Slide 1: Half-Year Results
HALF-YEAR RESULTS For the six months ended 31 December 2020
Slide 2: Cautionary Statement
CAUTIONARY STATEMENT This presentation contains certain statements that are neither reported financial results nor other historical information. The information contained in this presentation is not audited, is for personal use and informational purposes only and is not intended for distribution to,
Slide 3: Agenda
AGENDA 1 OPERATING REVIEW ALISTAIR COX, CHIEF EXECUTIVE 2 FINANCIAL REVIEW PAUL VENABLES, FINANCE DIRECTOR 3 CURRENT TRADING PAUL VENABLES, FINANCE DIRECTOR 4 STRATEGY UPDATE ALISTAIR COX, CHIEF EXECUTIVE APPENDICES 3
Slide 4: Operating Review
OPERATING REVIEW ALISTAIR COX CHIEF EXECUTIVE
Slide 5: Our strategy considers all our stakeholders
OUR STRATEGY CONSIDERS ALL OUR STAKEHOLDERS We have helped over 200,000 talented people find jobs since the pandemic started OUR PURPOSE Significant engagement with Hays Thrive training platform, which now has 70,000 accounts, with over 750,000 training courses completed in the past year OUR PEO
Slide 6: Good progress in key strategic areas, despite the Covid-19 pandemic
NET FEES -24% to £422.8m OP PROFIT -75% to £25.1m EPS -84% to 0.75p NET CASH* +£366.3m to £379.5m GOOD PROGRESS IN KEY STRATEGIC AREAS, DESPITE THE COVID-19 PANDEMIC Our focus remains on… Developments within the half… Fees down 24%. Operating profit down 75% to £25.1 million. Q2 performance ahead
Slide 7: ANZ: tough overall conditions, but signs of improving momentum
ANZ net fees (£m) H1 19 101.5 TOUGH OVERALL CONDITIONS, BUT SIGNS OF H1 20 94.8 IMPROVING MOMENTUM AS LOCKDOWNS ENDED H1 21 74.4 Net fees down 23%, operating profit down 42% Strict lockdowns dampened activity, delaying recovery Signs of positive momentum in Temp and Perm after lockdown ended in
Slide 8: Germany: tough conditions, improving confidence in Q2
Germany net fees (£m) £133m TOUGH CONDITIONS, BUT CLEAR SIGNS OF IMPROVING H1 19 H1 20 153.7 144.9 £134m CONFIDENCE IN Q2 AND STABILISATION IN AUTOMOTIVE H1 21 110.5 Net fees down 26%, operating profit down 76% Conditions remained difficult, but signs of improving business confidence and stabilisa
Slide 9: UK&I: tough conditions, trading improved through the half
UK&I net fees (£m) H1 19 131.7 TOUGH CONDITIONS, ALTHOUGH TRADING IMPROVED H1 20 126.7 THROUGH THE HALF, PARTICULARLY IN TEMP H1 21 92.4 Net fees down 27%, £1 million operating loss Activity levels improved during the half, particularly in Temp Loss-making overall in H1, but Q2 profitable Temp
Slide 10: Rest of World: improved momentum through the half
RoW net fees (£m) TOUGH CONDITIONS, BUT IMPROVED MOMENTUM H1 19 H1 20 181.1 186.7 THROUGH THE HALF, PARTICULARLY IN EMEA & THE USA H1 21 145.5 OVERALL Perm fell 28%, including Q2 down 23%. Temp down 9%, improving from -17% in Q1 to -1% in Q2 EMEA ex-Germany (60% of division net fees) Fees down 2
Slide 11: Operational summary
OPERATIONAL SUMMARY A very difficult half-year, with much of the world locked down. However, encouraging signs of recovery in trading, especially in Q2 Strong cost control balanced with significant investment and support of our infrastructure and expert capabilities Improving trading and our f
Slide 12: Financial Review
2. FINANCIAL REVIEW PAUL VENABLES FINANCE DIRECTOR
Slide 13: H1 significantly impacted by the pandemic, but trading improved sequentially
