REG-SThree SThree: Half Year Results
20/07/2020 07:05
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SThree (STEM)
SThree: Half Year Results
20-Jul-2020 / 07:00 GMT/BST
Dissemination of a Regulatory Announcement that contains inside information according to REGULATION (EU) No 596/2014 (MAR),
transmitted by EQS Group.
The issuer is solely responsible for the content of this announcement.
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SThree plc
("SThree" or the "Group")
FINAL RESULTS FOR THE HALF YEAR ENDED 31 MAY 2020
resilient performance driven by our unique focus on stem and FLEXIBLE working
SThree plc, the only global pure-play specialist staffing business focused on roles in Science, Technology, Engineering and
Mathematics ('STEM'), is today announcing its financial results for the six months ended 31 May 2020.
FINANCIAL HIGHLIGHTS
HY 2020 HY 2019 Variance
Constant
Adjusted (1) Reported Adjusted (2) Reported Movement (3) Currency
Movement (4)
Revenue (£ million) 602.6 602.6 653.3 653.3 -8% -7%
Contract net fees (£ million) 114.5 114.5 121.1 121.1 -5% -5%
Permanent net fees (£ million) 36.7 36.7 41.9 41.9 -13% -12%
Net fees (£ million) 151.2 151.2 163.0 163.0 -7% -7%
Operating profit (£ million) 13.3 13.7 24.6 23.3 -46% -49%
Conversion ratio (%) 8.8% 9.1% 15.1% 14.3% -6.3% pts -6.3% pts
Profit before taxation (£ million) 12.6 13.0 24.0 22.7 -48% -51%
Basic earnings per share (pence) 5.7 5.9 13.5 12.7 -58% -60%
Interim dividend per share (pence) nil nil 5.1 5.1
Net cash/(debt) (£ million) (5) 31.0 31.0 (8.0) (8.0) - -
(1) HY 2020 figures include the impact of £0.4 million in net exceptional strategic restructuring income.
(2) HY 2019 figures exclude the impact of £1.3 million in net exceptional strategic restructuring costs and CEO change costs.
(3) Variance compares adjusted HY 2020 against adjusted HY 2019 to provide a like-for-like view.
(4) Variance compares adjusted HY 2020 against adjusted HY 2019 on a constant currency basis, whereby the prior financial year
foreign exchange rates are applied to current financial year results to remove the impact of exchange rate fluctuations.
(5) Net cash/(debt) represents cash and cash equivalents less borrowings and bank overdrafts and excluding leases.
HALF-YEAR HIGHLIGHTS
• Resilient net fees performance, underpinned by our strategy
◦ Group net fees for H1 down 7%* YoY, with Q2 down 12%*, impacted by COVID-19
◦ Contract H1 net fees down 5%* (Q2 down 11%*), representing 76% of Group net fees (HY 2019: 74%)
◦ Geographically diversified with 88% of Group net fees generated from international markets (HY 2019: 87%)
• COVID-19 was primary driver of profit impact, alongside strategic investment for the future
◦ Thoughtful management of headcount enabling market share gains in the Netherlands, Germany and USA
◦ Investment in technology and infrastructure enabling more effective operation in future
◦ Profit impact offset by significant cost management initiatives implemented
• Initial response to COVID-19 executed swiftly to mitigate impact and capitalise on opportunities
◦ Workforce moved rapidly to remote working, with a focus on adjusting and adapting to effective operation irrespective
of location
◦ No staff furloughed in a number of key regions
◦ Support provided to candidates, clients and other key stakeholders
• Strong financial position
◦ Strong balance sheet, with net cash at 31 May 2020 increased to £31.0 million (31 May 2019: net debt £8.0 million)
and immediately accessible liquidity of £136.0 million
◦ Access to RCF and CCFF available if required
* In constant currency
Mark Dorman, CEO, commented:
"These results are a story of two very different quarters and how resilient this business is in the most extreme external
environment. It has been a time of much change and volatility, however two things that have not changed throughout are our
purpose and our strategy.
Our purpose of "bringing skilled people together to build the future" has never been more relevant and we have the right
strategy, positioned between the accelerating secular trends of STEM and flexible working. As we continue to make targeted
investments in the Group, we are positioning ourselves to best capitalise on this growing opportunity in the future. As a
direct result of our strategy, I have been pleased to see the Group deliver a resilient net fees performance. Despite all the
challenges faced we have continued to take market share, increased our operating capabilities, and strengthened relationships
with candidates and clients.
Our decision making is guided by our purpose. Already we have seen our teams supporting many customers directly involved in
tackling the crisis; from those involved in assuring the quality of ventilators to those leading the vaccine research efforts.
We are delighted to be placing many of the people who will be crucial in providing a better future for us all.
Whilst times ahead remain uncertain, we have a strong financial position, a great opportunity, and we are united behind our
strategy which will guide us through the second half and beyond."
SThree is hosting a webinar for analysts today at 09:30 BST. If you would like to register for the webinar please contact
1 SThree@almapr.co.uk
A video overview of the results from the CEO, Mark Dorman, and CFO, Alex Smith, is available to watch here:
2 https://bit.ly/STEM_H1_2020_overview
SThree will issue its Q3 trading update on 14 September 2020.
Enquiries:
SThree plc 020 7268 6000
Mark Dorman, Chief Executive Officer
Alex Smith, Chief Financial Officer
Steve Hornbuckle, Company Secretary
Alma PR 020 3405 0205
Rebecca Sanders-Hewett SThree@almapr.co.uk
Susie Hudson
Notes to editors
SThree is the only global pure play specialist staffing business focused on roles in STEM (Science, Technology, Engineering
and Mathematics). It brings skilled people together to build the future through the provision of specialist Contract and
Permanent services to a diverse client base of over 9,000 clients. From its well-established position as a major player in the
Technology sector, the Group has broadened the base of its operations to include businesses serving the Banking & Finance,
Energy, Engineering and Life Sciences sectors.
Since launching its original business, Computer Futures, in 1986, the Group has adopted a multi-brand strategy, establishing
new operations to address growth opportunities. SThree brands include Progressive, Computer Futures, Huxley Associates and
Real Staffing Group. The Group has circa 3,000 employees in sixteen countries.
SThree plc is quoted on the Official List of the UK Listing Authority under the ticker symbol STEM and also has a USA level
one ADR facility, symbol SERTY.
Important notice
Certain statements in this announcement are forward looking statements. By their nature, forward-looking statements involve a
number of risks, uncertainties or assumptions that could cause actual results or events to differ materially from those
expressed or implied by those statements. Forward-looking statements regarding past trends or activities should not be taken
as representation that such trends or activities will continue in the future. Data from the announcement is sourced from
unaudited internal management information. Accordingly, undue reliance should not be placed on forward looking statements.
Chief Executive Officer's STATEMENT
A story of two parts
We set out in Q1 delivering and investing in line with the strategy which we had set out at our Capital Markets Day in
November 2019 and were executing as expected. As we indicated in our Q1 update on 16 March we had already begun to see macro
uncertainty as a result of the impending global pandemic. As we entered Q2 the COVID-19 pandemic, monitored closely by our
crisis management team, accelerated, bringing with it unprecedented uncertainty which required rapid adjustments to our
operations to enable us to navigate the new economic landscape.
The COVID-19 health crisis has altered the course of individuals, businesses and societies across the globe. Governments have
taken unprecedented action to prevent the further spread of the virus with responses and impact differing significantly by
region, country and city. These public health responses and other government actions have led to dramatic economic declines
across the globe, the nature and speed of which has never been seen before.
At its core this remains a health crisis, which has spawned an economic crisis. As a consequence, there is no global peacetime
equivalent as governments quickly intervene to safeguard public health and then subsequently provide fiscal and monetary
stimulus to the economy. The wide and varied nature of these, at times, conflicting actions has caused volatility that has no
modern day parallel. The road to recovery will not be a straight line, but a transition, with businesses navigating this
volatility over the period ahead and fundamentally changing for the long term.
There is no doubt that the pandemic has turned working practices on their head and accelerated trends such as flexible
working. Considering these changes, we have spent a lot of time during this period speaking to our customers and candidates,
understanding their needs and adapting accordingly. Across all sectors, questions have been raised and operations have been
remodelled. Businesses know that the world of work has changed and are trying to understand how best to manage the workforce
of the future. Supply chains will be rebuilt or adapted for resilience rather than profit. Automation, data and data science
will be crucial for all, as computer assisted analysis is accessed to capture ever shifting insights.
SThree is alongside a host of businesses that have experienced unprecedented challenges throughout this period, however we are
navigating our course. We are confident that our strategy is the right one: Talented people with STEM skills will be those
solving the problems that businesses are facing, and those are the candidates we place. We are focused on coming out of this
period in a strong position, continuing to deliver what our customers need both now and in the future, and we are poised to
deliver on our strategic ambitions.
Throughout this period and in the journey ahead, SThree's purpose of "bringing skilled people together to build the future"
has never been more relevant.
Inside our crisis response
In the immediate aftermath of the outbreak we created a framework for the organisation to work with, breaking the crisis down
into operational phases each with its own set of priorities.
1. Emergency Response
2. Ongoing Crisis Management
3. Recovery to the Next Normal
The Emergency Response phase began in early March, and we transitioned into phase two in early April. We are now several
months into ongoing crisis management which we see continuing for some time.
This remains primarily a global health crisis and as such maintaining the safety of our people, candidates and customers
combined with full operational capability of the Group was our primary focus. We acted quickly and efficiently to adjust our
ways of working, allowing our entire workforce to continue delivering remotely (at one point 98% of workforce). Alongside the
physical change to remote working our businesses also quickly adapted their operational arrangements to respond to the rapidly
changing situation. Aware of local measures, they remained focused on helping their customers to achieve their objectives even
as these shifted in response to the challenging external environment.
Alongside this, we implemented initiatives to ensure the business remained on a strong financial footing throughout this
period and beyond. Underpinning all our decisions is the clear objective to balance the need to secure the short-term
financial strength of the Group, whilst retaining the skills, capacity and management capability to fulfil our undimmed
strategic ambitions.
Maintaining a strong balance sheet is critical at times of intensified uncertainty; therefore, we took the difficult decision
to withdraw the 2019 final dividend of 10.2 pence per share, detailed in the Group Annual Accounts and Report 2019 and Notice
of the Annual General Meeting. The Board recognises the importance of dividends to our shareholders and will keep future
dividend payments under review.
We reviewed our cost base. Initially, in phase one, we ceased all hiring and have since managed headcount as appropriate to
the varied local conditions. We maintained a particular focus on working capital management and all non-essential capital
expenditure was postponed, as were all discretionary costs. Salaries of the Executive Directors of the Board and senior
executive team, and the fees of the Non-Executive Directors, have been temporarily reduced by 20%, with the Executive
Directors also foregoing 2020 bonuses.
SThree welcomed the government support given to businesses globally, taking up the opportunity to defer various tax payments
and receiving a reimbursement of wages under the job retention scheme. We have qualified for the UK Government's COVID
Corporate Financing Facility ('CCFF'). Under the scheme, we received confirmation that we are eligible to access up to £300.0
million of funding. Of this, we agreed, in consultation with our existing lenders, that the CCFF facility will be capped at
£50.0 million. To date we have not drawn this down.
As we continue to navigate through the pandemic we are not waiting for the market conditions to change, but focused on
learning to operate better in whatever environment we are in, utilising our agility and expertise to navigate a successful
path and grow our market position for the long term.
Supporting our people, clients and candidates
Protecting our people, clients and candidates is key to ensuring that we come out of this crisis stronger and more resilient
than ever before. These are the people that will help us shape our business for months and, likely, years to come. Our
purpose, "bringing skilled people together to build the future", continues to be central to everything we do as a business.
