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2020 Annual report

Vision creates value JLL/Bank of America Account

Table of contents 1.

Stakeholder Letter 3

2.

Portfolio Overview 5

3.

Operational Excellence 7 • • • • • •

4.

Responsiveness & Ownership 21 • • • •

5.

COVID-19/RTO 23 Disaster Management 29 PDS Process Improvement 31 Risk & Compliance 33

Integration & Optimization 35 • • • •

6.

2020 Results at a Glance 09 Aligned Partnership 11 KPIs 13 Financial Performance 15 Finance digital roadmap 17 Spotlights 18

GRES Tactics 37 Retail Program 39 Portfolio Optimization 41 One! Program 45

Proactivity & Innovation 47 • Digital Transformation 49 • Power of Global Firm 53

7.

Looking Ahead 55 • 2021 and beyond 57

JLL/Bank of America Account

To our client and key stakeholders:

Pat Rainey

Account Executive JLL Bank of America Account

2020 was a year of unprecedented challenges, and never has it been more critical to have a trusted real estate partner that manages the bank’s portfolio as if it was their own. Facing a global pandemic, numerous natural disasters, financial unrest and protest activity, JLL rose to the challenge – standing up a COVID Command Center, expanding the capabilities of Corrigo and the Disaster Management Tracker, developing a PMO devoted to developing the strategy to safely return employees to the office – all the while continuing to deliver results for the bank.

We leveraged technology to help manage the COVID crisis – developing several custom dashboards in record time to provide insight on everything from C&J oversight to developing social distancing floor plans and building readiness for the return to office strategy.

We continued to refine tools that deliver greater financial transparency that support strategic data driven decisions about the portfolio. Tools like the IFM Site Details & Financials that allow the bank to dive into details at the site level, along with the Capital Planning dashboard, and Transaction & Lease Admin Financials that will become integral to that delivery.

In 2019, JLL engaged two audit firms to perform reviews in the area of Contracted Spend. This year account leaders from PDS and Sourcing went to work in partnership with our client in developing a number of process improvements. As a result, our Project Managers are actively utilizing 25 new tools, resulting in more effective management and GC financial accountability for our client.

Implemented last year, Corrigo proved to be an invaluable tool for the bank and its facility partners greatly streamlining the work order process and providing tracking and insights to manage through numerous natural disasters and other challenges.

Our team created all new procedures, steps and fields in Corrigo to respond specifically to COVID and accommodate RTO and readiness operations. We also delivered mobile-enabled access to support remote use by BofA employees and providers.

The retail program delivered 750 projects despite delays and challenges due to the pandemic. The Bank of America Tower in Charlotte won a prestigious CORE Award for large projects from the Carolinas Chapter of CoreNet, and we completed the moves to the final floors of that award-winning tower. Moves commenced at 110 Wacker in Chicago and will continue through January 2021, part of a major co-location strategy in that market. In addition, we delivered more than 46 floors consisting of 1M S.F. in markets across the portfolio. As part of the broader portfolio optimization strategy, we are driving opportunities for aggressive space and rent reductions and implementing a stringent review process for all transactions.

We have accomplished a lot together in our more than 29 years of partnership, and while we hope to never see another year like 2020, we were proud to be an integral part in developing the bank’s COVID strategies, all the while managing and maintaining the portfolio. We are eager to continue to deliver results, transitioning teams back to the office, propelling digital transformation & innovation, driving cost savings and financial transparency, and further optimizing the bank’s global portfolio in 2021 and beyond.

Sincerily

Pat Rainey 3

4

JLL/Bank of America Account

Portfolio review

2020 Annual Report

As the bank’s primary facility partner, we oversee 70% of the bank’s overall portfolio consisting of 5,459 properties and 49.4M square feet, and we are the global providers of technology, capital planning, lease administration and call center services.

Domestic

International

5,445 sites | 47.1M SF

14 sites | 2.3M SF

Canada

Pacific* Sites:

911

SF Managed:

6.5M

Central Sites:

852

SF Managed:

7.0M

Gurgaon Carolinas** Sites:

468

SF Managed:

7.9M

Mumbai Hyderabad Chennai

So.CA Sites:

881

Southwest

SF Managed:

7.2M

Sites:

1,104

Southeast

SF Managed:

9.4M

Sites:

1,129

SF Managed:

9.2M

*Alaska and Hawaii not pictured | **Includes Canada

5,459

49.4M

~1,200

Total locations in global portfolio

Total square feet managed

Global headcount

Sole provider in

5

38 U.S. states Canada GDCE India

Global ownership of

BofA Technology Platform Lease Administration services Call Center services Capital Planning 6

JLL/Bank of America Account

Delivering results Employee spotlight

Operational excellence

We continue to surpass the account’s goals delivering operational excellence for the Bank.

Matt Brown Matt Brown joined the Bank of America account a little more than a year ago and has had an immediate and sustained impact on our delivery of Business Intelligence reporting. He came to us from the HSBC account with fresh ideas and a drive to deliver results.

His ability to partner with the IFM COE team, utilizing an agile development methodology, is a practice we have been adopting with other service lines. Both his ability to lead his direct reports and his influence with the business stakeholders has allowed us to deliver many impactful and innovative initiatives.

Two examples of Matt’s achievements include: The IFM Financials dashboards and process, allows us to track the largest drivers of financial variance for each building, while also collecting and processing any explanations for these variances. Upon delivery, this immediately became the most utilized dashboard ever delivered for the BofA Account.

He was also integral to the combined BofA, CBRE, and JLL team assigned to deliver best in class Return to Office (RTO) reporting. This effort utilized enhancements to technology to capture new data, combined that with data provided by BofA, and displayed relevant visualizations in Tableau from the highest level summaries down to the individual floor and checklist question.

These Dashboards are recognized as best in class within JLL and are regularly used as an example of the highest quality Tableau development. Matt is the driving force leading the teams that delivered value.

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8

JLL/Bank of America Account

2020 Results at a glance • ALL KPIs were GREEN for the year, achieving 2020 Performance Standards • Exceeded the target portfolio reduction for 2020 (159K SF) • Charlotte Tower won prestigious CORE Award from Carolinas Chapter of CoreNet • Moves to Charlotte Tower completed and moves commenced to 110 Wacker in Chicago • Delivered numerous BI tools and dashboards and enhanced user adoption • Created Safe Distance Approximator to calculate RTO seat capacity. – Tool was adopted by FMS and is being used in several accounts across the firm • Delivered 750 Retail Projects despite COVID delays and challenges • Achieved 31.8% Diversity Spend, exceeding 2020 target.

9

551K

1,403

34,000

work orders processed

transactions closed

people moves completed

33

258,000

21,500

BI dashboard deployments

BI dashboard views

avg. monthly dashboard views

750

46

96

retail program projects

Space Mod floors delivered

RTO innovations analyzed

10

JLL/Bank of America Account

2020 Annual Report

Aligned partnership As the bank’s primary facility partner, our goals are the bank’s goals and as such, our account’s strategy and initiatives are developed directly in support of the bank’s yearly priorities. Throughout this report, we will share the many ways we delivered on this strategy as well as how we have supported the bank through the COVID pandemic and the many unforeseen challenges we faced in 2020.

CRE Objective Accuracy to Financial Forecast Meet Current Financial Year Plan

Demonstrate Value Engineering / Innovative Workplace Solutions

Portfolio Optimization

Portfolio Optimization Workplace Strategy

11

CRE Objective

Meet Retail Project Forecast

JLL Account Strategy / Initiatives • Continue to drive Retail project program results with existing management routines and reporting.

