how I became... annual report 2014
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1 how I became... annual report 2014
2 contents overview 2014 at a glance 2 Message from the CEO 6 Profile 10 Our business environment 14 Structural growth drivers 14 Agency Work Directive 17 Legislative differences 17 value proposition & strategy How we create value 22 Strategic priorities and targets 24 Sustainability framework 28 Value for our clients and candidates 30 Our value for clients 30 Our value for candidates 31 Our strategy: strong concepts 32 Our strategy: excellent execution 36 Our strategy: superior brands 38 Engaging with our clients and candidates 38 Value for our employees 44 Our strategy: best people 44 Making strong concepts work 44 Recruiting the best people 44 Developing the best people 45 Retaining the best people 47 A healthy and safe environment 48 Diversity and inclusion 49 Value for society 52 Our role in society 52 Stakeholder dialogue 52 Industry involvement 53 Partnerships and social involvement 54 Sustainability basics 56 performance Introduction 63 Financial performance 66 Country performance 73 Performance by revenue category 81 Risk & opportunity management 87 Risk profile 87 Risk & Control management approach 87 Risk appetite 88 Risk & Control framework 88 Our main risks 91 Conclusions 94 governance Executive Board 96 Supervisory Board 98 Report of the Supervisory Board 100 Composition, diversity and independence 100 Induction, training and performance assessment 101 Supervisory and advisory activities in Supervisory Board Committee activities in Supervisory Board remuneration 105 Report of the Annual General Meeting of Shareholders 106 Financial statements for Remuneration report 107 Remuneration policy 107 Executive Board remuneration 2014 and Supervisory Board remuneration 2014 and Corporate governance 111 Principles 111 Executive Board 111 Supervisory Board 111 Annual General Meeting of Shareholders 113 Exceptions to the code 114 Legal transparency obligations 114 financial statements 117 supplementary information Summary quarterly income statement Summary quarterly statement of cash flows Ten years of Randstad 178 Glossary 180 VSO partnership at a glance 185 Sustainability and industry memberships and partnerships 186 Certifications, rankings, and awards 187 Financial calendar 190 how I became How I became - introduction 9 How I became - clients 26 How I became - candidates 43 How I became - employees 51 How I became - society 61 Investor relations & share performance 83 Investor relations 83 Capital structure 83 Share performance 85 The following sections are considered to be part of the Executive Board report: overview, value proposition & strategy, performance, Executive Board, remuneration report and corporate governance.
3 1 overview at a glance 4 Key figures 5 Core data 6 Message from the CEO 10 Profile 14 Our business environment 20 Safe harbor statement
4 at a glance January Revenue of Randstad China in January grew by 100% year-on-year. February With an outstanding track record, Ben Noteboom hands over leadership to Randstad veteran Jacques van den Broek. March Set up to explore innovative HR technologies, Randstad Innovation Fund makes its first investment in Gigwalk. April At the AGM, Chris Heutink is appointed to the Executive Board, responsible for all operations in the Netherlands. May BMW wins the first Global Randstad Award as the most attractive employer worldwide. June 72% of employees see temp work as a stepping stone to a permanent job (Randstad Workmonitor).
5 3 July Randstad & VSO celebrate their 10-year partnership by featuring the VSO logo on the Williams Martini Racing car. August Following an international benchmark, a more efficient head office is set up in the Netherlands. September In 5 weeks, Randstad Netherlands helps over 10,000 youngsters on their way to work. October Randstad kicks off its 55th anniversary, building up engagement towards several events in September November Senior management shares strategic updates with our investor and analyst community in London City. December Perm fee growth is 14% in 2014, which is the highest level since 2008.