The ongoing wellbeing and engagement within our teams is a priority and, as such, we have launched various initiatives to
drive engagement and foster a sense of community. Our 'Coronavirus Knowledge hub' is a dedicated space providing materials for
learning and development, including guidance on managing remote teams and guidance on remote working for our consultants.
Alongside this we have accelerated investment in our digital learning platform to provide learning on demand for all. We have
also launched a wellbeing programme called Thrive which is based on the responses received to our recent internal pulse survey
and provides time, support and resources to our people to help them look after their wellbeing in four areas; body and mind,
self-purpose, personal growth, and financial stability.
Our focus has not stopped at our people - we have provided support and material to help our contractors understand how to
remain active with regional, brand-led contractor information hubs set up online to include rolling updates and support.
We have not lost sight of all the hardship that our society and local communities are facing, and we recognise that many of
the communities we operate in are experiencing serious challenges. Therefore, in line with the Group's purpose-driven culture,
we announced in March an extension to the paid volunteering leave we offer and are encouraging all our staff to make use of
this time to safely volunteer.
At a regional level, it is worth highlighting how our teams have gone above and beyond to help many customers directly
involved in tackling the crisis. We have seen examples of amazing behaviour, work collaboration, courage and innovation. As an
example, our US business worked closely with their client, a major medical devices and protective equipment manufacturer, to
place quality assurance and regulatory affairs specialists who ensure the medical devices, ventilators and protective
equipment used in defence against COVID-19 are safe to use. Our DACH business explored new opportunities within Life Sciences
and continues to work with their clients to place the experts who are leading the research efforts to find a vaccine for
COVID-19. Within the UK we have closely collaborated with the NHS, for whom at the peak of the crisis we supplied nearly 300
contractors. We have been placing candidates with Business Intelligence experience to manage clinic systems and process
electronic recovery information for front line clinicians, ultimately helping the NHS make well-informed decisions in the
COVID-19 response.
Testament to the strength of the support we have given to our clients and candidates, we've recorded an impressive improvement
in Net Promoter Score ('NPS') across the business, from both clients (up 7 points to a score of 37) and candidates (up 4
points to 52). This demonstrates the value our customers attribute to our ongoing support and the flexible approach we have
taken to meet new or changed demands.
Performance update
As previously mentioned, H1 trading performance is a story of two quarters and can be seen to change rapidly between Q1 and
Q2. In the first quarter, the Group recorded net fees of £75.3 million in line with expectations; a robust performance
delivered despite a number of macro-economic headwinds.
In Q2, as the COVID-19 pandemic accelerated and the intensity of the economic toll this would take became clearer, businesses
across the globe took action, significantly impacting the aggregate demand for staffing. Despite this SThree saw Group net
fees decline only 12%* year-on-year, to £75.9 million in Q2. This resilient performance is largely thanks to the nature of
Contract work, the majority of the Group's activity, which naturally insulates net fee income over the short term. Taken
together over the first half Group net fees were 7%* down year-on-year, to £151.2 million. Contract, our strategic focus,
declined by 5%* in the first half and now represents 76% of Group net fees.
Adjusted operating profit for the period was £13.3 million which is down against prior year (HY 2019: £24.6 million). The
decline was driven primarily by the impact of COVID-19 alongside our strategic decision to invest for the future; balancing
the current economic headwinds with the acceleration of the long term secular trends of STEM and flexible working, we are
implementing programmes to right-size our cost base, whilst continuing to make targeted investments and bolstering the
strength of our core platform. Average Group headcount was up 2% in the half, with net investment in DACH and the USA offset
by reductions in other regions.
Performance across markets and geographies varied hugely depending on government responses and the demand patterns of the
niches within sectors. An example of this is the need for supply chain expertise among pharmaceutical manufacturers who are
rapidly scaling up output for vaccines and treatment, whilst roles needed for planned surgeries have decreased. Within
Technology, digitisation has been a key driver - both in the immediate term, as forced by the pandemic, but also for the
longer term as part of wider business plans**.
This has played out within our regions. The Netherlands and the UK were more challenging with various factors impacting
performance, including certain niches that have been impacted by the pandemic. The USA and Germany remained robust with the
USA benefitting from high demand for Quality Assurance in the drugs market and digital transformation projects, and Germany
seeing a strong performance in Infrastructure and Software Development.
* In constant currency
Our view of the future
Our immediate priorities
Whilst the global fight to contain the virus continues we will be in our ongoing crisis management phase, volatility will
persist, and demand will be uncertain as businesses deal with the impact of government responses and adapt to this new
environment.
As such, it remains impossible to know exactly what lies ahead while the pandemic continues, and regions deal with their
current outbreak level. It should also be noted that as we have seen with the "R" rate in Germany and a number of other
regions, recovery is not necessarily a straight line. Notwithstanding the lack of clarity on what the future looks like, the
Group will continue to engage with candidates and with clients to deeply understand trends that create products of the future.
Alongside this, we will drive operational improvement within our core businesses, focused around people, process and
technology, whilst of course, underpinned by disciplined cost management.
It is clear that this crisis will have a lasting impact, and SThree is therefore working to ensure we are best positioned to
work in the new world. This includes learning to operate in a blended environment of working, navigating our own recruitment
and onboarding, investing in learning and development. A good example of how we are facilitating this is in Germany, where we
did not furlough any of our staff. Whilst the office in Germany has been open for some time, the team there are being
encouraged to adapt and adjust to working effectively, irrespective of where they are located. Alongside these operational
changes, we are improving the way we capitalise on our data, investing in virtual interview and placement solutions and
increasing knowledge sharing across our global business. We are confident that we have the right ingredients to steer the
Group effectively in the new world of work.
Secular trends
As market trends shifted in response to COVID-19 outbreak, the criticality of STEM skills has been highlighted. In the medium
to long term the pandemic has accelerated the demand for STEM skills and digital transformation is a priority for every
business and every sector. Alongside this, the seismic shift in working practices has changed the workplace and many
businesses are adopting these for the long term, with the notion of flexible working and flexible workforces of the future
entering the lexicon of business as a key priority. SThree sits at the centre of these two long term secular trends; STEM
talent and Flexible Working, that have now been accelerated as a result of this crisis.
We have been engaging with our customers in critical conversations with them to better understand their needs and priorities,
for now and into the future, to help them drive their businesses forward. Many customers are discussing the ability to widen
the pool of talent with remote working, and the fact that being present on site will not be required*. Our scale, local
knowledge and true expertise in STEM positions us well to help those businesses with whatever their staffing needs may be. In
times like this there is even more value in our niche market approach and knowledge base.
Investing in the future to drive our strategy
Our strategy is absolutely the right one; our focus on STEM and flexible working has underpinned our resilience and will
continue to do so.
Notwithstanding the current uncertainties, our focus on building for the future has not wavered, and we are investing in the
areas that we are confident will drive growth. This includes our own digital enablement, continuing our use of data and
insights to drive the business, investing in the right tools and technology, continued learning and development and being
judicious about where we focus our headcount. We came into this period selectively investing in the right markets and will
continue to do so to position us for the future.
Summary
Whilst this has undoubtably been one of the toughest times, not just for our Group but many others, we are pleased with the
resilience our business has shown. I would like to thank the spirit and dedication of our colleagues, who, through much
adversity, have truly delivered in the period, driving the results we have announced today.
As a purpose driven organisation our work is aimed at changing people's lives for the better and this is something that
motivates my colleagues and I on a daily basis. We are helping build communities of talent and future-proofing people's
careers, and we look forward to providing our customers with their most valuable asset in the period ahead.
Throughout this period, our focus has remained on positioning the business to achieve our strategic ambitions, and whilst the
route we take to get there may be different from what we expected, our ultimate aim remains the same. As a strong business
with a solid financial position, an excellent team, the right strategy and buoyed by the strength of the secular trends we
play upon, we are confident we will exit this crisis well positioned to make the most of the opportunities ahead of us.
**SThree's customer insights research, May 2020
Group OPERATIONAL REVIEW
Overview 3 1
The Group's robust performance in Q1 was outweighed by the impact of the COVID-19 pandemic in Q2 across all our territories
and sectors. The Group is well diversified, with international operations which now account for 88% of net fees. Performance
has been varied across different regions, sectors and within specific niches. From a regional perspective the USA and Germany
in particular continue to perform robustly, delivering creditable results in the first half.
Our strategic focus on Contract has provided the business with greater resilience in more uncertain economic conditions.
However, DACH, our largest Permanent market, proved resilient with net fees down 1%*.
Adjusted operating profit was down 49%* year-on-year as we continued to make targeted investments and bolstered the strength
of our core platforms with an eye on the medium to long term, whilst implementing programmes to right-size our cost base.
Whilst broader market conditions are challenging, the STEM markets remain relatively robust and we are confident we can
maximise our opportunities with selective headcount growth.
In what has been a challenging period for our teams the quality of our management and increasing expertise in our niche
markets is driving us forward on our journey to become the number one STEM talent provider in the best STEM markets. We are
committed to ensuring that SThree is well positioned over the long term and are confident we can continue to exploit the
accelerating secular trends of STEM and flexible working across global markets and deliver our long-term ambitions.
Group
Net fees by division
Growth year-on-year (In constant currency) HY 2020 Mix
Contract Permanent Total Contract Permanent
Q1 20 +2% -6% 0% 75% 25%
Q2 20 -11% -17% -12% 76% 24%
HY 20 -5% -12% -7% 76% 24%
Breakdown of net fees HY 2020 HY 2019 FY 2019
Geographical split
EMEA excluding DACH 40% 43% 41%
DACH 33% 31% 32%
USA 24% 22% 23%
APAC 3% 4% 4%
100% 100%
100%
Sector split
Technology 45% 45% 45%
Life Sciences 22% 19% 20%
Engineering 22% 21% 21%
Banking & Finance 9% 12% 11%
Other sectors 2% 3% 3%
100% 100% 100%
Business Mix
Contract is well suited to our STEM market focus and geographical mix and it remained the key area of focus and growth
throughout the period.
Our Contract business has proved resilient in the current trading environment, which is a testament to our strategy, with net
fees down 5%* in the period. Average Contract sales headcount was flat in the period, however our DACH and USA regions saw
investment in heads in the period. Contract now accounts for 76% of Group net fees. Contract NFDR is up 2% YoY with Contract
margin at 20.3% up from 19.8% in H1 2019. The period ended with contractor numbers of 8,875, down 17% year-on-year.
Our Permanent business saw a larger impact from the current trading environment with net fees down 12%* in the period (Q2 down
17%*). DACH, our largest Permanent market was down 1%* in the period, in part due to Q1 performance with Q2 down 9%*. USA net
fees were down 10%* and Japan down 24%*. We have seen an increase in Permanent average fee up 3%* YoY in the period. Average
Permanent sales headcount was down 1%, however we have invested in our key Permanent markets and will continue to do so
strategically.
Operational review by reporting segment
EMEA excluding DACH (40% of Group net fees - £60.5 million)
Net fees by division
Growth year-on-year (In constant currency) HY 2020 Mix
Contract Permanent Total Contract Permanent
Q1 20 -3% -19% -6% 85% 15%
Q2 20 -16% -25% -17% 86% 14%
HY 20 -9% -22% -12% 85% 15%
EMEA excluding DACH region is our largest region comprising businesses in Belgium, Netherlands, Luxembourg, France, Spain, UK,
Ireland and Dubai.
