UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
FORM 10-K
[X] ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF
THE SECURITIES EXCHANGE ACT OF 1934
For the fiscal year ended December 30, 2012
OR
[ ] TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF
[ ] TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF
THE SECURITIES EXCHANGE ACT OF 1934
For the transition period from to
Commission File Number 0-1088
| KELLY SERVICES, INC. | ||
| (Exact name of registrant as specified in its charter) | ||
| Delaware | 38-1510762 | |
| (State or other jurisdiction of incorporation or organization) | (I.R.S. Employer Identification No.) | |
999 West Big Beaver Road, Troy, Michigan |
| 48084 | ||
| ( | ( | |
| (248) 362-4444 | ||||
| (Registrant's telephone number, including area code) | ||||
| Title of each class | Name of each exchange on which registered | |
| Class A Common | NASDAQ Global Market | |
| Class B Common | NASDAQ Global Market | |
| Securities Registered Pursuant to Section 12(g) of the Act: None | ||
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes Yeso[ ] Noþ[X]
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes Yeso[ ] Noþ[X]
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes Yesþ[X] Noo[ ]
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for shorter period that the registrant was required to submit and post such files). Yeso [X] Noo [ ]
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’sregistrant's knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K.þ[X]
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See the definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act.
| Large accelerated filer | [ ] | Accelerated filer | |||||
| Non-accelerated filer | |||||||
| Smaller reporting company [ ] | |||||||
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yeso [ ] Noþ [X]
The aggregate market value of the voting and non-voting common equity held by non-affiliates computed by reference to the price at which the common equity was last sold, or the average bid and asked price of such common equity, as of the last business day of the registrant’s most recently completed second fiscal quarter, was approximately $390,606,685.$373,723,242.
Registrant had 33,252,100 33,723,170 shares of Class A and 3,459,8853,452,585 of Class B common stock, par value $1.00, outstanding as of February 7, 2011.3, 2013.
Documents Incorporated by Reference
The proxy statement of the registrant with respect to its 20112013 Annual Meeting of Stockholders is incorporated by reference in Part III.
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PART I
Unless the context otherwise requires, throughout this Annual Report on Form 10-K the words “Kelly,” “Kelly Services,” “the Company,” “we,” “us” and “our” refer to Kelly Services, Inc. and its consolidated subsidiaries.
History and Development of Business
Founded by William R. Kelly in 1946, Kelly ServicesServices® has developed innovative workforce solutions for customers in a variety of industries throughout our 64-year66-year history. Our range of solutions and geographic coverage has grown steadily over the years to match the expanding needs of our customers.
We have evolved from a United States-based company concentrating primarily on traditional office staffing into a global workforce solutions leader withoffering a full breadth of specialty businesses. We currently assign professional and technical employees in the fields of creative services, education, legal and health care—whileservices. While ranking as one of the world’s largest scientific staffing providers, andwe are also among the leaders in information technology, engineering and financial staffing.staffing, and we place professional and technical employees at all levels in law, healthcare, education and creative services. These specialty service linesservices complement our expertise in office services, contact center, light industrial and electronic assembly staffing. In additionAs the human capital arena has become more complex, we have also developed a suite of innovative solutions to staffing, we offer innovativehelp many of the world’s largest companies manage their supply of talent, management solutions for our customers including outsourcing, consulting, recruitment, career transition and vendor management services.
Geographic Breadth of Services
Headquartered in Troy, Michigan, we provide temporary employment for approximately 530,000560,000 employees annually to a variety of customers around the globe — globe—including more than 90 percent99 of theFortune500 100™ companies.
Kelly provides workforce solutions are provided to a diversified group of customers through offices in three regions: theAmericas, Europe, the Middle East, and Africa (“EMEA”),andAsia Pacific (“APAC”).
Description of Business Segments
Our operations are divided into seven principal business segments:Americas Commercial,Americas Professional and Technical(“Americas PT”), EMEA Commercial,EMEA Professional and Technical(“EMEA PT”),APAC Commercial,APAC Professional and Technical(“ (“APAC PT”)and the Outsourcing and Consulting Group(“OCG”).
Americas Commercial
Our Americas Commercial segment includes:Kellyspecialties include: Office, Services, offeringproviding trained employees who work infor word processing, data entry, clerical and as administrative support staff;KellyConnect,roles; Contact Center, providing staff for contact centers, technical support hotlines and telemarketing units;Kelly Educational Staffing, the first Education, supplying schools nationwide program supplying qualified substitute teachers;Kellywith instructional and non-instructional employees; Marketing, Services, includingproviding support staff for seminars, sales and trade shows;Kelly Electronic Assembly, Services, providing technicians to serve the technology, aerospaceassemblers, quality control inspectors and pharmaceutical industries;Kellytechnicians; and Light Industrial, Services, placing maintenance workers, material handlers and assemblers;KellySelect,assemblers. We also offer a temporary to full-timetemporary-to-hire service that provides both customers and temporary staff the opportunity to evaluate their relationship before making a full-time employment decision; andKellyDirect,decision, a permanentdirect-hire placement service used across all staffing business units.and vendor on-site management.
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Americas PT
Our Americas PT segment includes a number of industry-specific specialty services:CGR/seven, placing employees in creative services positions;Kelly Science, providing all levels of scientists and scientific and clinical research workforce solutions; Engineering, Resources, supplying engineering professionals across all disciplines including aeronautical, chemical, civil/structural, electrical/instrumentation, environmental, industrial, mechanical, petroleum, pharmaceutical, quality and telecommunications;Kelly Financial Resources, Information Technology, placing IT specialists across all disciplines; Creative Services, placing creative talent in the spectrum of creative services positions; Finance and Accounting, serving the needs of corporate finance departments, accounting firms and financial institutions with professional personnel;Kellyall levels of financial professionals; Government, Solutions, providing a full spectrum of talent management solutions to the U.S. federal government;Kelly Healthcare, Resources, providing all levels of healthcare specialists and professionals for work in hospitals, ambulatory care centers, HMOsprofessionals; and other health insurance companies;Kelly IT Resources, placing information technology specialists across all IT disciplines;Kelly Law, Registry, placing legal professionals including attorneys, paralegals, contract administrators, compliance specialists and legal administrators; andKelly Scientific Resources, providing entry-level to Ph.D. professionals to a broad spectrum of scientific and clinical research industries.administrators. Our temporary-to-hire service,KellySelect, direct-hire placement service and permanent placement service,KellyDirect,vendor on-site management are also offered in this segment.
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EMEA Commercial
Our EMEA Commercial segment provides a similar range of commercial staffing services as described for our Americas Commercial segment above, including:Kelly Office, Services,KellyConnect,Kelly Educational Staffing,Kelly Light Industrial ServicesContact Center andKellySelect. our temporary-to-hire service. Additional service areas of focus includeKelly Catering and Hospitality,providing chefs, porters and hospitality representatives; andKelly Industrial, supplying manual workers to semi-skilled professionals in a variety of trade, non-trade and operational positions.
EMEA PT
Our EMEA PT segment provides many of the same services as described for our Americas PT segment, including:Kelly Engineering, Resources, Kelly Financial Resources, KellyFinance and Accounting, Healthcare, Resources, Kelly IT ResourcesandKelly Scientific Resources. Science.
APAC Commercial
Our APAC Commercial segment offers a similar range of commercial staffing services as described for our Americas and EMEA Commercial segments above, through staffing solutions that include permanent placement, temporary staffing and temporary to full-time staffing and vendor on-site.staffing.
APAC PT
Our APAC PT segment provides many of the same services as described for our Americas and EMEA PT segments, including:Kelly Engineering, Resources, Kelly IT Resources and Kelly Scientific Resources.Science. Additional service areas includeKelly SelectionandKelly Executive(services in Australia and New Zealand only) which offerinclude mid- to senior-level search and selection to identifyfor leaders who help organizations grow, in core practice areas such as HR, Sales and Marketing, Finance, Procurement and General Management.
OCG delivers integrated talent management solutions configured to satisfy our customers’meet customer needs across multiple regions, skill sets and the entire spectrum of human resources. Using talent supply chain strategies, we help customers manage their contingent labor spend and gain access to service providers and quality talent at competitive rates and with minimized risk. Services in this segment include:Recruitment Process Outsourcing (“RPO”), offering end-to-end talent acquisition solutions, including customized recruitment projects;Contingent Workforce Outsourcing (“CWO”)(CWO), providing globally managed service solutions that integrate supplier and vendor management technology partners to optimize contingent workforce spend;Business Process Outsourcing (BPO), offering full staffing and operational management of non-core functions or departments; Recruitment Process Outsourcing (RPO), offering end-to-end talent acquisition solutions, including customized recruitment projects; Independent Contractor Solutions, delivering evaluation, classification and risk management services that enable safe access to this critical talent pool;Payroll Process Outsourcing (“PPO”)(PPO), providing centralized payroll processing solutions globally for our customers;Business Process Outsourcing (“BPO”), offering full staffing and operational management of non-core functions or departments;Career Transition & Organizational Effectiveness (CTO), offering a range of custom solutions to maintain effective operationsoutplacement services; and maximize employee motivation and performance in the wake of corporate restructurings; andExecutive Search, providing leadership in executive placement worldwide.in various regions throughout the world.
Financial information regarding our industry segments is included in the Segment Disclosures note to our consolidated financial statements presented in Part II, Item 8 of this report.
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Business Objectives
Kelly’s philosophy is rooted in our conviction that we can and do make a difference on a daily basis—basis — for our customers, in the lives of our employees, in the local communities we serve and in our industry. Our vision is “To“to provide the world’s best workforce solutions.” We aspire to be a strategic business partner to our customers and strive to assist them in runningoperating efficient, profitable organizations. Our consultative approach to customer relationships leverages a collective expertise spanning more than 60 years of thought leadership, while Kelly solutions are customizable to benefit them on any scope or scale required.customers require.
As the use of contingent labor, consultants and independent contractors becomes more prevalent and critical to the ongoing success of our customer base—base, our core competencies are refined to help them realize their respective business objectives. Kelly offers a comprehensive array of outsourcing and consulting services, as well as world-class staffing on a temporary, temp-to-hiretemporary-to-hire and permanentdirect placement basis. Kelly will continue to deliver the strategic expertise our customers need to transform their workforce management challenges into opportunities.
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Business Operations
Service Marks
We own numerous service marks that are registered with the United States Patent and Trademark
Office, the European Union Community Trademark Office and numerous individual country trademark
offices.
Office, the European Union Community Trademark Office and numerous individual country trademark
offices.
Seasonality
Our quarterly operating results are affected by the seasonality of our customers’ businesses. Demand for staffing services historically has been lower during the first and fourth quarters, in part as a result of holidays,quarter, and typically increases during the second and third quartersremainder of the year.
Working Capital
Our working capital requirements are primarily generated from temporary employee payroll and customer accounts receivable. Since receipts from customers generally lag payroll to temporary employees, working capital requirements increase substantially in periods of growth.
Customers
We are not dependent on any single customer or a limited segment of customers. In 2012, an estimated 49% of total Company revenue was attributed to 100 large customers. Our largest single customer accounted for approximately threefive percent of total revenue in 2010.2012.
Government Contracts
Although we conduct business under various federal, state, and local government contracts, they do not account for a significant portion of our business.
Competition
The worldwide temporary staffing industry is competitive and highly fragmented. In the United States, approximately 100 competitors operate nationally, and approximately 10,000 smaller companies compete in varying degrees at local levels. Additionally, several similar staffing companies compete globally. In 2010,2012, our largest competitors were Allegis Group, Adecco S.A,S.A., Manpower Inc., Robert Half International Inc., and Randstad Holding N.V. and SFN Group, Inc.
Key factors that influence our success are geographic coverage,quality of service, price, breadth of service, quality of service, and price.geographic coverage.
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Quality of service is highly dependent on the availability of qualified, competent temporary employees, and our ability to recruit, screen, train, retain, and manage a pool of employees who match the skills required by particular customers. During an economic downturn, we must balance competitive pricing pressures with the need to retain a qualified workforce. Price competition in the staffing industry is intense—intense — particularly for office clerical and light industrial personnel—personnel — and pricing pressure from customers and competitors continues to be significant.
Breadth of service, or ability to manage staffing suppliers, has become more critical as customers seek “one-stop shopping” for all their staffing needs. Geographic presence is important, as temporary employees are generally unwilling to travel great distances for assignment, and customers prefer working with companies in their local market.
Environmental Concerns
Because we are involved in a service business, federal, state or local laws that regulate the discharge of materials into the environment do not materially impact us.
Employees
We employ approximately 1,100 people at our corporate headquarters in Troy, Michigan, and approximately 6,9007,000 staff members in our international network of branch offices. In 2010,2012, we assigned approximately 530,000560,000 temporary employees withto a variety of customers around the globe.
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While services may be provided inside the facilities of customers, we remain the employer of record for our temporary employees. We retain responsibility for employee assignments, the employer’s share of all applicable payroll taxes and the administration of the employee’s share of these taxes.
Foreign Operations
For information regarding sales, earnings from operations and long-lived assets by domestic and foreign operations, please refer to the information presented in the Segment Disclosures note to our consolidated financial statements, presented in Part II, Item 8 of this report.
Access to Company Information
We electronically file our annual report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and all amendments to those reports with the Securities and Exchange Commission (“SEC”). The public may read and copy any of the reports that are filed with the SEC at the SEC’s Public Reference Room at 100 F. Street, NE, Washington, DC 20549. The public may obtain information on the operation of the Public Reference Room by calling the SEC at 1-800-SEC-0330. The SEC also maintains an Internet website at www.sec.gov that contains reports, proxy and information statements and other information regarding issuers that file electronically.
We make available, free of charge, through our Internet website, and by responding to requests addressed to our vice president of investor relations, our annual report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and all amendments to those reports. These reports are available as soon as reasonably practicable after such material is electronically filed with or furnished to the SEC. Our website address is: www.kellyservices.com. The information contained on our website, or on other websites linked to our website, is not part of this report.
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ITEM 1A. RISK FACTORS.
We operate in a highly competitive industry with low barriers to entry and may be unable to compete successfully against existing or new competitors.
