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1、ResponsibleReal EstateDelivering environmental and social impact through the built environmentGlobal Research March 20232ContentsExecutive summary 03Five catalysts for a change in attitudes 08Delivering environmental and social value through the built environment 10Three priorities to deliver return

2、 on sustainability 13Five decision stages in the real estate life cycle 20The pathway to maximizing return on sustainability 32Methodology 35Contacts 36Responsible Real Estate:Social Value3Executive summaryOrganizations are under pressure from a broad range of stakeholders to turn their climate comm

3、itments into tangible results and deliver on environmental goals.Yet most also face an array of challenges regarding their workforce and overall social impact.While the urgent need to accelerate the transition to net zero is an absolute priority for real estate investors,developers and occupiers,it

4、must be considered in tandem with broader sustainable development goals.If organizations can address the S(Social)alongside the E(Environmental),there is a unique opportunity to deliver long-term sustainable returns and future-proof assets at the same time as producing lasting positive change for co

5、mmunities and cities.However,the S has been lagging behind the E and the gap needs to be closed.Responsible Real Estate:Social Value41 The term stakeholder encompasses a wide sphere of social impact including,but not limited to,building users,occupiers and owners,organizations and their employees,th

6、e local community,the supply chain,cities and the natural environment.To gain a clearer understanding of where we are as an industry,the key barriers to action and where opportunities lie to create social value in parallel to tackling environmental concerns,JLL has undertaken an extensive survey of

7、corporate decision-makers across the globe.And an overriding message in their feedback is that the built environment is recognized as a source of social good;91%believe their real estate is a vehicle to support their social value goals.This report combines JLLs expertise,experience and global resear

8、ch intelligence with the perspectives of 800+corporate decision-makers across the world to set out the practical steps that real estate investors,developers and corporate occupiers can take to create both positive environmental and social value through the built environment.In our view,this social v

9、alue is about creating lasting positive social impact throughout the real estate life cycle for every stakeholder1 interacting with and within spaces.Corporate facilities are the physical representation of the brand and how organizations interact with local communities.Nonetheless,despite the critic

10、ality of real estates environmental and social role,there is currently a disconnect between ambitions and actions as organizations are confronted with major barriers to act now.Catalysts for a change in attitudesBarriers to driving social value Societal expectations are a driving force behind organi

11、zations approach to social value 1.Lack of funding or allocated budget Regulatory pressures are mounting,pushing businesses to act now2.Lack of consistent and validated data and/or standardized reporting An opportunity to deliver significant return on investment beyond financial gains3.Difficulty de

12、termining measures of success and return on investment Embracing social value expectations has become a key lever to secure competitive advantage4.Lack of government incentives Ignoring changing stakeholder attitudes towards social value now poses too great a risk for organizations5.Lease agreement

13、limitations and restrictionsResponsible Real Estate:Social Value5Three priorities are emerging2 Organizations in this segment are among the most mature in our survey population(scoring above 71 points).They have clear ambitions to drive social value through their real estate and have already impleme

14、nted specific social value targets.Carbon emissions reduction is already a part of their corporate sustainability strategy or corporate real estate strategy.The corporate imperative to act responsibly and deliver genuine environmental and social value will continue to intensify.Encouragingly,near-te

15、rm planning to meet environmental goals is already well developed in most organizations as time runs out to meet 2030 goals.Even so,leaders will need to become smarter at coordinating their social value activities across the built environment in tandem with their environmental goals.Businesses are u

16、nder increased public,media,government and shareholder scrutiny and the requirement to deliver responsible profits only grows stronger.Now is the right time to align environmental and social goals throughout the real estate life cycle to create symbiotic benefits for all.1The built environment has t

17、he potential to deliver positive social impact by addressing environmental and social goals in tandem.In most organizations,environmental maturity is currently well ahead of social value maturity,and the drive around environmental ambitions and climate change challenges is strong.By contrast,the app

18、roach to social value is narrow and fragmented.However,if environmental and social strategies are coordinated,there is a serious opportunity to maximize return on sustainability.Organizations recognize environmental and social goals within the built environment are intrinsically linked and require a

19、 coordinated approach-93%of respondents agree.Yet only 8%of organizations can be considered leaders2(level of maturity above 71/100)in delivering social value.In comparison,19%of organizations are leading on embedding the E in their real estate strategies.Responsible Real Estate:Social Value62Compan

20、ies now need to close the gap between ambitions and actions.Although most organizations are responding to some extent to their obligations to act on environmental and social value,they are not yet following through on their social ambitions with tangible goals and implementation.A purpose statement

21、without a clear strategy and concrete steps to create social value and measure impact is simply not enough.Many organizations are struggling to convert ambitions into actions.They do not have the capabilities,data and leadership accountability to accelerate their social value impact as fast as their

22、 environmental impact.More than 40%of those surveyed are not firmly embedding environmental and social considerations into their real estate.Yet the biggest driver for social value is in organizations improving their ESG rating,performance and impact.Responsible Real Estate:Social Value7Corporates m