6 4 key figures Revenue in million Underlying EBITA margin (%) Adjusted net income in million 17, Free cash flow in million Leverage ratio Proposed dividend per ordinary share ( ) Net Promotor Score (no. of countries with Top-3 positions) Average number of candidates Employee engagement (on a 10-point scale) , % women in senior management Number of VSO volunteer hours Number of employees trained in business principles , ,500 56
7 5 core data in millions of, unless otherwise indicated Δ% Key financials Underlying 1 Revenue 17, , Gross profit 3, , EBITA Actual Revenue 17, , Gross profit 3, , EBITA Net income Free cash flow Net debt (45) Shareholders' equity 3, , Ratios (in % of revenue) Underlying 1 Gross margin EBITA margin Actual Gross margin EBITA margin Net income margin Share data Basic earnings per ordinary share (in ) Diluted earnings per ordinary share (in ) Dividend per ordinary share (in ) Payout per ordinary share (in %) Closing price, year-end (in ) (15) Market capitalization, year-end 7, ,366.0 (14) Enterprise value, year-end 7 7, ,127.0 (16) Employees/outlets Average number of candidates 580, ,700 2 Average number of corporate employees 28,720 28,030 2 Number of branches, year-end 8 2,816 3,161 (11) Number of Inhouse locations, year-end 8 1,595 1, Underlying: actual gross profit and EBITA adjusted for one-offs, such as restructuring, integration costs, and acquisition-related expenses. 2 EBITA: operating profit before amortization and impairment of acquisition-related intangible assets and goodwill, and badwill. 3 Free cash flow is the sum of net cash from operating and investing activities, excluding the acquisition and disposal of subsidiaries and associates. 4 Net debt: cash and cash equivalents minus borrowings. 5 Before amortization and impairment of acquisition-related intangible assets and goodwill, badwill, integration costs, and one-offs. 6 Payout per ordinary share in %: dividend per ordinary share on basic earnings per ordinary share adjusted for the net effect of amortization and impairment of acquisitionrelated intangible assets and goodwill, badwill, integration costs, and one-offs. 7 Enterprise value: the total of market capitalization and net debt. 8 Branches are outlets from which various clients are served with a various number of services and which are located in residential/commercial areas. Inhouse locations are outlets from which one client is served with a limited number of job profiles and which are located on the site of the client.
8 6 message from the CEO
9 7 Dear Stakeholder, Revenue Since I joined Randstad as a branch manager in 1988, the scale at which we operate has increased dramatically, and the world has become a much faster-paced place. Today, we find jobs for 2 million people annually, in 39 countries across the globe. in millions of , , , ,224.9 % 4 (3) 5 14 However, in essence, the activities of a Randstad consultant are not all that different than they were 27 years ago, when I started. Technology had then and still has now a major impact on our service offering, as well as on the way we work and engage with our stakeholders. But still, helping clients find the best people to enable them to reach company goals, and propelling the careers of candidates, is just as rewarding now as it was in 1988, when I made my first placement. Despite divergent trends in 2014, our revenue increased 4%, and EBITA was up 23% organically, with an EBITA margin improvement to 4.1%. We reported accelerated growth in the US, where Staffing in particular saw good take-up throughout the year. In Europe, our business improved, though the picture was mixed, with many of our major markets impacted by a lack of economic growth. At the same time, we saw exponential growth in our emerging markets. A good example is China, where we grew 60%, improved our productivity, and now employ a workforce of more than 500 employees. Gross profit, underlying in millions of EBITA, underlying in millions of , , , ,180.0 Margin 18.4% 18.2% 18.2% 18.2% Margin % % % % Our global focus in 2014 was on improving the productivity and sales effectiveness of our existing operations, by using what we call activity-based field steering (ABFS). The results so far look satisfactory, but we can still see plenty of room for improvement, especially in the service we provide to SME clients. We also see many opportunities for growth. Our MSP and RPO offering, for instance, delivered double-digit