The worldwide staffing services market is highly competitive with limited barriers to entry. We compete in global, national, regional and local markets with full-service and specialized temporary staffing companies. While the majority of our competitors are significantly smaller than us, several competitors, including Allegis Group, Adecco S.A,S.A., Manpower Inc., Robert Half International Inc., and Randstad Holding N.V. and SFN Group, Inc., have substantial marketing and financial resources. In particular, Adecco S.A,S.A., Manpower Inc. and Randstad Holding N.V. are considerably larger than we are and, thus, have significantly more marketing and financial resources than we do. Additionally, the emergence of on-line staffing platforms may pose a competitive threat to our services which operate under a more traditional staffing business model. Price competition in the staffing industry is intense, particularly for the provision of office clerical and light industrial personnel. We expect that the level of competition will remain high, which could limit our ability to maintain or increase our market share or profitability.
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The number of customers consolidating their staffing services purchases with a single provider or small group of providers continues to increase which, in some cases, may make it more difficult for us to obtain or retain customers. We also face the risk that our current or prospective customers may decide to provide similar services internally. As a result, there can be no assurance that we will not encounter increased competition in the future.
Our business is significantly affected by fluctuations in general economic conditions.
Demand for staffing services is significantly affected by the general level of economic activity and employment in the United States and the other countries in which we operate. When economic activity increases, temporary employees are often added before full-time employees are hired. As economic activity slows, however, many companies reduce their use of temporary employees before laying off full-time employees. Significant swings in economic activity historically have had a disproportionate impact on staffing industry volumes. We may also experience more competitive pricing pressure during periods of economic downturn. A substantial portion of our revenues and earnings are generated by our business operations in the United States. Any significant economic downturn in the United States or certain other countries in which we operate hascould have a material adverse effect on our business, financial condition and results of operations.
We may not achieve the intended effects of our business strategy.
Our business strategy focuses on improving profitability through scale and specialization, particularly with our professional and technical and OCG businesses. We have also implemented steps to increase our presenceoperating efficiency in theour commercial staffing markets, grow our higher margin specialty staffing and grow our outsourcing and consulting business. We plan to implementare implementing cost-efficient service delivery models to enable local teams to focus on profit-generating activities and relationships. If we are not successful or timely in achieving these objectives, our revenues, costs and overall profitability could be negatively affected. If we are unable to execute our business strategy effectively, our productivity and cost competitiveness could be negatively affected.
Our loss of major customers or the deterioration of their financial condition or prospects could have a material adverse effect on our business.
Our business strategy is focused on serving large corporate customers through high volume global service agreements. While our strategy is intended to enable us to increase our revenues and earnings from our major corporate customers, the strategy also exposes us to increased risks arising from the possible loss of major customer accounts. In addition, some of our customers are in industries, such as the automotive and manufacturing industries, that have experienced adverse business and financial conditions in recent years. The deterioration of the financial condition or business prospects of these customers could reduce their need for temporary employment services and result in a significant decrease in the revenues and earnings we derive from these customers. The bankruptcy of a major customer could have a material adverse impact on our ability to meet our working capital requirements.
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Impairment charges relating to our goodwill and long-lived assets could adversely affect our results of operations.
We regularly monitor our goodwill and long-lived assets for impairment indicators. In conducting our goodwill impairment testing, we compare the fair value of each of our reporting units to the related net book value. In conducting our impairment analysis of long-lived assets, we compare the undiscounted cash flows expected to be generated from the long-lived assets to the related net book values. Changes in economic or operating conditions impacting our estimates and assumptions could result in the impairment of our goodwill or long-lived assets. In the event that we determine that our goodwill or long-lived assets are impaired, we may be required to record a significant non-cash charge to earnings that could adversely affect our results of operations.
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Our customer contracts contain termination provisions that could decrease our future revenues and earnings.
Most of our customer contracts can be terminated by the customer on short notice without penalty. Our customers are, therefore, not contractually obligated to continue to do business with us in the future. This creates uncertainty with respect to the revenues and earnings we may recognize with respect to our customer contracts.
We depend on our ability to attract and retain qualified temporary personnel (employed directly by us or through a third-party supplier)suppliers).
We depend on our ability to attract qualified temporary personnel who possess the skills and experience necessary to meet the staffing requirements of our customers. We must continually evaluate our base of available qualified personnel to keep pace with changing customer needs. Competition for individuals with proven professional skills is intense, and demand for these individuals is expected to remain strong for the foreseeable future. There can be no assurance that qualified personnel will continue to be available in sufficient numbers and on terms of employment acceptable to us. Our success is substantially dependent on our ability to recruit and retain qualified temporary personnel.
We may be exposed to employment-related claims and losses, including class action lawsuits and collective actions, which could have a material adverse effect on our business.
We employ and assign personnel in the workplaces of other businesses. The risks of these activities include possible claims relating to:
| · | discrimination and harassment; |
| · | wrongful termination or retaliation; |
| · | violations of employment rights related to employment screening or privacy issues; |
| · | classification of employees including independent contractors; |
| · | employment of unauthorized workers; |
| · | violations of wage and hour requirements; |
| · | retroactive entitlement to employee benefits; |
| · | failure to comply with leave policy requirements; and |
| · | errors and omissions by our temporary employees, particularly for the actions of professionals such as attorneys, accountants and scientists. |
We are also subject to potential risks relating to misuse of customer proprietary information, misappropriation of funds, damage to customer facilities due to negligence of temporary employees, criminal activity and other similar claims. We may incur fines and other losses or negative publicity with respect to these problems. In addition, these claims may give rise to litigation, which could be time-consuming and expensive. In the U.S., and increasingly at the state and local level, and certain other countries in which we operate, new employment and labor laws and regulations have been proposed or adopted that may increase the potential exposure of employers to employment-related claims and litigation. There can be no assurance that the corporate policies we have in place to help reduce our exposure to these risks will be effective or that we will not experience losses as a result of these risks. ThereAlthough we maintain insurance in types and amounts we believe are appropriate in light of the aforementioned exposures, there can also be no assurance that thesuch insurance policies we have purchased to insure against certain risks will be adequate or that insurance coverage will remain available on reasonable terms or be sufficient in amount or scope of coverage.
Improper disclosure of sensitive or private information could result in liability and damage our reputation.
Our business involves the use, storage and transmission of information about full-time and temporary employees. Additionally, our employees may have access or exposure to customer data and systems, the misuse of which could result in legal liability. We are dependent on, and are ultimately responsible for, the security provisions of vendors who have custodial control of our data. We have established policies and procedures to help protect the security and privacy of this information. It is possible that our security controls over personal and other data and other practices we follow may not prevent the improper access to or disclosure of personally identifiable or otherwise confidential information. Such disclosure could harm our reputation and subject us to liability under our contracts and laws that protect personal data and confidential information, resulting in increased costs or loss of revenue. Further, data privacy is subject to frequently evolving rules and regulations, which sometimes conflict among the various jurisdictions and countries in which we provide services. Our failure to adhere to or successfully implement processes in response to changing regulatory requirements in this area could result in legal liability, additional compliance costs, missed business opportunities or damage to our reputation in the marketplace.
Unexpected changes in claim trends on our workers’ compensation and benefit plans may negatively impact our financial condition.
We self-insure, or otherwise bear financial responsibility for, a significant portion of expected losses under our workers’ compensation program and medical benefits claims. Unexpected changes in claim trends, including the severity and frequency of claims, actuarial estimates and medical cost inflation, could result in costs that are significantly different than initially reported. If future claims-related liabilities increase due to unforeseen circumstances, our costs could increase significantly. There can be no assurance that we will be able to increase the fees charged to our customers in a timely manner and in a sufficient amount to cover increased costs as a result of any changes in claims-related liabilities.
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Failure to maintain specified financial covenants in our bank credit facilities, or credit market events beyond our control, could adversely restrict our financial and operating flexibility and subject us to other risks, including inadequaterisk of loss of access to liquidity.capital markets.
Our Bank Credit Facilitiesbank credit facilities contain covenants that require us to maintain specified financial ratios and satisfy other financial conditions. During 2010,2012, we met all of the covenant requirements. Our ability to continue to meet these financial covenants, particularly with respect to interest coverage (see Debt note in the footnotes to the consolidated financial statements), may not be assured. If we default under this or any other of these requirements, the lenders could declare all outstanding borrowings, accrued interest and fees to be due and payable or significantly increase the cost of the facility. In these circumstances, there can be no assurance that we would have sufficient liquidity to repay or refinance this indebtedness at favorable rates or at all. Events beyond our control could result in the failure of one or more of our banks, reducing our access to liquidity and potentially resulting in reduced financial and operating flexibility. If broader credit markets were to experience dislocation, our potential access to other funding sources would be limited.
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Damage to our key data centers could affect our ability to sustain critical business applications.
Many business processes critical to our continued operation are housed in our data center situated within the corporate headquarters complex as well as regional data centers in Asia-Pacific and Europe. Those processes include, but are not limited to, payroll, customer reporting and order management. While we have taken steps to protect these operations, the loss of a data center would create a substantial risk of business interruption.
Our investment in our PeopleSoft payroll, billing and accounts receivable projectinformation technology projects may not yield itstheir intended results.
At the fourth quarterpresent time, we have a number of 2004, we commenced our PeopleSoft projectinformation technology projects in process or in the planning stages, including improvements to replace our payroll,applicant onboarding and tracking systems, order management, billing and accounts receivable information systems in the United States, Canada, Puerto Rico, the United Kingdom and Ireland. To date we have several modules in production including accounts receivable in all locations, payroll in Canada, payroll and billing in the United Kingdom and Ireland and general ledger in the U.S., Puerto Rico and Canada. We anticipate spending approximately $25 to $30 million from 2011 through 2014 to complete the PeopleSoft project.customer data analytics. Although the technology is intended to increase productivity and operating efficiencies, the PeopleSoft projectthese projects may not yield itstheir intended results. Any delays in completing, or an inability to successfully complete, thisthese technology initiativeinitiatives or an inability to achieve the anticipated efficiencies could adversely affect our operations, liquidity and financial condition. There is also a risk that if the remaining modules are not completed or the cost of completion is prohibitive, an impairment charge relating to all or a portion of the $5.5 million capitalized cost of the in-process modules as of January 2, 2011 could be required.
We are highly dependent on our senior management and the continued performance and productivity of our local management and field personnel.
We are highly dependent on the continued efforts of the members of our senior management. We are also highly dependent on the performance and productivity of our local management and field personnel. The loss of any of the members of our senior management may cause a significant disruption in our business. In addition, the loss of any of our local managers or field personnel may jeopardize existing customer relationships with businesses that use our services based on relationships with these individuals. The loss of the services of members of our senior management could have a material adverse effect on our business.
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Our business is subject to extensive government regulation, which may restrict the types of employment services we are permitted to offer or result in additional or increased taxes, including payroll taxes, or other costs that reduce our revenues and earnings.
The temporary employment industry is heavily regulated in many of the countries in which we operate. Changes in laws or government regulations may result in prohibition or restriction of certain types of employment services we are permitted to offer or the imposition of new or additional benefit, licensing or tax requirements that could reduce our revenues and earnings. In particular, we are subject to state unemployment taxes in the U.S. which typically increase during periods of increased levels of unemployment. We also receive benefits, such as the work opportunity income tax credit in the U.S., that regularly expire and may not be reinstated. There can be no assurance that we will be able to increase the fees charged to our customers in a timely manner and in a sufficient amount to fully cover increased costs as a result of any changes in laws or government regulations. Any future changes in laws or government regulations, or interpretations thereof, may make it more difficult or expensive for us to provide staffing services and could have a material adverse effect on our business, financial condition and results of operations.
The net financial impact of recent U.S. healthcare legislation on our results of operations could be significant.
In March 2010, the Patient Protection and Affordable Care Act and the Health Care and Education Reconciliation Act of 2010 (collectively, the “Acts”) were signed into U.S. law. The Acts represent comprehensive healthcare reform legislation that, in addition to other provisions, will require that we provide affordable, minimum essential healthcare coverage to ourcertain temporary employees (and dependents) in the United States or incur penalties. Although we intend to billpass these costs on to our customers, there can be no assurance that we will be able to increase the fees chargedpricing to our customers in a sufficient amount to cover the increased costs. Additionally, since significant provisions of the Acts will not become effective until 2014, possible future changes to the Acts could significantly impact any estimates we develop during that period. While we are unable at this time to estimate the net impact of the Acts, we believe the net financial impact on our results of operations could be significant.
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We conduct a significant portion of our operations outside of the United States and we are subject to risks relating to our international business activities, including fluctuations in currency exchange rates.
We conduct our business in allmost major staffing markets throughout the world. Our operations outside the United States are subject to risks inherent in international business activities, including:
| · | fluctuations in currency exchange rates; |
| · | varying economic and political conditions; |
| · | differences in cultures and business practices; |
| · | differences in employment and tax laws and regulations; |
| · | differences in accounting and reporting requirements; |
| · | differences in labor and market conditions; |
| · | changing and, in some cases, complex or ambiguous laws and regulations; and |
| · | litigation and claims. |
Our operations outside the United States are reported in the applicable local currencies and then translated into U.S. dollars at the applicable currency exchange rates for inclusion in our consolidated financial statements. Exchange rates for currencies of these countries may fluctuate in relation to the U.S. dollar and these fluctuations may have an adverse or favorable effect on our operating results when translating foreign currencies into U.S. dollars.
Our controlling stockholder exercises voting control over our company and has the ability to elect or remove from office all of our directors.
Terence E. Adderley, the Executive Chairman of our board of directors, and certain trusts with respect to which he acts as trustee or co-trustee, control approximately 93% of the outstanding shares of Kelly Class B common stock, which is the only class of our common stock entitled to voting rights. Mr. Adderley is therefore able to exercise voting control with respect to all matters requiring stockholder approval, including the election or removal from office of all members of our directors.the Board of Directors.
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We are not subject to most of the listing standards that normally apply to companies whose shares are quoted on the NASDAQ Global Market.
Our Class A and Class B common stock are quoted on the NASDAQ Global Market. Under the listing standards of the NASDAQ Global Market, we are deemed to be a “controlled company” by virtue of the fact that Terence E. Adderley, the Executive Chairman of our board of directors, and certain trusts of which he acts as trustee or co-trustee have voting power with respect to more than fifty percent of our outstanding voting stock. A controlled company is not required to have a majority of its board of directors comprised of independent directors. Director nominees are not required to be selected or recommended for the board’s selection by a majority of independent directors or a nominations committee comprised solely of independent directors, nor do the NASDAQ Global Market listing standards require a controlled company to certify the adoption of a formal written charter or board resolution, as applicable, addressing the nominations process. A controlled company is also exempt from NASDAQ Global Market’s requirements regarding the determination of officer compensation by a majority of independent directors or a compensation committee comprised solely of independent directors. A controlled company is required to have an audit committee composed of at least three directors, who are independent as defined under the rules of both the Securities and Exchange Commission and the NASDAQ Global Market. The NASDAQ Global Market further requires that all members of the audit committee have the ability to read and understand fundamental financial statements and that at least one member of the audit committee possess financial sophistication. The independent directors must also meet at least twice a year in meetings at which only they are present.