• Continue to stay in the lead role for all Retail program management and maintain client relationships.

JLL Account Strategy / Initiatives Optimization: • Process and Tool Transformation • Strengthen and enhance our controls and processes Insights: • Building-level budget creation and reporting • Develop multi-year LOB forecast Partnering: • Increase financial acumen and our advisory role across account • Improve confidence in the financial forecast and plan management • Invest in our team - re-tool skill sets and focus on attracting and retaining best in class talent.

• FM Transformation - utilize data insights generated by Corrigo to drive value and change behaviors.

• Review all retail “Standards”. Supplier base to provide “like” lower cost items.

• Stood up COVID Command Center, Innovation Program as well as the PMO for Return to Office Strategy.

• Optimize portfolio through planned SF reduction by 428K SF. Access 74 markets to drive more value to financial, operational and strategic value.

• Create multi-market plans for the next 10 large admin markets • Evaluate the next 200 Merrill sites for co-location or rationalization opportunities.

Execute Projects On-Time and On-Budget

• Maintain current management routines that have exceeded the KPI goals 3 years running.

Improved Employee Experience

• Partner to influence cultural alignment to drive adoption of Space Mod through change management, technology enablement providing and tracking continuous improvement and measures.

Ensure Adherence to Compliance (Laws, Rules and Regulations)

Meet Enterprise Environmental, Social and Governance (ESG) Goals

• Increase significance of robust Risk & Compliance Program inclusive of internal audit program, remediation progress of internal audit findings, process changes and enhancements, R&C training and communications to account.

• Accelerate projects that can positively impact BofA ESG goals.

• Provide historical and pipeline diversity spend data to regional ADs and Project Management leads to inform and enable achieving diversity spend KPI and upside incentive.

• Execute on Space Mod projects - Evolution of the program through best practices, technology and innovation in order to enhance employee experience.

• Reimagine the workplace and provide transformation strategies for the next normal.

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JLL/Bank of America Account

KPI Scorecard ALL KPIs were GREEN for the year, achieving 2020 Performance Standards.

Reporting Period:

January – December 2020

Placeholder

13

14

JLL/Bank of America Account

Financial performance Cost Saves/ROI Our long-term partnership and knowledge of the bank’s portfolio enabled us to develop efficiencies and drive significant savings for the bank.

$197.3M

$13.84

Total cost savings & avoidances

Cost savings & avoidances for every $1 in fees

$56.3M PDS

+

+

$14.5M Lease admin

$54.0M Transactions

+

$3.5M PDS Project Rebates

+

$30.3M COVID C&J

$158.60M

Cost Saves by Function

$2.9M FM/Engineering

+ $3.8M + Sourcing

$32.0M Transactions

$38.7M

Cost Avoidance by Function Finance Highlights • Execution against targeted Capital Plan • Finance Transformation – analytics & insights (Building Level Forecast) • Evolve quality of forecast/accuracy • Optimization • COVID agility – capturing costs, reporting, etc.

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JLL/Bank of America Account

2020 Annual Report

Finance digital roadmap

Spotlight: IFM financials

New reporting & analytic tools will drive transparency and enable users to better integrate financials into all business decisions.

Building Level Budgets Phase 1

Building Level Budgets Phase III

Building Level Budgets Phase II

automated load of manually generated forecast files

Full forecast automation & reporting Kick-off

Reduce manual file creation; partial automation

IFM Financials BI Reporting Release

Project Management Financials BI Reporting Release

OpEx by building

Capital and Depreciation Expense

Transaction and Lease Admin Financials BI Reporting Release

Background

Operational Feedback

BofA has an ongoing focus on cost savings and financial discipline. In 2020, FPs have a new KPI focused on variance from forecast (+ or – 2.5%).

Every month, FMs review building level financials to drive a stronger understanding of financials and input variance commentary when necessary.

Building level budget reporting has enhanced processes for the team due to the following:

These efforts resulted in increased ownership and financial acumen at the site level and by Facility Managers

• Additional insight and visibility into overall accrual process which helps support forecast improvements

Rent and Pass Thru Expense Developed / Deployment Q1 2021

• Cost controls for recurring contract services – additional visibility (i.e., site expense comparisons)

• Variance information provided for review and consolidation in monthly client reporting • Expenses broken out by site type (Admin/Retail) beneficial for strategy and client discussions of OPEX.

Q2 2020

Q1 2020

Q3 2020

Scenario Planning Tool (SPT) – Phase 1 Deployment Modeling Deployment

Finance Transformation

Q4 2020

SPT – Phase 2

SPT – Phase 3

Define integration with FIT and Market Planning In progress

Enhancements & Integration Ongoing

Business Enablement

Strategy Development

Sample Results

Opportunities

Fire Life Safety | IL4-540 a $40k invoice was received and processed for payment in August 2020. Through Monthly Variance routines it was identified and found this bill is the responsibility of the Landlord. FM engaged with Provider to obtain a reimbursement and Provider has updated billing to reflect future bills being sent directly to the Landlord.

2020 BLB Program should be utilized as a base year and processes and routines are continuing to be refined. 2021 opportunities include: Recurring contracted expenses Site trends and comparison Greater time commitment and involvement – additional BI opportunities to streamline operational routines for Finance Future IFM time study of overall addition to Facility Managers’ routines

2021 Finance transformation goals

Refinement of variance commentary process.

• Expand Scenario Planning Tool capabilities and Tableau use for Analytics • Further enhance automation in support of financial forecast

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2020 Annual Report

AP/ Accounting/Capital Accounting

Strategy • Evaluated 399 market strategies • Approved transactions RES capital impact by LOB and by tier level

Average invoice processing volume greater than

59,000/month

Admin/Retail/Merrill Admin/Retail/Merrill Projects Projects

ThresholdThreshold 2% $214M

Over 1000 funding files completed, across five E1 companies, totaling more than

15% $309M

~ $3.2B

Total value of invoices processed/funded

76% $175M

14% $26M

15% $309M 10% $12M

2% $214M

4% $73M 14% $26M 21% $77M

10% $12M

76% $175M

4% $73M

59% $105M

21% $77M

59% $105M

~$0.3B/month Merrill

Merrill Retail

RetailAdmin

Admin

T1

T2 T1

T3 T2

T4 T3

T5 T4

T5

Booked

14,500 assets

• Forecast Reporting

~0.9B

• Major Market – Strategic Opportunity

Total value greater than

‒

Retail expense drivers by program tied to counts (Driving further financial transparency in the retail space)

‒ Completed multiple market strategies to support optimization over 10-years. This included COVID analysis, RTO, LOB and Rapid Market Reviews.

• Governance

‒ ‒

19

Standardized monthly governance documents (including T1/T2) with process and controls put in place Partnered with client to implement Forecast Approval Process.

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JLL/Bank of America Account

Delivering results

Responsiveness

& ownership We manage the bank’s portfolio as if were our own paying attention to the smallest details, delivering service excellence and ensuring the safety of all employees.

Employee spotlight Mandalin Phillips Mandalin joined JLL almost 5 years ago into a role without definition and was tasked with building a Risk and Compliance program, from the ground up. As part of the Risk & Compliance function, she added a robust internal audit program that enables JLL to find and address risks before they become issues for the client. She is an impressive problem solver who is able to address complex issues with strategy and confidence.