The results for EMEA excluding DACH largely reflected the UK's challenging performance. The UK was down 14%* in H1 with Q2
down 19%* year-on-year. The planned impact of IR35 had some negative impact on client and candidate behaviour during Q1,
although this measure was ultimately delayed by a year as the pandemic accelerated during March. All sectors saw decline in
net fees with Technology down 8%* and Banking & Finance down 47%*. Contract performance for the UK was down 13%* in the
period, however, Life Sciences saw a more resilient performance with net fees remaining flat*. Our Permanent business in the
UK was down 20%*.
The Netherlands, our largest country in the region, delivered a resilient performance in H1 with net fees declining 5%*,
albeit with a 12%* decline in Q2. Notable performances were delivered in Life Sciences, up 10%* (Q2 flat*) driven by increased
placements across Quality Assurance and Medical Devices, and across Engineering, with our particular focus on Manufacturing,
High Tech and Chemicals. Contract was down 3%* in the period with Permanent down 19%*.
Dubai performance was strong in the period with net fees up 14%* driven by Banking & Finance up 36%*. France saw net fees
decline for the period with net fees down 19%*.
Average sales headcount for the region was down 10% with period end headcount down 15%.
DACH (33% of Group net fees - £50.1 million)
Net fees by division
Growth year-on-year (In constant currency) HY 2020 Mix
Contract Permanent Total Contract Permanent
Q1 20 +10% +7% +9% 64% 36%
Q2 20 -9% -9% -9% 67% 33%
HY 20 0% -1% -1% 66% 34%
DACH region is our second largest region comprising businesses in Germany, Switzerland and Austria, with Germany accounting
for 92% of net fees.
Performance in the region was strong in Q1 with growth of 9%*. Q2 was impacted by COVID-19, however, the region delivered a
resilient performance with net fees down 9%* against strong comparatives, with H1 down 1%* as a result. Germany net fees were
down 2%* in the period. We saw an outstanding performance from Switzerland with net fees up 46%* in the period. The region saw
Contract growth in Life Sciences up 18%* with growth in Germany and Switzerland. There was a strong performance in our
Permanent Technology sector, up 7%* driven by Germany.
Average sales headcount was up 12% with period end headcount remaining flat.
USA (24% of Group net fees - £35.4 million)
Net fees by division
Growth year-on-year (In constant currency) HY 2020 Mix
Contract Permanent Total Contract Permanent
Q1 20 +3% -11% 0% 81% 19%
Q2 20 0% -10% -2% 79% 21%
HY 20 +1% -10% -1% 80% 20%
The USA is the world's largest specialist STEM staffing market and is our third largest region. The region remains a key area
of focus for the Group and we will continue to strategically invest in the region as we align our resources with the best
long-term opportunities.
Our US business showed its resilience in the half, with strong growth across Life Sciences up 13%* (Q2 up 11%*) and Technology
up 4%* (Q2 up 5%*). The USA is a good example of the importance of investing in the right vertical niches and understanding
customer needs. Thanks to a keen focus on this strategy the region benefitted from increased activity in Quality Assurance, as
more new drugs were manufactured, and seen good growth in tech skills that support digital transformation such as Mobile
Applications and Software Development, in line with the changing customer needs
Contract net fees in USA performed very well with net fees up 1%* year-on-year. Our largest sector, Life Sciences, grew 13%*
with Technology up 3%*. We have invested in our Contract business with average sales headcount growing 18% year-on-year and
period end headcount up 3%. Net Fees per Day Rate ('NFDR') increased by 8%* year-on-year, as we focused on higher margin and
higher salary roles.
Permanent net fees declined year-on-year overall, however we saw growth in our Life Sciences busines up 12%* and Engineering
up 8%*. This was offset by a decline in our Banking & Finance sector. Year to date average headcount increased by 6%
year-on-year with period end headcount down 10%.
APAC (3% of Group net fees - £5.2 million)
Net fees by division
Growth year-on-year (In constant currency) HY 2020 Mix
Contract Permanent Total Contract Permanent
Q1 20 -11% -16% -15% 34% 66%
Q2 20 -31% -41% -38% 35% 65%
HY 20 -22% -30% -28% 35% 65%
Our APAC business principally includes Japan, Australia and Singapore. APAC represented 3% of Group net fees in the period, a
slight decrease from 4% at the end of 2019.
APAC net fees declined in the period as the region was impacted by both the Australian wildfires and the earlier impact of
COVID-19. Total net fees were down 28%* with Q2 down 38%*.
Contract net fees declined 22%* in the period with Engineering down 59%* and Banking & Finance down 36%*. Contractors declined
33% in the region with NFDR down 5%* year-on-year.
Permanent net fees in the region declined 30%* with Japan, our largest country in the region, down 24%*. All sectors declined
for the region.
Average headcount was down 20% year-on-year with Contract down 38% and Permanent down 10%. Period end headcount was down 19%.
GROUP FINANCIAL REVIEW
The COVID-19 outbreak developed rapidly during 2020, with a significant number of infections in countries where SThree
operates. Measures taken by national Governments to contain the virus have affected economic activity. The impact on the
Group's performance and financial results was significant within the six months ended 31 May 2020.
Income statement highlights
Revenue for the half year was down 7% on a constant currency basis to £602.6 million (HY 2019: reported £653.3 million) and
down 8% on a reported basis. On a constant currency and reported basis, net fees decreased by 7% to £151.2 million (HY 2019
£163.0 million). The Group's robust performance in Q1 was outweighed by the impact of the COVID-19 pandemic in Q2 across all
the Group's territories and sectors. The aggregate demand for staffing in the second quarter of the year was significantly
less than what would normally be expected, with notable spikes and troughs across different markets and industries. Overall
net fees margin was 25.1% (HY 2019: 24.9%), driven by geographical mix and moving to placing higher salary roles. The Contract
margin increased to 20.3% (HY 2019: 19.8%). At the end of the reported period, Contract represented 76% of the Group net fees
in the period (HY 2019: 74%).
Operating expenses decreased by 1.6% on a reported basis, compared to the prior-year period. It was mainly driven by a
significant slowdown in the Group's operations caused by the COVID-19 crisis, leading to a decline in commissions/bonuses and
a pause in advertising campaigns, a temporary reduction of 20% in salaries of the senior executive team, and the impact of
Government job retention support schemes in selected countries.
Impact of COVID-19 on items of income/(expense):
COVID-19 had implications on certain items of income and expense in the Group condensed consolidated interim financial
statements, affecting the profit before tax for the six months ended 31 May 2020. This includes income from the recognition of
government assistance provided to SThree, impairment charge recognised for underperforming internally developed assets,
reduction in share-based payment charge for unvested Long Term Incentive Plans affected by the revised profit estimates, and
increase in loss allowance for the Group book of trade debtors due to credit risk deterioration.
• Government support schemes
Various national governments have announced measures to provide both financial and non-financial assistance to the disrupted
industry sectors and the affected business organisations.
During the period, the Group took advantage of job retention schemes launched by the UK and other national Governments,
whereby a portion of salaries was reimbursed for furloughed staff. In H1 2020, the Group recognised a total benefit, including
the associated payroll savings, of £0.7 million. The compensation was presented as a deduction in reporting the related staff
expense.
We expect to recognise further savings of around £1.4 million in H2 2020, bringing the total compensation plus savings to £2.1
million by the end of the financial year.
• Impairment of non-financial assets
We re-visited forecasts of realisable benefits and other assumptions such as SThree cost of capital, used to determine the
recoverable amount of the Group's intangible assets. In the light of increased risk, uncertainty, and reduced economic
activity caused by COVID-19, which in turn resulted in a decline of demand for SThree services and increase in operating
costs, fair values of certain internally developed assets were assessed as no longer recoverable. Within the six months ended
31 May 2020, the impairment charge of £34k was recognised (HY 2019: £nil).
• Reduction in share-based payment charge
Due to COVID-19 we revised the full year estimate of the Group's adjusted PBT for the financial years 2020 to 2022. The
adjusted PBT is one of the key assumptions used to determine share-based payment charge attributable to Long Term Incentive
Plan ('LTIP'). Based on the revised PBT forecast, certain performance conditions for unvested LTIP are no longer achievable.
Accordingly, the share-based payment charge recognised in H1 2020 amounted to £0.5 million (HY 2019: £1.7 million).
• Trade debtors - increase in expected credit losses
There has been a moderate increase in credit risk (risk of default) for the Group book of trade debtors as a result of
COVID-19. The Directors adjusted the forward-looking information (including macro-economic information) considered when
measuring expected credit losses for the trade debtors. This was partially offset by several credit control initiatives
undertaken by the Group to preserve cash and identify any early signs of clients' credit deterioration or credit disputes for
immediate resolution. Overall, the Group recognised the expected credit losses of £1.3 million (HY 2019: £1.0 million).
Exceptional items
In line with the Group's prior year practice and accounting policy, the following items of material or non-recurring nature
were excluded from the directly reconcilable IFRS measures. 4 2
1. Support function relocation - This is a legacy programme, which was partially funded by a grant receivable from Scottish
Enterprise. The Group is entitled to the grant over several years until 2021, subject to the terms of the grant being met.
In H1 2020, the Group recognised £0.5 million in grant income (HY 2019: net exceptional costs of £0.1 million, comprising
£0.5 million in personnel and property costs less government grant income of £0.4 million).
2. Senior leadership restructuring - In 2019, several key changes were made to the senior leadership structure within EMEA
excluding DACH region. In HY 2020, true-up of £0.1 million (HY 2019: £nil) in remaining charges was added to the overall
cost of the senior leadership restructuring and reflected in the 2020 Interim Report.
3. CEO change - In the prior period, operating expenses classified as exceptional also included costs of £1.2 million
associated with the departure of the previous CEO and the appointment of the new CEO, Mark Dorman.
Net finance costs
Net finance costs increased to £0.7 million (HY 2019: £0.6 million), mainly due to higher level of gross finance debt and the
adoption of new standard IFRS 16 on leases.
Income tax
The tax charge on pre-exceptional statutory profit before tax was £5.1 million (HY 2019: £6.5 million) for the first half of
2020, representing an effective tax rate ('ETR') of 39.7% (HY 2019: 27.5%). The ETR on post-exceptional reported profit before
tax was 40.4% (HY 2019: 27.0%). The Group's ETR primarily varies depending on the mix of taxable profits by territory. In
addition to this, the extent to which tax credits on loss-making businesses are recognised can have a material impact. The
COVID-19 crisis has increased the ratio of operating losses as a proportion of the absolute profits and losses of the Group.
This, together with the anticipated reduction in Group results, means that the non-recognition of tax credits on loss-making
businesses is the main factor in the increase of the Group ETR from the previous year.
The Group is also affected by the European Commission's state aid investigation into the UK's controlled foreign company
legislation. We continue to note this as a contingent liability.
Foreign exchange exposure
For HY 2020, the year-on-year movements in exchange rates between Sterling and the Euro and the US Dollar (the main functional
currencies of the Group) provided a moderate net headwind to the reported performance of the Group. The exchange rate
movements decreased our reported HY 2020 net fees by approximately £1.0 million and operating profit by £0.2 million.
Overall, the reported profit before tax was £13.0 million, down 43% year-on-year. The adjusted profit before tax ('PBT') was
£12.6 million down 48% year-on-year (HY 2019: reported £22.7 million and adjusted £24.0 million). The 'adjusted' PBT excludes
net exceptional income of £0.4 million that was recognised in the current period in respect of the government grant income on
the relocation of support functions to Glasgow (HY 2019: net exceptional cost of £1.3 million, representing CEO change cost of
£1.2 million plus net exceptional cost of £0.1 million incurred on support function relocation). The operating profit
conversion ratio decreased by 6.3 percentage points to 8.8% on an adjusted basis and was down by 5.2 percentage points to 9.1%
on a reported basis (HY 2019: adjusted 15.1% and reported 14.3%).