We currently comply with certain of the listing standards of the NASDAQ Global Market that do not apply to controlled companies. Our compliance is voluntary, however, and there can be no assurance that we will continue to comply with these standards in the future.
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Provisions in our certificate of incorporation and bylaws and Delaware law may delay or prevent an acquisition of our company.
Our restated certificate of incorporation and bylaws contain provisions that could make it harder for a third party to acquire us without the consent of our board of directors. For example, if a potential acquirer were to make a hostile bid for us, the acquirer would not be able to call a special meeting of stockholders to remove our board of directors or act by written consent without a meeting. The acquirer would also be required to provide advance notice of its proposal to replace directors at any annual meeting, and would not be able to cumulate votes at a meeting, which would require the acquirer to hold more shares to gain representation on the board of directors than if cumulative voting were permitted.
Our board of directors also has the ability to issue additional shares of common stock that could significantly dilute the ownership of a hostile acquirer. In addition, Section 203 of the Delaware General Corporation Law limits mergers and other business combination transactions involving 15 percent or greater stockholders of Delaware corporations unless certain board or stockholder approval requirements are satisfied. These provisions and other similar provisions make it more difficult for a third party to acquire us without negotiation.
Our board of directors could choose not to negotiate with an acquirer that it did not believe was in our strategic interests. If an acquirer is discouraged from offering to acquire us or prevented from successfully completing a hostile acquisition by these or other measures, our shareholders could lose the opportunity to sell their shares at a favorable price.
The holders of shares of our Class A common stock are not entitled to voting rights.
Under our certificate of incorporation, the holders of shares of our Class A common stock are not entitled to voting rights, except as otherwise required by Delaware law. As a result, Class A common stock holders do not have the right to vote for the election of directors or in connection with most other matters submitted for the vote of our stockholders.
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Our stock price may be subject to significant volatility and could suffer a decline in value.
The market price of our common stock may be subject to significant volatility. We believe that many factors, including several which are beyond our control, have a significant effect on the market price of our common stock. These include:
| · | actual or anticipated variations in our quarterly operating results; |
| · | announcements of new services by us or our competitors; |
| · | announcements relating to strategic relationships or acquisitions; |
| · | changes in financial estimates by securities analysts; |
| · | changes in general economic conditions; |
| · | actual or anticipated changes in laws and government regulations; |
| · | changes in industry trends or conditions; and |
| · | sales of significant amounts of our common stock or other securities in the market. |
In addition, the stock market in general, and the NASDAQ Global Market in particular, have experienced significant price and volume fluctuations that have often been unrelated or disproportionate to the operating performance of listed companies. These broad market and industry factors may seriously harm the market price of our common stock, regardless of our operating performance. In the past, securities class action litigation has often been instituted following periods of volatility in the market price of a company’s securities. A securities class action suit against us could result in substantial costs, potential liabilities and the diversion of our management’s attention and resources. Further, our operating results may be below the expectations of securities analysts or investors. In such event, the price of our common stock may decline.
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ITEM 1B. UNRESOLVED STAFF COMMENTS.
None.
We own our headquarters in Troy, Michigan, where corporate, subsidiary and divisional offices are currently located. The original headquarters building was purchased in 1977. Headquarters operations were expanded into additional buildings purchased in 1991, 1997 and 2001.
The combined usable floor space in the headquarters complex is approximately 350,000 square feet. Our buildings are in good condition and are currently adequate for their intended purpose and use. We also own undeveloped land in Troy and northern Oakland County, Michigan.
Branch office business is conducted in leased premises with the majority of leases being fixed for terms of generally three to five years in the United States and Canada and 5five to 10ten years outside the United States and Canada. We own virtually all of the office furniture and the equipment used in our corporate headquarters and branch offices.
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During the second quarter of 2012, the Company is the subjectreceived final court approval of two pendinga settlement of a single class action, lawsuits. The two lawsuits, Fuller v. Kelly Services, Inc. and Kelly Home Care Services, Inc., pending in the Superior Court of California, Los Angeles, and Sullivan v. Kelly Services, Inc., pending in the U.S. District Court Southern District of California, both involve claimswhich involved a claim for monetary damages by current and former temporary employees working in the State of California.
The Fuller matter involves claims relatingwere related to alleged misclassification of personal attendants as exempt and not entitled to overtime compensation under state law and to alleged technical violations of a state law governing the content of employee pay stubs. On April 30, 2007,Recognized in discontinued operations in 2011 was a $1.2 million after tax charge relating to the Courtsettlement and in 2012 a $0.4 million after tax reduction in our estimate of costs to settle the Fuller case certified both plaintiff classes involved in the suit. In the third quarter of 2008, Kelly was granted a hearing date for its motions related to summary judgment on both certified claims. On March 13, 2009, the Court granted Kelly’s motion for decertification of the classes. Plaintiffs filed a petition for review on April 3, 2009 requesting the decertification ruling be overturned. Plaintiffs’ request was granted on May 17, 2010 and the suit was recertified as a class action. The Sullivan matter relates to claims by temporary workers for compensation while interviewing for assignments. On April 27, 2010, the Court in the Sullivan matter certified the lawsuit as a class action. The Company believes it has meritorious defenses in both lawsuits and will continue to vigorously defend itself during the litigation process.litigation.
The Company is also involvedcontinuously engaged in a number of other lawsuitslitigation arising in the ordinary course of its business, typically matters alleging employment discrimination, andalleging wage and hour matters.violations or enforcing the restrictive covenants in the Company’s employment agreements. While management does not expectthere is no expectation that any of these other matters towill have a material adverse effect on the Company’s results of operations, financial position or cash flows, litigation is always subject to inherent uncertaintiesuncertainty and the Company is not at this time able to reasonably predict the outcome of these matters. Itif any matter will be resolved in a manner that is reasonably possible that some matters could be decided unfavorablymaterially adverse to the Company and, if so, could have a material adverse impact on our consolidated financial statements. During 2010 and 2009, the Company reassessed its potential exposure from pending litigation and established additional reserves of $3.5 million and $4.4 million, respectively.Company.
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Not applicable.
PART II
Market Information and Dividends
Our Class A and Class B common stock is traded on the NASDAQ Global Market under the symbols “KELYA” and “KELYB,” respectively. The high and low selling prices for our Class A common stock and Class B common stock as quoted by the NASDAQ Global Market and the dividends paid on the common stock for each quarterly period in the last two fiscal years are reported in the table below. Payments ofbelow. Our ability to pay dividends are restricted by theis subject to compliance with certain financial covenants contained in our short- and long-term debt facilities, as described in the Debt footnote to the consolidated financial statements.
| Per share amounts (in dollars) | ||||||||||||||||||||
| First | Second | Third | Fourth | |||||||||||||||||
| Quarter | Quarter | Quarter | Quarter | Year | ||||||||||||||||
2010 | ||||||||||||||||||||
| Class A common | ||||||||||||||||||||
| High | $ | 18.02 | $ | 18.93 | $ | 16.28 | $ | 20.29 | $ | 20.29 | ||||||||||
| Low | 11.80 | 12.80 | 10.07 | 11.70 | 10.07 | |||||||||||||||
| Class B common | ||||||||||||||||||||
| High | 17.56 | 18.54 | 14.40 | 20.90 | 20.90 | |||||||||||||||
| Low | 10.66 | 13.16 | 10.45 | 10.51 | 10.45 | |||||||||||||||
| Dividends | — | — | — | — | — | |||||||||||||||
2009 | ||||||||||||||||||||
| Class A common | ||||||||||||||||||||
| High | $ | 14.13 | $ | 12.99 | $ | 14.10 | $ | 13.69 | $ | 14.13 | ||||||||||
| Low | 6.11 | 7.68 | 10.39 | 10.01 | 6.11 | |||||||||||||||
| Class B common | ||||||||||||||||||||
| High | 14.50 | 11.65 | 14.12 | 14.99 | 14.99 | |||||||||||||||
| Low | 9.21 | 10.00 | 10.74 | 11.18 | 9.21 | |||||||||||||||
| Dividends | — | — | — | — | — | |||||||||||||||
| Per share amounts (in dollars) | ||||||||||||||||||||
| First | Second | Third | Fourth | |||||||||||||||||
| Quarter | Quarter | Quarter | Quarter | Year | ||||||||||||||||
| 2012 | ||||||||||||||||||||
| Class A common | ||||||||||||||||||||
| High | $ | 18.09 | $ | 16.25 | $ | 14.30 | $ | 15.90 | $ | 18.09 | ||||||||||
| Low | 13.75 | 11.30 | 11.26 | 12.40 | 11.26 | |||||||||||||||
| Class B common | ||||||||||||||||||||
| High | 17.40 | 18.02 | 14.47 | 15.50 | 18.02 | |||||||||||||||
| Low | 13.80 | 12.13 | 11.65 | 12.93 | 11.65 | |||||||||||||||
| Dividends | 0.05 | 0.05 | 0.05 | 0.05 | 0.20 | |||||||||||||||
| 2011 | ||||||||||||||||||||
| Class A common | ||||||||||||||||||||
| High | $ | 22.99 | $ | 21.41 | $ | 17.58 | $ | 17.00 | $ | 22.99 | ||||||||||
| Low | 17.50 | 14.61 | 10.95 | 10.77 | 10.77 | |||||||||||||||
| Class B common | ||||||||||||||||||||
| High | 22.99 | 21.30 | 16.70 | 17.12 | 22.99 | |||||||||||||||
| Low | 18.10 | 14.53 | 12.23 | 11.26 | 11.26 | |||||||||||||||
| Dividends | - | - | 0.05 | 0.05 | 0.10 | |||||||||||||||
Holders
The number of holders of record of our Class A and Class B common stock were 5,400approximately 8,600 and 410,300, respectively, as of February 7, 2011.3, 2013.
Recent Sales of Unregistered Securities
None.
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Issuer Purchases of Equity Securities
| Maximum Number | ||||||||||||||||
| Total Number | (or Approximate | |||||||||||||||
| of Shares (or | Dollar Value) of | |||||||||||||||
| Total Number | Average | Units) Purchased | Shares (or Units) | |||||||||||||
| of Shares | Price Paid | as Part of Publicly | That May Yet Be | |||||||||||||
| (or Units) | per Share | Announced Plans | Purchased Under the | |||||||||||||
| Period | Purchased | (or Unit) | or Programs | Plans or Programs | ||||||||||||
| (in millions of dollars) | ||||||||||||||||
| October 4, 2010 through November 7, 2010 | 276 | $ | 14.24 | — | $ | — | ||||||||||
| November 8, 2010 through December 5, 2010 | — | — | — | — | ||||||||||||
| December 6, 2010 through January 2, 2011 | 6,961 | 18.80 | — | — | ||||||||||||
| Total | 7,237 | $ | 18.63 | — | ||||||||||||
| Maximum Number | ||||||||||||||||
| Total Number | (or Approximate | |||||||||||||||
| of Shares (or | Dollar Value) of | |||||||||||||||
| Total Number | Average | Units) Purchased | Shares (or Units) | |||||||||||||
| of Shares | Price Paid | as Part of Publicly | That May Yet Be | |||||||||||||
| (or Units) | per Share | Announced Plans | Purchased Under the | |||||||||||||
| Period | Purchased | (or Unit) | or Programs | Plans or Programs | ||||||||||||
| (in millions of dollars) | ||||||||||||||||
October 1, 2012 through November 4, 2012 | 280 | $ | 12.77 | - | $ | - | ||||||||||
November 5, 2012 through December 2, 2012 | 30,192 | 13.66 | - | - | ||||||||||||
December 3, 2012 through December 30, 2012 | - | - | - | - | ||||||||||||
| Total | 30,472 | $ | 13.65 | - | ||||||||||||
We may reacquire shares sold to cover taxes due upon the vesting of restricted stock held by employees. Accordingly, 7,23730,472 shares were reacquired during the Company’s fourth quarter.
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Performance Graph
The following graph compares the cumulative total return of our Class A common stock with that of the S&P 600 SmallCap Index and the S&P 1500 Human Resources and Employment Services Index for the five years ended December 31, 2010.2012. The graph assumes an investment of $100 on December 31, 20052007 and that all dividends were reinvested.
COMPARISON OF 5 YEAR CUMULATIVE TOTAL RETURN
Assumes Initial Investment of $100
December 31, 2005 —2007 – December 31, 20102012
| 2005 | 2006 | 2007 | 2008 | 2009 | 2010 | |||||||||||||||||||
| Kelly Services, Inc. | $ | 100.00 | $ | 112.20 | $ | 73.91 | $ | 53.20 | $ | 48.78 | $ | 76.87 | ||||||||||||
| S&P SmallCap 600 Index | $ | 100.00 | $ | 115.11 | $ | 114.77 | $ | 79.10 | $ | 99.32 | $ | 125.45 | ||||||||||||
| S&P 1500 Human Resources and Employment Services Index | $ | 100.00 | $ | 119.59 | $ | 91.28 | $ | 58.72 | $ | 81.15 | $ | 93.87 | ||||||||||||
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| 2007 | 2008 | 2009 | 2010 | 2011 | 2012 | |||||||||||||||||||
| Kelly Services, Inc. | $ | 100.00 | $ | 71.98 | $ | 66.00 | $ | 104.01 | $ | 76.20 | $ | 89.04 | ||||||||||||
| S&P SmallCap 600 Index | $ | 100.00 | $ | 68.92 | $ | 86.53 | $ | 109.31 | $ | 109.05 | $ | 124.41 | ||||||||||||
| S&P 1500 Human Resources and Employment Services Index | $ | 100.00 | $ | 64.34 | $ | 88.91 | $ | 102.84 | $ | 86.88 | $ | 97.38 | ||||||||||||
ITEM 6. SELECTED FINANCIAL DATA.
