As a global leader in real estate professional services and investment management, JLL has been deeply rooted in the Chinese market for many years. Its operations span over 40 core cities across mainland China, Hong Kong, and Macau, with a workforce of over 6,000 employees. The company holds a leading position in the commercial real estate, property management, and investment advisory sectors. As its business footprint continues to expand, the cross-regional, multi-entity operational model has placed higher demands on HR management. The efficiency bottlenecks, compliance risks, and shortcomings in service experience inherent in traditional HR management models have gradually become apparent. Since 2007, JLL has partnered with CDP Group to embark on a journey of HR digital transformation. Over 19 years of deep collaboration and iterative development—from basic payroll and social security services to end-to-end digital control, and from single-region operations to comprehensive coverage across mainland China, Hong Kong, and Macau—the company has achieved a profound transformation of HR management from a operationalto a strategic function, establishing a benchmark for long-term collaboration and continuous innovation in multinational corporate HR.

I. HR Management Pain Points for Multinational Real Estate Service Firms: Diverse Challenges Hinder Scalable Growth

As a multinational corporation operating across regions with multiple legal entities, JLL has a business presence in numerous cities across mainland China, Hong Kong, and Macau. With a diverse workforce and complex management scenarios, traditional HR management models struggle to keep pace with the company's growth. The core pain points are concentrated in four key areas.

1. Dispersed Management of Multiple Legal Entities and Low Operational Efficiency

As the company expanded its business, it gradually established dozens of legal entities responsible for payroll. Each legal entity operated its HR processes, payroll rules, and social security standards independently, lacking a unified management system. At the same time, existing HR services were subcontracted to multiple vendors, resulting in poor process integration and widespread data silos. This made it difficult for headquarters to exercise comprehensive control, significantly reducing the efficiency of cross-entity operational management, while the proportion of administrative tasks remained high.

2. Complex cross-regional compliance requirements and significant challenges in risk management

There are significant differences in labor laws, tax policies, and social security systems between mainland China and the Hong Kong and Macau regions. Rules for payroll calculation, individual income tax filing, and social security contributions vary across cities, and policies are subject to dynamic updates (such as the 2019 individual income tax reform). Traditional manual accounting models struggle to precisely align with local compliance requirements, posing challenges to the accuracy and timeliness of payroll disbursements and tax filings, thereby exposing companies to significant compliance risks.

3. High Reliance on Offline Services, Resulting in Poor Employee Experience and Low Service Efficiency

Basic HR services—such as attendance tracking, payroll inquiries, and social security consultations—largely rely on offline processes. Employees must coordinate with different personnel across multiple channels, leading to slow response times and cumbersome procedures. At the same time, HR teams are bogged down by daily tasks such as payroll processing and social insurance administration, preventing them from focusing on strategic initiatives like talent development and organizational optimization. This not only diminishes the employee service experience but also limits the HR department's ability to deliver value.

4. Poor system integration prevents the extraction of data value

A company's existing HR, attendance, and financial systems operate in isolation, lacking standardized interfaces for integration. As a result, data cannot be automatically transferred or analyzed holistically. Headquarters struggles to access real-time core data—such as labor costs, employee attendance, and payroll disbursements—across different regions and legal entities. Consequently, the company cannot leverage data insights to identify management issues or support strategic decision-making, leaving the full potential of data for management and decision-making untapped.

Against the backdrop of intensifying competition in the real estate professional services industry and the company's large-scale expansion, these pain points not only increase operational costs but also hinder improvements in organizational efficiency and the development of core competitiveness. JLL urgently needed an integrated HR solution capable of achieving comprehensive integration, compliance management, system interoperability, and service upgrades to establish a solid foundation for HR management in support of the company's scaled development.