H1 SIGNIFICANTLY IMPACTED BY THE PANDEMIC, BUT TRADING IMPROVED SEQUENTIALLY THROUGH THE HALF Net fee growth – GFC vs pandemic Net fee growth, by division (FY20 & H1 FY21) 10% 10% 0% 0% GFC (2008-09) (10%) -15% -15% (10%) Covid-19 (2019-20) (20%) ANZ -17% -19% (30%) Germany (20%) UK&I (40%) (30%) Ro
Slide 14: Trading improved, especially in Q2, despite lockdowns
TRADING IMPROVED, ESPECIALLY IN Q2, DESPITE SECOND- AND THIRD- WAVE LOCKDOWNS Markets remain highly impacted by the pandemic, although we saw good Group net fee growth* sequential progress in trading across our major markets as the half progressed 9% 8% 5% 1% Client and candidate activity increa
Slide 15: Tough market conditions but resilient and profitable H1 trading
TOUGH MARKET CONDITIONS BUT RESILIENT AND PROFITABLE H1 TRADING. CONTINUED STRONG CASH PERFORMANCE Net fees Operating profit Cash from operations** H1 17 £465.5m H1 17 £100.1m H1 17 £83.8m H1 18 £525.8m H1 18 £116.5m H1 18 £74.1m H1 19 £568.0m H1 19 £124.1m H1 19 £78.5m H1 20 £553.1m H1 20 £100.1m H
Slide 16: H1 profit and EPS significantly impacted by the pandemic
Basic EPS (p) H1 19 5.86p H1 PROFIT AND EPS SIGNIFICANTLY IMPACTED BY H1 20 4.60p THE PANDEMIC H1 21 0.75p Income Statement Six months ended 31 December 2020 2019 Reported LFL* £m £m growth growth Turnover 2,755.2 3,104.7 (11)% (12)% Net Fees 422.8 553.1 (24)% (24)% Operating profit 25.1 100.1 (75)%
Slide 17: Tough markets, with Q2 improving trends in all major markets
TOUGH MARKETS, WITH PANDEMIC IMPACTING ALL REGIONS. Q2 SAW IMPROVING TRENDS IN ALL MAJOR MARKETS Australia & NZ (18% of net fees) Germany (26% of net fees) Net Fees £74.4m (22)% Net Fees £110.5m (26)% Op Profit £16.8m (42)% Op Profit £9.2m (76)% Temp, down 18%, more resilient than Perm, down 34%
Slide 18: Temp materially outperformed Perm in all major markets
Split of net fees TEMP MATERIALLY OUTPERFORMED PERM IN ALL H1 19 58% Temp H1 20 58% Temp MAJOR MARKETS H1 21 62% Temp Review of Group Permanent and Temporary Businesses* Permanent placement business Temporary placement business (31)% net fee decline (19)% net fee decline (30)% volume decrease (16)%
Slide 19: Significant cost-savings delivered in response to Covid-19
SIGNIFICANT COST-SAVINGS DELIVERED IN RESPONSE TO COVID-19 PANDEMIC H1 FY21 Operating profit bridge £110m 1.8 £100m £90m £80m £70m ~ Cost-related ~ £60m £50m 100.1 £40m 14.0 2.5 £30m £20m 45.1 (4.0) £10m 25.1 £0m £(10)m £(20)m £(30)m £(40)m (134.4) H1 FY20 FX 24% LFL fee Payroll cost Other Govt supp
Slide 20: Australian dollar and euro FX translation sensitivities
THE AUSTRALIAN DOLLAR AND EURO REMAIN SIGNIFICANT FX TRANSLATION SENSITIVITIES FOR THE GROUP Key FX rates and sensitivities Six months ended 31 December 2020 Average Closing Australian $ 1.8067 1.7727 Euro € 1.1066 1.1256 Impact of a one cent change per annum Net fees Op profit Australian $ +/- £0.9
Slide 21: Finance charge and taxation
‘ETR’ DRIVEN BY MIX OF PROFITS & IMPACT OF TAX LOSSES. EXPECT TAX RATE TO RETURN TO c.30% AS PROFITS REBOUND Finance charge and taxation Six months ended 31 December 2020 2019 £m £m Finance charge Net interest charge on debt* (0.5) (0.6) Other interest payable (0.1) (0.1) IFRS 16 interest on lease l
Slide 22: Strong underlying cash performance
Cash from operations** (£m) STRONG UNDERLYING CASH PERFORMANCE H1 19 78.5 H1 20 65.2 H1 21 64.6 Operating profit to free cash flow conversion (£m) H1 FY21 uses of cash flow Cash from operations** £64.6m (H1 20: £65.2m) Net capex £8.8m 26.7 Pensions £8.3m 39.5 (26.7)** Purchase of own shares £6.4m (2