The following table summarizes selected financial information of Kelly Services, Inc. and its subsidiaries for each of the most recent five fiscal years. This table should be read in conjunction with the other financial information, including “Management’s"Management's Discussion and Analysis of Financial Condition and Results of Operations”Operations" and the consolidated financial statements included elsewhere in this report.
| (In millions except per share amounts) | 2010 (2) | 2009 (1,2) | 2008 (2) | 2007 | 2006 | |||||||||||||||
| Revenue from services | $ | 4,950.3 | $ | 4,314.8 | $ | 5,517.3 | $ | 5,667.6 | $ | 5,546.8 | ||||||||||
| Earnings (loss) from continuing operations | 26.1 | (105.1 | ) | (81.7 | ) | 53.7 | 56.8 | |||||||||||||
| Earnings (loss) from discontinued operations, net of tax (3) | — | 0.6 | (0.5 | ) | 7.3 | 6.7 | ||||||||||||||
| Net earnings (loss) | 26.1 | (104.5 | ) | (82.2 | ) | 61.0 | 63.5 | |||||||||||||
| Basic earnings (loss) per share: | ||||||||||||||||||||
| Earnings (loss) from continuing operations | 0.71 | (3.01 | ) | (2.35 | ) | 1.46 | 1.56 | |||||||||||||
| Earnings (loss) from discontinued operations | — | 0.02 | (0.02 | ) | 0.20 | 0.18 | ||||||||||||||
| Net earnings (loss) | 0.71 | (3.00 | ) | (2.37 | ) | 1.65 | 1.74 | |||||||||||||
| Diluted earnings (loss) per share: | ||||||||||||||||||||
| Earnings (loss) from continuing operations | 0.71 | (3.01 | ) | (2.35 | ) | 1.45 | 1.55 | |||||||||||||
| Earnings (loss) from discontinued operations | — | 0.02 | (0.02 | ) | 0.20 | 0.18 | ||||||||||||||
| Net earnings (loss) | 0.71 | (3.00 | ) | (2.37 | ) | 1.65 | 1.73 | |||||||||||||
| Dividends per share | ||||||||||||||||||||
| Classes A and B common | — | — | 0.54 | 0.52 | 0.45 | |||||||||||||||
| Working capital | 367.6 | 357.6 | 427.4 | 478.6 | 463.3 | |||||||||||||||
| Total assets | 1,368.4 | 1,312.5 | 1,457.3 | 1,574.0 | 1,469.4 | |||||||||||||||
| Total noncurrent liabilities | 153.6 | 205.3 | 203.8 | 200.5 | 142.6 | |||||||||||||||
| (In millions except per share amounts) | 2012 | 2011 | 2010 | 2009 (1) | 2008 | |||||||||||||||
| Revenue from services | $ | 5,450.5 | $ | 5,551.0 | $ | 4,950.3 | $ | 4,314.8 | $ | 5,517.3 | ||||||||||
| Earnings (loss) from continuing operations (2) | 49.7 | 64.9 | 26.1 | (105.1 | ) | (81.7 | ) | |||||||||||||
| Earnings (loss) from discontinued operations, net of tax (3) | 0.4 | (1.2 | ) | - | 0.6 | (0.5 | ) | |||||||||||||
| Net earnings (loss) | 50.1 | 63.7 | 26.1 | (104.5 | ) | (82.2 | ) | |||||||||||||
| Basic earnings (loss) per share: | ||||||||||||||||||||
| Earnings (loss) from continuing operations | 1.31 | 1.72 | 0.71 | (3.01 | ) | (2.35 | ) | |||||||||||||
| Earnings (loss) from discontinued operations | 0.01 | (0.03 | ) | - | 0.02 | (0.02 | ) | |||||||||||||
| Net earnings (loss) | 1.32 | 1.69 | 0.71 | (3.00 | ) | (2.37 | ) | |||||||||||||
| Diluted earnings (loss) per share: | ||||||||||||||||||||
| Earnings (loss) from continuing operations | 1.31 | 1.72 | 0.71 | (3.01 | ) | (2.35 | ) | |||||||||||||
| Earnings (loss) from discontinued operations | 0.01 | (0.03 | ) | - | 0.02 | (0.02 | ) | |||||||||||||
| Net earnings (loss) | 1.32 | 1.69 | 0.71 | (3.00 | ) | (2.37 | ) | |||||||||||||
| Dividends per share | ||||||||||||||||||||
| Classes A and B common | 0.20 | 0.10 | - | - | 0.54 | |||||||||||||||
| Working capital | 470.3 | 417.0 | 367.6 | 357.6 | 427.4 | |||||||||||||||
| Total assets | 1,635.7 | 1,541.7 | 1,368.4 | 1,312.5 | 1,457.3 | |||||||||||||||
| Total noncurrent liabilities | 172.4 | 168.3 | 153.6 | 205.3 | 203.8 | |||||||||||||||
| (1) | Fiscal year included 53 weeks. | |
| (2) | Included in results of continuing operations are asset impairments of $3.1 million in 2012, $2.0 million in 2010, $53.1 million in 2009 and $80.5 million in 2008. | |
| (3) | Discontinued Operations represent adjustments to assets and liabilities retained from the 2006 sale of |
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ITEM 7. MANAGEMENT'S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS.
Executive Overview
The U.S.Staffing Industry
The worldwide staffing industry is competitive and global economies exhibited signs of slowly strengthening throughout 2010. Economic growth, coupled with the emergence of positive labor market trends, was favorable to the staffing industry.highly fragmented. In the U.S.,United States, approximately 100 competitors operate nationally, and approximately 10,000 smaller companies compete in varying degrees at local levels. Additionally, several similar staffing companies compete globally. Demand for temporary services is highly dependent on the overall strength of the global economy and labor markets. In periods of economic growth, demand for temporary employment penetration rate increased forservices generally increases, and the 15th consecutive monthneed to recruit, screen, train, retain and manage a pool of employees who match the skills required by particular customers becomes critical. Conversely, during an economic downturn, competitive pricing pressures can pose a threat to retaining a qualified temporary workforce. Accordingly, the on-going economic crisis in December to 1.7%, the highest level in over 21/2 years. More than 300,000 temporary jobs were addedEurozone and slow recovery from recession in the U.S. duringhas impacted all staffing firms over the last several years.
Our Business
Kelly Services is a global staffing company, providing innovative workforce solutions for customers in a variety of industries. Our staffing operations are divided into three regions, Americas, EMEA and APAC, with commercial and professional and technical staffing businesses in each region. As the human capital arena has become more complex, we have also developed a suite of innovative solutions within our global OCG Group. We are forging strategic relationships with our customers to help them manage their flexible workforces, through outsourcing, consulting, recruitment, career transition and vendor management services.
We earn revenues from the hourly sales of services by our temporary employees to customers, as a result of recruiting permanent employees for our customers, and through our outsourcing and consulting activities. Our working capital requirements are primarily generated from temporary employee payroll and customer accounts receivable. The nature of our business is such that trade accounts receivable are our most significant financial asset. Average days sales outstanding varies within and outside the U.S., but averages more than 50 days on a global basis. Since receipts from customers generally lag temporary employee payroll, working capital requirements increase substantially in periods of growth.
Our Strategy and Outlook
Our long-term strategic objective is to create shareholder value by delivering a competitive profit from the best workforce solutions and talent in the industry. We have set a long-term goal to achieve a competitive return on sales of 4%. To attain this, we are focused on the following key areas:
| · | Maintain our core strengths in commercial staffing and key markets; |
| · | Aggressively grow our professional and technical staffing; |
| · | Transform our OCG segment into a market-leading provider of talent supply chain management; |
| · | Capture permanent placement growth in selected specialties; and |
| · | Lower our costs through deployment of efficient service delivery models. |
In the face of economic uncertainty, softening demand, and declining revenue, we made progress in 2012, although at a pace slower than we had originally expected. During 2012, we:
| · | Maintained our competitive position in key global staffing markets; |
| · | Grew our professional and technical business by 3% year over year, despite a 2% decline in total revenue; |
| · | Increased our OCG revenue by 25% year over year and improved earnings from operations by over $11 million; |
| · | Increased permanent placement fees by 7% year over year; and |
| · | Reduced expenses by 1% in comparison to last year. |
We improved our return on sales by 30 basis points to 1.3%, although still far short of our long-term goal of 4.0%. In order to make significant progress against our long-term goal, we will need much stronger economic growth in order to leverage our business.
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Looking ahead, although the U.S. unemployment rate is currently below 8%, overall job growth remains tepid, and U.S. temporary job growth is decelerating -- trends that are likely to continue in 2013. We expect that ongoing economic uncertainty in the U.S., fueled by the fiscal situation, will continue to constrain hiring in the near-term. In Europe, we do not anticipate any significant changes to the recessionary conditions that continue to take their toll on the labor market.
An additional challenge for us will be to meet the 2014 provisions of the Patient Protection and Affordable Care Act and the Health Care and Education Reconciliation Act of 2010 a growth of nearly 30% since(collectively, the low“Acts”). The Acts represent comprehensive health care reform legislation that, in addition to other provisions, will require that we offer affordable, minimum essential health care coverage to certain temporary employees (and dependents) in the United States or incur penalties. In order to comply with the Acts, Kelly intends to begin offering health care coverage in 2014 to all temporary employees eligible for coverage under the Acts.
At this point in September, 2009. While still shorttime, we are unable to estimate the costs of pre-recession levels,complying with the current environmentActs. Estimating the costs of complying with the Acts is encouragingdifficult due to a variety of factors associated with our temporary employee population, including: the number of employees who are eligible for coverage; the percentage of eligible employees who will enroll for health care coverage; the number of months during the following year that those employees who accept coverage remain an employee; determination of the appropriate employee contribution share for affordability purposes; the cost and availability of health care coverage that meets the Acts’ requirements; and the cost of implementation and ongoing administrative costs of compliance. Although we intend to pass ongoing costs on to our customers, there can be no assurance that we will be able to increase pricing to our customers in a sufficient amount to cover the increased costs, and the net financial impact on our results of operations could be significant.
Longer-term, we believe the trends in the staffing industry as employers seekare positive: companies are becoming more comfortable with the use of flexible staffing models; there is increasing acceptance of free agents and contractual employment by companies and candidates alike; and companies are searching for more comprehensive workforce management solutions. This shift in demand for contingent labor models. However, it will likely take several years for the overall labor marketplays to fully recover.our strengths and experience -- particularly serving large companies.
Financial Measures – Operating Margin and Constant Currency
Operating margin (earnings from continuing operations of $0.71 per diluted share, compared to a net loss of $3.01 per diluted share in 2009. Revenue, which declined significantly in 2009, increaseddivided by 15% during 2010, and our expense base continues to reflect the benefitrevenue from restructuring initiatives we undertook in 2009. However, our gross profit rate declined to 16.0% in 2010 from 16.3%services) in the prior year, reflecting changing business mixfollowing tables is a ratio used to measure the Company’s pricing strategy and related pressure on temporary margins.
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Results of foreign exchange adjustments onOperations
2012 versus 2011
Total Company
(Dollars in millions)
| 2012 | 2011 | Change | CC Change | |||||||||||||
| Revenue from services | $ | 5,450.5 | $ | 5,551.0 | (1.8 | ) % | (0.2 | ) % | ||||||||
| Fee-based income | 148.2 | 138.0 | 7.3 | 10.1 | ||||||||||||
| Gross profit | 896.6 | 883.3 | 1.5 | 3.3 | ||||||||||||
SG&A expenses excluding restructuring charges | 822.1 | 822.8 | (0.1 | ) | ||||||||||||
| Restructuring charges | (0.9 | ) | 2.8 | (132.3 | ) | |||||||||||
| Total SG&A expenses | 821.2 | 825.6 | (0.6 | ) | 1.2 | |||||||||||
| Asset impairments | 3.1 | - | NM | |||||||||||||
| Earnings from operations | 72.3 | 57.7 | 25.3 | |||||||||||||
| Gross profit rate | 16.5 | % | 15.9 | % | 0.6 | pts. | ||||||||||
Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 15.1 | 14.8 | 0.3 | |||||||||||||
| % of gross profit | 91.7 | 93.2 | (1.5 | ) | ||||||||||||
| Operating margin | 1.3 | 1.0 | 0.3 | |||||||||||||
Total Company revenue from services for 2010 on a 53-week reported basis for 2009:
| Revenue from Services | ||||||||||||
| 2010 | 2009 | |||||||||||
| (52 Weeks) | (53 Weeks) | % Change | ||||||||||
| (In millions of dollars) | ||||||||||||
| Revenue from Services — Constant Currency: | ||||||||||||
| Americas Commercial | $ | 2,404.0 | $ | 1,980.3 | 21.4 | % | ||||||
| Americas PT | 887.3 | 792.6 | 12.0 | |||||||||
| Total Americas Commercial and PT — Constant Currency | 3,291.3 | 2,772.9 | 18.7 | |||||||||
| EMEA Commercial | 886.9 | 895.2 | (0.9 | ) | ||||||||
| EMEA PT | 151.4 | 141.9 | 6.7 | |||||||||
| Total EMEA Commercial and PT — Constant Currency | 1,038.3 | 1,037.1 | 0.1 | |||||||||
| APAC Commercial | 321.7 | 284.9 | 12.9 | |||||||||
| APAC PT | 29.6 | 25.4 | 16.8 | |||||||||
| Total APAC Commercial and PT — Constant Currency | 351.3 | 310.3 | 13.2 | |||||||||
| OCG — Constant Currency | 254.2 | 219.9 | 15.6 | |||||||||
| Less: Intersegment revenue | (29.0 | ) | (25.4 | ) | 14.2 | |||||||
| Total Revenue from Services — Constant Currency | 4,906.1 | 4,314.8 | 13.7 | |||||||||
| Foreign Currency Impact | 44.2 | |||||||||||
| Revenue from Services | $ | 4,950.3 | $ | 4,314.8 | 14.7 | % | ||||||
Compared to 2011, the gross profit rate decreased or remained flat in all business segments, with the exception of EMEA Commercialimproved by 60 basis points due to higher fee-based income and APAC PT. The decrease in thean improved temporary gross profit rate was caused by a reduction in our temporary margins, primarily within the Americas and APAC regions and the OCG businesses. Our average temporary margin continues to be impacted by shifts to a higher proportion of light industrial business compared to clerical, to large corporate customers compared to retail and, within OCG, to a higher proportion of the lower-margin PPO business. In addition, our temporary margins were impacted by higher state unemployment taxessegment. The improvement in the Americas to the extent not recovered through pricing. All of these items negatively impacting theAmericas’ temporary gross profit rate wereincluded the impact of lower workers’ compensation costs. We regularly update our estimates of open workers’ compensation claims. Due to favorable development of claims and payment data, we reduced our estimated costs of prior year workers’ compensation by $10 million for 2012. This compares to an adjustment reducing prior year workers’ compensation claims by $6 million for 2011.