growth in And permanent placements, which is one of our strategic priorities, showed an increase of 14% in the number of placements. These business lines, together with our Professionals offering, provide solid structural growth alongside our Staffing business. With Total Talent Architecture (TTA), which is our consultative approach towards large clients, we aim to increase our presence in higher-value-added services (such as Professionals and permanent placements). We continue to adapt our organization to changing market circumstances. Having aligned our head and back offices in Belgium, Spain, and Italy in 2013, this year we presented the results of a global back offices/support staff benchmarking study. The aim is to bring our cost levels down by million in 2015/16. Our Dutch operations will be a key contributor to this target ( million). Here we created a new organization at the end of 2014, with one integrated management team for all business lines, and a streamlined support and back office structure. These developments have had a major impact on our Dutch head office staff, and I want Net debt in millions of , ,302.6 Leverage ratio to thank everyone for their patience and dedication during this time. One of the company's highlights this year was the launch of the Randstad Innovation Fund (RIF). RIF invests in innovative companies that will support Randstad in shaping the world of work. The mission of the Fund is to contribute to corporate technology innovation in order to deliver client value and accelerate corporate growth. As one of the pioneers in HR services, we believe we have the obligation to influence and improve the world of work. We know better than anyone the challenges one can face when dealing with HR-related issues. We are in the best position to bring solutions to the table that will make the world of work better regulated, more efficient, and more sustainable, with more opportunities for everyone involved not only in the
10 8 message from the CEO markets in which we operate, but also by extending our knowledge to partners such as VSO, who place professionals in developing countries. We are proud to mention that, in 2014, we celebrated the 10th anniversary of our partnership with VSO. The celebrations culminated in a field trip to Nepal in November. Several Randstad employees learned first-hand what we can contribute to and learn from communities in various stages of development. Our financial position was further enhanced, as witnessed by a drop in the leverage ratio from 1.2 to 0.5. For 2014, we propose a dividend of 1.29 per ordinary share (2013: 0.95), representing a payout of 50% (2013: 45%). Shareholders will again be able to choose to be paid in shares or cash. Looking back on 2014, I want to thank all our clients, candidates, and other stakeholders, as well as our shareholders, for the continued trust they placed in us in 2014, and for the often longstanding relationships we have with them. I want to express my thanks and gratitude in particular to all our corporate staff worldwide, as they are what makes Randstad such a unique and great company. Lastly, I would like to thank my predecessor Ben Noteboom for his outstanding contribution to Randstad, especially in his 11 years as CEO, handing over a company that is in excellent shape to face any future challenges with confidence. I am looking forward to 2015, which will mark our 55th anniversary. I trust we will be able to further improve as a company, finding more jobs for more candidates, and helping our clients to become even more successful. Good to know you, Jacques van den Broek
11 9 how I became 'We present four views on how we help people and companies to become the best they can be.' When we look at the world around us, one question that often comes to mind is how someone or something got to where they are today. This annual report will tell you how we got to where we are today as a company. But there is more to our story than that. We have grown into one of the most influential global firms in the world of work. And work is a defining element in society as a whole. It touches everything. So in four brief sketches, we would like to invite you to reflect for a moment on how we help people and companies to become the best they can be. These views come from the perspectives of our own employees, our clients, our candidates, and finally, society and our investors. We hope you will be as inspired as we are!