We rely heavily on Mandalin’s legal expertise and guidance. She makes the complex simple when interpreting the complicated legal/contractual language for others on the account. Mandalin has a unique mix of high performing execution skills with strong emotional intelligence. She embodies the ideal team player – humble, hungry, smart and is one of the most talented team members on the account. Mandalin intuitively knows helping her partners through risk and compliance issues requires a non-judgmental, collaborative and transparent method.

Mandalin’s philosophy about successful communities is centered on diversity, and how communities blossom from intellectual and cultural differences. Mandalin applies this philosophy through her involvement in the JLL Carolinas Building Pride/LGBTQ Business Resource Group (BRG) where she serves on the leadership board. Through Mandalin’s efforts, enthusiasm and compassion, the Carolinas Building Pride has tripled in membership! In addition to Building Pride, she has supported community service events for organizations such as Habitat for Humanity, Charlotte Rescue Mission, Second Harvest Food Bank and Time Out Youth.

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JLL/Bank of America Account

2020 Annual Report

COVID-19/RTO The unprecedented circumstances of the COVID-19 pandemic posed unforeseeable challenges for Bank of America’s global real estate portfolio. The following pages outline the ways in which JLL closely collaborated with BofA Real Estate Services (RES) to optimize operations during COVID-19, as well develop the strategies and tools to drive BofA’s Return to Office (RTO).

March 2020

May 2020

July 2020

November 2020

• March 1, the COVID-19 Command Center was established • March 16-18: Cleaning scope was modified at 5,000+ sites • Closely aligned communications plans as markets were impacted by stay-at-home orders.

• May 14: COVID Executive Dashboard deployed • May 15: RTO PMO / workstreams established • May 26: 1st wave of Retail re-opened.

• Global disinfecting strategy workstream established.

• Operational Pilots for 3 recommended long-term surface treatments.

March 2020

23

April 2020

May 2020

June 2020

July 2020

April 2020

June 2020

• April 6: Day 1 of new Retail C&J video audit program • RTO Social Distancing Standards established • RTO Methodology established.

• June 6: RTO thermal scans implemented • Building re-entry prioritization • June 15: Master RTO Simulations begin • June 19: Safe Distance Approximator goes live • June 25: RTO Dashboard Dry-Run.

September - October 2020

November 2020

December 2020

December 2020 September - October 2020 • Global Admin C&J QA program launched • Initial waves of Admin site returns.

• Delivery of comprehensive RTO Disinfecting Strategy & Financial Forecast for 2021.

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JLL/Bank of America Account

2020 Annual Report

Application of methodology at work

RTO highlights at a glance

557

22K+

55

12K

6

Total RTO Site Checklists completed

Individual RTO checklist inputs

Total admin sites returned (global)

HC impact of sites returned YTD

New Corrigo procedure templates

96

12,600+

86%

66%

63%

RTO innovations reviewed by Task Force

C&J Retail Video Audits completed YTD

Avg. C&J retail audit compliance score

Increase in C&J retail compliance YTD

RTO Workstream

Building Capacity

Develops RTO Methodology

Building Readiness

Applies Methodology to prioritize sites

Building Operations

Implements disinfecting & distancing standards

RTO Reporting

Develops tools to enable workstreams

Total RTO Site Checklists completed

RTO highlights at a glance Facility Partners collaborated to develop algorithms for 10 physical distancing components to be applied to admin simulation sites to stress test for total building readiness prior to re-entry.

Emergency Egress

Building Ingress

Vertical Conveyance

Restroom Capacity

Workplace Distance

Parking Ingress & Egress

Horizontal Conveyance

Food Service

Cleaning & Disinfecting

Building Operations

Primary Function

How they support Enterprise PMO

RTO Phase

Inputs delivered

Outputs recieved

Creates VIEW OF SUPPLY to form HR’s strategy of RTO group prioritization

Re-Entry Prioritization

• List of operational sites with LOB occupancy • Approx. seat capacity using RTO standards • Costs of re-entry • Specialty space identification • Market plans • Badge swipe data

• Re-entry Tier assigned to each Building • Market view of re-entry prioritization for each building

Provides view of PROGRAM HEALTH to show RTO potential and post-RTO health

Site Readiness

• Tiered site re-entry prioritization • FM readiness checklist • Site capacity adjustments based on detailed studies • RTO floorplans with updated seat capacity and pathing

• Readiness Go/No Go framework • Prioritized list of sites ready for re-entry • Financial impact for ready sites

Site Readiness Validation • Established the Go/No-Go Governance Framework to be applied to each building set for re-entry • In partnership with Building Operations, developed the RTO Building Readiness Checklist • Delivered the Health and Safety Framework (HSF) to categorize countries and states for re-entry.

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26

JLL/Bank of America Account

2020 Annual Report

Re-Entry Readiness Protocols Developed and executed the comprehensive RTO Building Readiness Checklist for all re-entries:

Distance seating charts and workspace reconfiguration

Signage installation

Technology planning

Safe Distance Approximator • Powered by JLL Business Intelligence, the Safe Distance Approximator tool uses RTO methodologies to calculate RTO occupancy and distance seating capacity.

PPE Set-up

Retrofitting fixtures to touchless and installing new door pulls

RTO Executive Dashboards & Tools Stanchion installation for distancing queueing

+

Temperature screening installation

Indoor Air Quality Test procedure updates for COVID considerations

HVAC assessments and other systems modifications to ensure alignment with CDC or ASHRAE guidelines

• RTO Dashboard (Building Readiness, Go/No-Go Checklists) • RTO Master Simulation reporting • Health of the Program reporting • New RTO Reporting Tracker Tool for Facility Partners • C&J Complaint Work Order Dashboard • C&J Retail and Admin Audit Dashboards.

RTO Reporting • Delivered the RTO adjusted floor and site level capacity, distancing seating and traffic pattern flow plans for all admin buildings • Established weekly COVID-19 updates summarizing new technologies, agency guideline updates, and industry updates • Bi-weekly RTO Innovations Report on technologies being reviewed and tested by Innovation Task Force and Arcadis • Weekly RTO Workstream Reports.

27

Corrigo • JLL created all new procedures, steps and fields in Corrigo to accommodate RTO and Readiness operations • Delivered Corrigo pilot training to prep IFM teams for RTO • Mobile-enabled experiences to support remote use by BofA employees and providers.

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2020 Annual Report

Disaster Management In addition to the challenges on the COVID pandemic, 2020 was one of the worst years on record for both wildfires and hurricanes. Our regional teams truly rose to the occasion keeping the client operational and maintaining bank facilities with little downtime.

Wildfires

28

Fires/Lightning complexes

137

~100

215

Impacted Sites

Air scrubbers deployed

Charcoal filters installed

Hurricanes/Tropical Storms

9

named storms that made landfall

21

139 60

191

$5.5M 16

High risk sites requiring assessment/restoration prior to re-opening

camera assessments

sites sandbagged

Civil Unrest

3

Protest events

precautionary board ups

in prep and remediation costs

emergency capital projects

Overall Statistics

1461 WOs

29

312

Engineering pre-checks

30

JLL/Bank of America Account

PDS Process Improvements In 2019, JLL engaged two audit firms to perform reviews in the area of Contracted Spend. We received results of this work in late 2019, and early in the first Quarter of 2020, account leaders from PDS and Sourcing went to work in partnership with our client in developing a number of process improvements.

In Q2, implementation plans were drafted and vetted through Steering Committee and Task Teams reviews, after which the entire PDS team participated in three waves of training sessions over a period of 111 days. As a result, our Project Managers are actively utilizing 25 new tools, resulting in more effective management and GC financial accountability for our client.