Fee-based income, which is included in revenue from services, has a significant impact on gross profit rates. There are very low direct costs of services associated with fee-based income. Therefore, increases or decreases in fee-based income can have a disproportionate impact on gross profit rates.
Selling, general and administrative (“SG&A”) expenses excluding restructuring decreased slightly year over year. In the fourth quarter of 2012, we embarked on a restructuring program for certain of our EMEA operations in Italy, France and Ireland. The total net restructuring benefit in 2012 included $3 million of revisions of the estimated lease termination costs for previously closed EMEA Commercial branches, partially offset by $2 million of severance and lease termination costs for those EMEA Commercial branches which are in the favorable impact fromprocess of closing. We expect to spend approximately $0.5 million in the HIRE Act.first quarter of 2013 to complete the restructuring in EMEA. Restructuring costs in 2011 relate primarily to revisions of the estimated lease termination costs for previously closed EMEA Commercial branches.
In the fourth quarter of 2012, we made the decision to abandon our PeopleSoft billing system implementation in the U.S., Canada and Puerto Rico and, accordingly, recorded asset impairment charges of $3 million, representing previously capitalized costs associated with this project.
19
Income tax expense for 2012 was $19 million (27.8%), compared to a benefit of $7 million (-12.6%) for 2011. The 2012 income tax expense was impacted by the expiration of employment-related income tax credits, including the Hiring Incentives to Restore Employment (“HIRE”) Act retention credit, which allowswas unavailable in 2012, and the work opportunity credit, which was available in 2012 only for veterans and pre-2012 hires. Together, these income tax credits totaled $8 million in 2012, compared to $28 million in 2011. The work opportunity credit was retroactively reinstated on January 2, 2013, which will result in a first quarter 2013 tax benefit of $9 million that would have been recognized in 2012 if the law had been in effect at year-end 2012. In 2012, the Company closed income tax examinations relating to prior years, resulting in a $5 million benefit. During 2011, the Company determined that for tax reporting purposes, it was eligible for worthless stock deductions related to foreign subsidiaries, which provided U.S. federal and state benefits of $8 million in 2011.
Diluted earnings from continuing operations per share for 2012 were $1.31, as compared to $1.72 for 2011.
Earnings (loss) from discontinued operations for 2012 and 2011 represent adjustments to the estimated costs of litigation, net of tax, retained from the 2007 sale of the Kelly Home Care business unit.
Total Americas
(Dollars in millions)
| 2012 | 2011 | Change | CC Change | |||||||||||||
| Revenue from services | $ | 3,672.1 | $ | 3,643.7 | 0.8 | % | 1.3 | % | ||||||||
| Fee-based income | 30.2 | 25.3 | 19.0 | 20.3 | ||||||||||||
| Gross profit | 547.9 | 523.1 | 4.7 | 5.2 | ||||||||||||
| Total SG&A expenses | 405.8 | 396.4 | 2.4 | 3.0 | ||||||||||||
| Earnings from operations | 142.1 | 126.7 | 12.0 | |||||||||||||
| Gross profit rate | 14.9 | % | 14.4 | % | 0.5 | pts. | ||||||||||
| Expense rates: | ||||||||||||||||
| % of revenue | 11.1 | 10.9 | 0.2 | |||||||||||||
| % of gross profit | 74.1 | 75.8 | (1.7 | ) | ||||||||||||
| Operating margin | 3.9 | 3.5 | 0.4 | |||||||||||||
On an organic basis, excluding the Tradição acquisition in Brazil in late 2011, CC revenue decreased slightly. This was attributable to a 4% decrease in hours worked, partially offset by a 3% increase in average bill rates on a CC basis. During 2012, the PT segment revenue grew by 5%, while the Commercial segment revenue, excluding Tradição, declined 3%. The PT segment growth was fueled primarily by increases in hours and revenues in our engineering, IT and finance services. The decrease in Commercial segment revenue was driven primarily by decreases in light industrial and electronic assembly service lines, reflecting slowing demand as the year progressed, due to economic uncertainties. Americas represented 67% of total Company revenue in 2012 and 66% in 2011.
The increase in our gross profit rate was due to the combined effects of increased fee-based income, pricing increases and the decreases in workers’ compensation costs noted above. The year-over-year increase in total SG&A expenses is due to the costs associated with our Tradição operation. Total SG&A expenses without Tradição decreased slightly from last year.
20
Total EMEA
(Dollars in millions)
| 2012 | 2011 | Change | CC Change | |||||||||||||
| Revenue from services | $ | 1,022.9 | $ | 1,169.0 | (12.5 | ) % | (6.7 | ) % | ||||||||
| Fee-based income | 39.2 | 44.1 | (11.2 | ) | (5.5 | ) | ||||||||||
| Gross profit | 176.8 | 207.7 | (14.9 | ) | (9.2 | ) | ||||||||||
SG&A expenses excluding restructuring charges | 169.0 | 186.9 | (9.7 | ) | ||||||||||||
| Restructuring charges | (0.9 | ) | 2.8 | (132.3 | ) | |||||||||||
| Total SG&A expenses | 168.1 | 189.7 | (11.5 | ) | (6.0 | ) | ||||||||||
| Earnings from operations | 8.7 | 18.0 | (51.6 | ) | ||||||||||||
| Gross profit rate | 17.3 | % | 17.8 | % | (0.5 | ) pts. | ||||||||||
Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 16.5 | 16.0 | 0.5 | |||||||||||||
| % of gross profit | 95.6 | 90.1 | 5.5 | |||||||||||||
| Operating margin | 0.8 | 1.5 | (0.7 | ) | ||||||||||||
The change in EMEA revenue from services reflected an 11% decrease in hours worked. The decrease primarily reflects the difficult economic environment in the European Union. However, we also saw a decrease in our hours in Russia, where we were focused on gaining higher-margin customers. The decrease in volume was partially offset by a 5% increase in average bill rates on a CC basis. This was the result of average bill rate increases in Switzerland due to favorable customer mix and Russia where, as noted above, we were focused on higher-margin customers. EMEA represented 19% of total Company revenue in 2012 and 21% in 2011.
The EMEA gross profit rate decreased due to both a mix change, where higher-margin retail business decreased by more than lower-margin corporate accounts, and a decrease in fee-based income in the Eurozone due to the economic environment.
The decrease in SG&A expenses excluding restructuring charges was primarily due to a reduction of full-time employees in specific countries. Restructuring costs recorded in 2012 reflect the net costs associated with the restructuring actions taken in Italy, France and Ireland in the fourth quarter of 2012, offset by adjustments to prior restructuring costs in the U.K.
Total APAC
(Dollars in millions)
| 2012 | 2011 | Change | CC Change | |||||||||||||
| Revenue from services | $ | 394.8 | $ | 449.0 | (12.1 | ) % | (11.5 | ) % | ||||||||
| Fee-based income | 27.5 | 29.2 | (5.8 | ) | (4.8 | ) | ||||||||||
| Gross profit | 71.1 | 76.3 | (6.8 | ) | (6.3 | ) | ||||||||||
| Total SG&A expenses | 73.4 | 77.0 | (4.7 | ) | (4.1 | ) | ||||||||||
| Earnings from operations | (2.3 | ) | (0.7 | ) | (207.4 | ) | ||||||||||
| Gross profit rate | 18.0 | % | 17.0 | % | 1.0 | pts. | ||||||||||
| Expense rates: | ||||||||||||||||
| % of revenue | 18.6 | 17.2 | 1.4 | |||||||||||||
| % of gross profit | 103.3 | 101.0 | 2.3 | |||||||||||||
| Operating margin | (0.6 | ) | (0.2 | ) | (0.4 | ) | ||||||||||
21
The change in total APAC revenue reflected a 35% decrease in hours worked, partially offset by a 35% increase in average bill rates on a CC basis. The change in both hours worked and average bill rates were due primarily to a decision to exit low-margin customers in India. In addition to reducing hours, this changed our mix of business, as the average bill rate in India is significantly lower than that of the APAC region. We also saw a decrease in hours worked in Australia, where market demand for temporary volume in the lower margin manufacturing and light industrial service lines has slowed down. APAC revenue represented 7% of total Company revenue in 2012 and 8% in 2011.
The improvement in the APAC gross profit rate was also due to the decision to exit a number of lower-margin customers in India. The temporary gross profit rate in India was significantly lower than the temporary gross profit rate of the region. Fee-based income also contributed to the improvement in the gross profit rate. Although fees declined on a year-over-year basis, they declined by less than total revenue and thus had a positive mix effect.
The change in SG&A expenses reflects a decrease in full-time salaries due, in part, to a decision to keep open positions vacant in response to volume pressures in the region.
OCG
(Dollars in millions)
| 2012 | 2011 | Change | CC Change | |||||||||||||
| Revenue from services | $ | 396.1 | $ | 317.3 | 24.8 | % | 25.5 | % | ||||||||
| Fee-based income | 51.4 | 39.5 | 30.0 | 32.1 | ||||||||||||
| Gross profit | 104.0 | 78.8 | 32.0 | 33.5 | ||||||||||||
| Total SG&A expenses | 95.4 | 81.4 | 17.0 | 18.6 | ||||||||||||
| Earnings from operations | 8.6 | (2.6 | ) | NM | ||||||||||||
| Gross profit rate | 26.3 | % | 24.8 | % | 1.5 | pts. | ||||||||||
| Expense rates: | ||||||||||||||||
| % of revenue | 24.1 | 25.7 | (1.6 | ) | ||||||||||||
| % of gross profit | 91.6 | 103.4 | (11.8 | ) | ||||||||||||
| Operating margin | 2.2 | (0.8 | ) | 3.0 | ||||||||||||
Revenue from services in the OCG segment increased during 2012 due to growth in BPO of 40%, RPO growth of 22% and CWO growth of 20%. The revenue growth in BPO was due to expansion of programs with existing customers, RPO revenue increased, in part, due to a large project which was completed in the third quarter and CWO growth was due to implementation of new customers. OCG revenue represented 7% of total Company revenue in 2012 and 6% in 2011.
The OCG gross profit rate increased primarily due to mix as volume increased in the higher margin BPO, RPO and CWO practice areas. The increase in SG&A expenses is primarily the result of support costs, salaries and incentive-based compensation associated with new customer programs, as well as higher volumes on existing programs in our BPO, RPO and CWO practice areas.
22
Results of Operations
2011 versus 2010
Total Company
(Dollars in millions)
| 2011 | 2010 | Change | CC Change | |||||||||||||
| Revenue from services | $ | 5,551.0 | $ | 4,950.3 | 12.1 | % | 9.6 | % | ||||||||
| Fee-based income | 138.0 | 99.0 | 39.4 | 33.4 | ||||||||||||
| Gross profit | 883.3 | 786.9 | 12.3 | 9.4 | ||||||||||||
SG&A expenses excluding restructuring charges | 822.8 | 739.6 | 11.3 | |||||||||||||
| Restructuring charges | 2.8 | 7.2 | (61.7 | ) | ||||||||||||
| Total SG&A expenses | 825.6 | 746.8 | 10.6 | 7.6 | ||||||||||||
| Asset impairments | - | 2.0 | (100.0 | ) | ||||||||||||
| Earnings from operations | 57.7 | 38.1 | 51.4 | |||||||||||||
| Gross profit rate | 15.9 | % | 15.9 | % | - | pts. | ||||||||||
Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 14.8 | 14.9 | (0.1 | ) | ||||||||||||
| % of gross profit | 93.2 | 94.0 | (0.8 | ) | ||||||||||||
| Operating margin | 1.0 | 0.8 | 0.2 | |||||||||||||
The U.S. and global economies slowly strengthened during 2011. More than 1.8 million jobs were created in the U.S., representing the best performance in five years. Within the U.S. staffing industry, more than 650,000 jobs were added since the recovery began in September 2009, and the temporary help penetration rate grew steadily during 2011, concluding the year at 1.81%. As a result of these improving conditions, we were able to increase the number of hours worked by 7%, in comparison to 2010. This, combined with a 2% increase in average bill rates on a CC basis, drove our year-over-year revenue increase. On a CC basis, revenue increased in all business segments.
Compared to 2010, the 2011 gross profit rate was unchanged. The growth in fee-based income offset a decline in the temporary staffing gross profit rate which resulted from the expiration of the HIRE Act payroll tax benefit in the U.S. The HIRE Act, which allowed employers to receive tax incentives to hirefor hiring and retainretaining previously unemployed individuals, resulted in a benefit to our gross profit of $21 million in 2010. The HIRE Act expired atbenefits were also available in 2011, but as an income tax credit, rather than a benefit to the end of 2010.Company’s gross profit.
SG&A”)&A expenses totaled $754.4 million and decreasedincreased year over year by $40.3 million, or 5.1% (5.9% on a constant currency basis), due primarily to higher compensation costs. During 2011 we hired full-time employees, primarily in our PT and OCG businesses as part of executing our business strategy, reinstated certain retirement benefits and merit increase programs and increased incentive-based compensation. Restructuring costs incurred in 2011 primarily related to revisions of the impact of expense reduction initiatives implementedestimated lease termination costs for EMEA Commercial branches that closed in 2009 and lower restructuringprior years. Restructuring costs partially offset by an increase in incentive compensation. Included in SG&A expenses are pretax charges for restructuring costs of $7.2 millionincurred in 2010 and $29.9 million in 2009.
Income tax benefit for 2011 was $7 million in 2010 and $53.1 million in 2009. Asset impairment charges in 2010 represent the write-off of incomplete software projects in Europe and the U.S. Asset impairment charges in 2009 represent goodwill impairment losses related to Americas Commercial, EMEA PT and APAC Commercial, and impairment of long-lived assets and intangible assets in Japan and Europe.