23、ust focus on five real estate decision stages to increase their environmental and social value impact.Across the extensive supply chain attached to buildings and at every stage of the real estate life cycle there are opportunities to generate positive environmental and social impact,but bold actions

24、 and investments are needed to produce meaningful returns:Location selection:How do you select sites to prioritize access to green spaces,nature and biodiversity?Is the neighborhood affordable and easily accessible for employees?Lease negotiation:How do you partner with landlords to embed ESG priori

25、ties in lease agreements?How can green leases support ESG goals?Design and operation:How do you future-proof design to limit embodied carbon in materials and pursue green and healthy building certification?How can you improve culture and inclusion in your physical workspace?Placemaking and fostering

26、 community:What local apprenticeships and training opportunities can you offer to foster greater community engagement?What role can real estate play in supporting local businesses and in promoting economic development in the neighboring community?Responsible procurement:How do you reinforce your soc

27、ial value strategy to ensure adherence to labor rights and equal employment regulation and to go beyond regulatory compliance?What ethical and environmental considerations should be embedded in your procurement process to meet your ESG goals?3Responsible Real Estate:Social Value8Five catalysts for a

28、 change in attitudesThe environmental versus the social value paradigm:a turning point for the built environmentThe 2020s mark a turning point for a new social value paradigm.Organizations can no longer afford to ignore the responsible business agenda and the imperative to act responsibly and delive

29、r genuine social value.As organizations take notice and act,the built environment will come into greater focus as a space in which tangible environmental progress and social value can be delivered together.The pressure is now on to eliminate social harm and create positive social impact while delive

30、ring responsible profits.But what is the case for change and why now?In essence,five interconnected forces are driving the long-term shift in corporate behavior.Responsible Real Estate:Social Value91.Societal pressure and expectations Pressure for stronger corporate action on the environment and soc

31、ial value is coming from across society.For instance,public concern about the climate crisis along with tighter regulations have led to deeper corporate environmental commitments and have pressured organizations into developing a credible path to net zero carbon.Likewise,the COVID-19 pandemic has ac

32、ted as the accelerant to place workforces health and wellbeing front and center and to require rapid adaption to new working patterns.Organizations must anticipate and respond proactively to these types of concerns.2.Regulatory requirementsGovernments and policymakers around the world are putting in

33、 place stronger regulations to encourage socially responsible corporate behavior,demonstrate compliance,and provide greater transparency on corporate social action.However,the general lack of partnership between business and government is slowing down progress.The challenge in the future will be for

34、 regulation to move from being a constraint to being a positive driver of change,and for organizations to work hand in hand with regulatory bodies.3.Financial pressure and incentives Shareholders and financial institutions are exerting greater pressure on corporates to honor both their environmental

35、 and social value promises,yet there is a disconnect between what shareholders/institutions want and the funding required by companies to deliver their social value goals.But alongside this pressure there are also an increasing number of incentives on offer(e.g.,fiscal incentives,carbon pricing/reba

36、tes,contracts for difference/feed-in tariffs,R&D funding,investable pipeline development,etc.)for those corporates that can address social value concerns on top of environmental ones.Even so,despite these incentives,broader financial commitments and returns on investments,combined with a lack of lea

37、dership vision,buy-in and support,remain major barriers to corporates meeting their ambitions with concrete actions.4.Competitive advantageThe first three years of this decade have witnessed seismic changes in attitudes towards social value.In this new paradigm,organizations that have decided to be

38、future-fit have actively embraced their social value responsibilities as a source of competitive advantage.They have experienced at first hand the fact that greater social value impact generates powerful links with the community and strengthens brand profile.For ambitious corporates who want to atta

39、in a similar market-leader status,failure to respond to the social value impulse is no longer an option.5.Real estate risk mitigation While this new value-creation paradigm can bring competitive advantage,it also leads to real risks for real estate decision-makers which need to be carefully and proa

40、ctively managed.However,if approached in the right way,the built environment can be an agent of change in this new paradigm.By making smart choices about their real estate today,leading organizations-investors,developers and occupiers-can mitigate the risk that their real estate becomes an obsolete

41、asset.Corporate decisions about the acquisition,design and operation of real estate should be made not just with sound financial and operational motivations in mind,but with holistic environmental and social value considerations at the forefront of corporate thinking.Responsible Real Estate:Social V

42、alue10Delivering environmental and social value through the built environmentOrganizations recognize that they have a responsibility to act on their ESG commitments and value goals.However,despite emerging consensus about what social value priorities are,corporate decision-makers are less confident

43、about how they can best achieve these priorities.JLLs research uncovers a significant gap between stated ambitions and the pace at which organizations are currently delivering on their social value goals compared with their environmental goals.Yet,if both environmental and social value consideration

44、s can be incorporated in real estate decision-making,it can be a powerful approach to creating positive and sustainable impact beyond financial return.Nine out of ten corporate decision-makers agree that real estate has a significant role to play in driving social value goals for their organization.

