Corporate Social Responsibility Report 2017

BEING A RESPONSIBLE BUSINESS | 35

34 | CORPORATE SOCIAL RESPONSIBILITY REPORT 2017

IMPROVING SKILLS THROUGH PERFORMANCE MANAGEMENT We want all our employees to be the best in the real estate industry, and we provide learning and career development opportunities for all. Our Performance Management Program (PMP) underscores Cushman & Wakefield’s commitment to talent development by providing employees and managers an opportunity to regularly engage in coaching and career discussions to increase engagement and support performance over time. Each year begins with formal strategic planning and goal setting. Managers and employees create clear and measurable goals that form the basis of performance expectations for the remainder of the year. We use Workday as our performance management tool, configured to make PMP processes simple and consistent across the globe. Having this technology in place to support our Performance Management Program is valuable, but the most impactful part of managing performance is the ongoing, real-time feedback and coaching conversations between managers and employees. BRIDGING THE SKILLS GAP IN THE FACILITIES INDUSTRY As more than a million people in vital facilities roles are expected to retire in the next decade in the U.S. alone, the facilities industry faces critical continuity challenges. To help strengthen skills in the facilities industry, C&W Services is building on local apprenticeship programs by launching their first registered, nationwide C&W Services apprenticeship program in the U.S. that includes both paid work and tuition. As a founding supporter of the International Facilities Management Association’s Global Workforce Initiative (GWI), C&W Services partners with the industry to develop meaningful career paths in the field and make facilities management a career of choice – not only for young people, but also for mid-career employees looking to learn a skill.

EXPANDING OPPORTUNITIES THROUGH LEARNING AND DEVELOPMENT Our global Learning and Development (L&D) Group provides a wide range of learning programs focused on skill- building at all levels of the company. Regional L&D teams customize and create solutions for their regions that go beyond direct training methods to include on-the-job projects, mentoring, networking and internal coaching. In North America, for example, we run the Cushman & Wakefield Future Leaders (CWFL) network to help build the capabilities of our future leaders. This involves fostering mentoring relationships between members and seasoned professionals, organizing philanthropic events for members so they understand the importance of corporate responsibility, facilitating meaningful networking internally and providing access to professional development and education programs. IMPROVING WELLBEING AND WORK-LIFE BALANCE Research has shown that positive work-life balance can increase employee productivity more than 20 percent, which means there is a strong business motivation, as well as a values-based desire, to help employees improve their wellbeing at work and in general. We offer flexible work arrangements, as well as paid time off for important milestones such the birth or adoption of a child. We also offer leave and support for more difficult times, like following the bereavement or critical illness of a child. Employees can apply for up to 180 days of sabbatical leave for personal reasons, which may include health or study opportunities. Wellbeing also extends to the buildings in which we work. We are advancing certification to the WELL standard in our own offices, as our sustainability teams are doing at client locations. Read more about our pioneering work with the WELL standard in the section titled “Enhancing the way people live and work” on page 22 .

ABOUT CUSHMAN & WAKEFIELD / CEO MESSAGE / CSR HIGHLIGHTS / CSR PRIORITIES / CENTER OF WHAT’S NEXT / RESPONSIBLE BUSINESS / ABOUT THIS REPORT