12 10 profile As one of the global leaders in HR services, Randstad provides jobs for about 2 million people annually Who we are Randstad specializes in solutions in the field of flexible work and HR services. We are a sparring partner on total workforce management. Our services include regular temporary staffing and permanent placement of candidates. Through our unique Inhouse Services concept, we also offer dedicated on-site workforce management. In addition, we provide many other HR solutions, such as Recruitment Process Outsourcing (RPO), Managed Services Programs (MSP), payroll services and outplacement. We take the lead in shaping the world of work, by matching people with companies that will help them develop their potential, and matching companies with people who will work to develop their business. Founded in 1960 in the Netherlands, Randstad is a global leader in HR services. In 2014, Randstad generated revenue of 17.2 billion, employing 28,720 corporate employees working in over 4,400 branches and Inhouse locations in 39 countries. On average, we employed almost 600,000 candidates per day in temporary jobs, while we placed over 100,000 candidates in permanent positions. This means that we find jobs for about 2 million people annually. Our core values and culture We continue to adhere to and live by five core values, established in the company's early days: to know, to serve, to trust, striving for perfection, and simultaneous promotion of all interests. Our values shape our culture, and help us to better serve our stakeholders. We can only promote the interests of all our stakeholders if we know them well. Our thorough knowledge of them and our business experience enables us to serve them better. Our engagement with our stakeholders and the service we provide them builds mutual trust. This trust is enhanced by continuously striving for perfection and simultaneously promoting the interests of all our stakeholders and society as a whole. We believe that this creates an essential foundation for our business. The values we share serve as a compass for everyone at Randstad, guiding our behavior and representing the foundation of our culture. Our continuing success, and our reputation for integrity, service and professionalism, are based on these values. 'Good to know you' Our shared culture, expressed through our behavior, is a clear indicator of the way we live our values. At Randstad, we believe that creating the best solutions in HR services means always doing more, going further. This starts with continuously deepening our understanding of the environment and marketplace in which we operate. We need to understand the present and future needs of our clients, candidates, shareholders and other stakeholders. Many companies say that their people are their most important asset. As we are in the people business and one of the world's biggest employers, we could not agree more. As success depends largely on the people you employ, it also depends on the people you employ to find them. The better we know our clients and candidates and the better our rapport with them, the better we are at matching their needs and exceeding their expectations. They should experience us as friendly and open, as well as professional and driven. After 54 years, 'Good to know you' continues to represent the Randstad culture what we stand for, and how we behave. It invokes our core values of to know, serve and trust. Our core values To know We are experts. We know our clients, their companies, our candidates and our business. In our business it is often the details that count. To serve We succeed through a spirit of excellent service, exceeding the core requirements of our industry. To trust We are respectful. We value our relationships and treat people well. Striving for perfection We always seek to improve and innovate. We are here to delight our clients and candidates in everything we do. This gives us the edge. Simultaneous promotion of all interests We see the bigger picture, and take our social responsibility seriously. Our business must always benefit society as a whole.
13 11 What we do By helping candidates find suitable careers, and by finding employers the people who best fit into their organization, we create value for society as a whole. It is our ambition to be an employer of choice, and attract, retain and develop the best people, who will in turn provide our clients with excellent service. We ensure first-class service delivery by using best practices and proven standardized business models across our international network. We contribute to a better society by leveraging the experience and expertise in the labor market we have gained over 54 years. As such, we help to maximize future employment and economic growth. Our service concepts Staffing In Staffing, our largest business, we focus on recruiting candidates with a secondary education or equivalent. The concept covers temporary staffing and permanent placements. Professionals For middle and senior management positions, we recruit supervisors, managers, professionals, interim specialists and consultants with an academic or equivalent qualification from a wide range of disciplines. These include engineering, IT, finance, healthcare and other disciplines, such as HR, education, legal affairs, and marketing & communications. This concept covers both temporary and permanent placements. Inhouse Services Inhouse Services is a unique solution for managing a highly efficient workforce with specific skill sets for which there is a fluctuating level of demand. It is aimed at improving clients labor flexibility, retention, productivity, and efficiency. For Inhouse Services clients, we work on-site, exclusively for them, providing a large number of candidates. We frequently work with the client to determine specific performance criteria, and provide total HR management, including recruitment and selection, training, planning, retention, and management reporting. HR Solutions Through HR Solutions, we provide clients with a range of services, including Recruitment Process Outsourcing (RPO), Managed Services Programs (MSP), payroll services, and various other services, such as outplacement, outsourcing, and consultancy. As a part of RPO, we take on primary responsibility for the recruitment and selection of a client's workforce. MSP is one of our key offerings, whereby we take on primary responsibility for the organization and management of a client's contingent workforce. Our payroll services take over clients' administrative burden, so that they can focus on their core business.