Slide 23: Strong cash performance with continued strong credit control
Free cash flow (£m)* STRONG UNDERLYING CASH PERFORMANCE, WITH H1 19 44.7 CONTINUED STRONG CREDIT CONTROL H1 20 32.6 H1 21 43.9 Closing net cash (£m) 366.2 379.5 NET CASH POSITION H1 FY21 ended with net cash of £379.5 million (£393.2 million including short-term deferral of tax payments) £210 MILLI
Slide 24: A strong balance sheet
A STRONG BALANCE SHEET Balance sheet analysis 31 Dec 30 Jun £m 2020 2020 RETIREMENT BENEFITS Goodwill & intangibles 251.8 257.9 Decrease in surplus is due to change in financial Property, plant & equipment 28.6 31.4 assumptions (primarily a reduction in the discount rate), partially offset by the
Slide 25: Highly cash generative business model, with clear cash flow priorities
HIGHLY CASH GENERATIVE BUSINESS MODEL, WITH CLEAR CASH FLOW PRIORITIES Our strategy is predominantly based on organic growth HIGHLY CASH We are highly cash generative GENERATIVE Strong track record of returning capital to shareholders £374 million in total dividends paid in respect of FY17 t
Slide 26: Dividend policy and return of surplus capital
Bridge from net cash* to return of surplus capital (£m) 130 380 100 DIVIDEND POLICY AND RETURN OF 250 150 150 SURPLUS CAPITAL H1 FY21 Net cash* Working capital Increased year-end Surplus capital rebuild cash buffer STRONG The Group’s trading, cash generation and working capital management have BAL
Slide 27: Financial summary
FINANCIAL SUMMARY NET FEES DECLINED 24% TO £422.8M Fees continue to be significantly impacted by Covid-19 pandemic Strong rebound in all major markets: Q4 FY20 (34)%; Q1 FY21 (29)%; Q2 FY21 (19)% OPERATING PROFIT DOWN 75% TO £25.1M Creditable performance balancing significant reduction in cost
Slide 28: Current Trading
3. CURRENT TRADING PAUL VENABLES FINANCE DIRECTOR
Slide 29: New year return to work slower, but Temp numbers back to pre-Xmas levels
NEW YEAR ‘RETURN TO WORK’ SLOWER THAN IN PRIOR YEARS, BUT, ENCOURAGINGLY, TEMP NUMBERS BACK TO PRE-XMAS LEVELS BY EARLY FEB Current trading conditions and outlook by region We saw a slightly slower ‘return to work’ in our Temp and Contractor businesses post-Christmas, although ANZ by early Februar
Slide 30: Strategy
4. STRATEGY ALISTAIR COX CHIEF EXECUTIVE
Slide 31: Pandemic has accelerated industry megatrends, reinforcing our strategy
PANDEMIC HAS ACCELERATED INDUSTRY MEGATRENDS, REINFORCING OUR STRATEGY SKILL SHORTAGES STRUCTURAL EMERGENCE OF MORE AND VARIED AND BUSINESS MARKET GROWTH NEW, AND WAYS OF BUILDING DEMANDS FOR AND EVOLVING EVOLVING, A CAREER FLEXIBILITY CLIENT DEMANDS TECHNOLOGIES Acceptance of remote Ongoing unc
Slide 32: Environmental and societal change will create millions of new jobs
ENVIRONMENTAL & SOCIETAL CHANGE WILL CREATE MILLIONS OF NEW JOBS AND ROLES, GENERATING MAJOR OPPORTUNITIES FOR HAYS TRANSITION TO A SOCIAL TECHNOLOGY & JOBS OF LOW-CARBON INFRASTRUCTURE LIFE SCIENCES TOMORROW ECONOMY Massive global investment Opportunities in Education, Large & growing markets, New
Slide 33: Return to Growth: investing in attractive structural growth markets
RETURN TO GROWTH: INVESTING IN ATTRACTIVE STRUCTURAL GROWTH MARKETS Split of size of FY21 RTG investments STRUCTURALLY ATTRACTIVE MARKETS Asia Headcount investment in IT, Large Corporate Accounts, 7% ANZ Life Sciences 10% Americas 28% SCOPE OF PROJECTS UKI Bottom-up process tasking each region t
Slide 34: Conclusion