Earnings per share ('EPS')
On an adjusted basis, EPS was down by 7.8 pence, or 58%, at 5.7 pence (HY 2019: 13.5 pence), due to a decrease in the adjusted
PBT offset by an increase of 2.1 million in weighted average number of shares. On a reported basis, EPS was 5.9 pence (HY
2019: 12.7 pence), down 6.8 pence (54%). As at 31 May 2020, the weighted average number of shares used for basic EPS was 132.0
million (HY 2019: 129.9 million). Reported diluted EPS was 5.8 pence (HY 2019: 12.2 pence), down 6.4 pence. Share dilution
mainly results from various share options in place and expected future settlement of certain tracker shares. The dilutive
effect on EPS from tracker shares will vary in future periods depending on the profitability of the underlying tracker
businesses, the volume of new tracker arrangements created and the settlement of vested arrangements.
Dividends
Due to the current unprecedented levels of uncertainty, the Board is not proposing to pay an interim dividend (HY 2019: 5.1
pence). The Board recognises the importance of dividends to the Group shareholders and will keep future dividend payments
under review. The Board monitors the appropriate level of the dividend, taking into account, inter alia, the strategy for the
Group, the achieved and expected trading, together with its balance sheet position.
Liquidity management
On an adjusted basis cash generated from operating activities increased to £37.3 million in the first half of 2020, compared
to the prior-year period (HY 2019: £5.6 million on an adjusted basis). It represents the net result of reduced adjusted EBITDA
offset by the release of working capital as the business slows, strong action to manage working capital in the face of the
COVID-19 crisis, decreased taxes paid and reclassification of rent payments to financing activities under the newly
implemented standard, IFRS 16 Leases.
In early May, the Group took advantage of the UK and other national Governments' incentive to defer the VAT payments due
between 20 March 2020 and 30 November 2020, until future periods between 28 February 2021 to 28 February 2023. In H1 2020,
this Government stimulus provided the Group with a short-term cash relief of £5.1 million, while in H2 2020 Management
anticipates a further cash relief totalling £4.3 million.
Capital expenditure increased to £2.1 million (HY 2019: £1.2 million). Within the six months ended 31 May 2020, the majority
of the capital expenditure was in relation to the roll-out of IT equipment to meet the needs of remote working.
Income tax paid decreased to £5.6 million (HY 2019: £6.3 million), and dividends, being the interim 2019 paid in December
2019, remained largely unchanged at £6.7 million (HY 2019: £6.1 million). During the first quarter, the Group also paid £1.3
million (HY 2019: £0.9 million) for the purchase of its own shares to satisfy employee share schemes in future periods.
Foreign exchange had an immaterial impact (HY 2019: positive impact of £0.5 million).
In the first half of 2020, the cash conversion ratio 5 3 on an adjusted basis increased to 256%, compared to the prior-year
period of 44%, reflecting primarily improved working capital. We started the period with net cash of £10.6 million and closed
the period with net cash of £31.0 million (HY 2019: net debt £8.0 million).
Borrowings
As at 31 May 2020, the Group had total accessible liquidity of £136.0 million. This is made up of £31.0 million net cash, a
£50.0 million revolving credit facility ('RCF'), which is committed to 2023 and has now been fully drawn down, a £5.0 million
overdraft and £50.0 million under the Bank of England's COVID Corporate Financing Facility available until May 2021 (both not
yet drawn down). In addition, SThree has a £20.0 million accordion facility as well as a substantial working capital position
reflecting net cash due to SThree for placements already undertaken.
At the half year, the funds borrowed under the RCF bear interest at a minimum annual rate of 1.3% above a three-month Sterling
LIBOR, giving an average interest rate of 1.9% during the period (HY 2019: 2.0%).
These demonstrate that the Group remains in a strong financial position and has sufficient cash reserves to meet its
obligations as they fall due for a period of at least 12 months from the date of signing of these financial statements. The
Board therefore considers it appropriate to adopt the going concern basis of accounting in preparing these consolidated
financial statements. For further details, including our scenarios, please refer to note 1 of the financial statements.
PRINCIPAL RISKS
The principal risks and uncertainties to which the Company was exposed in 2020 have understandably been impacted by COVID-19
and have therefore been updated versus those outlined in the SThree plc Group Annual Report and Accounts for the year ended 30
November 2019.
Defining our principal risks
The Group's robust Enterprise Risk Management ('ERM') framework ensures the ongoing monitoring of principal risks and controls
by the Board and Audit Committee. In this way, the Directors remain vigilant to changes within all SThree's operating
environments, proactively identify new risks and opportunities, whilst striving to mitigate any threats to business viability.
During the six months ended 31 May 2020, we observed a change in risk dynamics due to the COVID-19 outbreak and resulting
measures taken by various governments to contain the virus. This required changes in our principal risk articulation, with our
most important risks (including an assessment of the likelihood of the occurrence of each) outlined below.
Our principal risks
Principal risk Background Potential impact Key mitigating factors Change from 2019
year-end
-Well diversified
operations across
geographies, sectors and
Historically the wider mix of permanent and
recruitment sector has been - Reduced contract business
highly cyclical due to its profitability and
direct correlation with global liquidity - Flexible cost base
Macroeconomic environment economic trends. Therefore, which is managed to react Increase
short to medium-term planning - Potential to over swiftly
and target setting can become or under invest
particularly challenging due - Strong balance sheet
to the lack of visibility.
- Cash generative and
requires low level of
capital investment
-Robust credit rating and
verification procedures
-Financial loss to manage working capital
and credit risk
Customer inability to fulfil -Cash depletion Increase due to
Commercial financial obligations -Client diversification COVID-19, impacting
relationships/Customer risk resulting in the write-off of -Limitations on global economy and
debts or cancellation of cash recovery -Successful launch of a business viability
contracts/future revenues. new credit risk solution,
-Lower future designed to enhance the
expected revenues data available, covering
over 90% of global client
base.
-Strict and robust
Clients increasingly require -Unfavourable terms control process over
more complex or onerous could adversely non-standard contracts,
contractual arrangements. affect further supported by the
Contractual risk profitability Legal Department and No change
This risk increases in overseen by the Risk &
jurisdictions underpinned by a -Failure to achieve Compliance function
culture of litigation as growth plans
opposed to regulation. -In-depth legal knowledge
in local jurisdictions
-A structured career
development with ongoing
training and competitive
pay/benefits schemes Increase due to
The Group is reliant on its -Loss of key, COVID-19 with the
ability to recruit, train, experienced talent -Continuous engagement demand for greater
develop and retain high with leadership staff and working flexibility,
performing individuals to meet -Lack of diverse improvement of their resulting in rise of
People: talent acquisition its growth strategy. High thinking skills to allow all talent acquisition
and retention attrition, low female employees to realise risk.
representation, or a lack of -Reduction in their full potential
diverse thinking may adversely profitability SThree is well
affect the Group's -Strong focus on positioned with
performance. -Increase in diversity and inclusion agility to adopt more
reputational risk agenda flexible/ best
working practices.
-Steps in place to
improve wellbeing of
employees
-Geographical
diversification
-New market
entrants and their -Business agility to new
Competitors, social media or threat to the trends, to help guard Increase due to
disruptive viability of the against the risk of COVID-19 resulting in
Competitive environment/ technology/innovation taking Group's business disruptive technology reduced level of
Business model market share and putting model business but opening
pressure on margins. -Investment in online new opportunities.
-Reduction in presence to improve
profitability customer experience
-Introduction of NPS
tracking
-Operational -Monitoring of threat
disruption landscape and remediate Increase due to
A serious system or associated COVID-19. Greater
third-party disruption, -Loss of sensitive vulnerabilities reliance on IT and
Information technology resulting in loss of data or data remote working has
security breach could have a -Regular reviews of IT led to a rise in
material adverse impact. -Damage to infrastructure online security
corporate vulnerabilities
reputation -Safeguard critical IT
and operational assets
-Compliance policies and
processes, onboarding
The specialist recruitment processes or systems
industry is governed by -Damage to customised to specific
increasingly complex laws and corporate local market or sector Processes have been
regulation. reputation needs and best practice adapted to fit new
working environments,
Compliance Changes in legislation, such -Legal fines and -Regular reviews by in line with updated
as IR35 and DBA in the penalties Internal Audit of regulations, however
Netherlands, provide both controls and systems there is no change in
risks and opportunities and the risk level
help to drive further demand -Effective tax strategy
for added value services. to manage local risks
-Policies and procedures
for handling and storing
sensitive, confidential,
The Group works with and personal data across Increase due to
confidential, sensitive, and -Damage to the Group, have been information collected
Data processing and personal data in several corporate updated in response to for COVID-19
management countries daily under a reputation. GDPR/privacy changes emergency response
variety of laws and and remote working
regulations. -Legal disputes. -Technical controls to environment
maintain data security
-Periodic audits of IT
systems
-Engaging with customers
to inform and assist them
on necessary
-Limited administration required
Departure from the EU after cross-border flows to seamlessly continue in
Brexit the transition period without of candidates roles post Brexit No change
a free trade arrangement.
-Clients relocating -SThree is well
from the UK positioned in attractive
STEM markets in the EU
-Annual review of the
Group's treasury strategy
-Operations outside to ensure that it remains
A significant adverse movement UK are exposed to appropriate
Foreign exchange in FX rates may reduce foreign exchange No change
translation profitability. translation risk -Group's treasury
due to movements in department proactively
exchange rates monitors transactional FX
exposures to ensure that
they are minimised
The inability to manage or -Appointment of Chief
effect strategic changes -Failure to achieve Strategy & Development
Strategic change management efficiently within the or optimise growth Officer (CSDO) to create No change
organisation, causing badly plans and manage investment
delivered projects or workstreams and improve
excessive financial impact. PMO capability
-Health
deterioration of
employees,
candidates, and -Flexible and remote
clients working to protect health
-Eroded business -Laptop roll-out to
confidence promote WFH combined with
affecting most enhanced IT
sectors infrastructure
The COVID-19 global pandemic
has impacted not only the -Increased -Projects initiated to
business, but wider society, volatility and ensure financial
Pandemic in several areas, albeit first overall decline in protection (appropriate New risk
and foremost it is a health revenues cost measures, enhanced
crisis. credit control measures
-Financial and cash collection
liquidity stress efforts, access to new
lines of liquidity),
-Decrease in assess demand and
shareholder value, emerging trends and
including ensure we are in a strong
withdrawal of position once the 'new
dividends, share norm' emerges
buy backs and share
price weakness and
volatility
This overview of our most important risks involves an assessment of the likelihood of their occurrence and their potential
consequences but may not cover all risks that can ultimately affect the Company. There are risks not as yet materialised or
emerging risks that are currently believed to be immaterial, but which may have a more significant impact on our business or
financial performance in the future, e.g. climate change, future changes to laws and regulations. Horizon watching activities
undertaken by the Board and functional level aim to identify future risks with the consequent knock on effect on the Group,
including any mitigating actions.
Governance and internal control
COVID-19 had a manageable impact on the operation of the Group's systems of governance and internal control, including the
quality of information that was available to the Board members and senior leadership for decision making. As such, management
and the Board were properly engaged with, and in a position to address, the most important aspects of the situation during the
period.