45、3 The term stakeholder encompasses a wide sphere of social impact including,but not limited to,building users,occupiers and owners,organizations and their employees,the local community,the supply chain,cities and the natural environment.In JLLs view,social value in the built environment is about cre

46、ating lasting positive social impact throughout the real estate life cycle for every stakeholder3 interacting with and within spaces.Figure 1:Seven levers of social valueHealth and wellbeingDiversity,equityand inclusionengagementCommunityNet zerocarbon goalNature andbiodiversityand skillsEmploymentp

47、rocurementResponsibleSocial Valuein the BuiltEnvironmentPeopleSocietyThe environmentResponsible Real Estate:Social Value11Figure 2:Which of the following are embedded in your ESG social value strategy?80%70%60%50%40%85%75%65%55%45%DecarbonizingNature and biodiversityCommunity engagementJobs and skil

48、lsResponsible procurementWorkforce health and wellbeingDiversity,equity and inclusionEMEAAPACAmericasESG Priorities to address social valueResponsible Real Estate:Social Value12Social maturity lags behind environmental maturity In most organizations,environmental maturity is currently ahead of socia

49、l value maturity,with only 8%of organizations in a leading position4 on delivering social value goals and ambitions.In 2021,JLLs research Decarbonizing the Built Environment found that 19%of organizations were leaders in delivering on their environmental goals and ambitions.This delivery gap reflect

50、s the lack of priority and investment given to social value concerns.4 Organizations in this segment are among the most mature in our survey population(scoring above 71 points).They have clear ambitions to drive social value through their real estate and have already implemented specific social valu

51、e targets.Carbon emissions reduction is already a part of their corporate sustainability strategy or corporate real estate strategy.0-1011-2021-3031-4041-5051-6061-7071-8081-9091-1001%2%4%6%7%12%11%18%21%23%18%15%2%0%2%6%11%Leadingorganizationsshowing an advancedmaturity level:Maturity model distrib

52、ution by score8%Social19%Environmental6%16%20%Decarbonizing the Built EnvironmentSocial valueFigure 3:Level of maturity of organizations:environmental vs.socialResponsible Real Estate:Social Value13Three priorities to deliver return on sustainabilityThrough our work and the collective experience of

53、corporate decision-makers in our survey,weve identified three stages of evolution to address environmental and social goals in tandem.Responsible Real Estate:Social Value14Recognize potentialThe built environment can deliver positive impact by addressing environmental and social goals collectively t

54、o maximize return on sustainability1The built environment has become a critical vehicle to deliver social value,creating positive social impact that we can effectively measure today.However,to maximize impact and return,environmental and social strategies require a coordinated approach.Responsible R

55、eal Estate:Social Value15EMEA7.2%36.3%54.2%2.8%44.3%49.5%3.5%35.0%57.3%4.5%38.6%53.6%The built environment can create a positive social impact forbuilding occupants and local communitiesAPACAmericasGlobalStrongly disagreeDisagreeAgreeStrongly agreeDont know5 Net zero carbon goal;nature and biodivers

56、ity;responsible procurement;community engagement;health and wellbeing;employment and skills;and diversity equity and inclusion.Most organizations-93%-agree that the built environment can create a positive social impact for building occupants and local communitiesEnvironmental and social goalswithin

57、the built environment areintrinsically linked and require acoordinated approach93%37%56%Strongly disagreeDisagreeAgreeStrongly agreeDont knowFigure 5:To what extent do you agree with the following statement?Figure 4:To what extent do you agree with the following statement?However,our research highli

58、ghts that occupiers may be missing opportunities to join the dots,instead taking a siloed approach to developing,funding and executing their social and environmental strategies.A holistic approach to ESG is needed for the greatest effect.Maximizing impact and return across seven areas of social valu

59、e5 will require corporates to adopt a collective and coordinated approach to achieving their goals,and to move away from managing them as separate strands of activity,often with different corporate sponsors,budgets and strategies.Attitudes towards the built environment are changing fast.Organization

60、s are now reimagining the role of the built environment,not only as an environmental lever but also as a primary mechanism for creating positive social change for both building occupants and local communities.Responsible Real Estate:Social ValueFigure 6:How organizations embed environmental and soci

61、al considerations in their real estateAd hocDevelopingAdvancingTransfomationalEnvironmentalSocial40%18%10%27%30%34%26%34%21%162Despite environmental and social ambitions being strong,most organizations continue to approach the delivery of social value in a narrow and fragmented manner,with many lack

62、ing sufficient maturity in the necessary capabilities to accelerate their social impact.The need for companies to bridge the gap between ambitions and actions to accelerate the progress towards social value is now an imperative.Identify and overcome challengesCompanies now need to walk the talk to c

63、lose the gap between ambitions and actionsMore than 40%of organizations are not firmly embedding environmental and social considerations in their real estate strategiesResponsible Real Estate:Social Value1730%20%25%15%Lack of government incentives Lack of funding or allocated budget Difficulty deter

64、mining measures ofsuccess and return on investment Lease agreement limitationsand restrictionsLack of consistent and validated dataand/or standardized reporting Top five barriers to achieving social value goalsEMEAAPACAmericasHowever,without an integrated vision for both environmental and social val

