Following the 2001 merger, a real estate programme was implemented in three phases: post-merger consolidation, integration, and creation of a portfolio vision for the future. During the first phase all portfolio data was cleansed to identify asset disposal and cost reductions. In the first year, the JLL team improved the data accuracy from below 50% to 72% and were able to consolidate all the information into a single global system. Over 100 sites were identified for disposal, ranked by disposability ease and potential cost savings

JLL is focused on this project as a team and has been assisting the development of a portfolio planning model, capturing and managing portfolio data and advising on exits from sites that are closing due to the restructuring

Key projects delivered £35.8M ($45.5M) in capital receipts in 2012, £7.4M reduction in operational expenditure (OpEx), and an additional £1.4M was secured in cost savings

Portfolio reduced by a net total of 2.6M sq. ft.

Completed “data cleanse” to give accurate and complete portfolio database

Developed portfolio planning model with pilots run on two CET areas, prior to engagement with all CET areas

Supply chain - Through change of supplies partner and investment towards washroom dispensers