18
23
Included in earnings from continuing operations for 2010 was $5.4were restructuring charges of $3 million, net of tax, of restructuring chargesfor 2011 and $1.5$5 million, net of tax, of asset impairment charges. Included in loss from continuing operations in 2009 were $24.0 million, net of tax, of restructuring charges and $50.0 million, net of tax, of asset impairment charges.
| Constant | ||||||||||||||||
| 2010 | 2009 | Currency | ||||||||||||||
| (52 Weeks) | (53 Weeks) | Change | Change | |||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Revenue from Services | $ | 2,428.2 | $ | 1,980.3 | 22.6 | % | 21.4 | % | ||||||||
| Fee-based income | 8.8 | 6.6 | 31.8 | 29.0 | ||||||||||||
| Gross profit | 354.9 | 290.7 | 22.0 | 21.0 | ||||||||||||
| SG&A expenses excluding restructuring charges | 275.3 | 273.2 | 0.7 | |||||||||||||
| Restructuring charges | 0.3 | 7.2 | (95.0 | ) | ||||||||||||
| Total SG&A expenses | 275.6 | 280.4 | (1.7 | ) | (2.6 | ) | ||||||||||
| Earnings from Operations | 79.3 | 10.3 | NM | |||||||||||||
| Gross profit rate | 14.6 | % | 14.7 | % | (0.1 | )pts. | ||||||||||
| Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 11.3 | 13.8 | (2.5 | ) | ||||||||||||
| % of gross profit | 77.5 | 93.9 | (16.4 | ) | ||||||||||||
| Operating margin | 3.3 | 0.5 | 2.8 | |||||||||||||
(Dollars in millions)
| 2011 | 2010 | Change | CC Change | |||||||||||||
| Revenue from services | $ | 3,643.7 | $ | 3,317.2 | 9.8 | % | 9.5 | % | ||||||||
| Fee-based income | 25.3 | 17.8 | 43.3 | 42.6 | ||||||||||||
| Gross profit | 523.1 | 493.5 | 6.1 | 5.8 | ||||||||||||
SG&A expenses excluding restructuring charges | 396.4 | 367.6 | 7.9 | |||||||||||||
| Restructuring charges | - | 0.3 | (100.0 | ) | ||||||||||||
| Total SG&A expenses | 396.4 | 367.9 | 7.8 | 7.5 | ||||||||||||
| Earnings from operations | 126.7 | 125.6 | 1.0 | |||||||||||||
| Gross profit rate | 14.4 | % | 14.9 | % | (0.5 | ) pts. | ||||||||||
Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 10.9 | 11.1 | (0.2 | ) | ||||||||||||
| % of gross profit | 75.8 | 74.5 | 1.3 | |||||||||||||
| Operating margin | 3.5 | 3.8 | (0.3 | ) | ||||||||||||
The change in Americas Commercial revenue from services reflected ana 7% increase in hours worked, of 22%.combined with a 2% increase in average bill rates on a CC basis. Commercial revenues increased by nearly 10%, primarily due to increases in demand from existing and new light industrial customers and an increase in our electronic assembly service lines during the year. Our PT segment grew just over 10%, fueled by solid growth in our science, engineering and IT services. Americas Commercial represented 49.1%66% of total Company revenue for 2010in 2011 and 45.9% for 2009.67% in 2010.
The decreasechange in the gross profit rate was due primarily to the unfavorable impact related to the expiration of the HIRE Act payroll tax benefit. SG&A expenses increased due to an increasethe reinstatement of merit increases and certain retirement benefits, higher incentive-based compensation and additional PT staff.
24
Total EMEA
(Dollars in the proportion of lower-margin light industrial business to higher-margin clerical business and higher state unemployment taxes to the extent not recovered through pricing, partially offset by the impact of HIRE Act benefits. The HIRE Act benefits impacted the gross profit rate by 60 basis points. SG&A expenses excluding restructuring were essentially flat as lower facilities costs, depreciation and corporate allocation offset higher performance-based compensation.millions)
19
| CC | ||||||||||||||||||||||||||||||||
| Constant | 2011 | 2010 | Change | Change | ||||||||||||||||||||||||||||
| 2010 | 2009 | Currency | ||||||||||||||||||||||||||||||
| (52 Weeks) | (53 Weeks) | Change | Change | |||||||||||||||||||||||||||||
| (In millions of dollars) | ||||||||||||||||||||||||||||||||
| Revenue from Services | $ | 889.0 | $ | 792.6 | 12.2 | % | 12.0 | % | ||||||||||||||||||||||||
| Revenue from services | $ | 1,169.0 | $ | 1,019.6 | 14.7 | % | 6.7 | % | ||||||||||||||||||||||||
| Fee-based income | 9.0 | 9.4 | (4.5 | ) | (4.9 | ) | 44.1 | 34.1 | 28.6 | 20.7 | ||||||||||||||||||||||
| Gross profit | 140.0 | 125.1 | 12.0 | 11.8 | 207.7 | 179.5 | 15.6 | 7.6 | ||||||||||||||||||||||||
| SG&A expenses excluding restructuring charges | 93.7 | 100.9 | (7.0 | ) | 186.9 | 167.2 | 11.9 | |||||||||||||||||||||||||
| Restructuring charges | — | 1.0 | (100.0 | ) | 2.8 | 2.7 | 4.0 | |||||||||||||||||||||||||
| Total SG&A expenses | 93.7 | 101.9 | (8.0 | ) | (8.2 | ) | 189.7 | 169.9 | 11.8 | 3.9 | ||||||||||||||||||||||
| Earnings from Operations | 46.3 | 23.2 | 100.1 | |||||||||||||||||||||||||||||
| Asset impairments | - | 1.5 | (100.0 | ) | ||||||||||||||||||||||||||||
| Earnings from operations | 18.0 | 8.1 | 115.7 | |||||||||||||||||||||||||||||
| Gross profit rate | 15.8 | % | 15.8 | % | — | pts. | 17.8 | % | 17.6 | % | 0.2 | pts. | ||||||||||||||||||||
| Expense rates (excluding restructuring charges): | ||||||||||||||||||||||||||||||||
| % of revenue | 10.5 | 12.7 | (2.2 | ) | 16.0 | 16.4 | (0.4 | ) | ||||||||||||||||||||||||
| % of gross profit | 67.0 | 80.7 | (13.7 | ) | 90.1 | 93.0 | (2.9 | ) | ||||||||||||||||||||||||
| Operating margin | 5.2 | 2.9 | 2.3 | 1.5 | 0.8 | 0.7 | ||||||||||||||||||||||||||
| Constant | ||||||||||||||||
| 2010 | 2009 | Currency | ||||||||||||||
| (52 Weeks) | (53 Weeks) | Change | Change | |||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Revenue from Services | $ | 872.0 | $ | 895.2 | (2.6 | )% | (0.9 | )% | ||||||||
| Fee-based income | 19.1 | 16.6 | 15.9 | 16.0 | ||||||||||||
| Gross profit | 141.0 | 140.2 | 0.6 | 2.3 | ||||||||||||
| SG&A expenses excluding restructuring charges | 130.5 | 150.3 | (13.2 | ) | ||||||||||||
| Restructuring charges | 2.7 | 15.6 | (82.8 | ) | ||||||||||||
| Total SG&A expenses | 133.2 | 165.9 | (19.7 | ) | (18.9 | ) | ||||||||||
| Asset impairments | 1.5 | — | NM | |||||||||||||
| Earnings from Operations | 6.3 | (25.7 | ) | NM | ||||||||||||
| Gross profit rate | 16.2 | % | 15.7 | % | 0.5 | pts. | ||||||||||
| Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 15.0 | 16.8 | (1.8 | ) | ||||||||||||
| % of gross profit | 92.6 | 107.2 | (14.6 | ) | ||||||||||||
| Operating margin | 0.7 | (2.9 | ) | 3.6 | ||||||||||||
The change in revenue from services in EMEA Commercial resulted from a decrease6% increase in average hourly bill rates of 5.8% on a constant currency basis, partially offset by a 4.8%CC basis. Approximately half of the increase in hours worked. The decreaserelates to the strategic focus on higher skilled candidates in the constant currency average hourly bill ratesU.K., France, Germany and Norway. Salary inflation in Russia also accounts for EMEA Commercial was due to a change in the mix from countries with higher average bill rates to those with lower average bill rates, such as Russia and Portugal. During 2009, EMEA Commercial completed a significant restructuring within the United Kingdom and exited the staffing business in Spain, Turkey, Ukraine and Finland, and in 2010 exited the staffing business in the Czech Republic. Exiting these locations accounted for approximately 4 percentage pointslarge portion of the 2010 constant currency decline.increase. EMEA Commercial revenue represented 17.6%21% of total Company revenue in 2010both 2011 and 20.7% in 2009.2010.
20
The change in the gross profit rate is due to higher fee-based income, as well as higher temporary margins as a result of business and customer mix. Fee-based income has a significant impact on gross profit rates. There are very low direct costs of services associated with fee-based recruitment income. Therefore, increases or decreases can have a disproportionate impact on gross profit rates. The restructuring actions and other continuing cost-savings initiatives, partially offset by higher incentive-based compensation, resulted in the decrease in SG&A expenses.
EMEA PT
| Constant | ||||||||||||||||
| 2010 | 2009 | Currency | ||||||||||||||
| (52 Weeks) | (53 Weeks) | Change | Change | |||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Revenue from Services | $ | 147.6 | $ | 141.9 | 4.0 | % | 6.7 | % | ||||||||
| Fee-based income | 15.0 | 15.7 | (4.3 | ) | (4.1 | ) | ||||||||||
| Gross profit | 38.7 | 37.8 | 2.9 | 4.8 | ||||||||||||
| SG&A expenses | 36.9 | 40.6 | (9.3 | ) | (8.2 | ) | ||||||||||
| Earnings from Operations | 1.8 | (2.8 | ) | NM | ||||||||||||
| Gross profit rate | 26.3 | % | 26.6 | % | (0.3 | )pts. | ||||||||||
| Expense rates: | ||||||||||||||||
| % of revenue | 25.0 | 28.6 | (3.6 | ) | ||||||||||||
| % of gross profit | 94.8 | 107.6 | (12.8 | ) | ||||||||||||
| Operating margin | 1.4 | (2.0 | ) | 3.4 | ||||||||||||
The increase in SG&A expenses declinedwas due to reductionsincreased hiring of full-time employees in personnel.specific countries. The vast majority of the investments were done in Switzerland, France, Germany and Russia, countries with identified high-growth potential and investments in additional PT branches in Russia, Germany and the U.K.
| Constant | ||||||||||||||||
| 2010 | 2009 | Currency | ||||||||||||||
| (52 Weeks) | (53 Weeks) | Change | Change | |||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Revenue from Services | $ | 355.3 | $ | 284.9 | 24.7 | % | 12.9 | % | ||||||||
| Fee-based income | 11.4 | 9.7 | 16.6 | 5.6 | ||||||||||||
| Gross profit | 48.4 | 41.6 | 16.2 | 4.6 | ||||||||||||
| SG&A expenses excluding restructuring charges | 45.1 | 44.6 | 1.3 | |||||||||||||
| Restructuring charges | 0.5 | 1.6 | (66.5 | ) | ||||||||||||
| Total SG&A expenses | 45.6 | 46.2 | (1.0 | ) | (10.7 | ) | ||||||||||
| Earnings from Operations | 2.8 | (4.6 | ) | NM | ||||||||||||
| Gross profit rate | 13.6 | % | 14.6 | % | (1.0 | )pts. | ||||||||||
| Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 12.7 | 15.6 | (2.9 | ) | ||||||||||||
| % of gross profit | 93.3 | 107.0 | (13.7 | ) | ||||||||||||
| Operating margin | 0.8 | (1.6 | ) | 2.4 | ||||||||||||
25
Total APAC
(Dollars in millions)
| CC | ||||||||||||||||
| 2011 | 2010 | Change | Change | |||||||||||||
| Revenue from services | $ | 449.0 | $ | 387.8 | 15.8 | % | 7.9 | % | ||||||||
| Fee-based income | 29.2 | 21.9 | 34.8 | 25.6 | ||||||||||||
| Gross profit | 76.3 | �� | 62.2 | 22.6 | 13.6 | |||||||||||
SG&A expenses excluding restructuring charges | 77.0 | 62.0 | 24.0 | |||||||||||||
| Restructuring charges | - | 0.5 | (100.0 | ) | ||||||||||||
| Total SG&A expenses | 77.0 | 62.5 | 23.0 | 13.8 | ||||||||||||
| Earnings from operations | (0.7 | ) | (0.3 | ) | (83.8 | ) | ||||||||||
| Gross profit rate | 17.0 | % | 16.0 | % | 1.0 | pts. | ||||||||||
Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 17.2 | 16.0 | 1.2 | |||||||||||||
| % of gross profit | 101.0 | 99.8 | 1.2 | |||||||||||||
| Operating margin | (0.2 | ) | (0.1 | ) | (0.1 | ) | ||||||||||
The change in revenue from services in APAC Commercial resulted from an 11% increase in hours worked, of 18.5%, partially offset by a decrease3% decline in average hourly bill rates of 4.5% on a constant currencyCC basis. The decreasevolume increase was due to a 20% increase in hours worked by temporary employees in India for customers in the constant currencytelecommunication services sector in the first half of the year. The decline in average hourly bill rates for APAC Commercial was primarily due to the decision to exit the staffing marketmix effect of adding hours in Japan. Excluding Japan,India, where the average bill rate increased by 0.6% on a constant currency basis.is significantly lower than the average for the APAC Commercialregion. APAC revenue represented 7.2%8% of total Company revenue in 2010both 2011 and 6.6% in 2009.2010.
