October 2017

We recognize that our ability tocontinue to function as anorganization is critical to our clients,
who rely heavily on our firm and ourpeople to keep their own real estatefunctioning properly.
Accordingly, this Memorandum
describes the program we haveestablished to support the continuityof our key business activities, asdistinguished from the plans we haveseparately established with individual
clients concerning the operation of
the respective facilities we managefor them.
Although it is not possible toguarantee that service disruptions will
not occur in the event of a serious
disaster situation, we believe we havethe internal systems and people thatwill give us the best possible ability torecover quickly and flexibly and tocontinue to provide our clients withthe service they have come to expectfrom us.

Our key considerations include:

1. Employee safety strategies andcommunications protocols
2. Financial and operationalrisks analysis
3. Identification of mission-criticalsystems
4. Systems and telecommunications
availability or alternative means ofcommunications, as appropriate
5. Board of Directors and Executive
Management communications
and coordination
6. Client, employee, and media
communications and notifications

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Oversight

Implementation

Our Global Operating Board oversees theeffectiveness of our business continuity planning,which is a holistic management process requiring
ongoing assessment of the various risks we face andthe appropriateness of the systems we have designed
to respond to those risks. We have built our business
continuity capability to be flexible and we therefore
monitor and improve it as necessary. We have taken
into account business interruptions of various
lengths of time and scopes, and our goal is to be able
to recover functions based on their significance andtime criticality. Our Global Business Continuity
Director drives program consistency worldwide.

Our business continuity program reflects and takes
advantage of the highly mobile nature of our
professional workforce, which in the ordinary courseof our business is widely dispersed throughout
multiple office locations across the globe and isincreasingly being trained and equipped to work
remotely, often across countries and regions andoften with multiple, geographically dispersed clients.
This provides a significant and inherent hedge
against the effects of more localized businessdisruptions. Importantly, therefore, our centrallymanaged information technology function hasdesigned our most important knowledge
management, human resources and financial
systems to be operated from multiple, remotelocations on a global basis.

DesignJLL’s business continuity program involves theintegration of multiple contingency plans that coverpeople, various information technology andoperational systems, business processes, andfacilities. Aligned globally to ensure appropriate
oversight and consistency of planning andassessment, the program is executed locally withresponsibility placed on individual business andsupport staff units in order to reflect their diverse
situations, requirements, and practices. We arecommitted to enabling innovative and flexible
remote working capabilities, which allows us to serve
our Clients without overreliance on a particularlocation. This vision, combined with the state-of-theart cloud-based technology, lean processes, andglobal presence gives us confidence that our Clientscan receive uninterrupted high-quality service
delivery.

Our capabilities are being enhanced as we movecertain functions to highly secured outsourcedproviders “in the cloud,” which reduces the risks
inherent in managing our own servers and back-up
systems. At the same, we invest in strengthening theresilience of our IT infrastructure, including
telecommunications, network, and data centers toensure we have a robust, multi-layered resilience
foundation.
In the event of a serious situation that precluded
work from one or more of our major offices, thiswould allow our people readily to work from home orother JLL office locations for extended periods oftime. It would also allow the organization to move
impacted business processes to areas or staff
populations that have been relatively less affected inorder to ensure that key business activities aremaintained at an adequate level while we respond tothe crisis situation. We believe this ability
differentiates us from our competition in the realestate services industry.

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Information Technology Continuity
Our Information Technology recovery function is overseen by the firm’s Enterprise Technology
Architecture and Security Group and has been designed to provide maximum availability and recovery
capabilities to a remote-enabled workforce and performance reliability of critical business systems. IT
Continuity is tailored to support our business by securing the availability of key IT resources that arecrucial to the delivery of the services to our Clients regardless of operational disruptions. These
capabilities are enabled using the following processes:

Secure Systems
Availability andDevice

Independence. Critical business systems within JLL are securely
available from any Internet connected device to provide seamlessavailability to clients and employees anytime and from anywhere.

OperationalSystem andInformation Backup

We maintain direct relationships with manufacturers of ourinformation protection infrastructure so that they can provide the best
technical support and the latest proven innovations. With respect toinformation backup, backups are performed on a nightly basis andsent off-site by the next business day.

Data Center
Redundancy

Primary regional data centers are located in Chicago, London, andSydney. Each primary data center has a dedicated recovery center
within the same region. In addition, these regional primary data center
locations serve as data backup locations to distributed corporate
offices within their respective region.

Telecommunication
Redundancy

We utilize telecommunications services from multiple vendors acrossall of our offices and facilities to provide redundancy for the firm’stelecommunications needs. In the event of a loss of service, oursystems are designed to switch over to the backup service provider.

NetworkRedundancy

We utilize network services from outside providers for all of ourfacilities to provide redundancy for the firm’s network needs. In theevent of a loss of service, our systems are designed so that clients andemployees are able to switch over to a backup service provider or theInternet to access critical resources.

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Crisis Management
We have also established crisis management and emergency communications protocols and tools designed
to enable the prompt and continuous crisis response and communication between our Board of Directors,
our executives, and our management teams so that they can make the decisions and provide the leadershipnecessary to avoid or minimize the effects of a serious disruption to the business regardless of its origin.
Our Board members and senior managers are based in a number of different locations world-wide andtravel frequently, which we view positively in terms of (1) always having experienced leadership available ona dispersed basis regardless of where a significant incident may take place and (2) minimizing the risk that asignificant portion of our leadership would become unavailable at any time. Our crisis management
framework is designed to maximize the efficiency of the crisis response, shorten the disruption period, andenable us to maintain and/or resume service delivery.

Testing and lessons learned
Given we operate world-wide, we have come to realize that we are virtually always affected, to one degree
or another, by major negative events, whether natural or man-made, and we seek to learn from each one
and improve our capabilities as an organization as we prepare for the next one. Accordingly, our technology
systems and our people and processes have been successfully implemented over the past few years insituations that include a major black-out of the Northeastern United States; Hurricanes Harvey, Irma, Maria,Sandy, Katrina, Rita, and Wilma; the Japan earthquake and tsunami; the London bombings; the SARSepidemic; and a plane crash and earthquake in the central business district of Mexico City. We have also
operated effectively during major city events that disrupted normal urban logistics such as the London
Olympics and the NATO Summit in Chicago. Experience gathered through these events was invaluable in
improving our business resilience, through strengthened coordination and cooperation, aimed at
integrating business continuity, IT disaster recovery, and crisis management.

We would be pleased to meet with our clients to discuss any specific queries or concerns they may have,and to determine how we can best work together to further align our respective business continuity
planning efforts.
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