Jones Lang LaSalle Limited

Business Intelligence SaaS

BIaaS is a scalable business intelligence platform designed for the Real Estate (RE) sector. Provided as a fully hosted service, it comprises a set of industry best practice data models, visualisations and analytics, enabling RE professionals to monitor, analyse and improve global portfolio performance.

Features

• Single holistic platform for all Real Estate analytics & reporting
• Scalable cloud service using latest BI technology
• Visually understand if market is tenant vs landlord favourable
• Benchmark portfolio against current market performance
• Visualise, track & manage key Real Estate and building events
• Real Estate data advisory and governance
• Big data & data science; data modelling & predictive analytics
• Custom personalised insight using latest agile methodology and visualisation standards
• Energy efficiency & demand optimisation analytics incorporating energy bench-marking standards
• Occupancy patterns & utilisation behaviours leveraging IoT and enterprise measurement

Benefits

• Typically 10% annual rent cost saving opportunities identified
• Proven solution with over 100 clients
• Easily identify key RE events; therefore cost saving opportunities
• Highly customisable solution; analyse & visualise multiple data sources
• Drive action; combine JLL industry research, benchmarks and external data-sets
• Highly experienced RE oriented delivery team
• Full life-cycle management; cloud, support & client success management
• Rapid time-to value; leveraging standard 'visualisation packs
• Workplace experience; indicate relationships between performance, operations & outcome experience
• Solution typically provides high ROI in a short time frame

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at GCloud_tenders@jll.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

758769023547375

Contact

Melanie Mack
+442031471344
GCloud_tenders@jll.com

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Business Intelligence
  • Advanced and predictive analytics
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: JLL usually provide an extension to clients' Portfolio Management, Facility Management, Asset Management, Transaction Management, Space Management, Project Management, Lease Administration, Finance, and Sustainability modules. Visualisations are typically created in Tableau or PowerBI but can also be created as custom. Backend solutions are provided using Snowflake, MS Azure and Alteryx.
• Cloud deployment model: Hybrid cloud
• Service constraints: None
• System requirements: None

User support

• Email or online ticketing support: Yes
• Support response times: BI Solution Support is available Monday through Friday 9:00 am to 6:00 pm CET. Response times depend on the priority level of the ticket and can be found in the Service Definition document. JLL OneServiceCenter that is primarly responsible for receiving, dispatching and tracking service request is available Monday till Friday 24/5
• User can manage status and priority of support tickets: No
• Phone support: No
• Web chat support: No
• Onsite support: No
• Support levels: JLL provides technical support services relating to the solution based on priority levels. JLL seeks to resolve technical issues as soon as possible and keeps the client informed about causes, taken measures and planned outage time within agreed response time. A nominated Technical Client Success Manager may be provided to manage the JLL/client relationship, subject to client need and agreement. JLL can provide Silver or Gold level of support that inculdes access to JLL knowledge base, JLLT University and self-help page, access to JLL's technical engineers via email and unlimited ticket volume.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide training tailored to customer need. Typically our training consists of online training and user documentation. JLL will typically undertake an initial project for the client whereby the system is set up to the client's requirements and agreed training is delivered.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Upon termination of a contract and written request, JLL will provide a copy of all client data in an industry standard format.
• End-of-contract process: At the end of the contract, and included in the contract price, JLL will provide the client with all client data in an industry standard format. All client data is also securely destroyed using industry standard erasure mechanisms. JLL has processes/solutions capable of wiping or overwriting system resources that satisfy industry best practice.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Documentation is developed and customised together with the client. Once approved, users get the documentation in the chosen format via e-mail. User guides and and video materials are accessible via link to training materials.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: All information like KPIs and visualization remains the same for mobile and desktop however, the layout on the screen may be different. This can be customised with the client.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: Web interface embedding BI reports, dashboards and charts in a user friendly and easy to use solution
• Accessibility standards: EN 301 549
• Accessibility testing: We have an in-house developed color system which is designed to be accessible for color blind users.
• API: Yes
• What users can and can't do using the API: API interfaces are for technical users to provide data uploads. In the future, this may be available for data downloads.
• API documentation: Yes
• API documentation formats: PDF
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: BIaaS comes with a set of industry best practice data models and analytics and is provided as an easy-accessible fully business intelligence hosted service. However, the standard dashboards and visualisations can be customised to a client's requirements, including data presented, format and "look and feel".

Scaling

• Independence of resources: JLL's operational procedures are managed and maintained to ensure ​they are appropriate to provide support for an enterprise caliber (high availability) technology environment.

Analytics

• Service usage metrics: Yes
• Metrics types: Service metrics are used internally for product improvement. These could be made available externally. This may incur a charge. Metrics show data warehouse usage, when the dashboards are used and what actions have been performed there.
• Reporting types: Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Staff screening not performed
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: Other locations
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest: Physical access control, complying with another standard
• Data sanitisation process: No
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001

Data importing and exporting

• Data export approach: Users can extract data either into a report or Excel format.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: 99.50% uptime
• Approach to resilience: ​JLL Information Technology departments are engaged in conducting various scans, health checks, penetration tests and vulnerability assessments against both its external and internal technology assets. Operational procedures are managed and maintained to ensure ​they are appropriate to provide support for an enterprise caliber (high availability) technology environment.
• Outage reporting: By using email alerts.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: JLL has role based access privilege in place.
• Access restriction testing frequency: Never
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: You control when users can access audit information
• How long user audit data is stored for: Between 6 months and 12 months
• Access to supplier activity audit information: No audit information available
• How long system logs are stored for: Between 6 months and 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: JLL has established a global information security program under the leadership of Global Chief Information Security Officer (CISO) Michael Levinson. The information security program has been developed to align with the ISO/IEC 27000 series standard for implementing best practice security practices within an enterprise IT network.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: Application changes are subject to change management controls that review impact to business and technology requirements including security. When security components are impacted by the change, security personnel are included in the change review and approval process.​ All system and software changes to the production environment must be tested prior to implementation. All changes must be approved by designated change approvers prior to production deployment​. Impacted stakeholders are notified of changes.​ Changes are implemented during an approved change window.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: The IT Risk Management program includes an assessment against a range of serious threats that impact technology assets. Threats include but are not limited to malicious activity, natural disasters, man made threats, accidents, and changes to business or technology environment.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Based on our risk assessment of attack vectors, we have identified and setup continuous Monitoring and Alerting to detect unauthorised access or system compromise. We review the source of the alert/compromise and immediately take corrective actions to fix the compromise. The Alert creates a Jira ticket which tracks the corrective action and also documents preventive action in the form of an RCA document. JLL Security group and other key stakeholders will be notified of the compromise and updated until the compromise is resolved. Alerts are resolved immediately, preventive actions are resolved based on their severity.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: JLL's incident management approach is based on the ISO 27001 framework.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: No

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 2%
• Between £250,000 and £500,000: 2%
• Between £500,001 and £1,000,000: 3%
• Between £1,000,001 and £2,500,000: 4%
• Between £2,500,001 and £5,000,000: 5%
• Over £5,000,001: 5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BARR Certifications
• ISO/IEC 27001 accreditation date: Wednesday 27 November 2024
• What the ISO/IEC 27001 doesn’t cover: Not Applicable
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: LRQA Limited
• ISO 9001 accreditation date: Friday 7 March 2025
• What the ISO 9001 doesn’t cover: Not Applicable
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 279aeea2-1841-41c7-b493-ccb05aa05c3c
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: Yes
• Any other security certifications: SOC 2 Type II

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at GCloud_tenders@jll.com. Tell them what format you need. It will help if you say what assistive technology you use.