Wave 1 • Introduction of the Proposal & Invoice Checklist Tracker • Clarity & Requirements on Invoice Pencil Drafts • Updates to the Vendor Coding Sheet

Wave 2 • Introduction of the Contract Type Matrix & Waiver form • Reminder of bidding thresholds and revisions to the RFP • Clarification on AE signature requirements

Wave 3 • Revision of the SOV, Recon Workbook, BPF and Furniture Information Sheet • Introductions of the Furniture Quote cover sheet and validation tool • Modifications to the way we issue POs

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32

2020 Annual Report

Risk & Compliance 2020 Audit Approach • Audit plan developed based on risk assessments, issue trends and BofA priorities • R&C conducts audit and tracks opportunities to complete remediation • Risk Assessments conducted across service lines to identify risky areas and audit opportunities • Development of formal audit documentation templates and remediation tracker.

2020 Audits Completed

Audit Process

• Corrigo Sales & Use Tax • Background checks • I9 Verification • Employee System Termination • Physical Access Termination • Visa Works and Out of Pocket Expenses • US RFP Process (PDS).

• Risk identification (through Risk Assessment or issue) • Establish audit scope • Formal notice of audit sent to process stakeholders • Data request • Interviews with stakeholders • Data analysis • Gap identification and remediation plan development • Audit report issued • Remediation monitoring.

2021 Audit Plans – Next Steps Risk Assessment • Continue to conduct account-wide risk assessment to proactively identify high risks • Tailor 2021 audit plan to address high risks identified • Conduct operational risk assessments of COEs to organize risks into operational risk categories • Ensure that each operational risk has a reporting function or self-monitoring routine to identify nuances or process errors.` 2021 Goals • Drive “Why Risk It?” campaign across account to create momentum on self-identified risk escalations • Decrease number of issues identified in audit focus areas • Align with CBRE on process improvements • Drive audit-readiness culture on account for all services lines and processes • Train teams self-monitoring best practices.

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34

JLL/Bank of America Account

Delivering results Employee spotlight

Integration

& Optimization We fully integrate services across all platforms on the local, national and global levels delivering a seamless experience for our client and strategically optimizing the bank’s real estate footprint.

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Stewart Jensen Stewart leads the So Cal FM team on the Bank of America Acct. and has done so with such fervor for the last 10+ years. Stewart goes far beyond an RFM role – he is our SoCal portfolio manager, representing JLL to all of the market leads, knowing their needs, jumping in wherever needed – regardless of service line.

Stewart lives our JLL values of teamwork, ethics, integrity and excellence on a daily basis. He is well respected by his entire team and all service lines within his peer group. He says what he means and means what he says. He is a vocal leader, not shying away from spearheading tough situations. He is the “go-to” person for the client.

They know he will do the right thing to solve the issue at hand.

No matter the challenge, Stewart is always the first to encourage the team to rise to the challenge and to welcome change. He leads his team in a way that is empowering future JLL leaders through coaching, encouragement and valuable feedback.

He strives for excellence and that is showcased by the way he focuses on what the client truly needs, and not only that, he anticipates their needs.

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JLL/Bank of America Account

Global Real Estate Services

Featured Projects

Major GRES Tactics Seattle

Bank of America Tower Charlotte, NC The Bank of America Tower won a prestigious CORE Award for large projects from the Carolinas Chapter of CoreNet. This year, we completed all bank floors and moves to the Tower

Spokane

West

Central

1,809 sites 14.3 M SF

Natural Disaster

1,951 sites 16.4 M SF

San Francisco

110 Wacker C o l um b us

R en o

C h a rl o t t e T o w e r

D e n v e r GI S W es t L A

Simi Valley

San Diego

R a l e ig h

St. Louis

East 1701 sites 17.4 M SF

Tucson

This modern office space provides bank employees greater flexibility in how they work and collaborate as a team.

All client-facing businesses are now in one Charlotte location with the facility amenities, staff and resources to help clients navigate every stage of their financial lives.

Co-locations & exits

Palo Alto

C o rp o ra t e C e n t e r 401 N. Tryon 1 BAC

Germantown New Store D e c a t ur Ne w St o r e Atlanta

Pinnacle TIA Atlanta

San Antonio

Space modernization

Retail program

JAX Ops

2020 Highlights & Initiatives • Charlotte Tower Successful Delivery • Corporate Center Renovations & Rebranding • 110 Wacker – Moves Commenced • RTO G2/G3 Building Readiness: Corrigo checklist completion, • MES install of cashier window barriers at Merrill sites • Rent Reductions focus on aggressive lease renewal strategies • Monthly IFM Financial Review with RDs Finance / COE new addition • 2020 Forecast accuracy for both Capital and R&M • Hurricane/Wildfire Readiness & Response

‒ ‒ ‒ ‒

9 named storms that made landfall California - 4.2M acres burned this year, and over 9600 separate wildfires Oregon - over 1M acres burned Washington - over 475k acres burned

• FM Pack & Move support ongoing review for larger rollout • PDS Innovation Tank 2 rounds of “Shark Tank” innovation idea selection • West region piloting OpenSpace technology at 3 project sites.

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110 Wacker Chicago, IL

Simi Valley Co-location

Part of a major co-location strategy in Chicago, 110 Wacker opened its doors this year as moves began to this modern, innovative tower on Chicago’s Riverfront. By early 2021, 110 Wacker will house all client facing lines of business in the Chicago market.

Optimizing the footprint by exiting 3 locations and consolidating into 2 with partial space modernization and renovation Recently completed 2275 moves for this tactic, which is 71% of the overall moves The overall tactic is slated to be complete in February.

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JLL/Bank of America Account

Retail Program Year over year, JLL has continued to surpass targeted goals and maintained a strong 2020 delivery despite COVID challenges. JLL delivered 60 New Centers in 2020 which includes entering new expansion markets for Bank of America. In fact, 27 of the 60 new centers are in expansion markets - Ohio, Indiana, Utah, Kentucky, Colorado, Tennessee, and Minnesota.

In 2021, we project an overall budget/dollar volume increase of ~30% over 2020.

Delivered $458MM

Delivered $359 MM

495 Delivered $466MM

421

401 295

284

244

200 64

34

65

2017

2018

New centers

Renovations

60 2019 ATMs

45 2020

Exterior renovations

Financial Center Powell, Ohio

Financial Center Hamburg Place Lexington, Kentucky

• SF: 9,582 • Budget: $6.1MM • First Retail Financial Center Co-Location in OH expansion market • First two story Arc-In plan design in the region • Zero punch-list KPI achieved

• SF 4,128 • Budget: $3.7MM

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Employee spotlight Molly Barber

Delivered $426MM 592

Delivering results

Molly’s BAU role is leading the space modernization continuous improvement workstream as well as the oversight of the incubator pilots. Delayed returns to office have inhibited many of her space modernization post move activities as one could expect. As a result, Molly chose to step in to become the key JLL stakeholder for RTO reporting. She developed unique and very thorough distancing limiting factor calculations.

This methodology ensures bank buildings are using a consistent and safe distancing approach to calculate RTO seat capacity.

Molly’s BAU role has nothing to do with occupancy planning or space management. She had no previous familiarity with the FMS systems or how the RES team was reporting capacity internally.