CONCLUSION Our positive fee and We have the most We are investing Determined to take profit momentum, experienced ahead of our markets market share, grow combined with our management team in recovering. with blue-chip clients financial strength, our industry, proven Significant long-term and benefit
Slide 35: Appendix 1: H1 FY21 results supporting materials
APPENDIX 1 H1 FY21 Results supporting materials
Slide 36: Very tough half; strong cash position with Return to Growth initiatives
VERY TOUGH HALF; STRONG CASH POSITION WITH MATERIAL RETURN TO GROWTH INITIATIVES IDENTIFIED FOR FY21 ONWARDS ASPIRATION TO GENERATE, INVEST IN PEOPLE & BUILD CRITICAL MATERIALLY REINVEST & TECHNOLOGY, MASS AND SCALE INCREASE AND DISTRIBUTE RESPOND TO ACROSS OUR DIVERSIFY GROUP MEANINGFUL CHANGE & BU
Slide 37: Like-for-like summary
LIKE-FOR-LIKE SUMMARY Six months ended 31 December 2019 FX impact Organic 2020 LFL* £m £m £m £m growth Net fees Australia & New Zealand 94.8 1.8 (22.2) 74.4 (23)% Germany 144.9 3.9 (38.3) 110.5 (26)% United Kingdom & Ireland 126.7 0.2 (34.5) 92.4 (27)% Rest of World 186.7 (1.8) (39.4) 145.5 (21)% Gr
Slide 38: Full-year and half-year growth analysis by division
FULL-YEAR AND HALF-YEAR GROWTH ANALYSIS BY DIVISION Net fee growth* Q3 19 Q4 19 H2 19 FY19 Q1 20 Q2 20 H1 20 Q3 20 Q4 20 H2 20 FY20 Q1 21 Q2 21 H1 21 versus same period last year Australia & New Zealand 3% (3)% 0% 4% (2)% (7)% (4)% (7)% (28%) (18)% (11)% (26)% (19)% (23)% Germany 6% 2% 4% 9% 0% (9)%
Slide 39: A prioritised pipeline of opportunities to rebuild profitability
A PRIORITISED PIPELINE OF OPPORTUNITIES TO REBUILD PROFITABILITY FUTURE MATERIAL MEANINGFUL CORE PROFIT DRIVERS CONTRIBUTORS NETWORK PROFIT £20m+ £10m+ £5m+ CRITICAL DRIVERS TARGET TARGET TARGET SWITZERLAND AUSTRIA SPAIN 16 MALAYSIA GERMANY BELGIUM OTHER POLAND HAYS AUSTRALIA FRANCE CHINA NEW ZEALAN
Slide 40: Rest of World performance by country / market
REST OF WORLD PERFORMANCE BY COUNTRY / MARKET Country/Region H1 FY21 Net fee # of # of Rest of World net fees (ranked by net fees) Net fees growth offices consultants £m (LFL*) France 25.0 (26%) 20 380 USA 20.5 (13%) 12 256 Other** France Benelux 13.7 (28%) 11 192 China 12.4 (28%) 6 218 Switzerland
Slide 41: Technical specialisms add to our balance and relative resilience
TECHNICAL SPECIALISMS ADD TO OUR BALANCE AND RELATIVE RESILIENCE Attributes of Technical* vs In H1 FY21, Technical specialisms represented >65% Group Professional** net fees net fees (CAGR FY10-20: 8% vs 4% Professional) Investment-led hires 1. rather than purely candidate-driven 49% 52% 54% 55% 58%
Slide 42: Continued investment in building further scale and diversity
CONTINUED INVESTMENT IN BUILDING FURTHER SCALE AND DIVERSITY ACROSS OUR GLOBAL PLATFORM Temp & Contracting Temp/Contractor business as % of H1 FY21 net fees CLEAR STRUCTURAL CANADA NETHERLANDS 1. GROWTH 30% POLAND OPPORTUNITIES 76% 33% SWITZERLAND RELATIVE RESILIENCE 2. TO THE CYCLE 82% 66 FRANCE %
Slide 43: Consultant headcount
CONSULTANT HEADCOUNT Number of consultants As at As at Change As at Change 31 Dec 30 Jun since Jun 31 Dec since Dec 2020 2020 2020 2019 2019 Australia & New Zealand 818 811 1% 1,006 (19)% Germany 1,557 1,560 0% 1,759 (11)% United Kingdom & Ireland 1,589 1,840 (14)% 1,991 (20)% Rest of World 2,584 2,
Slide 44: Office network
OFFICE NETWORK Number of offices 31 December Opened/ 30 June 2020 (Closed)* 2020 Australia & New Zealand 41 (1) 42 Germany 25 - 25 United Kingdom & Ireland 90 (5) 95 Rest of World 101 (3) 104 Group 257 (9) 266 44 * Offices opened is shown net of closed and merged offices.