65、ue,it will become increasingly challenging for organizations to deliver on their commitments.Weve identified barriers to success across six areas that need overcoming to enable that delivery.Figure 7:Top five barriers to achieving your social value goals by region Lack of investment financial commit

66、ment,budgetLack of measurement data,metrics,reporting,return on investmentLack of governance cultural and political concerns,government incentivesLack of structure framework of execution,regulationLack of support sponsorship,leadership,reward and recognition,landlordsLack of talent and skills engine

67、ering,design and operationResponsible Real Estate:Social Value18Bold actions and investments will be paramount in generating social value,with each stage of the real estate life cycle presenting unique opportunities to create social value through the sustainable development,inclusive design,adaptive

68、 re-use and repurposing of buildings.However,to truly enable this value generation,more effective partnering is required across an ecosystem of internal and external stakeholders.The relationships that occupiers have with landlords and suppliers,and also with external partners,particularly the local

69、 community and city and government institutions,need to be reinforced and positively exploited.3Embed E and S across the real estate life cycleLeverage opportunities throughout the five key decision stages to create social valueResponsible Real Estate:Social Value19Regular dialogueFormalized partner

70、ship0%10%20%30%40%50%Suppliers/serviceprovidersInternal humanresources departmentInternal sustainabilitydepartmentInternal diversity&inclusion departmentLandlords/developers/investorsEmployee groups ortrade unions0%10%20%30%40%50%Local business organizations orprofessional bodiesLocal community grou

71、psCity/municipalgovernments/plannersNeighboring tenants/occupiersCharities,NGOs,thirdsector organizationsNational governmentsAcademic/research communityReligious organizationsInternal stakeholders and close partnersExternal stakeholders and public authoritiesFigure 8:Engagement of CRE function with

72、internal and external stakeholders-%with formalized partnership in placeFigure 9:Five decision stages to increase social value in the built environmentThere are specific actions and considerations that corporates must focus on across the real estate life cycle to increase their social value impact.I

73、f organizations can find the right level and mix of investment of time,resources and innovation today,they have the potential to generate lasting environmental and social impact for the future.LocationLocation decisions aregravitating towards placesthat offer strong communityconnections and work and

74、play amenitiesLook to partner with landlordsto achieve both E&S goalsthrough lease agreementsFocus on wellbeing,accessibility and inclusionof physical spacesActively engage in localcommunities through jobcreation,volunteering andsupporting communityinfrastructureWork with diversesuppliers and create

75、positive communityoutcomes through theirsupply chainReturn onsustainabilityDesign andoperationof facilitiesResponsibleprocurementDrivingsocial valuein the builtenvironmentPlacemakingand fosteringcommunityReal estateleasenegotiationFive decision stages in the real estate life cycle Responsible Real E

76、state:Social Value60%50%40%30%55%45%35%Safety and securityof the buildingAccess to green spacesand natureAccess to health andwellbeing facilitiesAccessibility-mobilityand step-free accessClimate resilienceTop five considerations in creating higher social value impact at a building levelEMEAAPACAmeri

77、cas20Five decision stages in the real estate life cycleDecision stage 1:Location selectionWe are increasingly operating in an environment where real estate is not just a building but instead forms a wider sense of place for the surrounding communities.Location decisions are now gravitating towards p

78、laces that are accessible,affordable and offer wider amenities and services,as these factors can influence the overall wellbeing of those living and working in the community and also contribute to the generation of more inclusive and equitable neighborhoods.Organizations are progressively balancing

79、an economic rationale for location decisions alongside social and environmental considerations,with priority given to access to safe health and wellbeing facilities and to green spaces and nature.In addition,decisions to relocate to underdeveloped communities can foster regeneration and improve soci

80、al outcomes for residents and workers.Figure 10:Top five location priorities creating higher social impactResponsible Real Estate:Social Value21Case study A Financial Services Client,historically located in Madrids CBD,sought JLLs advice on the optimal location for reshaping and growing its business

81、 in either a long-term commitment to the CBD or relocation to a submarket in Madrid.After extensive analysis of data on the CBD and feasible submarket locations,JLL provided insights on the socio-demographics of existing and future talent,connectivity and planned infrastructure improvements,competit

82、or locations and sector clusters,and amenities for employee attraction and retention,and also key real estate metrics such as rents,vacancy and new developments.JLLs final report and interactive map tool enabled the client to assess the options and then make a data-driven decision to relocate to the

83、 Manoteras submarket and plan other business decisions around the new real estate/location strategy.Considerations for Occupiers Balance the economic rationale of location decisions-i.e.,access to talent,cost of doing business,tax policies-with social and environment factors.Weigh the benefits and c

84、osts of each location option in terms of social and environmental impacts on top of financial criteria.Prioritize locations that offer good connectivity,amenities,health and wellbeing facilities,connection to the local community and green spaces to drive positive social outcomes.Responsible Real Est

85、ate:Social Value22Figure 11:Top five environmental vs.social priorities covered by leases with landlord(s)now and upon renewal Social prioritiesMandatory collaborationand communication toensure ESG performanceRegularly engaging withlocal communitiesEngaging in sociallyresponsible procurementSupporti