21
The decreaseimprovement in the APAC Commercial gross profit rate was primarily due to a decrease in temporary gross profit rates due tohigher growth in lower margin business, primarily in Australia and Malaysia, as well as our decision to exit the staffing business in Japan. The decision to exit the staffing business in Japan impacted constant currency revenue and SG&A expense comparisons by approximately 8 percentage points and 11 percentage points, respectively.
| Constant | ||||||||||||||||
| 2010 | 2009 | Currency | ||||||||||||||
| (52 Weeks) | (53 Weeks) | Change | Change | |||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Revenue from Services | $ | 32.5 | $ | 25.4 | 28.2 | % | 16.8 | % | ||||||||
| Fee-based income | 10.5 | 3.8 | 172.1 | 156.3 | ||||||||||||
| Gross profit | 13.9 | 7.7 | 81.3 | 68.3 | ||||||||||||
| SG&A expenses | 17.0 | 9.2 | 85.1 | 72.0 | ||||||||||||
| Earnings from Operations | (3.1 | ) | (1.5 | ) | (104.5 | ) | ||||||||||
| Gross profit rate | 42.7 | % | 30.2 | % | 12.5 | pts. | ||||||||||
| Expense rates: | ||||||||||||||||
| % of revenue | 52.2 | 36.2 | 16.0 | |||||||||||||
| % of gross profit | 122.3 | 119.8 | 2.5 | |||||||||||||
| Operating margin | (9.5 | ) | (6.0 | ) | (3.5 | ) | ||||||||||
| Constant | ||||||||||||||||
| 2010 | 2009 | Currency | ||||||||||||||
| (52 Weeks) | (53 Weeks) | Change | Change | |||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Revenue from Services | $ | 254.8 | $ | 219.9 | 15.8 | % | 15.6 | % | ||||||||
| Fee-based income | 25.6 | 24.4 | 4.9 | 3.9 | ||||||||||||
| Gross profit | 60.0 | 59.7 | 0.2 | (0.1 | ) | |||||||||||
| SG&A expenses excluding restructuring charges | 77.5 | 69.6 | 11.3 | |||||||||||||
| Restructuring charges | 0.1 | 1.9 | (96.0 | ) | ||||||||||||
| Total SG&A expenses | 77.6 | 71.5 | 8.5 | 8.1 | ||||||||||||
| Earnings from Operations | (17.6 | ) | (11.8 | ) | (50.8 | ) | ||||||||||
| Gross profit rate | 23.5 | % | 27.2 | % | (3.7 | )pts. | ||||||||||
| Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 30.4 | 31.7 | (1.3 | ) | ||||||||||||
| % of gross profit | 129.5 | 116.6 | 12.9 | |||||||||||||
| Operating margin | (7.0 | ) | (5.3 | ) | (1.7 | ) | ||||||||||
OCG
(Dollars in millions)
| CC | ||||||||||||||||
| 2011 | 2010 | Change | Change | |||||||||||||
| Revenue from services | $ | 317.3 | $ | 254.8 | 24.5 | % | 23.6 | % | ||||||||
| Fee-based income | 39.5 | 25.6 | 54.3 | 49.8 | ||||||||||||
| Gross profit | 78.8 | 54.1 | 45.6 | 43.2 | ||||||||||||
SG&A expenses excluding restructuring charges | 81.4 | 71.6 | 13.5 | |||||||||||||
| Restructuring charges | - | 0.1 | (100.0 | ) | ||||||||||||
| Total SG&A expenses | 81.4 | 71.7 | 13.4 | 10.6 | ||||||||||||
| Earnings from operations | (2.6 | ) | (17.6 | ) | 85.0 | |||||||||||
| Gross profit rate | 24.8 | % | 21.3 | % | 3.5 | pts. | ||||||||||
Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 25.7 | 28.2 | (2.5 | ) | ||||||||||||
| % of gross profit | 103.4 | 132.6 | (29.2 | ) | ||||||||||||
| Operating margin | (0.8 | ) | (7.0 | ) | 6.2 | |||||||||||
26
Revenue from services in the OCG segment for 2010 increased in the Americas, EMEA and APAC regions, due primarily to growth in our PPORPO of 42%, growth in BPO of 25% and RPO practices.growth in CWO of 22%. Growth in all practice areas was due to the expansion of programs with existing customers. OCG revenue represented 5.1%6% of total Company revenue in 20102011 and 2009.
22
| Revenue from Services | ||||||||||||
| 2009 | 2008 | |||||||||||
| (53 Weeks) | (52 Weeks) | % Change | ||||||||||
| (In millions of dollars) | ||||||||||||
| Revenue from Services — Constant Currency: | ||||||||||||
| Americas Commercial | $ | 2,006.1 | $ | 2,516.7 | (20.3 | )% | ||||||
| Americas PT | 793.4 | 938.2 | (15.4 | ) | ||||||||
| Total Americas Commercial and PT — Constant Currency | 2,799.5 | 3,454.9 | (19.0 | ) | ||||||||
| EMEA Commercial | 984.3 | 1,310.5 | (24.9 | ) | ||||||||
| EMEA PT | 154.0 | 172.5 | (10.7 | ) | ||||||||
| Total EMEA Commercial and PT — Constant Currency | 1,138.3 | 1,483.0 | (23.2 | ) | ||||||||
| APAC Commercial | 299.2 | 336.0 | (11.0 | ) | ||||||||
| APAC PT | 26.0 | 34.3 | (24.3 | ) | ||||||||
| Total APAC Commercial and PT — Constant Currency | 325.2 | 370.3 | (12.2 | ) | ||||||||
| OCG — Constant Currency | 222.3 | 233.3 | (4.7 | ) | ||||||||
| Less: Intersegment revenue | (25.3 | ) | (24.2 | ) | 5.0 | |||||||
| Total Revenue from Services — Constant Currency | 4,460.0 | 5,517.3 | (19.2 | ) | ||||||||
| Foreign Currency Impact | (145.2 | ) | ||||||||||
| Revenue from Services | $ | 4,314.8 | $ | 5,517.3 | (21.8 | )% | ||||||
23
24
| Constant | ||||||||||||||||
| 2009 | 2008 | Currency | ||||||||||||||
| (53 Weeks) | (52 Weeks) | Change | Change | |||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Revenue from Services | $ | 1,980.3 | $ | 2,516.7 | (21.3 | )% | (20.3 | )% | ||||||||
| Fee-based income | 6.6 | 15.7 | (58.4 | ) | (56.8 | ) | ||||||||||
| Gross profit | 290.7 | 399.0 | (27.1 | ) | (26.3 | ) | ||||||||||
| SG&A expenses excluding restructuring charges | 273.2 | 328.2 | (16.7 | ) | ||||||||||||
| Restructuring charges | 7.2 | 0.9 | NM | |||||||||||||
| Total SG&A expenses | 280.4 | 329.1 | (14.8 | ) | (13.8 | ) | ||||||||||
| Earnings from Operations | 10.3 | 69.9 | (85.1 | ) | ||||||||||||
| Gross profit rate | 14.7 | % | 15.9 | % | (1.2 | )pts. | ||||||||||
| Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 13.8 | 13.0 | 0.8 | |||||||||||||
| % of gross profit | 93.9 | 82.2 | 11.7 | |||||||||||||
| Operating margin | 0.5 | 2.8 | (2.3 | ) | ||||||||||||
25
| Constant | ||||||||||||||||
| 2009 | 2008 | Currency | ||||||||||||||
| (53 Weeks) | (52 Weeks) | Change | Change | |||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Revenue from Services | $ | 792.6 | $ | 938.2 | (15.5 | )% | (15.4 | )% | ||||||||
| Fee-based income | 9.4 | 19.4 | (51.5 | ) | (51.4 | ) | ||||||||||
| Gross profit | 125.1 | 161.7 | (22.6 | ) | (22.5 | ) | ||||||||||
| SG&A expenses excluding restructuring charges | 100.9 | 113.3 | (10.9 | ) | ||||||||||||
| Restructuring charges | 1.0 | — | NM | |||||||||||||
| Total SG&A expenses | 101.9 | 113.3 | (10.0 | ) | (9.8 | ) | ||||||||||
| Earnings from Operations | 23.2 | 48.4 | (52.2 | ) | ||||||||||||
| Gross profit rate | 15.8 | % | 17.2 | % | (1.4 | )pts. | ||||||||||
| Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 12.7 | 12.1 | 0.6 | |||||||||||||
| % of gross profit | 80.7 | 70.1 | 10.6 | |||||||||||||
| Operating margin | 2.9 | 5.2 | (2.3 | ) | ||||||||||||
| Constant | ||||||||||||||||
| 2009 | 2008 | Currency | ||||||||||||||
| (53 Weeks) | (52 Weeks) | Change | Change | |||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Revenue from Services | $ | 895.2 | $ | 1,310.5 | (31.7 | )% | (24.9 | )% | ||||||||
| Fee-based income | 16.6 | 39.5 | (58.0 | ) | (52.6 | ) | ||||||||||
| Gross profit | 140.2 | 227.3 | (38.4 | ) | (32.5 | ) | ||||||||||
| SG&A expenses excluding restructuring charges | 150.3 | 226.5 | (33.7 | ) | ||||||||||||
| Restructuring charges | 15.6 | 3.9 | 301.4 | |||||||||||||
| Total SG&A expenses | 165.9 | 230.4 | (28.0 | ) | (20.2 | ) | ||||||||||
| Earnings from Operations | (25.7 | ) | (3.1 | ) | NM | |||||||||||
| Gross profit rate | 15.7 | % | 17.4 | % | (1.7 | )pts. | ||||||||||
| Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 16.8 | 17.3 | (0.5 | ) | ||||||||||||
| % of gross profit | 107.2 | 99.6 | 7.6 | |||||||||||||
| Operating margin | (2.9 | ) | (0.2 | ) | (2.7 | ) | ||||||||||
26
| Constant | ||||||||||||||||
| 2009 | 2008 | Currency | ||||||||||||||
| (53 Weeks) | (52 Weeks) | Change | Change | |||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Revenue from Services | $ | 141.9 | $ | 172.5 | (17.8 | )% | (10.7 | )% | ||||||||
| Fee-based income | 15.7 | 26.8 | (41.2 | ) | (33.2 | ) | ||||||||||
| Gross profit | 37.8 | 51.2 | (26.2 | ) | (18.8 | ) | ||||||||||
| SG&A expenses | 40.6 | 48.9 | (16.9 | ) | (8.5 | ) | ||||||||||
| Earnings from Operations | (2.8 | ) | 2.3 | NM | ||||||||||||
| Gross profit rate | 26.6 | % | 29.7 | % | (3.1 | )pts. | ||||||||||
| Expense rates: | ||||||||||||||||
| % of revenue | 28.6 | 28.3 | 0.3 | |||||||||||||
| % of gross profit | 107.6 | 95.5 | 12.1 | |||||||||||||
| Operating margin | (2.0 | ) | 1.3 | (3.3 | ) | |||||||||||
27
| Constant | ||||||||||||||||
| 2009 | 2008 | Currency | ||||||||||||||
| (53 Weeks) | (52 Weeks) | Change | Change | |||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Revenue from Services | $ | 284.9 | $ | 336.0 | (15.2 | )% | (11.0 | )% | ||||||||
| Fee-based income | 9.7 | 17.0 | (43.0 | ) | (40.6 | ) | ||||||||||
| Gross profit | 41.6 | 56.3 | (26.1 | ) | (22.6 | ) | ||||||||||
| SG&A expenses excluding restructuring charges | 44.6 | 56.6 | (21.3 | ) | ||||||||||||
| Restructuring charges | 1.6 | — | NM | |||||||||||||
| Total SG&A expenses | 46.2 | 56.6 | (18.5 | ) | (14.8 | ) | ||||||||||
| Earnings from Operations | (4.6 | ) | (0.3 | ) | NM | |||||||||||
| Gross profit rate | 14.6 | % | 16.8 | % | (2.2 | )pts. | ||||||||||
| Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 15.6 | 16.8 | (1.2 | ) | ||||||||||||
| % of gross profit | 107.0 | 100.5 | 6.5 | |||||||||||||
| Operating margin | (1.6 | ) | (0.1 | ) | (1.5 | ) | ||||||||||
| Constant | ||||||||||||||||
| 2009 | 2008 | Currency | ||||||||||||||
| (53 Weeks) | (52 Weeks) | Change | Change | |||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Revenue from Services | $ | 25.4 | $ | 34.3 | (26.0 | )% | (24.3 | )% | ||||||||
| Fee-based income | 3.8 | 5.1 | (25.0 | ) | (21.0 | ) | ||||||||||
| Gross profit | 7.7 | 10.2 | (25.1 | ) | (22.6 | ) | ||||||||||
| SG&A expenses | 9.2 | 10.7 | (14.2 | ) | (9.9 | ) | ||||||||||
| Earnings from Operations | (1.5 | ) | (0.5 | ) | (224.9 | ) | ||||||||||
| Gross profit rate | 30.2 | % | 29.8 | % | 0.4 | pts. | ||||||||||
| Expense rates: | ||||||||||||||||
| % of revenue | 36.2 | 31.2 | 5.0 | |||||||||||||
| % of gross profit | 119.8 | 104.6 | 15.2 | |||||||||||||
| Operating margin | (6.0 | ) | (1.4 | ) | (4.6 | ) | ||||||||||
28
| Constant | ||||||||||||||||
| 2009 | 2008 | Currency | ||||||||||||||
| (53 Weeks) | (52 Weeks) | Change | Change | |||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Revenue from Services | $ | 219.9 | $ | 233.3 | (5.7 | )% | (4.7 | )% | ||||||||
| Fee-based income | 24.4 | 27.8 | (12.3 | ) | (9.4 | ) | ||||||||||
| Gross profit | 59.7 | 72.9 | (18.0 | ) | (16.1 | ) | ||||||||||
| SG&A expenses excluding restructuring charges | 69.6 | 69.5 | 0.0 | |||||||||||||
| Restructuring charges | 1.9 | 0.5 | 328.4 | |||||||||||||
| Total SG&A expenses | 71.5 | 70.0 | 2.0 | 4.3 | ||||||||||||
| Earnings from Operations | (11.8 | ) | 2.9 | NM | ||||||||||||
| Gross profit rate | 27.2 | % | 31.2 | % | (4.0 | )pts. | ||||||||||
| Expense rates (excluding restructuring charges): | ||||||||||||||||
| % of revenue | 31.7 | 29.8 | 1.9 | |||||||||||||
| % of gross profit | 116.6 | 95.6 | 21.0 | |||||||||||||
| Operating margin | (5.3 | ) | 1.2 | (6.5 | ) | |||||||||||
The OCG gross profit rate decreasedincreased primarily due to a shift in revenue mix among the OCG business units. Revenueincreased volume in the higher-margin BPO, RPO and CWO units declined, while revenuepractice areas, as well as increases in our lower-margin BPO unit grew modestly during 2009. This change in business mix, coupled with a decrease in the gross profit rates in ourfor both the BPO and RPO practice as compared to 2008, resultedareas in the overall gross profit decline.
Results of Operations
Financial Condition
Historically, we have financed our operations through cash generated by operating activities and access to credit markets. Our working capital requirements are primarily generated from temporary employee payroll and customer accounts receivable. Since receipts from customers generally lag payroll to temporary employees, working capital requirements increase substantially in periods of growth. Conversely, when economic activity slows, working capital requirements may substantially decrease. As highlighted in the consolidated statements of cash flows, our liquidity and available capital resources are impacted by four key components: cash and equivalents, operating activities, investing activities and financing activities.
