siddharth N. Mehta

/s/ Martin H. Nesbitt
Martin H. Nesbitt

/s/ Jeetu Patel
Jeetu Patel

/s/ Ann Marie Petach
Ann Marie Petach

/s/ Stephanie Plaines
Stephanie Plaines

/s/ Louis F. Bowers
Louis F. Bowers

Chairman of the Board of Directors and Director

President, Chief Executive Officer and Director
(Principal Executive Officer)

Director

Executive Vice President and Chief Financial Officer
(Principal Financial Officer)

Executive Vice President and Global Controller
(Principal Accounting Officer)

134

sustainability efforts, please visit:
us.jll.com/en/about-jll/our-sustainability-
leadership

Cautionary note regarding
forward-looking statements
Certain statements in this Annual Report
may constitute forward-looking statements
that involve known and unknown risks,
uncertainties, and other factors that may
cause JLL’s actual results to be materially
different from any future results implied by
such forward-looking statements. Please
see our 2019 Form 10-K for a discussion of
such risks, uncertainties and other factors.

Integrated reporting
JLL was one of the first U.S. listed companies
to participate in the International Integrated
Reporting Council and has continued to
adopt the principles of the Integrated
Reporting () Framework in our financial
reporting and sustainability materials.
Our Annual Report focuses on our business
strategy and our financial performance and
reflects the majority of our corporate
efforts. In addition, our governance and
remuneration practices are reported
primarily in the Proxy Statement for our
Annual Meeting of Shareholders and our
sustainability strategy and performance are
reported in our Global Sustainability Report.