14 12 profile our global presence North America - Revenue 3,765.9 million - 6,220 corporate staff - 106,400 candidates - 1,084 outlets, of which 380 Inhouse locations Germany - Revenue 1,949.3 million - 2,610 corporate staff - 46,600 candidates outlets, of which 270 Inhouse locations France - Revenue 2,726.2 million - 3,390 corporate staff - 70,400 candidates outlets, of which 177 Inhouse locations Belgium & Luxembourg - Revenue 1,283.3 million - 1,750 corporate staff - 40,000 candidates outlets, of which 138 Inhouse locations Netherlands - Revenue 2,794.7 million - 4,350 corporate staff - 75,600 candidates outlets, of which 368 Inhouse locations United Kingdom - Revenue million - 1,530 corporate staff - 17,200 candidates outlets, of which 51 Inhouse locations We have the following alliances to expand our reach: Adcorp (several African countries), Ancor (Russia and Commonwealth of Independent States) and Barona (Finland).
15 13 Split by geography 2014: Total revenue 17,249.8 million 8% 22% 8% 6% 5% 16% 8% 11% 16% Geographic spread of Staffing revenue (incl. HR Solutions) Staffing revenue: 10,202.8 million 9% 17% 9% 9% 1% 19% 9% 10% 17% Geographic spread of Professionals revenue Professionals revenue: 3,424.5 million 1% 2% 8% 16% 40% 3% 11% 9% Iberia - Revenue 1,086.1 million - 1,560 corporate staff - 58,100 candidates outlets, of which 76 Inhouse locationss 10% Geographic spread of Inhouse Services revenue Inhouse Services revenue: 3,622.5 million 7% 9% 19% 5% Other European countries - Revenue 1,371.3 million - 2,450 corporate staff - 55,800 candidates outlets, of which 113 Inhouse locations 4% 12% 8% 20% 16% Rest of the world - Revenue 1,451.3 million - 4,660 corporate staff - 110,200 candidates outlets, of which 22 Inhouse locations North America Germany Iberia France Belgium & Luxembourg Other European countries Netherlands United Kingdom Rest of the world
16 14 our business environment Introduction Global market share 2014 Randstad operates in an industry with structural growth potential. In this section, we explain the structural growth drivers and legislative differences in our markets. In combination, these form the foundations of our strategy through which we create value for our stakeholders. 5% 6% 6% The world of work is constantly changing. HR services represent one of the world s fastest-growing industries, with a global market size of about 322 billion (up by an estimated 4% compared to last year). In many major economies, staffing and other HR services are still in development. As one of the global leaders in HR services, we see it as our responsibility to take an active role in developing the industry in the long term. Changing labor market trends and client needs, including an aging population, shifting surpluses and shortages, and increased flexibility, require the development of new solutions. By finding the right balance between the changing needs of employers and employees, we will bring supply and demand together. Global HR services market billion 10 billion 213 billion Staffing Professionals Executive search Source: Randstad estimates Randstad 83% Adecco Source: Randstad estimates university or equivalent education. Many candidates have previous work experience. Structural growth drivers Geographically, Randstad is active in countries representing over 90% of the global HR services market, and our strategy has been designed to capitalize on the structural growth in these markets. Randstad has defined four structural growth drivers for our industry. These are a need for greater flexibility and outsourcing, changing demographics, regulation, and an increased demand among our clients for a total offering. We believe these structural growth drivers will define the HR services market for decades to come. We have designed our strategy to anticipate and respond to these drivers, throughout economic cycles, as effectively and agilely as possible. Structural growth drivers Manpower Rest of the market The HR services industry is divided roughly into three main segments: staffing, professionals and executive search. Randstad is primarily active in the first two. The global staffing market is worth an estimated 213 billion, and accounts for around 53% of our revenue. Staffing focuses predominantly on recruiting white-collar and blue-collar workers with at least secondary education or equivalent for temporary or permanent placements. This segment also includes Inhouse Services (21% of our revenue), which provides on-site workforce solutions, and HR Solutions (around 6% of our revenue). Through the latter, we offer other HR services, such as Recruitment Process Outsourcing (RPO), Managed Services Programs (MSP), payroll services, career transition services, and outplacement. The global professionals market is worth around 99 billion, and accounts for around 20% of our revenue. This segment includes permanent and temporary placement of qualified professionals and candidates with a mid-term market market billion