II. Nineteen Years of Deep Collaboration: Building a Customized, Full-Cycle HR Digital Solution

Since the project's inception, CDP Group has closely aligned with JLL's business development pace and management needs. Guided by the principles of "continuous iteration, comprehensive coverage, compliance first, and efficiency enhancement," we have developed a full-cycle, customized HR digital solution. Over the course of 19 years, we have progressively upgraded from foundational services to end-to-end digital control, achieving comprehensive optimization of HR management and establishing ourselves as a steadfast partner in the company's growth.

1. Starting with Foundational Services: Building a Solid Foundation for Payroll and Social Security Management (Year 1 of Partnership)

In the early stages of the partnership, CDP focused on payroll calculation and social security services as its entry points. Tailored to JLL's multi-city operational model, CDP established a standardized payroll and social security accounting system. The company successfully launched foundational services—including payroll disbursement and social security reporting—in key cities, standardizing and refining payroll and social security management while laying a solid foundation for future service expansion.

2. Continuous Expansion of Service Scope to Support Corporate Growth (Years 6–8 of Partnership)

Keeping pace with JLL's business expansion, CDP gradually expanded its service scope to cover more legal entities and regions: starting in the 8th year, the service scope continued to expand, with multiple batches of new legal entities added over the subsequent 10 years. By the 18th year of the partnership, services were launched in Hong Kong and Macau, achieving comprehensive coverage across numerous cities in mainland China, Hong Kong, and Macau, as well as all payroll-processing legal entities. At the same time, in response to policy changes during the company's development (such as the 2019 individual income tax reform) and management requirements (such as the 2022 corporate tax-bearing logic), solutions were rapidly iterated to ensure services consistently aligned with the company's actual needs.

3. System Digital Upgrade: Achieving End-to-End Online Management (Years 10–12 of the Partnership)

To address issues such as low efficiency in offline services and poor system integration, CDP drove the digital upgrade of JLL's HR system: an attendance system was launched to digitize employee clock-in/out and data calculation, while simultaneously completing the full digitalization of the employee service process, significantly reducing offline operational costs. The following year, the Workday integration was completed, enabling seamless connectivity between the HR system and the company's core management system. This opened data flow channels, automating the synchronization of employee master data, attendance records, and payroll data, thereby eliminating data silos.

4. Integrating Resources and Processes to Drive HR's Transformation into a Business-Oriented Function

To address the challenges of multiple vendors and fragmented processes, CDP consolidated business units (BUs) and existing vendors to establish a unified HR service operations system. This standardized processes and integrated services, significantly improving operational management efficiency. Simultaneously, by fully outsourcing tedious daily tasks such as payroll processing, social insurance administration, and attendance management, JLL's HR team is freed from administrative burdens and can focus on strategic initiatives such as talent recruitment, development, and organizational growth, successfully driving a profound transformation of the HR department from a operational to a people-centric, business-oriented function.

5. Strengthening the Compliance and Risk Control System to Ensure Operational Security Across All Regions

Leveraging CDP Group's specialized compliance expertise in the human resources industry, we have established localized compliance control systems tailored to regulatory differences between mainland China and the Hong Kong and Macau regions. This ensures comprehensive compliance management across payroll calculation, individual income tax filing, social security contributions, and data security. Concurrently, we have established strict service standards to guarantee the accuracy, timeliness, and business continuity of payroll disbursements, achieving 100% compliance with safety and regulatory requirements and mitigating HR compliance risks at the source.

6. Continuous Iteration and Upgrades: Building a One-Stop HR Service Ecosystem (In Progress)

As enterprises deepen their digital transformation, CDP will continue to advance its one-stop service offerings and launch a new attendance tracking system in 2026. This will further integrate HR service scenarios, enabling one-stop management of attendance, payroll, social insurance, and employee consultations. The goal is to create a more efficient and convenient digital HR service ecosystem that continuously adapts to the long-term development needs of enterprises.

III. Remarkable Collaboration Results: 19 Years of Partnership Driving Dual Leaps in Efficiency and Value

After 19 years of in-depth collaboration and continuous iteration, the HR digital solutions CDP has developed for JLL have achieved outstanding results across the board, delivering a four-fold leap in operational efficiency, compliance management, service experience, and organizational value, establishing a benchmark for long-term HR partnerships with multinational corporations.