Slide 45: Trading days in major markets
TRADING DAYS IN MAJOR MARKETS Australia Germany UK Number of trading days H1 H2 Year H1 H2 Year H1 H2 Year Year ending 30 June 2020 129 124 253 128 122 250 129 125 254 Year ending 30 June 2021 129 123 252 130 122 252 129 124 253 Year ending 30 June 2022 129 123 252 131 123 254 129 123 252 45
Slide 46: Appendix 2: The Hays business model & strategy for growth
APPENDIX 2 The Hays business model & strategy for growth
Slide 47: The data dilemma: driving more value from data
THE DATA DILEMMA: DRIVING MORE VALUE FROM DATA THAN HR TEAMS AND COMPETITORS Access to more and better data Convert data effectively into insights Drive real actions from insight CLICK LIKE TWEET REVIEW DOWNLOAD VIEW MILLIONS DATA SHARE OF NEW QUALITY & DATA POINTS INSIGHTS COMMENT COMPLIANCE EACH D
Slide 48: Clear, well-established strategic priorities
WE HAVE CLEAR, WELL-ESTABLISHED STRATEGIC PRIORITIES TO DELIVER OUR LONG-TERM AIMS MATERIALLY INCREASE & DIVERSIFY GROUP PROFITS GENERATE, BUILD CRITICAL REINVEST & MASS & DIVERSITY DISTRIBUTE ACROSS OUR MEANINGFUL CASH GLOBAL PLATFORM RETURNS INVEST IN PEOPLE, TECHNOLOGY, COLLABORATIONS & INNOVATIO
Slide 49: Strength of our model drives performance through the cycle
THE STRENGTH OF OUR MODEL IS KEY TO DELIVERING FOR CLIENTS AND DRIVING FINANCIAL PERFORMANCE THROUGH THE CYCLE Unrivalled … the best …delivers … a resilient … and scale, people, the best financial leverages balance and sector- solutions for performance the Group to diversity… leading clients & in to
Slide 50: Hays is a leading global expert in qualified, professional and skilled recruitment
HAYS IS A LEADING GLOBAL EXPERT IN QUALIFIED, PROFESSIONAL AND SKILLED RECRUITMENT EXECUTIVE SEARCH (head-hunting) PROFESSIONAL RECRUITMENT (mostly white collar) Contingent fee model Focus on high-skilled roles Clear structural growth markets GENERALISTS (mostly blue collar) 50
Slide 51: A proven track record of organic growth
A PROVEN TRACK RECORD OF ORGANIC GROWTH New country & specialism entries Key: Organic Acquisition 33 COUNTRIES / MARKETS 20 SPECIALISMS Pre 1990 UK Australia Ireland A&F C&P IT Early 1990s Banking Fin Services Office Pros Late 1990s Czech Rep. France New Zealand Contact Ce. Education 2000 Belgium Po
Slide 52: Purpose, values and endorsement of UN Sustainability Goals
PURPOSE, VALUES & OUR ENDORSEMENT OF UNITED NATIONS SUSTAINABILITY GOALS (UNSDGs) We benefit society by helping people succeed and enabling organisations to PURPOSE thrive - creating opportunities and improving lives. Passionate VALUES Expert Ambitious Insightful Innovative about people In FY20 Hays
Slide 53: Acting responsibly is embedded in our strategic priorities
ACTING RESPONSIBLY IS EMBEDDED IN OUR STRATEGIC PRIORITIES MATERIALLY GENERATE, INVEST IN BUILD CRITICAL INCREASE AND REINVEST AND FY20 PEOPLE & MASS & DIVERSIFY DISTRIBUTE ACHIEVEMENTS TECHNOLOGY DIVERSITY PROFITS CASH RETURNS STAKEHOLDERS We take huge pride in Hays’ culture, career paths and reput
Slide 54: Worldwide platform provides pipeline of growth opportunities