She volunteered to take on this very important role because she recognized the gap, not because she was asked to shift her focus. She has had to quickly develop intimate knowledge of the very complex data and workflows in FMS, Alteryx, and bank RES and HR reporting. Then she had to think through how to apply different logic to it to create new processes and workflow that capture and report this very unique inventory of seats. This process has never been done before. The dashboard and the requirements for the bank have continued to evolve and improve under her guidance, even as the bank’s approaches to returns have changed many times. She works directly with the BI team, including the team in Warsaw, to develop innovative solutions to address change requests and complex problems. The client and CBRE are completely dependent on the reporting outputs from the team and Molly’s insights.

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JLL/Bank of America Account

2020 Annual Report

Portfolio Optimization We exceeded the portfolio reduction target for the bank in 2020 (159K SF) and have identified opportunities for additional significant reductions to further optimize the bank’s portfolio.

2020 Market Planning Successes Strategic Programs

Opportunity to reduce portfolio to 62MM by 2025 • 3.6MM SF / $129MM annual occupancy expense reduction opportunity identified above plan (JLL)

MLEF Aggressively rationalize down non client facing portfolio • Integrating GT&O plans, drive space mod, determine options for a comprehensive/standardized view on vacancy backfill options • Workforce location 10 year plan

Top down location end state strategy based on talent first • Multi Market approved plan: 2.3MM SF / $189MM 10 Yr P&L reduction

Co-Locations Bring client facing business together while optimizing space • 74 market strategies in market president markets • Assess each site in the context of the entire market

Portfolio Optimization

• Top-down location end state strategy • Aggressive SF / occupancy expense reductions

• Optimize Merrill portfolio • Consolidate & repurpose operation space

Occupancy Spend

• Capital spend reductions • Managed expense gaps

• Optimized rent rates & capital investments

Workplace Efficiency

• Space Modernization • Evolving workplace design standards • Reservation system pilot

seat efficiency improvement

53%

105

floors complete

199

floors in flight

Transformation Acceleration Recommendations Program strategy finalized in 2020 • 74 market strategies with co-locations completed

• Rethink BofA’s enterprise workforce model and advance integration with LOBs:

‒ ‒

Develop global view to drive optimal portfolio strategy Identifying best value-add opportunities

• Align enterprise and GRES strategic technology priorities • Migration to long-term Hybrid workforce model • Peers have already acknowledged WFH culture:

Merrill Reduce Merrill real estate costs while optimizing space • Determined exit/consolidation viability of all standalone sites based on utilization, lease options, site proximity, LOB insights • Right size using varying degrees of space mod and coworking

Transformation Progress

Results

Covid response • Aggressive opportunity list

Portfolio transformation opportunities

241 opportunities analyzed in Pilot and Phase 2 initiative • 32 approved: 138K SF / $4.5MM annual occ expense reduction • 30 pending decisions - $3.4MM annual occ expense • Incorporated Merrill Optimization into Rapid Market Reviews

‒ ‒

3 out of 4 peer banks already have a long-term Hybrid workforce strategy 2 out of 4 peer banks have exceeded BofA in reduction.

Operational / Processing Assess back office/processing footprint at enterprise level • Determine current and forecasted space use for Credit Card Issuance, Document Storage, Document Fulfillment, Foreign Cash Vaults, Lockbox, WARC

41

Ramp down and eliminate / consolidate / repurpose space • 6 functions - 18 sites in 20 markets – totaling 652K in function SF and operating at 59% capacity • Opportunity to combine into 7 sites and reduce function space by 340K SF

42

JLL/Bank of America Account

2020 Annual Report

2025 Portfolio Strategy Asset Class

Strategic Agenda

Low

High

Admin

• Transformation to Hybrid Workplace • Agile Workforce Strategy – drive utilization • Enhanced Co-Location Strategies

30%

50%

Retail

• Demographic customization • Aggressive downsize and exit strategy • Technology innovations (personal banking)

20%

50%

Wealth

• Technology innovations / automation • Reduced Face-to-Face • Integration with Retail footprint

30%

50%

10%

30%

20M SF

40M SF

Other

Strategic Portfolio Reduction (SF in millions)

81.7 67.5

67.5

9.8

9.8

20.2

20.2

36.2

30.3

30.3

21.21

6.86 10.1 15.15

2017

2020

Planned

Future State Low

Future State High

9.8 7.2

7.2

28.5

Admin

43

7.2

Retail

Wealth

51.23 8.82 16.16

Other

5.04

35.71 3.6

Total

44

2020 Annual Report

ONE! Program Launched in 2019, the ONE! program features learning sessions, events, and volunteer opportunities to foster integration and teamwork across the account.

The program became an integral part of our strategy to keep employees engaged and connected this year as most of the team transitioned to remote working.

ONE! Hours Lunch-n-learn style sessions featuring representatives from various business lines and regions sharing what’s going on account-wide, answering questions, and fostering learning.

Stay Connected A series of virtual events designed to foster teamwork and connection while we are all working remotely.

Events include virtual cooking and baking session, fitness classes, art sessions, TED Talks and discussions, Trivia Happy Hours and a virtual Kid’s Klub for our working parents.

AWARE Account Wide Action for Real Equality Launched this year as part of our ONE! Program, AWARE complements the firm’s Diversity & Inclusion initiatives. The program fosters courageous conversations, allow teammates to have a voice and know they’re being heard. AWARE events cover topics on all forms of equality and engage in meaningful dialogue to affect change.

45

Diversity & Inclusion Snapshot Headcount

1,155

5% increase YTD Gender diversity

42.6%

Notably higher than CS (27%)

Minority diversity

29.2%

• Overall slightly down YTD (29.5%) • Notable increase in management hires JLL’s 2025 D&I Commitment • Foster an inclusive workplace, where all employees feel respected, heard, engaged & valued • Increase gender representation at management and leadership levels • Increase overall minority representation • Increase Supplier diversity

46

JLL/Bank of America Account

Delivering results

Proactivity

& Innovation We are leveraging technology to proactively address the client’s business needs. This includes reimagining the workplace experience and developing tools that will be integral to employees’ return to office.

Employee spotlight Kristi Kruppiak Kristi leads the Global PMO for Bank of America’s Return to Office and is responsible for communication and coordination between the FP teams and the Bank’s Real Estate Services team. At the onset of COVID, Kristi immediately jumped in to help create the COVID taskforce and successfully led the immediate development and implementation of revised cleaning levels across the bank’s global portfolio to support a safer office environment, ensuring compliance with new CDC guidelines. During those initial chaotic months of COVID, she quickly gained trusted advisor status with key client stakeholders as she showed her ability to keep the team moving forward with her strong organizational and communication skills. Kristi’s responsibilities grew to include all aspects of coordination for the Building Readiness and Building Operations workstreams in addition to ensuring continuity across all RES workstreams. Kristi also works closely with the bank and JLL finance teams to help accurately build and forecast RTO expenses in a constantly changing environment.

She’s also spearheaded the COVID technology task force and led key integration points between both FP vendor management teams with RES vendor management.

Kristi was able to bring order to chaos in 2020 and is a calming presence for all who know her.

Kristi joined JLL in 2016 as an Ops Team Manager and most recently as the Director of Operations for the IFM COE where her major areas of focus included Business Continuity, FCI and Financial processes. While in that role, she and her partner TFM leaders developed and implemented the Disaster Tracker that created tremendous efficiency for our field teams and allowed essential client reporting. In addition, Kristi was integral to the rollout of Corrigo and developing multiple BI and financial tools to support building-level budgets.