17 15 Flexibility and outsourcing One of the most important drivers of long-term structural growth in our industry is the need for increased flexibility among our clients and our candidates. A more flexible workforce helps our clients improve their productivity and competitiveness. Moreover, outsourcing is a key driver for our industry, as clients increasingly focus on core activities and they realize that outsourcing certain HR functions results in efficiency gains. We see that flexibility and outsourcing continue to rise on our clients' strategic agenda for the years ahead. Clients need to take care of their long-term planning, while they are also required to adjust their workforce even during the course of a day. As a result, they are actively managing the flexible component of their workforce, also depending on the macroeconomic circumstances. There is also a growing demand for more flexibility among candidates, in line with a growing interest in working from home, selfemployment, part-time work, and working alternative hours. Some countries still maintain unjustified restrictions on flexible work arrangements, and these will need to be reviewed and lifted. The recent economic crisis has shown that countries with unreformed labor markets that do not allow for enough flexibility tend to have higher unemployment, lower participation rates, and fewer new jobs, leading to a lower rating on the World Economic Forum/WEF competitiveness index. This in itself provides a strong case for reform, as there is a clear correlation between labor market effectiveness and competitiveness. The penetration rate, i.e., the number of temporary workers as a percentage of a total labor force, is an important indicator of the structural growth of our industry. The graph 'Staffing penetration rates' shows the growth trend for the largest markets. As we strive to improve global employment participation, we use the development of penetration rates to report on our performance in this area. Penetration rate is a metric that we have identified as an employment-market KPI in our sustainability framework. Penetration rates are usually higher in mature markets, where staffing has long been a reputable solution for flexibility in the workplace. Growth in such markets is achieved in different ways, because they are ready for differentiated propositions in staffing and professionals, as well as additional added-value services, such as outplacement, RPO, and MSP. Demographics A number of academic studies commissioned by Randstad and carried out by SEO Economic Research ('The Gap' series ) reveal that aging and declining population growth is set to lead to an enormous potential shortage of people with vital skills in most developed countries. In addition, there is a growing mismatch between the qualifications and skills of workers and the rapidly evolving demands of the labor market. The study 'Into the Gap' suggests that in 2020, both in the EU and the US, there will be a surplus of medium-skilled workers, a substantial shortage of highly skilled workers, and Staffing penetration rates 5% 4% 3% 2% 1% 0% US 1999 France Source: Ciett - World of Work Netherlands Germany a steady demand for those with elementary skills. This development is often characterized as the 'squeezed middle'. At the same time, labor market demands are also changing, driven by the continuous development of technology. This is creating new jobs, while making others obsolete. These studies predict that unless we can improve labor participation rates, education and training, productivity, and employee mobility, the potential employment gap is set to grow beyond 35 million people by 2050 in the EU alone. The current economic environment in Europe and the consequent slowdown in the creation of new jobs will lead to fewer job vacancies in the next decade. The long-term shortfall is still set to be dramatic, unless governments take action. Clients are looking for a total offering Clients are not only looking for fewer suppliers of HR services; they are also looking for a broader range of HR services from the suppliers they use, ranging from temporary staffing and permanent placements to outsourcing and managed services. We have noticed that an increasing number of our clients are looking for a long-term customized talent strategy that covers their total workforce. This offers us a unique opportunity to engage our clients in a strategic discussion about their HR strategy and how they may be able to further optimize their entire workforce. We call this Total Talent Architecture. Randstad is well-positioned to provide total talent solutions based on our broad service offering and international coverage, as well as on our labor market knowledge on global and national level. In many cases, we can build on longstanding relationships with clients to whom we already provide part of our service offering Belgium Japan UK
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