OUR WORLDWIDE PLATFORM PROVIDES A PIPELINE OF FUTURE GROWTH OPPORTUNITIES & LEADERSHIP IN ALL CORE MARKETS Hays market positioning* Market Leader Top 3 position Top 5 position Other TOP 3 Australia (#1) Malaysia Belgium New Zealand (#1) Brazil Poland (#1) France Portugal (#1) Germany (#1) Russia Chi
Slide 55: Strategic focus on building scale in key markets
OUR STRATEGIC FOCUS IS ON BUILDING SCALE IN KEY MARKETS HAYS MARKETS HAYS SPECIALISMS 2020 2020 33 20 11 10 2002 2002 Market leaders in seven countries Leading market positions across including: UK, Australia, Germany professional and technical areas Top-3 market position in a further 13 Lon
Slide 56: Market-leading breadth and depth of platform
MARKET-LEADING BREADTH AND DEPTH OF PLATFORM 20 SPECIALISMS 33 COUNTRIES New Zealand Luxembourg Netherlands Czech Rep. Switzerland Singapore Colombia Germany Denmark Romania Australia Malaysia Hungary Portugal Belgium Sweden Canada Mexico Austria Poland France Russia Ireland Japan China Spain Brazil
Slide 57: Five pillars of the Hays business model
BALANCE, SCALE AND DIVERSIFICATION ARE WHAT SETS THE HAYS THERE ARE BUSINESS 5 PILLARS MODEL WHICH APART AND UNDERPIN DRIVES THE STRENGTH OF OUTPERFORMANCE OUR BUSINESS MODEL Exposure to structural growth and more mature areas 1. BALANCE Long-established across technical, white-collar specialism
Slide 58: A balanced portfolio
A BALANCED PORTFOLIO H1 FY21 net fees by type* Top 50 Public sector Public ANZ 18% Recruitment 15% Recruitment 19% sector IT 26% contracts ~25% contracts 15% Rest of World Other** Professional 34% Perm 38% Perm ~25% 31% 32% 42% Germany 26% A&F 14% Office Sup. 8% United Kingdom & IrelandC&P 12% Engin
Slide 59: Balanced business model: diversified across structural and cyclical markets
BALANCED BUSINESS MODEL: WELL DIVERSIFIED IN STRUCTURAL AND CYCLICAL MARKETS Net fees by market maturity* (percentages in table show % of Group net fees in H1 FY21) ESTABLISHED: DEVELOPING: >70% penetration 30-70% penetration 27% of Group net fees 26% of Group net fees (25)% LFL net fee growth UK &
Slide 60: Balanced business model: Temp/Contractor exposure, Perm-geared in high growth areas
BALANCED BUSINESS MODEL: SECTOR-LEADING EXPOSURE TO KEY TEMP/CONTRACTOR MARKETS, PERM-GEARED IN HIGH GROWTH AREAS H1 FY21 Net Fees by geography and contract type Temp Perm 15% 26% 37% 62% 85% 74% 63% 38% ANZ - 18% Germany - 26% UK&I - 22% RoW - 34% PROPORTION OF GROUP NET FEES 60
Slide 61: Appendix 3: Divisional profiles and historical data
APPENDIX 3 Divisional profiles and historical data
Slide 62: Financial archive – net fees, operating profit & headcount
FINANCIAL ARCHIVE – NET FEES, OPERATING PROFIT & HEADCOUNT ‡ Excludes exceptional items. 62
Slide 63: ANZ represents 18% of Group net fees
ANZ REPRESENTS 18% OF GROUP NET FEES, WITH AUSTRALIA REPRESENTING 94% OF DIVISIONAL NET FEES Six months ended 31 December 2020 Net fees by specialism Net fees by region Net fees: £74.4m Operating profit: £16.8m 13% 22% 21% Conversion rate: 22.6% 25% 6% Countries: 2 Consultants: 818 4% 10% Offices: 4
Slide 64: Historical profile of Hays Australia & New Zealand
HISTORICAL PROFILE OF HAYS AUSTRALIA & NEW ZEALAND ‡ Excludes exceptional items. 64 Note: Historical net fees and historical operating profit shown on a headline basis. For local currency data, please see slide 71.