47

48

JLL/Bank of America Account

2020 Annual Report

Digital Transformation In 2020, we continued to develop technology solutions to support business goals such as financial transparency, building level budget analysis, and market plan automation to name a few. We developed a number of innovative tools and dashboards to help manage the COVID crisis. One tool of note, the Safe Distance Approximator, enabled our teams to develop social distancing floor plans in preparation for RTO. This technology was adopted by FMS and is now deployed in several accounts across the firm.

IFM Financials Building Level Budgets Phase I

IFM Benchmarking / Cost Saves

Q1 2020

Revised Utilization Dashboards

RES Portfolio Tactic Modernization

Safe Distance Approximator RTO JLL develop algorithm Dashboard to accurately determine safe distance and apply it to floorplans

COVID Dashboard

Q2 2020

Scenario Planning Tool (SPT) Release 1

Space Mod Dashboards

Continuing Improvements to RTO Reporting Tools

Q3 2020

Consolidated Project Reporting (Kahua)

In 2 years since Tableau deployment, BofA Account has the greatest number of users and the second largest number of views of any JLL account. The Bank of America Account makes up more than 10% of all Tableau usage across the firm.

21,500

2020 Technology deployments Redesign Cap. Plan Data Model Dashboard

Business Intelligence

Admin C&J Audit (Admin pilot of sensors from JLL Spark company Disruptive Technologies)

Avg monthly dashboard views 420% increase year-over-year

258,000

Total dashboard views

33

New BI dashboard deployments

Q4 2020

Market Plan Automation

Project Mgmt Financials

SPT Release 2

Incubator Day 2 Items

IFM

49

IPS

PDS

COVID/RTO

50

JLL/Bank of America Account

2020 Annual Report

Themes Shaping Technology Strategy

Enhanced Workplace Experiences

Forward-looking organizations now see the importance of continually rethinking operations and business continuity to prepare to disrupt the next disruption!

Enabled through integrated technology eco-system Two enhanced technologies we plan to deploy in 2021 will greatly improve workplace experience.

Jet Workplace Experience App - AI-based personalized digital assistant with a talk interface. The App will increase employee productivity by streamlining routine tasks.

FMS Employee - Add on module to FMS for hoteling, conference room and desk reservations. It will improve core FMS system already deployed and is an industry leading add on module.

2021 Planned Deliverables BofA Account Implementations

Planned R&M Process Rebuild Develop a JLL tool to Replace the BofA SharePoint process

Clarizen (JLL Project Mgmt.)

2021 Reporting/ Tool Releases Advancing existing infrastructure and implement new tools Scope TBD

Transaction and Lease Admin Financials BI Reporting Release Rent and Pass Thru Expense

Q1 2021

Q2 2021 and beyond

Jet Workplace Experience App What: AI-based personalized digital assistant with a talk interface Why: Increased employee productivity by streamlining routine tasks Potential BofA Timing Pilot delivered in the incubator space.

BofA deployment Mid 2021

*All timelines require bank approval/prioritisation

51

JLL Azara What: JLL’s next gen data warehouse and BI platform incorporating AI and machine learning Why: Exponential improvement to JLL’s ability to apply data science for BofA Potential BofA Timing Mid to Late 2021

FMS Employee What: Add on module to FMS for hoteling, conference room and desk reservations Why: Core FMS system already deployed, industry leading add on module Potential BofA Timing Mid to Late 2021

JLL Technology Roadmap 52

JLL/Bank of America Account

2020 Annual Report

Power of a Global Firm

“

The bank constantly wants to know, as we do:

“ What is happening in the industry ? … with our competition?

In 2020, we instituted the Winning Connections program, to leverage the firm’s expertise and thought leadership for the bank keeping them abreast of industry knowledge and trends. The program consists of direct meetings between bank leadership and JLL experts, weekly research updates, webinars and whitepapers on everything from reimaging the workplace to economic insights and real estate implications. We plan to expand the program in 2021 bringing critical thought leadership to the bank.

Sharing of information among Accounts and Product & Sales Teams accelerates identification of opportunities for improved service and innovation and strengthens our relationship with the bank.

53

54

JLL/Bank of America Account

Delivering results Employee spotlight Tanqueray Edwards

Looking Ahead

55

Tanqueray Edwards joined the JLL team in December 2019 as the first Innovation & Technology Director for the PDS COE. Her unique skill set in project management, construction technology and product development have deepened the collaborative partnerships across JLL technology and innovation teams globally.

Early in 2020, she identified and delivered an innovative solution for remote project site walks through Open Space. Tanqueray leveraged her skills in Design Thinking and agile project management to improve the Change Request process. In a challenging year for all our teams, she designed and facilitated a six week innovation incubator called InnovationTANK, which increased employee engagement and enabled the creation five product solutions in Q4, closing out 2020 strong.

56

JLL/Bank of America Account

2020 Annual Report

2021 and Beyond...

We are focused on continuing to deliver results, transition teams back to the office, propel digital transformation & innovation, drive cost savings and financial transparency, and further optimize the bank’s global portfolio in 2021 and beyond. These are some of the key initiatives our teams will champion in the upcoming year.

Financial Discipline

Workspace Innovation

• Improved financial controls • Financial compliance program and dashboard • Project audit program • RES Hub source for all financial information • Automated reporting of enterprise forecast impacts including strategies.

• Enhanced Incubator working group and development of bank-wide pilot pipeline • Support and delivery for Space Mod 2.0 strategy development post COVID to enable Occupancy Cost Reduction program and enable enhanced Associate experience.

• Enhanced AI led Change Management tools/templates for BAU/RTO moves.

Portfolio Strategy Optimization • Support ~$1B Occupancy Cost reduction through Portfolio Transformation Program and Re-Imagined Workforce Strategy • Transaction review process • Aggressive Rent reduction and highly focused lease renewal program.

Retail Program • In 2021, we project an overall budget/dollar volume increase of ~30% over 2020.

Market Tactics

Transparency

Capital Planning & Management • Focus on delivery against $1.3B capital closeouts – remains key expense lever • Manage to target budgets in 2021 – (Semi-Annual or Quarterly) • Refine priority definitions and tracking tools • Capital plan details available in Res Hub with drill down capability.

Digital Transformation • Employee experience tools like the Jet Experience App and the FMS Employee Module • Scenario Planning Tool • Phase 3 – Building level budgets • Planned R&M process rebuild • Clarizen delivery.

• Monthly tactic reviews to promote strategic decisioning • Upcoming deliveries – N. Atlanta; Chandler, AZ; Seattle; San Francisco; St. Louis/Columbus and West L.A. Occupancy Planning • Support and delivery of hoteling industry best practice and potential pilot(s) to enable Workforce Strategy for “New Normal” • Retail OP process improvements • Integration of RTO and Wellness Room program prioritization • Major markets portfolio capacity planning for “New Normal”.

57

58

Although information has been obtained from sources deemed reliable, neither Owner nor JLL makes any guarantees, warranties or representations, express or implied, as to the completeness or accuracy as to the information contained herein. Any projections, opinions, assumptions or estimates used are for example only. There may be differences between projected and actual results, and those differences may be material. The Property may be withdrawn without notice. Neither Owner nor JLL accepts any liability for any loss or damage suffered by any party resulting from reliance on this information. If the recipient of this information has signed a confidentiality agreement regarding this matter, this information is subject to the terms of that agreement. ©2021.Jones Lang LaSalle IP, Inc. All rights reserved.

Contents Introduction What is Safety Culture?