DIRECTORS' RESPONSIBILITY STATEMENT
The Directors confirm that to the best of their knowledge:
(a) the Condensed Consolidated Interim Financial Statements have been prepared in accordance with IAS 34 Interim Financial
Reporting as issued by the International Accounting Standards Board and adopted by the European Union and give a true and fair
view of the assets, liabilities, financial position and profit or loss of the undertakings included in the consolidation as a
whole for the period ended 31 May 2020 as required by the Disclosure Guidance and Transparency Rules sourcebook of the UK FCA
('DTR') 4.2.4R; and
(b) the Interim Management Report includes a fair review of the information required by:
DTR 4.2.7R of the DTRs, being an indication of important events that have occurred during the first six months of the current
financial year and their impact on the Condensed Consolidated Interim Financial Statements; and a description of the principal
risks and uncertainties for the remaining six months of the financial year; and
DTR 4.2.8 R of the DTRs, being related party transactions that have taken place in the first six months of the current
financial year and that have materially affected the financial position or performance of the Group during that period, and
any changes in the related party transactions described in the 2019 Annual Report and Accounts for SThree plc and its
subsidiaries for the year ended 30 November 2019, that could have a material effect on the financial position or performance
of the Group in the first six months of the current financial year.
The Directors of SThree Plc are listed in the SThree plc Annual Report and Accounts for 30 November 2019. A list of the
current Directors is maintained on the Group's website 6 www.sthree.com.
Signed on behalf of the Board:
Mark Dorman Alex Smith
Chief Executive Officer Chief Financial Officer
16 July 2020
Condensed Consolidated Interim Financial Report
Condensed consolidated income statement - unaudited
for the half year ended 31 May 2020
31 May 2020 31 May 2019
Before exceptional Exceptional Before Exceptional
items items Total exceptional items Total
items
Note £'000 £'000 £'000 £'000 £'000 £'000
Revenue 2 602,639 - 602,639 653,268 - 653,268
Cost of sales (451,466) - (451,466) (490,279) - (490,279)
Net fees 2 151,173 - 151,173 162,989 - 162,989
Administrative 3 (137,900) 416 (137,484) (138,383) (1,333) (139,716)
(expenses)/income
Operating profit 13,273 416 13,689 24,606 (1,333) 23,273
Finance income 36 - 36 29 - 29
Finance costs (760) - (760) (628) - (628)
Profit before taxation 12,549 416 12,965 24,007 (1,333) 22,674
Income tax (expense)/credit 4 (5,072) (79) (5,151) (6,481) 253 (6,228)
Profit for the period
attributable 7,477 337 7,814 17,526 (1,080) 16,446
to owners of the Company
Earnings per share 6 pence pence pence pence pence pence
Basic 5.7 0.2 5.9 13.5 (0.8) 12.7
Diluted 5.5 0.3 5.8 13.0 (0.8) 12.2
The above condensed consolidated statement of income statement should be read in conjunction with the accompanying notes.
Condensed consolidated statement of comprehensive income - unaudited
For the half year ended 31 May 2020
31 May 31 May
2020 2019
Note £'000 £'000
Profit for the period 7,814 16,446
Other comprehensive income/(loss):
Items that may be subsequently reclassified to profit or loss:
Exchange differences on retranslation of foreign operations 6,681 220
Items that will not be subsequently reclassified to profit or loss:
Net loss on equity instruments at fair value through other comprehensive income (12) (983)
Other comprehensive income/(loss) for the period (net of tax) 6,669 (763)
Total comprehensive income for the period attributable to owners of the Company 14,483 15,683
The above condensed consolidated statement of comprehensive income should be read in conjunction with the accompanying notes.
Condensed consolidated statement of financial position - unaudited
as at 31 May 2020
Audited
31 May 30 November
2020 2019
Note £'000 £'000
ASSETS
Non-current assets
Property, plant and equipment 1,9 44,694 6,804
Intangible assets 3 6,603 8,031
Investments 1 13
Deferred tax assets 3,302 4,167
54,600 19,015
Current assets
Trade and other receivables 228,634 270,350
Current tax assets 730 624
Cash and cash equivalents 7 81,047 15,093
310,411 286,067
Total assets 365,011 305,082
EQUITY AND LIABILITIES
Equity attributable to owners of the Company
Share capital 10 1,330 1,326
Share premium 10 32,948 32,161
Other reserves 3,960 (8,338)
Retained earnings 85,456 91,622
Total equity 123,694 116,771
Non-current liabilities
Lease liabilities 1,9 28,711 -
Provisions for liabilities and charges 2,519 1,403
31,230 1,403
Current liabilities
Borrowings 8 50,000 -
Lease liabilities 1,9 11,347 -
Bank overdraft 7 7 4,538
Provisions for liabilities and charges 8,436 8,275
Trade and other payables 140,297 172,357
Current tax liabilities - 1,738
210,087 186,908
Total liabilities 241,317 188,311
Total equity and liabilities 365,011 305,082
The above condensed consolidated balance sheet should be read in conjunction with the accompanying notes.
Condensed consolidated statement of changes in equity - unaudited
for the half year
ended 31 May 2020
Total equity
Share Share Capital Capital Treasury Currency Fair value Retained attributable
capital premium redemption reserve reserve translation reserve of earnings to owners of
reserve reserve equity the Company
investments
£'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000
Audited balance
at 30 November 1,319 30,511 172 878 (7,830) 1,505 - 75,116 101,671
2018
Effect of a
change in - - - - - - - (2,392) (2,392)
accounting
policy
Restated total
equity at 1 1,319 30,511 172 878 (7,830) 1,505 - 72,724 99,279
December 2018
Profit for the
half year ended - - - - - - - 16,446 16,446
31 May 2019
Other
comprehensive 220 (983)
income for the - - - - - - (763)
period
Total
comprehensive (983) 16,446
income for the - - - - - 220 15,683
period
Dividends paid
to equity - (6,069)
holders (note - - - - - - (6,069)
5)
Dividends
payable to - (12,722)
equity holders - - - - - - (12,722)
(note 5)
Settlement of
share-based 2 284 - - 1,507 - - (1,507) 286
payments
Purchase of own
shares by
Employee - - - - (877) - - - (877)
Benefit Trust
(note 10)
Credit to
equity for
equity-settled - - - - - - - 1,672 1,672
share-based
payments
Total movements 2 630 (983) (2,180)
in equity X222 284 - - 220 (2,027)
Unaudited
balance at 31 1,321 30,795 172 878 (7,200) 1,725 (983) 70,544 97,252
May 2019
Audited balance
at 30 November 1,326 32,161 172 878 (5,005) (2,387) (1,996) 91,622 116,771
2019
Effect of a
change in - - - - - - - (978) (978)
accounting
policy (note 1)
Restated total
equity at 1 1,326 32,161 172 878 (5,005) (2,387) (1,996) 90,644 115,793
December 2019
Profit for the
half year ended - - - - - - - 7,814 7,814
31 May 2020
Other
comprehensive - - - - - 6,681 (12) - 6,669
income for the
period
Total
comprehensive - - - - - 6,681 (12) 7,814 14,483
income for the
period
Transfer of
loss on
disposal of
equity
investments - - - - - - 1,996 (1,996) -
through other
comprehensive
income to
retained
earnings
Dividends paid
to equity - - - - - - - (6,656) (6,656)
holders (note
5)
Settlement of
vested tracker - - - - 61 - - 55 116
shares
Settlement of
share-based 4 787 - - 4,901 - - (4,901) 791
payments
Purchase of own
shares by
Employee - - - - (1,329) - - - (1,329)
Benefit Trust
(note 10)
Credit to
equity for
equity-settled - - - - - - - 496 496
share-based
payments
Total movements 4 787 - - 3,633 6,681 1,984 (5,188) 7,901
in equity
Unaudited
balance at 31 1,330 32,948 172 878 (1,372) 4,294 (12) 85,456 123,694
May 2020
The above condensed consolidated statement of changes in equity should be read in conjunction with
the accompanying notes.
Condensed consolidated statement of cash flows - unaudited
for the half year ended 31 May 2020
31 May 31 May
2020 2019
Note £'000 £'000
Cash flows from operating activities
Profit before taxation after exceptional items 12,965 22,674
Adjustments for:
Depreciation and amortisation charge 3,058 3,001
Lease asset depreciation 6,137 -
Impairment of intangible assets 34 -
Finance income (36) (29)
Finance cost 760 628
Loss on disposal of property, plant and equipment 11 8
FX revaluation gain on investments - (5)
Non-cash charge for share-based payments 496 1,672
Operating cash flows before changes in working capital and provisions
23,425 27,949
Decrease in receivables 57,320 3,187
Decrease in payables (40,968) (19,905)
Increase/(decrease) in provisions 2,281 (916)
Cash generated from operations 42,058 10,315
Finance income 36 10
Income tax paid - net (5,590) (6,345)
Net cash generated from operating activities 36,504 3,980
Cash generated from operating activities before exceptional items 37,255 5,606
Cash outflow from exceptional items (751) (1,626)
Net cash generated from operating activities 36,504 3,980
Cash flows from investing activities
Purchase of property, plant and equipment (2,028) (721)
Purchase of intangible assets (41) (520)
Net cash used in investing activities (2,069) (1,241)
Cash flows from financing activities
Proceeds from/(net repayments of) borrowings 8 50,000 (22,428)
Interest paid (352) (570)
Lease principal payments (6,700) -
Employee subscription for tracker shares 268 70
Proceeds from exercise of share options 791 286
Purchase of own shares by Employee Benefit Trust (1,329) (877)
Dividends paid to equity holders 5 (6,656) (6,069)
Net cash generated from/(used in) financing activities 36,022 (29,588)
Net increase/(decrease) in cash and cash equivalents 70,457 (26,849)
Cash and cash equivalents at beginning of the year 10,555 33,323
Exchange gains relating to cash and cash equivalent 28 497
Net cash and cash equivalents at end of the year 7 81,040 6,971
The above condensed consolidated statement of cash flows should be read in conjunction with the accompanying notes.
Notes to the CONDENSED CONSOLIDATED Interim Financial REPORT - unaudited
for the half year ended 31 May 2020
1. Accounting policies
Corporate information
SThree plc ('the Company') and its subsidiaries (collectively 'the Group') operate predominantly in the United Kingdom &
Ireland, Continental Europe, USA and Asia Pacific & Middle East. The Group consists of different brands and provides both
Permanent and Contract specialist recruitment services, primarily in the Life Sciences, Technology, Engineering and Banking &
Finance sectors.
The Company is a public limited company listed on the London Stock Exchange and incorporated and domiciled in the United
Kingdom and registered in England and Wales. Its registered office is 1st Floor, 75 King William Street, London, EC4N 7BE.
This Condensed Consolidated Interim Financial Report ('Interim Financial Report') of the Group as at and for the half year
ended 31 May 2020 comprises that of the Company and all its subsidiaries. The Interim Financial Report is unaudited and has
not been reviewed by external auditors. It does not constitute statutory accounts as defined in section 434 of the Companies
Act 2006. Statutory accounts for the year ended 30 November 2019 were approved by the Board of Directors on 24 January 2020
and a copy was delivered to the Registrar of Companies. The auditors reported on those accounts, their report was unqualified,
did not draw attention to any matters by way of emphasis and did not contain a statement under section 498 (2) or (3) of the
Companies Act 2006.
The Interim Financial Report of the Group was approved by the Board for issue on 16 July 2020.
Basis of preparation
This Interim Financial Report for the half-year reporting period ended 31 May 2020 has been prepared in accordance with the
Disclosure and Transparency Rules of the Financial Conduct Authority and with IAS 34 Interim Financial Reporting ('IAS 34') as
adopted by the European Union. The Interim Financial Report is presented on a condensed basis as permitted by IAS 34 and
therefore does not include all disclosures that would otherwise be included in an annual financial report and should be read
in conjunction with the Group's 2019 annual financial statements, which were prepared in accordance with International
Financial Reporting Standards ('IFRSs') as adopted and endorsed by the European Union.
