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Annual Report 2020

‘Our Hays Story’ in 2020 was unlike any in our 52 years. The severe impact of the global Covid-19 pandemic was harsher than any conditions we have seen. Facing this challenge, I am immensely proud of the innovation and steadfast commitment shown by all our Hays colleagues. We transitioned to remote working almost overnight, while retaining complete operational functionality.

Alistair Cox
Chief Executive

Download Annual Report Download Strategic Report CEO & FD Review 2020 Download Corporate Governance Download Financial Statements

What do we do?

We have world-class expertise building world-class businesses. We are leading global experts in qualified, professional and skilled recruitment. We employ c.10,400 people in 33 countries across 20 specialisms.

Over1,200 Jobs filled every
working day

66K Perm roles filled
in FY20

235K Temp assignments
placed in FY20

Our performance this year

  • Net Fee Income

    £996.2m

  • Free cash flow

    £216.2m

  • Pre-exceptional Operating profit

    £135.0m

  • Pre-exceptional basic earnings per share

    5.28p

  • Net cash (excluding short-term deferral of tax payments)

    £366.2m

  • Cash Conversion

    183%

MEGATRENDS IN THE WORLD OF WORK

The world of work is being shaped by powerful megatrends, which may accelerate given the effects of the pandemic. Our strategy is designed to capitalise on these trends, targeting structural growth opportunities within our cyclical end markets.

MORE AND VARIED WAYS OF BUILDING A CAREER

For many skilled candidates, the ‘job for life’ mentality is ending. There is an increasing appetite to embrace flexible, project styles of working. Candidates are seeking interesting, and often highly paid, Temp and Contractor roles, as they build ‘portfolio’ careers. In addition to gaining new experience and improving their marketability, Temp and Contracting gives candidates the flexibility to take prolonged vacations, or voluntary career breaks.

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SKILL SHORTAGES AND BUSINESSES’ DEMANDS FOR FLEXIBILITY

In uncertain economic times, our clients increasingly look to add flexibility to their skilled workforce. In doing so, they can respond to fast-changing market conditions, accessing the skilled labour they need, precisely when they need it.

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Structural market growth and evolving client demands

Most professional recruitment around the world is still done by in-house HR teams. This is true across mature and less mature economies, although previous economic downturns have shown that outsourcing to specialist recruitment agencies can accelerate. Over half of our business today is in structural growth markets. We continue to observe a shift, mainly among large corporates, towards centralised procurement.

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EMERGENCE OF NEW, AND EVOLVING, TECHNOLOGIES

Even before the pandemic, technology was transforming how people work. The ways in which clients and candidates engage and interact with job markets, and Hays, have been revolutionised in recent years. Almost every area of recruitment is becoming digitally enabled at a rapid pace, creating vast quantities of valuable data which, if analysed appropriately, can deliver deep insights and give our consultants a significant information and speed-to-market edge.

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MEGATRENDS

Our strategic priorities

  • Materially increase and diversify Group profits
  • Build critical mass and diversity across our global platform
  • Invest in people and technology, responding to change and building relationships
  • Generate, reinvest and distribute meaningful cash returns

How we create value

As the ultimate people business, everything we do is focused on placing the right people into the right roles.

Over

300,000

people in new jobs

3,721

internal promotions

20%

of new joiners' time spent in training

11.5 million

job applications received

4.2 million

followers on LinkedIn

6,900

sector experts

Our four point investment case

One: Our business model breadth across sector and contract type

One: Our business model breadth across sector and contract type

Two: Our balanced exposure to both mature and structural growth markets

Two: Our balanced exposure to both mature and structural growth markets

Three: Our ability to deliver superior financial performance through the cycle

Three: Our ability to deliver superior financial performance through the cycle

Four: Our potential to generate significant cash flow and, when appropriate, pay dividends

Four: Our potential to generate significant cash flow and, when appropriate, pay dividends