86、ng economicdevelopment oflocal communitiesAmenities withinthe building0%40%40%20%20%In place nowPlan to implement in the futureEnvironmental prioritiesLowering emissions/electrification strategyAir quality standardsand monitoringLowering energyuse/availability ofrenewables or offsetsData sharing and

87、data transparencyLowering waterusage and waste0%40%40%20%20%In place nowPlan to implement in the futureDecision stage 2:Lease negotiationOrganizations are increasingly using their lease negotiations to partner with landlords to support social value creation,particularly as real estate investors and

88、asset owners are coming under mounting pressure to deliver credible progress against their own social value goals.As a result,leases are now being used as a mechanism to support social value goals.According to our research,78%of corporates are already including or planning to include options to driv

89、e their Environmental,Social and Governance(ESG)priorities in lease agreements upon renewal.While many organizations continue to prioritize environmental initiatives over social initiatives in leases,leading organizations are more proactive in addressing social value considerations in their lease ag

90、reements;87%are already implementing criteria in leases to ensure regular engagement with local communities.This compares to 43%across all respondents.Responsible Real Estate:Social Value23Case study This Global IT and Business Consulting Services Client has wide-ranging sustainability goals which i

91、nclude its office acquisition process.Turning over 15-20 acquisitions every 10-18 months left the clients acquisition team little time for in-depth lease negotiation and they had limited sustainability knowledge to hand.They needed a succinct guide of sustainability questions to ask and conditions t

92、o implement in their leases.Having assessed the clients objectives,identified clear priorities,incorporated their existing tools,and taken sustainable leasing guidance from organizations such as the Better Buildings Partnership,JLL created a robust set of key questions to ask,crucial clauses to nego

93、tiate,and a non-legally binding Memorandum of Understanding.This equipped the client with the tools it needed to acquire more sustainable offices within the tight restraints of its business needs.Considerations for Occupiers Use lease events to align ESG ambitions with landlords and make shared comm

94、itments on both social and environmental goals.Make transparency and data sharing critical to lease agreements and look for opportunities to collaborate.Adopt a responsible leasing strategy in future lease agreements to capture social commitments on top of environmental commitments.Responsible Real

95、Estate:Social Value24Figure 12:Top five initiatives to consider when designing and operating your facilities by 2025 and beyondDecision stage 3:Design and operation of facilitiesWhen designing and operating facilities,occupiers are now considering the impact of their operations on the local communit

96、y,including local employment opportunities and responsible procurement and sourcing practices.This not only supports local economic growth but also promotes social inclusion,community investment and environmental sustainability.Leading organizations in particular are making faster progress around th

97、e environmental aspects of their social value strategy.Occupiers are also focusing on creating socially inclusive workplaces by taking into account the needs of the workforce.They are prioritizing accessibility and inclusivity by applying various features such as accessible restrooms and workstation

98、s(60%),dedicated social spaces(53%),adjustable desks and other ergonomic features(48%)and enhancements to support a neurodiverse workforce(47%).This is helping to produce an inclusive and welcoming environment for all employees regardless of their abilities and needs.SocialSpace forlocal businessesA

99、 community managerInclusive designprinciplesWellbeing solutionsResponsible procurementand sourcing0%60%40%40%20%20%In place nowPlan to implement by 2025After 2025EnvironmentalLimiting embodiedcarbon of materialsZero waste strategyPursuing greenor healthy buildingcertificationCircularityClean energys

100、trategiesIn place nowPlan to implement by 2025After 20250%60%40%40%20%20%Responsible Real Estate:Social Value25Case studyHyatt Hotels Corporation engaged JLL to manage the LEED and WELL Certification for its headquarters renovation in downtown Chicago.Supporting the design team in implementing susta

101、inable strategies,JLL worked closely on each project phase to ensure all measures were LEED and WELL compliant,and coordinated with the facility and operations teams to measure,track and verify that all goals were being met.JLL also developed a sustainability and wellness roadmap to guide the design

102、,construction and operations teams through the design and construction documentation requirements,and to integrate the input of various consultants such as architectural,lighting and acoustics experts.The renovation eventually achieved LEED Platinum Certification and WELL Silver Certification.At the

103、 time,it was the largest WELL-certified interior project in the U.S.Considerations for Occupiers Design and operate facilities in a way that improves accessibility and inclusion by considering the needs of the workforce Enhance user comfort and create regenerative workplaces that empower the workfor

104、ce with opportunities for physical activity,nutrition and recovery.Adopt responsible sourcing practices to improve the impact of your operations on the local community.Responsible Real Estate:Social Value26Figure 13:Initiatives to create a positive impact on the local communitiesDecision stage 4:Pla

105、cemaking and fostering communityOccupiers have an opportunity to enhance the places they occupy and to support local community cohesion through targeted outreach and engagement activities,and this is reflected in our research which shows that organizations today are actively seeking ways to generate

106、 positive outcomes for their local communities:Local employment and apprenticeship opportunities can create social value by providing individuals with stable income and skills training which,in turn,can help improve economic mobility.Sponsoring local events and volunteering in the local community ca