Going concern
The 2020 Group Interim Report was prepared on a going concern basis.
The Group's business model has been tested during the period of challenging market conditions and has been found to be
effective and resilient.
When assessing SThree's ability to continue as a going concern, the Directors evaluated multiple scenarios of the existing and
anticipated effects of the COVID-19 outbreak on the short- and medium-term performance of the Group ("V", "U", our most likely
base scenario, "W" and "L"), including reverse stress testing to evaluate the circumstances, assessed as remote, in which
financial covenants in respect of the revolving credit facility ('RCF') would be broken. Through this process the Directors
have satisfied themselves that the Group will be able to meet its commitments and obligations for at least the next twelve
months.
Under our most likely base scenario, the Directors modelled that movement restrictions including lockdown of businesses
prevail for approximately six months, i.e. from March 2020 to the end of August 2020, with staffing activity growing, albeit
in a volatile manner, for the remainder of the year and into 2021. The base scenario reflects cost management actions already
being implemented by the Directors.
A further severe but plausible downside from the base scenario has been created and reviewed.
Scenario "L":
• Decline in demand resulting in net fees down 18% in FY 2020 (Q3 2020 down 20% and Q4 2020 down 36%) and down 15% in FY
2021 (Q1 2021 down 37%, Q2 2021 down 24%)
• Increase in Day Sales Outstanding 'DSO' of 1 day in 2020 and 2 days in 2021
• Offset by proportionate mitigating cost reduction actions
Under the "L" scenario, the Group would continue to have liquidity headroom and remain within its RCF financial covenants.
SThree continues to benefit from a strong financial position. As at 31 May 2020 the Group had total accessible liquidity of
£136.0 million. This is made up of £31.0 million net cash, a £50.0 million RCF, which has now been fully drawn down, a £5.0
million overdraft and £50.0 million from the CCFF (both not yet drawn down). In addition, SThree has a £20.0 million accordion
facility as well as a substantial working capital position reflecting net cash due to SThree for placements already
undertaken. The agreement with the banks combined with the other measures taken means that, even under the severe but
plausible low case scenario, the business would continue to have significant liquidity headroom on its existing facilities and
would remain within its financial covenants. As at 31 May 2020 the financial covenants were met.
In summary, the Directors are satisfied that the Group has adequate resources to continue to operate for the foreseeable
future. For this reason, they continue to adopt the going concern basis in preparing these financial statements.
Significant accounting policies
The accounting policies adopted are consistent with those applied in the preparation of the Group's 2019 annual financial
statements and corresponding interim reporting period, except for the adoption of new and amended standards as set out below.
New standards and interpretations
A number of new or amended standards became applicable for the current reporting period. None of these, however, other than
the adoption of IFRS16 Leases, had a significant impact on the Group's accounting policies or the condensed consolidated
interim financial statements.
IFRS 16 Leases
This note explains the impact of the adoption of IFRS 16 Leases ('IFRS 16') on the Group's financial statements and also
discloses the new accounting policies that have been applied from 1 December 2019, where they are different to those applied
in prior periods.
(a) Impact on the financial statements
The Group adopted IFRS 16 retrospectively from 1 December 2019 but has not restated comparatives for the prior reporting
period, as permitted under the specific transitional provisions in the standard. As presented below, the reclassifications and
the adjustments arising from the adoption of the new leasing standard are therefore recognised in the opening balance sheet on
1 December 2019.
The following tables show the adjustments recognised for each individual line item. Line items that were not affected by the
changes have not been included.
Adjustments on adoption of
30 November 2019 1 December 2019
IFRS 16
£'000 £'000 £'000
Non-current assets
Property, plant and equipment 6,804 42,835 49,639
Deferred tax assets 4,167 342 4,509
10,971 43,177 54,148
Non-current liabilities
Provisions 1,403 1,137 2,540
Lease liabilities - 31,392 31,392
1,403 32,529 33,932
Current liabilities
Provisions 8,275 (1) 8,274
Lease liabilities - 11,627 11,627
8,275 11,626 19,901
Equity
Retained earnings 91,622 (978) 90,644
(b) Accounting policies applied from 1 December 2019
From 1 December 2019, leases, from a lessee perspective, are recognised as a right-of-use asset and a corresponding lease
liability at the date at which the leased asset is available for use by the Group. Assets and liabilities arising from a lease
are initially measured on a net present value basis and are recognised as part of 'Property, plant and equipment',
'Non-current lease liabilities' and 'Current lease liabilities' within the condensed consolidated interim balance sheet,
respectively.
Lease liabilities include the net present value of the following lease payments:
a) fixed payments less any lease incentives receivable;
b) variable lease payments that are based on an index or a rate;
c) amounts expected to be payable by the lessee under residual value guarantees, if any;
d) the exercise price of a purchase option if the Group is reasonably certain it will exercise that option; and
e) payments of penalties for terminating the lease, if the lease term reflects the Group exercising that option.
The lease payments are discounted using the interest rate implicit in the lease (if that rate can be determined), or the
incremental borrowing rate of the lease, being the rate the Group would have to pay to borrow the funds necessary to obtain an
asset of similar value in a similar economic environment with similar terms and conditions. In determining the incremental
borrowing rate to be used, the Group applies judgement to establish the suitable reference rate and credit spread.
Each lease payment is allocated between the liability and finance costs, within finance costs in the condensed consolidated
interim income statement.
Right-of-use assets are measured at cost comprising the following:
a) the amount of the initial measurement of lease liability;
b) any lease payments made at or before the commencement date less any lease incentive received;
c) any initial direct costs; and
d) any restoration costs.
The right-of-use assets are depreciated over the shorter of the assets' useful life and the lease term on a straight-line
basis.
The Group does not apply the recognition exemption to short-term leases or leases of low value assets, as permitted by the
standard.
In determining the lease terms, the Directors consider all facts and circumstances that create an economic incentive to
exercise an extension option, or not exercise termination option. Extension options (or periods after termination option) are
only included in the lease term if the lease is reasonably certain to be extended (or not terminated). The assessment is
reviewed if a significant event or a significant change in circumstances occurs which affects this assessment and that is
within the control of the lessee.
Critical accounting judgements and key sources of estimation uncertainty
The preparation of the Interim Financial Report requires the Directors to make judgements, estimates and assumptions that
affect the application of accounting policies and the reported amounts of assets and liabilities at the end of the reporting
period, and the reported amounts of revenue and expenses during the reporting period. Although these estimates are based on
the Directors' best knowledge of the amounts, the actual results may ultimately differ from these estimates.
In preparing the Interim Financial Report, the significant judgements made by management in applying the Group's accounting
policies and the key sources of estimation uncertainty were the same as those that applied in the Group's 2019 annual
financial statements, with the exception of changes in estimates that are required in determining the provision for income
taxes.
Seasonality of Operations
Due to the seasonal nature of the recruitment business, higher revenues and operating profits are usually expected in the
second half of the year compared to the first half. In the financial year ended 30 November 2019, 49% of net fees were earned
in the first half of the year, with 51% earned in the second half.
2. Segmental analysis
The Group's operating segments are established on the basis of those components of the Group that are regularly reviewed by
the Group's chief operating decision maker, in deciding how to allocate resources and in assessing performance. The Group's
business is considered primarily from a geographical perspective.
The Directors have determined the chief operating decision maker to be the Executive Committee made up of the Chief Executive
Officer, the Chief Financial Officer, the Chief Operating Officer, the Chief People Officer and the Chief Sales Officer, with
other senior management attending via invitation.
In the current year, the Group changed its reporting structure, as shown in the tables below, in line with the updated
strategy announced at its recent Capital Markets Day and internal management structures. As a result, the Group segments the
business into the following reportable regions: DACH, EMEA excluding DACH, USA and APAC, as well as presents an analysis of
net fees by its five key markets: Germany, Netherlands, USA, UK and Japan. On a sector basis, Engineering now includes
Energy, which was previously reported separately. The comparative numbers have been restated in accordance with the new
reporting structure.
DACH region comprises Germany, Switzerland and Austria. 'EMEA excluding DACH' region comprises primarily Belgium, France,
Netherlands, Spain, UK, Ireland, and Dubai. All these sub-regions were aggregated into two separate reportable segments based
on the possession of similar economic characteristics.
Countries aggregated into DACH and separately into 'EMEA excluding DACH' generate a similar average net fees margin and
long-term growth rates, and are similar in each of the following areas:
the nature of the services (i.e. recruitment/candidate
- placement);
- the methods used in which they provide services to clients (i. Freelance contractors, ii. Employed contractors,
and
iii. 'Permanent' candidates);
- the class of candidates (candidates, who we place with our clients, represent skill sets in Science, Technology,
Engineering and Mathematics disciplines).
The Group's management reporting and controlling systems use accounting policies that are the same as those described in note
1 in the summary of significant accounting policies in the Group's 2019 annual financial statements.
Revenue and net fees by reportable segment
The Group measures the performance of its operating segments through a measure of segment profit or loss which is referred to
as 'net fees' in the management reporting and controlling systems. Net fees are the measure of segment profit comprising
revenue less cost of sales.
Intersegment revenue is recorded at values which approximate third party selling prices and is not significant.
Revenue Net fees
31 May 31 May 31 May 31 May
2020 2019 2020 2019
£'000 £'000 £'000 £'000
EMEA excluding DACH 303,273 341,138 60,509 69,190
DACH 176,055 178,310 50,139 51,203
USA 109,461 114,554 35,364 35,468
APAC 13,850 19,266 5,161 7,128
602,639 653,268 151,173 162,989
EMEA excluding DACH includes UK, Ireland, Belgium, France, Luxembourg, Netherlands, Spain and Dubai.
DACH includes Germany, Austria and Switzerland.
APAC includes Australia, Hong Kong, Japan, Malaysia and Singapore.
Other information
The Group's revenue from external customers, its net fees and information about its segment assets (non-current assets
excluding deferred tax assets) by key location are detailed below:
Revenue Net fees
31 May 31 May 31 May 31 May
2020 2019 2020 2019
£'000 £'000 £'000 £'000
Germany 158,859 163,296 45,967 47,673
Netherlands 118,407 126,512 23,137 24,738
USA 109,461 114,554 35,364 35,468
UK 97,667 117,754 18,632 21,617
Japan 3,458 4,153 2,854 3,633
ROW(1) 114,787 126,999 25,219 29,860
602,639 653,268 151,173 162,989
Non-current assets
Audited
31 May
30 November
2020 2019
£'000 £'000
UK 18,569 11,160
Germany 11,637 949
USA 6,787 600
Netherlands 5,223 596
Japan 239 43
ROW(1) 8,843 1,500
51,298 14,848
(1) ROW (Rest of the World) includes all other countries the Group operates in excluding Germany, Netherlands, UK, USA and
Japan.
The following segmental analysis by brands, recruitment classification and sectors (being the profession of candidates placed)
have been included as additional disclosure to the requirements of IFRS 8.
Revenue Net fees
31 May 31 May 31 May 31 May
2020 2019 2020 2019
£'000 £'000 £'000 £'000
Brands
Progressive 192,221 216,883 45,905 49,244
Computer Futures 183,791 193,957 46,158 49,511
Real Staffing Group 124,411 120,579 35,643 35,472
Huxley Associates 102,216 121,849 23,534 28,762
602,639 653,268 151,173 162,989
Other brands including Global Enterprise Partners, JP Gray, Madison Black, Newington International and Orgtel are rolled into
the above brands.