1. Comprehensive Service Coverage with 100% Service Compliance

We have successfully achieved comprehensive coverage of HR services across numerous cities in mainland China, Hong Kong, and Macau, serving legal entities and over 6,000 employees. By establishing strict Service Level Agreements (SLAs), we have achieved a 100% SLA compliance rate. Core services such as payroll disbursement, social insurance reporting, and tax processing all maintain 100% accuracy, timeliness, business continuity, and security compliance, providing robust HR support for the company's cross-regional operations.

2. Significantly Enhanced Operational Efficiency and Long-Term Cost Optimization

Through supplier consolidation, process standardization, and end-to-end digital control, JLL's HR operational management efficiency has significantly improved, and the processing cycle for administrative tasks has been drastically shortened. Concurrently, long-term cost efficiency has been enhanced, substantially reducing HR operational costs and achieving the dual goals of cost reduction and efficiency improvement.

3. Successful HR Transformation and Continuous Unlocking of Organizational Value

After fully outsourcing cumbersome administrative tasks, JLL's HR team was completely freed from the constraints of operational work. The team successfully transitioned from a operational to a strategic role, dedicating more energy to core initiatives such as talent strategy, organizational development, and enhancing the employee experience. This provided strong support for the company's efforts to attract, retain, and develop key talent, propelling the HR department into a value-creating center for the company's growth.

4. System Interconnectivity and Data Integration Provide Precise Support for Decision-Making

Through the implementation of Workday interfaces and seamless integration across systems, the company has achieved end-to-end automated flow and consolidation of employee master data, attendance records, payroll data, and social security information. Headquarters can now access real-time core HR data from all regions and legal entities, providing precise data support for optimizing labor costs, adjusting organizational structures, and planning business expansion. This has facilitated a transition from "experience-based management" to "data-driven decision-making."

5. Significantly Enhanced Employee Experience and Continually Strengthened Organizational Cohesion

The full digitization of employee services and the establishment of a one-stop service system allow employees to complete tasks such as clocking in, checking pay stubs, and inquiring about social insurance anytime, anywhere. Service response times have significantly improved, and the employee experience has been greatly optimized. At the same time, standardized and employee-centric HR services make employees feel the company's care, further enhancing their sense of belonging and organizational cohesion.

IV. Long-Term Symbiosis: Forging a New Paradigm for Human Resources Collaboration in Multinational Enterprises

The 19-year-long, in-depth collaboration between JLL and CDP Group has not only resolved the HR management challenges faced by multinational real estate service companies across regions and multiple legal entities, but has also established a new paradigm for HR collaboration in multinational enterprises characterized by "long-term symbiosis, continuous iteration, precise adaptation, and shared value." The partnership between the two parties goes beyond simple service outsourcing; it is a deep alignment based on the company's development pace. From foundational services to digital upgrades, and from single-region coverage to operations spanning the mainland, Hong Kong, and Macau, CDP has consistently kept pace with JLL's evolving needs, continuously iterating solutions to become a "partner" and "enabler" in the company's growth.

As a leader in digital HR services, CDP Group has leveraged 19 years of dedicated expertise, professional compliance capabilities, robust system development capabilities, and customized service capabilities to successfully create HR solutions tailored to JLL's multinational growth. This once again demonstrates CDP's core strengths in cross-regional HR management, multi-entity operations, and corporate digital transformation.

Moving forward, CDP Group will continue to deepen its collaboration with JLL, leveraging its continuous innovation and professional service capabilities to advance the iterative upgrades of one-stop services and digital systems, thereby providing more robust HR support for the company's global and scalable development. At the same time, CDP will use this collaboration as a model to create customized digital HR solutions for more multinational and cross-regional enterprises, leveraging digital and intelligent technologies to empower the upgrading of corporate HR management and achieve mutual value enhancement for both companies and employees.