107、n also generate social value by fostering a sense of community and civic engagement,leading to increased social cohesion and improved overall wellbeing.Volunteering in the local community can also help to break down social barriers and offer the support and resources lacking in the community.0%60%60

108、%40%40%20%20%Initiatives to create a positive impact on the local communitiesBiodiversity projectsSponsoring local eventsPreserving local heritageVolunteering in the local communityInvesting in onsite renewable energygeneration shared with the communityProviding outdoor green spaces accessibleto the

109、 public with seating areasFinancial contribution to localinfrastructure and regeneration projectsResponsible procurement practices,with social value targets for suppliersDiscounts to encourage staff to buy frombusinesses and amenities in the local communityCreating local employment/apprenticeship/tr

110、aining opportunitiesSharing private space for public purposeIn place nowPlan to implement by 2025After 2025Responsible Real Estate:Social Value27Case study This UK Property Investor and Developer Client commissioned JLL to measure the socioeconomic impact of a new urban campus in London on the local

111、 area and its communities,including those within the building itself.Following extensive research,JLL evaluated the changes that had occurred as a result of the development and provided an analysis of quantitative and qualitative results to help improve the understanding of tenant relationships with

112、 the campus-the health,wellbeing and psychological interactions between the buildings and people.Detailed recommendations were made by JLL to improve the buildings engagement and interaction with local communities,businesses and tenants,including practical ideas on how its design and management coul

113、d be changed to enhance community and tenant wellbeing,cohesion and social impacts.Considerations for Occupiers Work with landlords to secure spaces for local businesses and arrange regular events and generate opportunities for local businesses to grow.Provide access to outdoor spaces for mutual pub

114、lic benefit(car parks,auditoria,shared community gardens).Partner with local authorities and communities to plan targeted outreach and engagement activities and to support community cohesion.Responsible Real Estate:Social Value28Decision stage 5:Responsible procurement Procurement in the built envir

115、onment can play a key role in creating social value,with the adoption of responsible procurement practices helping to minimize risk and generate positive impact when sourcing services,suppliers and works.One out of two organizations are engaged in responsible procurement practices and have practices

116、 in place with local suppliers(equal employment opportunities,supplier diversity and supply chain integrity).Responsible procurement practices,with social value targets for suppliersIn place nowPlan to implement by 2025Plan to implement after 20250%60%60%40%40%20%20%APACAmericasGlobalEMEAFigure 14:I

117、nitiatives to have a positive impact on the local communities responsible procurement practicesResponsible Real Estate:Social Value29In particular,the most advanced organizations dedicate spend to small and minority-owned businesses,especially those that are owned by other underrepresented groups.Co

118、llaboration with suppliers is now moving beyond regulatory compliance:In place nowIn place by 2025 or beyond1Ensure suppliers and procurement practices adhere to labor rights and equal employment regulations51%47%Work with suppliers that have strong DE&I practices12Work with diverse suppliers(e.g.,w

119、omen/minority/small/local businesses)50%43%Work with diverse suppliers(e.g.,women/minority/small/local businesses)23Use technology to track supply chain integrity49%47%Encourage suppliers to embed sustainability targets in contracts with their supply chain34Partner with suppliers to create positive

120、community outcomes48%44%Partner with suppliers to create positive community outcomes45Encourage suppliers to embed sustainability targets in contracts with their supply chain47%45%Use technology to track supply chain integrity56Work with suppliers that have strong DE&I practices45%44%Ensure supplier

121、s and procurement practices adhere to labor rights and equal employment regulations67Measure and reduce the impact of the carbon footprint created through the supply chain42%53%Measure and reduce the impact of the carbon footprint created through the supply chain7Figure 15:Responsible procurement in

122、itiatives when procuring services either directly or through suppliersResponsible Real Estate:Social Value30Case study This Financial Services Client appointed JLL to help deliver its new sustainable retail design across multiple sites in Australia.At the heart of the roll-out program was the client

123、s commitment to environmental sustainability,embodying circular economy principles,the reconfiguration of structurally independent spaces to adapt to changing customer needs,and an intent to provide social enterprise opportunities for suppliers.This included the use of an approved,cost-effective sup

124、plier of modular systems which employed local people with disabilities to assemble panels for the retail units.The procurement strategy also supported indigenous-owned businesses,while all materials and FFE were specified with intentionality,guided by the clients sustainability and social engagement

125、 criteria.19 sites,including heritage sites,were delivered by JLL from 2021 to 2022.Considerations for Occupiers Minimize risks associated with procurement,such as supplier non-compliance,human rights violations and environmental degradation,through responsible sourcing and procurement strategies.Pr

126、ioritize procurement from suppliers that have a strong commitment to social and environmental sustainability.Commit to increasing spend with small and diverse suppliers and grow business opportunities for social enterprises and diverse owned businesses.Responsible Real Estate:Social ValueFooter text

127、31What are the overall implications for Investors?To maintain competitiveness and meet changing occupier priorities,investors must strive for safe,healthy and green buildings.Moreover,ever-present climate-related disruptions have heightened the urgency to act to ensure investor portfolios can withst