Additional information
Revenue Net fees
31 May 31 May 31 May 31 May
2020 2019 2020 2019
£'000 £'000 £'000 £'000
Recruitment classification
Contract 564,797 610,563 114,521 121,098
Permanent 37,842 42,705 36,652 41,891
602,639 653,268 151,173 162,989
Revenue Net fees
31 May 31 May 31 May 31 May
2020 2019 2020 2019
£'000 £'000 £'000 £'000
Sectors
Technology 297,588 310,501 68,414 73,111
Engineering 139,249 150,837 33,312 34,722
Life Sciences 104,321 97,536 32,831 31,532
Banking & Finance 54,250 79,082 14,275 18,777
Other 7,231 15,312 2,341 4,847
602,639 653,268 151,173 162,989
Other includes Procurement & Supply Chain and Sales & Marketing. Engineering includes Energy.
3. PROFIT AND LOSS INFORMATION
Profit for the half-year includes the following items that are unusual because of their nature, size, or incidence:
31 May 31 May
2020 2019
£'000 £'000
1. Net exceptional income/(expense) 416 (1,333)
2. Impact of COVID-19 on items of income/(expense):
Government assistance due to COVID-19 679 -
Impairment of intangible assets (34) -
Share-based payment charge (496) (1,672)
Impairment of trade receivables (1,292) (963)
1. Net exceptional income/expense
In line with the Group's prior year practice and accounting policy, the following items of material or non-recurring nature
were excluded from the directly reconcilable IFRS measures.
1. Support function relocation - This is a legacy programme, which was partially funded by a grant receivable from Scottish
Enterprise. The Group is entitled to the grant over several years until 2021, subject to the terms of the grant being met.
In H1 2020, the Group recognised £0.5 million in grant income (HY 2019: net exceptional costs of £0.1 million, comprising
£0.5 million in personnel and property costs less government grant income of £0.4 million).
2. Senior leadership restructuring - In 2019, several key changes were made to the senior leadership structure within EMEA
region. In HY 2020, true-up of £0.1 million (HY 2019: £nil) in remaining charges was added to the overall cost of the
senior leadership restructuring and reflected in the 2020 Interim Report.
3. CEO change - In the prior period, operating expenses classified as exceptional also included costs of £1.2 million
associated with the appointment of the new CEO, Mark Dorman, mainly comprising contractual payments to the departing CEO
and recruitment fees.
2. Impact of COVID-19
The COVID-19 had implications on certain items of income and expense in the Group condensed consolidated interim financial
statements, affecting the profit before tax for the six months ended 31 May 2020.
Government assistance income
Various local governments announced measures to provide both financial and non-financial assistance to the disrupted industry
sectors and the affected business organisations.
Early May, the Group took advantage of Job Retention scheme launched by the Governments of the UK and Singapore, whereby it
was reimbursed for a portion of salaries of the personnel, who have been furloughed. In H1 2020, the Group recognised a total
benefit, including the associated payroll savings, totalling £0.7 million from the UK and Singapore national Governments. The
compensation was presented as a deduction in reporting the related staff expense.
Impairment of intangible assets
The Directors re-visited forecasts of realisable benefits and other assumptions such as SThree cost of capital, used to
determine the recoverable amount of the Group's intangible assets. In the light of increased risk, uncertainty, and reduced
economic activity caused by COVID-19, which in turn resulted in a decline of demand for SThree services and increase in
operating costs, fair values of certain internally developed assets were assessed as no longer recoverable. Within the six
months ended 31 May 2020, the impairment charge of £0.03 million was recognised (HY 2019: £nil).
Reduction in share-based payment charge
Due to COVID-19 the Directors revised the full year estimate of the Group's adjusted profit before tax ('PBT') for the
financial years 2020 to 2022. The adjusted PBT is one of the key assumptions used to determine share-based payment charge
attributable to Long Term Incentive Plan ('LTIP'). Based on the revised PBT forecast, certain performance conditions for
unvested LTIP are no longer achievable. Accordingly, the share-based payment charge recognised in H1 2020 amounted to £0.5
million (HY 2019: £1.7 million).
Impairment of trade receivables
There has been a moderate increase in credit risk (risk of default) for the Group book of trade debtors as a result of some of
our customers facing financial difficulty or insolvency due to the COVID-19. The Directors adjusted the forward-looking
information (including macro-economic information) considered when measuring expected credit losses for the trade debtors.
This was partially offset by several credit control initiatives undertaken by the Group to preserve cash and identify any
early signs of clients' credit deterioration or credit disputes for immediate resolution. Overall, the expected credit losses
for trade debtors increased by approximately 34% versus the comparative period. Within the six months ended 31 May 2020, the
Group recognised the expected credit losses at £1.3 million (HY 2019: £1.0 million).
4. Taxation
Income tax for the half year is accrued based on the Directors' best estimate of the average annual effective tax rate for the
financial year. The tax charge for the half year amounted to £5.2 million (HY 2019: £6.2 million) at an effective rate of
39.7% (HY 2019: 27.5%). The effective tax rate on the pre-exceptional trading profits arising in the period is 40.4% (HY 2019:
27.0%). The tax rate is higher in the current year primarily due to current year losses not recognised for deferred tax
purposes.
5. Dividends
31 May 31 May
2020 2019
Amounts recognised as distributions to equity holders in the period
£'000 £'000
Interim dividend of 5.1p (2018: 4.7p) per share 6,656 6,069
Final dividend of nil p (2018: 9.8p) per share - 12,722
6,656 18,791
2019 interim dividend of 5.1 pence (2018: 4.7 pence) per share was paid on 6 December 2019.
No final dividend for 2019 was approved by shareholders at the AGM on 20 April 2020 (2018: 9.8 pence) as this was withdrawn by
the company in response to the COVID-19 pandemic. As material uncertainty remains, no 2020 interim dividend was proposed by
the Board.
6. Earnings per share
The calculation of the basic and diluted earnings per share ('EPS') is set out below:
Basic EPS is calculated by dividing the earnings attributable to owners of the Company by the weighted average number of
shares in issue during the period excluding shares held as treasury shares and those held in the Employee Benefit Trust which
are treated as cancelled.
For diluted EPS, the weighted average number of shares in issue is adjusted to assume conversion of dilutive potential shares.
Potential dilution resulting from tracker shares takes into account profitability of the underlying tracker businesses and
SThree plc's earnings per share. Therefore, the dilutive effect on EPS will vary in future periods depending on any changes in
these factors.
31 May 31 May
2020 2019
£'000 £'000
Earnings
Profit for the period after tax before exceptional items 7,477 17,526
Exceptional items net of tax 337 (1,080)
Profit for the period attributable to owners of the Company 7,814 16,446
million million
Number of shares
Weighted average number of shares used for basic EPS 132.0 129.9
Dilutive effect of share plans 3.3 5.3
Diluted weighted average number of shares used for diluted EPS 135.3 135.2
31 May 31 May
2020 2019
pence pence
Basic
Basic EPS before exceptional items 5.7 13.5
Impact of exceptional items 0.2 (0.8)
Basic EPS after exceptional items 5.9 12.7
Diluted
Diluted EPS before exceptional items 5.5 13.0
Impact of exceptional items 0.3 (0.8)
Diluted EPS after exceptional items 5.8 12.2
7. Cash and cash equivalents
Audited
31 May
30 November
2020 2019
£'000 £'000
Cash at bank 81,047 15,093
Bank overdraft (7) (4,538)
Net cash and cash equivalents per the statement of cash flows 81,040 10,555
Cash and cash equivalents comprise cash and short-term bank deposits with an original maturity of three months or less, net of
outstanding bank overdrafts. The carrying amount of these assets is approximately equal to their fair values. Substantially
all of these assets are categorised within level 1 of the fair value hierarchy.
The Group has three cash pooling arrangements in place at HSBC US (USD), Natwest (GBP) and Citibank (EUR).
8. Borrowings
As a precautionary measure, the Group took advantage of the COVID Corporate Financing Facility ('CCFF') provided by the UK
Government to UK-based businesses. Under the scheme, the Group received confirmation that it is eligible to access up to
£300.0 million of funding under the Bank of England's CCFF to further strengthen its financial position. Of this, the Board
has agreed, in consultation with its existing RCF lenders, that the CCFF facility will be capped at £50 million. The facility
is available until May 2021. At the reporting date of 31 May 2020, the Company had not drawn on the CCFF.
The Group also maintains a committed Revolving Credit Facility ('RCF') of £50.0 million, along with an uncommitted £20.0
million accordion facility, with HSBC and Citibank, giving the Group an option to increase its total borrowings under the
facility to £70.0 million. At the half year, the Group had drawn down £50.0 million (HY 2019: £15.0 million) on these
facilities, and the borrowed funds bear interest at a minimum annual rate of 1.3% above a three-month Sterling LIBOR, giving
an average interest rate of 1.9% during the period (HY 2019: 2.0%).
The RCF is subject to certain covenants requiring the Group to maintain financial ratios over interest cover, leverage and
guarantor cover. The Group has been in compliance with the following covenants throughout the current period.
i. Interest cover: interest cover shall not be less than the ratio of 4:1 at any time;
ii. Leverage: the ratio of total net debt on the last day of a period to the adjusted EBITDA in respect of that period shall
not exceed the ratio of 3:1; and
iii. Guarantor cover: the aggregate adjusted EBITDA and gross assets of all the guarantor subsidiaries must at all times
represent at least 85% of the adjusted EBITDA and gross assets of the Group as a whole.
The Group's exposure to interest rate, liquidity, foreign currency, and capital management risks is disclosed in the Group's
2019 annual financial statements.
Movements in borrowings are analysed as follows:
£'000
Opening amount as at 1 December 2018 37,428
Net repayments during the period (22,336)
Changes to unamortised transaction costs (92)
Unaudited closing amount as at 31 May 2019 15,000
Audited closing amount as at 30 November 2019 -
Net drawings during the period 50,000
Closing amount as at 31 May 2020 50,000
The carrying amount of the Group's borrowing, comprising the RCF, approximates its fair value. The fair value of the RCF is
estimated using discounted cash flow analysis based on the Group's current incremental borrowing rates for similar types and
maturities of borrowing and is consequently categorised in level 2 of the fair value hierarchy.
9. LEASES
a. Adoption of IFRS 16
The Group applied the modified retrospective transition approach on adoption of IFRS 16 and recognised lease liabilities in
relation to leases which had previously been classified as operating leases under the principles of IAS 17 Leases ('IAS 17').
The weighted average lessee's incremental borrowing rate applied to the lease liabilities on 1 December 2019 was 1.7%.
The table below shows the reconciliation of operating leases commitments previously recognised under IAS 17 and lease
liabilities initially recognised under IFRS 16 including the lease liability for leases previously classified as finance
leases:
£'000
Operating lease commitments at 30 November 2019 55,562
Non-lease payments (1,910)
Effect of discounting at the date of initial application (10,633)
Lease liabilities recognised at 1 December 2019 43,019
Of which are:
Non-current lease liabilities 31,392
Current lease liabilities 11,627
In line with IFRS 16 transition options, the associated right-of-use assets were measured at the amount equal to the lease
liability, adjusted by the amount of accrued lease incentives relating to those leases, recognised in the condensed
consolidated balance sheet as at 30 November 2019. An immaterial amount of an onerous lease provision required an adjustment
to the right-of-use assets at the date of initial application.
b. Leasing activities
The leases which are recorded on the condensed consolidated statement of financial position following implementation of IFRS
16 are principally in respect of buildings and cars.