Our Safety Culture journey & Safety Vision Our Safety Model Our Cardinal Rules – simply stated What does good Safety Leadership look like?

Fair and Just Culture Your role in driving a Fair and Just Culture How am I doing?

Safer together Developing a Stronger Safety Culture

Safer Together

Safer Together

Introduction

Your role as a SAFER leader is to inspire our teams to protect our people, and those affected by our services.

Everything you say and do, and how you respond to challenges and opportunities, sets the tone for those around you.

It means being curious and sharing ideas to deal with changing circumstances. It means speaking up when something doesn’t seem right, asking difficult questions and being determined to find the answers. And it means doing the right thing because we want to, not because we have to.

Most importantly, it means being accountable for our actions, and committed to reaching the right outcomes through a fair and just culture, where we are honest about and learn from our mistakes.

This leadership guide provides an introduction to our safety vision and how we intend to achieve it so you can be confident in leading a committed safety culture. I look forward to us all working together to become even more committed to safety than we are today.

Mick Moore Global EHS Director, HSBC Account

What is Safety Culture

Put simply, our safety culture is the ‘way we do safety around here’. It is the collective mind-set, attitudes and behaviours of our workers, supervisors, managers and leaders toward safety. It’s also partly shaped what the company has in place to encourage us to follow rules and procedures.

Following a recent review of our safety culture, we identified a number of priorities. First and foremost, for everyone working on the HSBC account to feel part of the same team, striving towards the same end and applying the same standards. To help achieve this we need to make clear what safety means to us all. We need to set out what is expected of everyone across all roles and levels and put in place the systems and tools to conduct our day-to-day business, resolve safety issues and engage with colleagues and partners to continually improve safety across the account.

We also need to re-focus our safety culture goal from one of compliance to one of commitment. This means our people doing the right thing because they believe in it; not simply because they have to follow the rules. A committed safety culture is one where safety is a natural part of everyday activities; where we all take personal responsibility and are prepared to challenge and be challenged. It is built on motivation and trust, supported by a fair and just system.

Safer Together Safer Together

Safer Together

Our Safety Culture journey & Safety Vision We are on a journey from compliance to commitment. As leaders, our role is to drive the right attitudes, values and behaviours that will help us achieve our commitment goal.

Every business and operational decision and action you take can have an impact on safety. It’s up to you to make sure that people do the right thing because they want to, not because they have to. Think about what makes a good leader - someone who can engage our people with energy and enthusiasm and help us work together to improve our safety performance.

As a leader, you have a moral and legal obligation to consider safety in everything you do and every decision you make. Failure to do so can have damaging consequences, including loss of revenue, disruption to our business, damage to our reputation and, importantly, injury or even loss of life.

We need you to help us build a strong culture, where safety is always a central part of our decision making, and where our decisions have a positive impact on our client and suppliers, creating an environment that delivers the best business results.

Our safety vision of ‘One Team SAFER Together’ has been created to help focus our minds on what it will look and feel like once we have achieved our commitment goal, to reinforce the message that safety culture is created by people, for people.

Safer Together

Safer Together

Our Safety Model

To support our journey, we have developed a model that describes the elements of a committed safety culture.

It includes our Vision; our Cardinal Rules, in a simple format, so they are clear and easily remembered; the behaviours required of an effective safety leader; and the tools and programmes to create a systematic approach to safety within the workplace.

We know that different national cultures see risk differently, so by clearly identifying a set of rules and behaviours, all groups will be trained and supported to work together to the same safety standards and norms. If we all follow these rules, adopt the behaviours and apply the tools we will reduce injuries and incidents, protect our business and our reputation.

Safer together

Safer Together

Safer Together

Our Cardinal Rules Simply Stated

To ensure our Cardinal Rules are effective, we need to communicate them well. As a leader, you will be actively living the Cardinal Rules yourself, supporting your team to follow them, so they feel confident in speaking up when they are unsure, or need help to do the right thing.

While our existing Cardinal Rules underpin safe working practice, they also need to be memorable, or ‘sticky’, so they become part of our everyday thinking and language. That’s why we have the following ‘simply stated’ versions of our Rules: 11

Speak up

We have a duty to identify unsafe conditions and prevent unsafe acts. We are empowered to act, intervene and if necessary, stop the job, or alert supervisors immediately if we identify an unsafe act or condition.

Play by the rules

We follow the rules and requirements defined by country legislation and company safety policies and procedures, knowing that they are designed to protect ourselves and others from harm.

Use the right person for the job

When conducting work, we ensure we have safe companies and competent individuals assigned to complete tasks.

Start safe

Before starting work, we ensure that all hazards and risks are identified and effective safety controls are in place to limit the risk of harm to individuals and others in the vicinity

Communicate & report

We need to share information and communicate with each other, promote good practice, share identified risks and monitor performance in order to proactively identify potential causes of harm.

Safer Together

Safer Together

What does good Safety Leadership look like?

Safer Leadership Principle

As a leader, you have a strong influence on how people behave in the workplace. What you do, what you say and how you say it makes all the difference. Whether you turn a blind eye to unsafe acts, or praise and reward excellent safety behaviour, you are setting expectations, you are setting the culture.

Speak about safety

(safety communication and feedback)

Safer Leadership Behaviour • • •

Regularly report and communicate meaningful information on safety performance Talk enthusiastically about safety in the context of specific situations (reinforcing safety is a priority where employees may have doubts) Regularly provide verbal feedback to reports on their personal safety performance, at least three times a month.

• • • • • •

Be visible in the workplace, frequently Establish clear expectations for what types of behaviours are appropriate Correct inappropriate behaviours, always Carry through with your own actions and promises Resource safety as a priority Practice what you preach, even when under pressure of production targets and deadlines.

Act safely

Focus on maintaining

• •

Focus on safety

(show commitment and perseverance in their safety behaviours over time)

•

Actively and consistently monitor the safety performance of reports Recognise safety compliance issues and be flexible enough to change leadership strategy if it is failing to influence others to comply Ensure responses to accidents are ‘fair and just’

Engage others in

•

(recognise that safety is a group effort and engage with employees in important decisions and initiatives)

• • •

Recognise safe performance.

•

A ct safely

(the physical visibility of their efforts to reinforce what they communicate)

As a leader, it’s vital you think ‘SAFER’: Speak about safety

Engage others in safety initiatives Recognise safe performance at work

‘SAFER’ is our new safety leadership framework, it also comes with a set of specific behaviours that will help us select, assess, develop, manage and promote the type of safety leader our employees deserve.

‘SAFER’ behaviours are at the core to our health & safety values and underpin our health & safety programmes.

safety standards

together

safety initiatives

(acknowledge employees who are safe in their everyday work)

•

• • • •

Encourage and be receptive to employees bringing up safety information/issues (and make them feel psychologically safe and valued for doing so) Engage in open discussions with employees about safety issues and encourage their questions Ensure safety issues are addressed and involve employees in safety decisions Provide opportunities for collaborative team discussion and learning Show care for employees over their personal safety, health and wellbeing.

Use social praise, public recognition and non-monetary privileges to reinforce the reporting of hazards Praise as soon as possible after each accomplishment Ensure the types of accomplishments meriting recognition are consistent over time Provide prompt feedback after safety decisions or audits and inspections Recognise group and individual performance in balance.

Safer Together

Safer Together

Fair and just culture

At-Risk Behaviour

A choice: Risk believed insignificant or justified

Reckless Behaviour

Conscious disregard of substantial and unjustifiable risk.