128、and future weather events.Sustainable building development or refurbishment protects asset liquidity,and such enhancements should be considered alongside broader asset repositioning strategies and timelines.Investors should see actions that improve both environmental and social elements as key value

129、 drivers,such as optimized ventilation,lighting and temperature,as well as increased availability of green spaces.The evidence in this research suggests that environmentally and socially sustainable real estate is quickly becoming a requirement,but investors cannot deliver on their own.Occupiers wit

130、h ambitious ESG commitments present key opportunities for forward-thinking building owners and should be prioritized,especially when considering projects that require owner-occupier collaboration.To ensure tenant engagement at every stage,investors and buildings owners should:Highlight the environme

131、ntal and social benefits in buildings.Partner with tenant leasing teams during the lease event to identify key opportunities for alignment and collaboration on social and environmental initiatives.Identify key points of contact that will ensure follow-through during the lease term and establish regu

132、lar meetings.Ensure that tenants are incorporating social and environmental building amenities into space build-outs where applicable.Responsible Real Estate:Social Value32The pathway to maximizing return on sustainability Organizations are undertaking various actions and investments across their re

133、al estate life cycle to contribute towards their ESG agenda,and there is a consensus that environmental and social goals can be achieved simultaneously.At the same time though,it is important to recognize where these may be in conflict with each other to ensure that one doesnt jeopardize the impact

134、of the other.Investors,developers and occupiers need to coordinate their efforts to maximize return on investment and deliver responsible profits throughout the life cycle of their real estate.Driving return on sustainability Our research has provided numerous examples where responsible corporates a

135、re balancing the needs and interests of a wider range of stakeholders alongside their own commercial interests.This points to the built environment increasingly becoming a focal point for these decisions,acting as a catalyst for positive change and a force for good,and being the vehicle through whic

136、h organizations can maximize the return on their sustainability efforts and create value across the ecosystem of stakeholders.Ecosystem of stakeholdersValue CreationOccupiersInvestors&DevelopersCommunityPolicymakers Workforce health and wellbeing Workforce productivity,agility and resilience Talent

137、attraction and retention Stronger employer brand Reduced negative environmental and social impact through closer supply chain collaboration Cost savings through more energy efficient fit-out and operations More attractive assets to potential occupiers Improved long-term asset values and rates of ret

138、urn Greater asset resilience Brand reputation Stronger regulatory compliance Closer integration/cohesion between community stakeholders Improved quality of life/more attractive neighborhood Community resilience Job opportunities for local workforce Growth of local and minority-owned businesses Meeti

139、ng local and national net zero carbon targets Local regeneration Supporting economic resilience of communities Education,training and employment opportunitiesEmployeesSupply chainDevelopersInvestors/asset ownersCorporatedecision-makersNeighboringoccupiersCommunitygroupsLocalgovernmentNationalgovernm

140、entFigure 16:Value creation through sustainability(ESG)initiatives across the ecosystem of stakeholdersResponsible Real Estate:Social Value3333A framework for action JLL believes that only a purpose-driven,integrated approach to ESG can drive long-term value for companies and net-positive impact for

141、 all stakeholders of the built environment.In evaluating priorities and making decisions,it is important for organizations to consider the environmental and social goals together and to weigh the trade-offs.Only then will they be better able to demonstrate both the impact and the return on investmen

142、t that their environmental and social value activities generate in this new value-creation paradigm.There is growing pressure on organizations to adopt more responsible and sustainable business practices and to implement them quicker.If organizations are to effectively future-proof themselves agains

143、t not only climate change disruptions and challenges but also social inequalities,then environmental and social solutions will need to work in tandem to maximize the return on ESG efforts.It is the translation of these sustainability ambitions into actionable strategies that represents the most sign

144、ificant challenge organizations face today if they are to meet their ESG goals as early as 2030 and towards 2040.To help corporates decide where to accelerate their investments in their ESG strategy,we have created a framework for actions.Responsible Real Estate:Social Value34Environmental MeasuresS

145、ustainability ImpactActionsFinancialSocialEnvironmentalLowering energy useLowering water usage and wasteImproving air quality standards and monitoring in the working environmentIntegrating green spaces into the indoor working environmentApplying circular design principlesProviding public and communi

146、ty with access to green spaces,nature and seating areasInstalling EV charging stationsProtecting wildlife,biodiversity and local habitatsReducing embodied carbon during fit-outsLowering building carbon emissions addressing net zero targetsInvesting in onsite renewable energy generation,shared with c

147、ommunityEnsuring buildings are climate resilientSocial MeasuresSustainability ImpactActionsFinancialSocialEnvironmentalPartnerships to encourage staff to use local businesses and amenitiesPromoting company networks,events and volunteering opportunitiesFollowing socially-responsible procurement and s

148、ourcingCreating local employment opportunitiesDedicating social spaces for employees to interact and socialize in the workspaceSponsoring local eventsAdopting inclusive design principlesCreating shared spaces for local businesses and shared community amenitiesSupporting economic development of local