The Group's right-of-use assets and lease liabilities are presented below:
31 May 2020
£'000
Land and buildings 35,401
Other 1,956
Total right of use assets 37,357
Non-current lease liabilities 28,711
Current lease liabilities 11,347
Total lease liabilities 40,058
10. SHARE CAPITAL
During the period 402,487 (H1 2019: 139,665) new ordinary shares were issued, resulting in a share premium of £0.8million (H1
2019: £0.3 million). These shares were issued pursuant to the exercise of share awards under the Save As You Earn scheme.
Treasury Reserve
Treasury shares represent SThree plc shares repurchased and available for specific and limited purposes.
In the six months ended 31 May 2020, none of its own shares were purchased by SThree plc treasury. 20,978 shares were
utilised from treasury on settlement of Long-Term Incentive Plan ('LTIP') awards. At the period end, 49,773 (HY 2019:
1,045,334) shares were held in treasury.
Employee Benefit Trust
The Group holds shares in the Employee Benefit Trust ('EBT'). The EBT is funded entirely by the Company and acquires shares in
SThree Plc to satisfy future requirements of the employee share-based payment schemes. For accounting purposes shares held in
the EBT are treated in the same manner as shares held in the treasury reserve by the Company and are, therefore, included in
the financial statements as part of the treasury reserve for the Group.
In the six months ended 31 May 2020, primarily in the first quarter, the EBT purchased 380,000 (HY 2019: 290,000) of SThree
plc shares. The average price paid per share was 348 pence (HY 2019: 302 pence). The total acquisition cost of these shares
was £1.3 million (HY 2019: £0.9 million), for which the treasury reserve was reduced. During the period, the EBT utilised
1,560,539 (HY 2019: 466,554) shares on settlement of LTIP awards. At the period end, the EBT held 532,013 (HY 2019: 1,146,783)
shares.
11. Contingent liabilities
State Aid
In June 2019, the UK government filed an annulment application with the European Union General Court, against the European
Commission's decision of April 2019, that certain parts of the UK's Controlled Foreign Company ('CFC') regime gave rise to
State Aid. In addition, in October 2019, the Group filed its own annulment application. The Group has historically relied on
the CFC regime in certain jurisdictions. Our maximum potential liability is estimated at £3.2 million. Given both
applications, our assessment is that no provision is required in respect of this issue. Whilst the legal process continues,
under EU law the UK government is still required to recover aid in line with the Commission's findings. Any amount paid is
therefore wholly or partly repayable, pending resolution of the annulment applications.
Legal
The Group has contingent liabilities in respect of legal claims arising in the ordinary course of business. Legal advice
obtained indicates that it is unlikely that any significant liability will arise. The Directors are of the view that no
material losses will arise in respect of legal claims that have not been provided against at the date of these interim
financial statements.
12. RELATED PARTY DISCLOSURES
The Group's significant related parties are as disclosed in the Group's 2019 annual financial statements. There were no other
material differences in related parties or related party transactions in the period compared to the prior period.
13. Shareholder communications
SThree plc has taken advantage of regulations which provide an exemption from sending copies of its interim report to
shareholders. Accordingly, the 2020 interim report will not be sent to shareholders but will be available on the Company's
website 7 www.sthree.com or can be inspected at the registered office of the Company.
14. Subsequent events
There were no subsequent events following 31 May 2020.
15. ALTERNATIVE PERFORMANCE MEASURES ('APMs') - definitions and reconciliations
Adjusted APMs
In discussing the performance of the Group, 'comparable' measures are used, which are calculated by deducting from the
directly reconcilable IFRS measures the impact of the Group's restructuring costs and CEO change costs, which are considered
as items impacting comparability, due to their nature.
Restructuring costs
Support function relocation
This category comprises (income)/costs arising from a strategic relocation of SThree central support functions away from
London headquarters to the Centre of Excellence located in Glasgow. Further explained in note 3.
Senior leadership restructuring
This category of costs is attributable to a number of key changes made to the regional leadership structure (impacting EMEA
excluding DACH region) in the prior year. Further explained in note 3.
CEO Change costs
Costs associated with the departure of the previous CEO, Gary Elden, and the appointment of the new CEO, Mark Dorman incurred
in the prior year.
The Group discloses comparable performance measures to enable users to focus on the underlying performance of the business on
a basis which is common to both years for which these measures are presented. The reconciliation of comparable measures to the
directly related measures calculated in accordance with IFRS is as follows:
Reconciliation of adjusted financial indicators
31 May 2020
Revenue Net fees Administrative expenses Operating profit Profit before tax Tax Profit after Basic EPS
tax
£'000 £'000 £'000 £'000 £'000 £'000 £'000 pence
As reported 602,639 151,173 (137,484) 13,689 12,965 (5,151) 7,814 5.9
Exceptional items - - (416) (416) (416) 79 (337) (0.2)
Adjusted 602,639 151,173 (137,900) 13,273 12,549 (5,072) 7,477 5.7
31 May 2019
Revenue Net fees Administrative expenses Operating profit Profit before tax Tax Profit after Basic EPS
tax
£'000 £'000 £'000 £'000 £'000 £'000 £'000 pence
As reported 653,268 162,989 (139,716) 23,273 22,674 (6,228) 16,446 12.7
Exceptional items - - 1,333 1,333 1,333 (253) 1,080 0.8
Adjusted 653,268 162,989 (138,383) 24,606 24,007 (6,481) 17,526 13.5
APMs in constant currency
As we are operating in 16 countries and with many different currencies, we are affected by foreign exchange movements, and we
report our financial results to reflect this. However, we manage the business against targets which are set to be comparable
between years and within them, for otherwise foreign currency movements would undermine our ability to drive the business
forward and control it. Within this report, we highlighted comparable results on a constant currency basis as well as the
audited results ('on a reported basis') which reflect the actual foreign currency effects experienced.
The Group evaluates its operating and financial performance on a constant currency basis (i.e. without giving effect to the
impact of variation of foreign currency exchange rates from year to year). Constant currency APMs are calculated by applying
the budgeted foreign exchange rates to current and prior financial year results to remove the impact of exchange rate. (Two
main budgeted foreign exchange rates were GBP:EUR of 1.25 and GBP:USD of 1.40).
Measures on a constant currency basis enable users to focus on the performance of the business on a basis which is not
affected by changes in foreign currency exchange rates applicable to the Group's operating activities from year to year.
The calculations of the APMs on constant currency basis and the reconciliation to the most directly related measures
calculated in accordance with IFRS are as follows:
31 May 2020
Revenue Net fees Operating profit Operating profit conversion Profit before tax Basic EPS
£'000 £'000 £'000 ratio* £'000 pence
Adjusted 602,639 151,173 13,273 8.8% 12,549 5.7
Currency impact (35,399) (9,341) (2,355) (1.1)% (2,337) (1.1)
Adjusted in constant currency 567,240 141,832 10,918 7.7% 10,212 4.6
31 May 2019
Revenue Net fees Operating profit Operating profit conversion Profit before tax Basic EPS
£'000 £'000 £'000 ratio* £'000 pence
Adjusted 653,268 162,989 24,606 15.1% 24,007 13.5
Currency impact (42,054) (10,740) (3,363) (1.1)% (3,362) (1.9)
Adjusted in constant currency 611,214 152,249 21,243 14.0% 20,645 11.6
*Operating profit conversion ratio represents operating profit over net fees.
Other APMs
Net cash excluding lease liabilities
Net cash is an APM used by the Directors to evaluate the Group's capital structure and leverage. Net cash is defined as
current and non-current borrowings excluding lease liabilities, plus bank overdraft less cash and cash equivalents, as
illustrated below:
31 May 2020 30 Nov 2019
£'000 £'000
Borrowings (50,000) -
Bank overdraft (7) (4,538)
Cash and cash equivalents 81,047 15,093
Net cash 31,040 10,555
Adjusted EBITDA
Adjusted EBITDA is calculated by adding back to the reported operating profit operating non-cash items such as the
depreciation and impairment of property, plant and equipment, the amortisation and impairment of intangible assets, the
employee share option and exceptional costs. See the table below illustrating how adjusted cash conversion ratio is
calculated. Adjusted EBITDA is intended to provide useful information to analyse the Group's operating performance excluding
the impact of operating non‑cash items as defined above. The Group also uses adjusted EBITDA to measure the level of financial
leverage of the Group by comparing adjusted EBITDA to net debt.
Contract margin
The Group uses Contract margin as an APM to evaluate Contract business quality and the service offered to customers. Contract
margin is defined as Contract net fees as a percentage of Contract revenue.
31 May 2020 31 May 2019
Contract net fees (£'000) A 114,521 121,098
Contract revenue (£'000) B 564,797 610,563
Contract margin (A ÷ B) 19.8%
20.3%
Consultant yield
The Group uses consultant yield as an APM to assess the productivity of the sales teams. Consultant yield is defined as Group
net fees divided by Group average sale headcount over a factor of 12.
31 May 2020 31 May 2019
Total net fees (£'000) A 151,173 162,989
Average sales headcount B 2,387 2,394
Consultant yield (£'000) (A ÷ B) ÷ 12
5.3 5.7
Cash conversion ratio
The Group uses cash conversion ratio as an APM to measure a business ability to convert profit into cash. It represents cash
generated from operations for the year after deducting capex and repayments of lease liabilities, stated as a percentage of
operating profit.
The following table illustrates how adjusted cash conversion ratio is calculated:
31 May 2020
Operating Operating Changes in Cash generated Repayments of Cash conversion
profit non-cash items working from operations Capex lease liabilities ratio
capital
A B C D (B+C+D) ÷ A
£'000 £'000 £'000 £'000 £'000 £'000 %
As reported 13,689 9,736 18,633 42,058 (2,069) (6,700) 243.2%
Exceptional items (416) - 1,067 651 - - n/a
Adjusted 13,273 9,736 19,700 42,709 (2,069) (6,700) 255.6%
31 May 2019
Operating Operating Changes in Cash generated Capex Repayments of lease Cash conversion
profit non-cash items working capital from operations liabilities ratio
A B C D (B+C+D) ÷ A
£'000 £'000 £'000 £'000 £'000 £'000 %
As reported 23,273 4,676 (17,634) 10,315 (1,241) - 39.0%
Exceptional items 1,333 (276) 634 1,691 - - n/a
Adjusted 24,606 4,400 (17,000) 12,006 (1,241) - 43.6%
* Operating non-cash items represent primarily depreciation, amortisation and impairment of intangible assets, and employee
share option and performance share costs as presented in the line 'Non-cash charge for share-based payments' of the condensed
consolidated statement of cash flows.
Free cash flow conversion.
The Group uses the free cash flow conversion ratio to measure how effectively it converts operating profit to free cash flow
(i.e. after payment of taxes, financing costs and lease repayments). The free cash flow can then be used to fund Group
operations such as capex, share buybacks, dividends etc.
Financial Calendar
2020
14 September Q3 Trading update
30 November 2020 Financial Year end
14 December Trading update for the year ended 30 November 2020
2021
25 January Annual results for the year ended 30 November 2020
══════════════════════════════════════════════════════════════════════════════════════════════════════════════════════════════
* In constant currency
8 2 Details of the Group alternative performance measures, their description and full reconciliation to IFRS line items,
have been covered in note 15 of this Interim Report.
9 3 Cash conversion ratio is an alternative performance measure used by the Group and defined as cash generated by
operating activities after payments for purchases of property, plant and equipment and principal repayments of lease
liabilities. For further details please refer to note 15 of this Interim Report.
══════════════════════════════════════════════════════════════════════════════════════════════════════════════════════════════
ISIN: GB00B0KM9T71
Category Code: IR
TIDM: STEM
LEI Code: 2138003NEBX5VRP3EX50
Sequence No.: 76568
EQS News ID: 1096865
End of Announcement EQS News Service
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