Critical thinking: Our leaders investigate all root causes, so we can collect relevant data and actively communicate safety information.

Learning: We learn from our mistakes, make changes and share across the whole business.

Flexibility: We adapt effectively to changing demands.

Fair consequence: We don’t punish unintentional errors and unsafe acts.

However, deliberate risk-taking and unjustifiable negligent actions are not tolerated.

Speaking up: We investigate incidents in a consistently fair way, so we are confident to reportconcerns, without fear of unfair blame.

As a leader, you must encourage your team to speak up and expect fair consequences, while still ensuring they understand that blatant negligent actions will not be tolerated.

Manage through changes in: • Choices • Processes • Procedures • Training • Design • Environment.

Manage through: • Removing incentives for at-risk behaviours • Creating incentives for healthy behaviours • Increasing situational awareness.

Manage through: • Remedial action • Punitive action

Punish

Product of our current system design and behavioural choices.

Coach

Human Error

Console

A ‘Fair and Just’ culture is an essential part of a commitment culture. It’s how we react when things go wrong and that is essential to its success. If we can react consistently and fairly, then we will continue to learn lessons and improve our safety performance. This requires:

The three behaviours

Safer Together

Your Role in driving a fair and just culture As a leader, you are responsible for making sure that: Your team feels confident to come to you, without fear of being in trouble.

Your team understands that blatant negligent actions will not be tolerated and that we are all accountable for reporting accidents, errors and negligent actions.

You are approachable, open and honest.

You recognise that mistakes are an opportunity to learn and improve.

You understand and inform your team of the line between acceptable and unacceptable behaviour.

You lead by example.

Safer Together

Safer Together

Safer Together

How am I Doing?

Use the SAFER framework to periodically assess how you are doing. This is particularly important at times of greatest business or operational pressure when it can be more difficult to retain a focus on safety:

A ct safely

(the physical visibility of their efforts to reinforce what they communicate)

Focus on maintaining safety standards

(show commitment and perseverance in their safety behaviours over time)

Engage others in safety initiatives

(recognise that safety is a group effort and engage with employees in important decisions and initiatives)

Recognise safe performance.

(acknowledge employees who are safe in their everyday work)

What behaviour do i need to demonstrate more of? When?

Speak about safety

(safety communication and feedback)

30

AN ICON

redefined

7760 France Ave S, Bloomington, MN 55435

7760F rance Ave S, Bloomington, MN 55435

redefined AN ICON

At the gateway to the France Avenue corridor.

Superior

accessibility + visibility.

Easy access to neighborhood green space.

Unparalleled area service and retail amenities.

Ample housing options in the

immediate proximity

to executive housing and new market rate apartments.

SUBURBAN CONVENIENCE WITH

urban flair 15

Over

120

dining spots

11

major shopping centers

Health & Speciality Fitness

6

NEIGHBOURHOOD SPOTLIGHT

8

transit routes serving Minneapolis, Richfield, Mall of America, Bloomington, downtown Minneapolis University of Minnesota, Eden Prairie, Chanhassen and Chaska

entertainment attractions

NEIGHBOURHOOD EVENTS WINTER ICE FESTIVAL EDINA FALL INTO THE ARTS FESTIVAL EDINA FARMERS MARKET MAETZOLD AMPHITHEATER

TALENT ACCESS & RETENTION The Edina / Bloomington municipalities offer over a combined 4,000 acres of parkland and green space.

France Ave has $300 million in major developments under construction with another $600 million in the pipeline

54%

of residents hold at least a bachelor’s degree

$96,447

median household income

900+

housing united planned or under construction

1400+

luxury apartments and 82 luxury condos

RESTAURANTS Ciao Bella Tavern23 Pinstripes CRAVE Pittsburgh Blue Tavern on France Starbucks Coffee

SUBURBAN CONVENIENCE WITH

urban flair

GREEN SPACE 9 mile Creek Trail Centennial Lakes Park Edina Promenade Rosland Park Fred Richards Park Edinborough Park Pamela Park

Caribou Coffee

Adams Hill Park

Dunn Brothers Coffee

Strachauer Park

Good Earth Nakamori Japanese Bistro The Original Pancake House Q. Cumbers Panera Bread Noodles and Company Dino’s Gyros Schlotzsky’s Patrick’s Bakery & Cafe Chipotle Roti Big Bowl Pittsburgh Blue Fuddruckers Jason’s Deli Five Guys Potbelly Perkins Shake Shack

RETAIL/CONVENIENCE Total Wine & More Trader Joe’s Whole Foods Market Southdale Shopping Center Galleria Edina Yorkdale Shoppes Southdale Square Lunds & Byerly’s Target Home Goods The UPS Store Office Depot Staples Marshalls Bobby & Steve’s Auto

HEALTH & FITNESS Lifetime Fitness (coming soon!)

Orange Theory Alchemy365 Edina Corepower Yoga The Bar Method Barre3 Edina LA Fitness YMCA

HOTELS The Westin Edina Galleria Homewood Suites by Hilton Edina Minneapolis Residence Inn by Marriott

Love

900+

WHERE YOU LIVE

HOUSING UNITS PLANNED OR UNDER CONSTRUCTION

France Avenue The Edina Towers

Planned Avenue on France Mixed Use Development

Future Lifetime Fitness Proposed Estelle Edina Condos

Southdale Shopping Center Homewood Suites by Hilton

Future Restoration Hardware

Onyx Edina One Southdale Place

The Galleria Westin Condominiums Edina Promenade

Yorkdale Shoppes

York Avenue

York Place Apartments

<1mile

1400+ LUXURY APARTMENTS AND 82 LUXURY CONDOS

nine mile CREEK TRAIL

Nine Mile Creek Regional Trail connects the regional parks and trail systems to various destination including the Nokomis-Minnesota River Regional Trail and to the Minnesota Rivers.

The Nine Mile Creek Regional Trail is a 15-mile trail that connects its traveler to various picturesque views over some of Minnesota’s celebrated wetlands – stretching over the communities of Hopkins, Minnetonka, Edina, Richfield, and Bloomington.

From MN Center 2 blocks to Trail

EDINA

promenade An active extension of 24-acre Centennial Lakes Park, the Edina Promenade includes 0.75 miles of walking and biking pathways connecting numerous retail, residential and recreational amenities including:

lawn games

farmers market

paddle boats

fall art festival

taste of edina

ice skating

golf putting course

movies in the park

amenities ON-SITE

On-site deli

Fitness center

Lockers and showers

Training and conference center

Covered ramp parking

Security on-site

Recently updayed common areas

On site property management

BUILDING AVAILABILITY

plus

MORE RENOVATIONS PLANNED COMING SOON!

contacts LEASING

Brent Karkula 612 217 5153 Brent.karkula@am.jll.com Laura Farrell 612 217 6744 Laura.farrell@am.jll.com

© 2020 CBRE, Inc. All rights reserved. This information has been obtained from sources believed reliable, but has not beenverified for accuracy or completeness. Any projections, opinions, or estimates are subject to uncertainty. The information may not represent the current or future performance of the property. You and your advisors should conduct a careful, independent investigation of the property and verify all information. Any reliance on this information is solely at your own risk. CBRE and the CBRE logo are service marks of CBRE, Inc. and/or its affiliated or related companies in the United States and other countries. All other marks displayed on this document are the property of their respective owners. Photos herein are the property of their respective owners and use of these images without the express written consent of the owner is prohibited. PMStudio_Sept2020