149、 communitiesContributing financially to local infrastructure and regeneration projectsUsing artwork and imagery that promote DE&IGovernance MeasuresSustainability ImpactActionsFinancialSocialEnvironmentalOverall Board accountability for ESG strategy and executionLinking senior leadership performance

150、 evaluation/rewards to ESG goalsRingfencing budget for ESG measuresEmploying DE&I Officer with day-to-day responsibilityEnhancing data maturity to improve reporting on ESG outcomesFollowing human rights due diligenceWorking with suppliers that have strong DE&I practicesMeasuring and reducing the imp

151、act of the carbon footprint created though the supply chainEncouraging suppliers to embed sustainability targets in contracts in their supply chainEnsuring mandatory collaboration between occupiers and landlords on ESG goalsPursuing healthy or green building certifications(e.g.,LEED,BREEAM,WELL or e

152、quivalent)Responsible Real Estate:Social Value35MethodologyA global survey of 804 corporate decision-makers across 12 key markets worldwide,conducted between June and September 2022.The sample is representative across three regions,industry sectors and company sizes.AMERICAS33%Canada75USA133UK102Ger

153、many74France75Japan36Singapore56Hong Kong S.A.R.30Australia50Brazil51India54China60APAC36%EMEA31%What is your companys core business?Technology and digital16%15%15%9%9%6%6%25%Banking,insurance and other financial servicesManufacturing,warehousingand logisticsLife sciences,pharmaceuticals,healthcareR

154、etail and consumer goodsBusiness support servicesPublic sector,educationOtherCompany size:*Above 10,000 employees:35%*5,000 to 9,999 employees:38%*1,000 to 4,999 employees:26%*Less than 1,000 employees:0.4%Figure 17:Respondents per region and countryFigure 18:Percentage of respondents across key ind

155、ustry sectorsResponsible Real Estate:Social ValueGlobal research contactsDr.Marie PuybaraudGlobal Head of Research,Future of WSteven LewisGlobal Head of IOther research contributorsPatricia RaichtSenior Director,ResearchAmericasFlore PradreResearch DirectorJLL Work DynamicsRupert DaviesSenior Resear

156、ch Analyst,Global InsightAleksandra GladyszewskaSenior Research analyst,EMEATo find out more about JLL servicesRainey ShaneVP,Projects TeamProject&Development ServicesJLL Work Dynamics,ASyreeta BayneHead of Social Value,EMEAElke KornalijnslijperHead of Sustainability Consulting,Asia Pacific,JLLElke.

157、KMarina KrishnanDivision President,Asia PacificJLL Work DVijay JesraniManaging Director,Global Consulting,JLL Work Dynamics,AGuzman Yarza BlacheHead of Workplace StrategyJLL Work Dynamics,EMEAWilma GerberCOO&Head of ESG,Project&Development ServicesJLL Work Dynamics,Asia PRegional research contactsPa

158、ulina TorresSenior Research Analyst,ESG and SustainabilityARicha WaliaDirector of Research,EMEAJLL Work DKamya MiglaniHead of ESG ResearchAsia PAbout JLLJLL(NYSE:JLL)is a leading professional services firm that specializes in real estate and investment management.JLL shapes the future of real estate

159、 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$20.9 billion,operations in over 80 countries and a globa

160、l workforce of more than 103,000 as of December 31,2022.JLL is the brand name,and a registered trademark,of Jones Lang LaSalle Incorporated.For further information,visit .About JLL ResearchJLLs research team delivers intelligence,analysis and insight through market leading reports and services that

161、illuminate todays commercial real estate dynamics and identify tomorrows challenges and opportunities.Our more than 550 global research professionals track and analyze economic and property trends and forecast future conditions in over 60 countries,producing unrivalled local and global perspectives.

162、Our research and expertise,fueled by real-time information and innovative thinking around the world,creates a competitive advantage for our clients and drives successful strategies and optimal real estate decisions.COPYRIGHT JONES LANG LASALLE IP,INC.2023:This report has been prepared solely for inf

163、ormation purposes and does not necessarily purport to be a complete analysis of the topics discussed,which are inherently unpredictable.It has been based on sources we believe to be reliable,but we have not independently verified those sources and we do not guarantee that the information in the repo

164、rt is accurate or complete.Any views expressed in the report reflect our judgment at this date and are subject to change without notice.Statements that are forward-looking involve known and unknown risks and uncertainties that may cause future realities to be materially different from those implied

165、by such forward-looking statements.Advice we give to clients in particular situations may differ from the views expressed in this report.No investment or other business decisions should be made based solely on the views expressed in this report.About JLLs Sustainability ServicesThrough our end-to-en

166、d suite of Sustainability Services,we support our clients at e very stage of their sustainability journeys.We start by helping them to develop sustainability strategies and action plans,then execute on those action plans,and optimize for cost and performance.Our sustainability solutions are configur

167、ed to help our clients achieve their desired outcomes whether those outcomes be financial,environmental,social,or governance-or resiliency-related no matter where they are on their sustainability journey.With our end-to-end suite of energy and sustainability solutions,we can meet our clients exactly where they are,help them achieve their desired outcomes,and to do so more effectively and efficiently over time.