Slide 65: Germany represents 26% of Group net fees and 37% of Group profit
GERMANY REPRESENTS 26% OF GROUP NET FEES AND 37% OF GROUP PROFIT Six months ended 31 December 2020 Net fees by specialism Net fees by contract type 0% Net fees: £110.5m 5% 5% Operating profit: £9.2m 15% 6% Conversion rate: 8.3% Consultants: 1,557 Offices: 25 16% 45% 20% 65% Private : Public sector 2
Slide 66: Historical profile of Hays Germany
HISTORICAL PROFILE OF HAYS GERMANY ‡ Excludes exceptional items. 66 Note: Historical net fees and historical operating profit shown on a headline basis. For local currency data, please see slide 71.
Slide 67: UK & Ireland represents 22% of Group net fees
UK & IRELAND REPRESENTS 22% OF GROUP NET FEES, WITH THE UK REPRESENTING 96% OF DIVISIONAL NET FEES Six months ended 31 December 2020 Net fees by specialism Net fees by region Net fees: £92.4m Operating profit: £(1.0)m 8% Conversion rate: (1.1)% 24% 19% 10% Consultants: 1,589 33% Offices: 90 12% 8% 1
Slide 68: Historical profile of Hays UK & Ireland
HISTORICAL PROFILE OF HAYS UK & IRELAND ‡ Excludes exceptional items. 68 Note: Historical net fees and historical operating profit shown on a headline basis.
Slide 69: Rest of World represents 34% of Group net fees
REST OF WORLD REPRESENTS 34% OF GROUP NET FEES, WITH FRANCE OUR LARGEST RoW MARKET Net fees by specialism Six months ended 31 December 2020 Net fees by specialism Net fees by market Net fees: £145.5m Operating profit: £0.1m Conversion rate: 0.1% 21% 17% 25% 27% Countries: 28 Consultants: 2,584 5% 14
Slide 70: Historical profile of Rest of World
HISTORICAL PROFILE OF REST OF WORLD ‡ Excludes exceptional items. 70 Note: Historical net fees and historical operating profit shown on a headline basis.
Slide 71: Local currency – net fees and operating profit
LOCAL CURRENCY – NET FEES AND OPERATING PROFIT ‡ Excludes exceptional items. 71
Slide 72: Financial archive – quarterly net fee growth
FINANCIAL ARCHIVE – QUARTERLY NET FEE GROWTH % Australia & New Zealand % Germany 23% 16% 19% 15% 16% 12% 13% 14% 12% 14% 12% 13% 15% 11% 7% 7% 8% 7% 15% 16% 6% 3% 2% 0% (7%) (3%) (2%) (7%) (9%) (19%) (10%) (20%) (28%) (26%) (33%) (31%) Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q1 Q2 Q3 Q
Slide 73: Financial archive – quarterly net fee & headcount growth
FINANCIAL ARCHIVE – QUARTERLY NET FEE & HEADCOUNT GROWTH % Temp % Perm 20% 15% 12% 11% 9% 11% 13% 5% 8% 8% 9% 7% 9% 7% 6% 5% 3% 2% 11% 0% 0% 0% 0% 1% 7% 11% (3%) (13%) (10%) (6%) (5%) (26%) (26%) (25%) (44%) (35%) Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
Slide 74: Further information
FURTHER INFORMATION DAVID PHILLIPS HEAD OF INVESTOR RELATIONS CHARLES CHALKLY INVESTOR RELATIONS MANAGER IR@hays.com +44 203 978 3173 For more information about the Group: haysplc.com/investors or @haysplcIR