Cash and Equivalents
Cash and equivalents totaled $80.5$76 million at the end of 2010, a decrease of $8.4 million from the $88.92012, compared to $81 million at year-end 2009.2011. As further described below, during 2010,2012, we generated $41.8$61 million of cash from operating activities, used $11.3$28 million of cash infor investing activities and used $35.3 million in financing activities.
29
Operating Activities
In 2012, we generated $61 million of cash from our operating activities, as compared to using $27.4generating $19 million in 20092011 and generating $111.4$42 million in 2008.2010. The increase from 20092011 to 20102012 was primarily due to improved earnings in 2010.lower additional working capital requirements. The decrease from 20082010 to 20092011 was primarily due to the declinegrowth in working capital requirements, partially offset by improved operating earnings, after adjustment for non-cash asset impairments and non-cash changes in deferred tax assets.results.
Trade accounts receivable totaled $810.9 million$1.0 billion at the end of 2010.2012. Global days sales outstanding (“DSO”) for the fourth quarter were 4953 days for 2010,2012, compared to 5152 days for 2009.2011.
Our working capital position was $367.6$470 million at the end of 2010,2012, an increase of $10.0$53 million from year-end 2009.2011. The current ratio was 1.7 at year-end 2012 and 1.6 at year-end 2010 and 1.7 at year-end 2009. The year-over-year decrease in book overdrafts of $10.2 million in 2009 and increase of $9.8 million in 2008 was reclassified from financing to operating activities in the consolidated statement of cash flows.2011.
Investing Activities
In 2010,2012, we used $11.3$28 million inof cash for investing activities, compared to $23.4$21 million in 20092011 and $64.0$11 million in 2008.2010. Capital expenditures, which totaled $11.0$22 million in 2010, $13.12012, $15 million in 20092011 and $31.1$11 million in 2008,2010, primarily related to the Company’s information technology programs. In 2008, capital expenditures includedprograms, including costs for the implementation of the PeopleSoft payroll, billing and accounts receivable project.
The PeopleSoft payroll, billing and accounts receivable project, which commenced in the fourth quarter of 2004, iswas intended to cover the U.S., Canada, Puerto Rico, the U.K. and Ireland. Through 2010,During 2012, management made the decision to abandon the billing system module in the U.S., Canada and Puerto Rico, and wrote off the previously capitalized costs related to this portion of the project. To date, the Company has implemented modules associated with payroll in the northeast region of the U.S. and Canada, accounts receivable in all locations, payroll and billing in the U.K. and Ireland, payroll in Canada and general ledger and fixed assets in the U.S., Puerto Rico and Canada. The total cost of the project to date is $79 million, of which $56 million was capital expenditures and $23 million was selling, general and administrative expenses. We anticipate spending approximately $25$3 to $30$4 million in 2013 to complete the PeopleSoft project byproject.
27
During 2012, we entered into an agreement with Temp Holdings Co., Ltd. (“Temp Holdings”) to form a venture, TS Kelly Workforce Solutions (“TS Kelly”), in order to expand both companies’ presence in North Asia. As part of this agreement, we contributed our operations in China, South Korea and Hong Kong for a 49% ownership interest in TS Kelly. The $7 million investment represents a $2 million payment to TS Kelly, as well as the endcash on hand at the operations we contributed. Our share of 2014. Includedthe operating results of TS Kelly will be recorded on an equity basis beginning in the consolidated balance sheet at year-end 2010 was $5.5first quarter of 2013.
To establish the Company’s presence in the Brazilian market, we acquired the stock of Tradição Planejamento e Tecnologia de Serviços S.A. and Tradição Tecnologia e Serviços Ltda. (collectively, “Tradição”), a national service provider in Brazil, in November, 2011 for $7 million of capitalized costs related to unimplemented PeopleSoft modules.
Financing Activities
In 2010,2012, we used $35.3$39 million in cash fromfor financing activities, as compared to generating $19.6$6 million in 20092011 and using $18.6$35 million in 2008.2010. Changes in cash from financing activities are primarily related to borrowing activities. Debt totaled $78.8$64 million at year-end 20102012 compared to $137.1$96 million at year-end 2009.2011. Debt-to-total capital is a common ratio to measure the relative capital structure and leverage of the Company. Our ratio of debt-to-total capital (total debt reported on the balance sheet divided by total debt plus stockholders’ equity) was 11.2%8.0% at the end of 20102012 and 19.5%12.5% at the end of 2009.2011.
In 2012, the net change in short-term borrowings included $21 million and $6 million related to payments on the securitization facility and revolving credit facility, with a total capacityrespectively. In 2011, the net change in short-term borrowings included $67 million related to borrowings on the securitization facility. Subsequent to the acquisition of $90 million and carrying a term of three years, maturingTradição in September of 2012. Effective December 4, 2009,November, 2011, we established a 364-day, $100an unsecured, uncommitted revolving line of credit for the Brazilian legal entities, and used the facility to pay off short-term debt. Accordingly, also included in the 2011 net change in short-term borrowings was $6 million securitization facility.related to borrowings under the revolving line of credit in Brazil. In 2010, the net change in short-term borrowings included $38 million related to payments on the securitization facility. In 2009,
During 2011, we repaid term debt of $68 million. Included in this amount was $5 million of short-term debt which was paid off by our Brazilian legal entities subsequent to the net change in short-term borrowings included $55 million related to borrowings on the securitization facility.
30
acquisition of Tradição. During 2010, we paid $14.9$15 million due on our yen-denominated credit facility. During 2009, we repaid short-term debt of $22.9 million, and $7.6 million due on our yen-denominated credit facility. On October 10, 2008, we closed and funded a three-year syndicated term loan facility comprised of 9 million euros and 5 million U.K. pounds. The facility was used to refinance the short-term borrowings related to the Portugal and Toner Graham acquisitions.
Included in financing activities during 2010 was $24.3$24 million related to the sale of 1,576,169 shares of Kelly’s Class A common stock to Temp Holdings. The shares were sold in a private transaction at $15.42 per share, which was the average of the closing prices of the Class A common stock for the five days from May 3, 2010 through May 7, 2010, and represented 4.8 percent of the outstanding Class A shares after the completion of the sale.
Dividends paid per common share were $0.54$0.20 in 2008.2012 and $0.10 in 2011. No dividends were paid in 2009 or 2010. Payments of dividends are restricted by the financial covenants contained in our debt facilities. Details of this restriction are contained in the Debt footnote in the notes to our consolidated financial statements.
28
Contractual Obligations and Commercial Commitments
Summarized below are our obligations and commitments to make future payments as of year-end 2010:2012:
| Payment due by period | ||||||||||||||||||||
| Less than | More than | |||||||||||||||||||
| Total | 1 year | 1-3 Years | 3-5 Years | 5 years | ||||||||||||||||
| (In millions of dollars) | ||||||||||||||||||||
| Operating leases | $ | 115.8 | $ | 44.0 | $ | 51.4 | $ | 13.2 | $ | 7.2 | ||||||||||
| Short-term borrowings and current portion of long-term debt | 78.8 | 78.8 | — | — | — | |||||||||||||||
| Accrued insurance | 84.9 | 31.3 | 26.4 | 12.8 | 14.4 | |||||||||||||||
| Accrued retirement benefits | 92.4 | 7.2 | 14.1 | 14.1 | 57.0 | |||||||||||||||
| Other long-term liabilities | 4.2 | 0.8 | 1.6 | 1.6 | 0.2 | |||||||||||||||
| Uncertain income tax positions, interest and penalties | 6.1 | 0.2 | 5.8 | 0.1 | — | |||||||||||||||
| Purchase obligations | 25.4 | 12.8 | 12.5 | 0.1 | — | |||||||||||||||
| Total | $ | 407.6 | $ | 175.1 | $ | 111.8 | $ | 41.9 | $ | 78.8 | ||||||||||
| Payment due by period | ||||||||||||||||||||
| Total | Less than 1 year | 1-3 Years | 3-5 Years | More than 5 years | ||||||||||||||||
| (In millions of dollars) | ||||||||||||||||||||
| Operating leases | $ | 108.0 | $ | 42.6 | $ | 45.1 | $ | 15.8 | $ | 4.5 | ||||||||||
| Short-term borrowings | 64.1 | 64.1 | - | - | - | |||||||||||||||
| Accrued insurance | 76.3 | 32.8 | 19.8 | 9.2 | 14.5 | |||||||||||||||
| Accrued retirement benefits | 116.5 | 5.5 | 11.1 | 11.2 | 88.7 | |||||||||||||||
| Other long-term liabilities | 15.4 | 2.1 | 7.5 | 4.0 | 1.8 | |||||||||||||||
| Uncertain income tax positions | 3.1 | 0.1 | 0.8 | 1.0 | 1.2 | |||||||||||||||
| Purchase obligations | 31.6 | 16.7 | 14.9 | - | - | |||||||||||||||
| Total | $ | 415.0 | $ | 163.9 | $ | 99.2 | $ | 41.2 | $ | 110.7 | ||||||||||
Purchase obligations above represent unconditional commitments relating primarily to voice and data communications services which we expect to utilize generally within the next threetwo fiscal years, in the ordinary course of business. We have no material, unrecorded commitments, losses, contingencies or guarantees associated with any related parties or unconsolidated entities.
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Liquidity
We expect to meet our ongoing short- and long-term cash requirements principally through cash generated from operations, available cash and equivalents, securitization of customer receivables and committed unused credit facilities. Additional funding sources could include public or private bonds, asset-based lending, additional bank facilities, issuance of equity or other sources. We expect these same sources of liquidity to fund the $61.7 million of our debt which matures on October 3, 2011.
We utilize intercompany loans, dividends, capital contributions and redemptions and a notional cash pool to effectively manage our cash on a global basis. We periodically review our foreign subsidiaries’ cash balances and projected cash needs. As part of those reviews, we may identify cash that we feel should be repatriated to optimize the Company’s overall capital structure. At the present time, we dothese reviews have not haveresulted in any specific plans to repatriate the majorityour international cash balances. We expect much of our international excess cash balances. As our business recovers, we expect this international cash will be needed to fund working capital growth in our local operations. The majority of our international cash was investedis concentrated in oura cash poolpooling arrangement (the “Cash Pool”) and wasis available to fund general corporate needs bothinternationally. The Cash Pool is a set of cash accounts maintained with a single bank that must, as a whole, maintain at our headquartersleast a zero balance; individual accounts may be positive or negative. This allows countries with excess cash to invest and at other international affiliates. There are no significant restrictions on our abilitycountries with cash needs to utilize the cash pool, and we did so throughout the year. As our global cash position improved in December, funds from the cash pool were used to help finance reductions of debt.excess cash.
We manage our cash and debt very closely to minimize outstanding debt balances.optimize our capital structure. As our cash balances build, we tend to pay down debt as appropriate. Conversely, when working capital needs grow, we tend to use corporate cash and cash available in the cash poolCash Pool first, and then we access our borrowing facilities.
At year-end 2012, we had $90.0$150 million of available capacity on our $90$150 million revolving credit facility and $37.3$32 million of available capacity on our $100$150 million securitization facility. The securitization facility carried $17.0$63 million of short-term borrowings and $45.7$55 million of standby letters of credit related to workers’ compensation. Together, the revolving credit and securitization facilities provide the Company with committed funding capacity that may be used for general corporate purposes. While we believe these facilities will cover our working capital needs over the short term, if economic conditions or operating results change significantly, we may need to seek additional sources of funds. DuringThroughout 2012 and as of the first quarter of 2011,2012 year end we expectmet the debt covenants related to refinance theour revolving credit facility and the securitization facility to increase capacity and improve pricing, terms, and conditions. Once this process is complete, it is our intention to prepay our term loans and move the debt onto the revolving credit facility and the securitization facility.
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At year-end 2012, we also had additional unsecured, uncommitted short-term credit facilities totaling $13 million, under which we had borrowed $1 million. Details of our debt facilities as of the 2012 year end are contained in the Debt footnote in the notes to our consolidated financial statements.
We monitor the credit ratings of our major banking partners on a regular basis. We also have regular discussions with them. Based on our reviews and communications, we believe the risk of one or more of our banks not being able to honor their commitments is insignificant. We also review the ratings and holdings of our money market funds and other investment vehicles regularly to ensure high credit quality and access to our invested cash.
As of the end of fiscal 2012, we had no holdings of sovereign debt in Italy, Portugal, Ireland, Spain or Greece. Our investment policy requires our international affiliates to contribute any excess cash balances to the Cash Pool. We then manage this as counterparty exposure and distribute the risk among our Cash Pool provider and other banks we may designate from time to time.
At the end of fiscal 2012, our total exposure to European receivables from our customers was $284 million, which represents 28% of total trade accounts receivable, net. The percentage of trade accounts receivable over 90 days past due for Europe was consistent with our global experience. Net trade accounts receivable for Italy, Portugal and Ireland, specific countries currently experiencing economic volatility, totaled $38 million at the 2012 year end, and we have not experienced a significant deterioration in these amounts during 2012.
Critical Accounting Estimates
We prepare our consolidated financial statements in conformity with accounting principles generally accepted in the United States. In this process, it is necessary for us to make certain assumptions and related estimates affecting the amounts reported in the consolidated financial statements and the attached notes. Actual results can differ from assumed and estimated amounts.
Critical accounting estimates are those that we believe require the most difficult, subjective or complex judgments, often as a result of the need to make estimates about the effect of matters that are inherently uncertain. We base our estimates on historical experience and on various other assumptions that we believe to be reasonable under the circumstances, the results of which form the basis for making judgments about the carrying value of assets and liabilities that are not readily apparent from other sources. Judgments and uncertainties affecting the application of those estimates may result in materially different amounts being reported under different conditions or using different assumptions. We consider the following estimates to be most critical in understanding the judgments involved in preparing our consolidated financial statements.
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Workers’ Compensation
We have a combination of insurance and self-insurance contracts under which we effectively bear the first $500,000 of risk per single accident, except in the state of California, where we bear the first $750,000 of risk per single accident. There is no aggregate limitation on our per-risk exposure under these insurance and self-insurance programs. We establish accruals for workers’ compensation utilizing actuarial methods to estimate the undiscounted future cash payments that will be made to satisfy the claims, including an allowance for incurred-but-not-reported claims. This process includes establishing loss development factors, based on our historical claims experience as well as industry experience, and applying those factors to current claims information to derive an estimate of our ultimate claims liability. In preparing the estimates, we also consider the nature, frequency and severity of the claims, reserving practices of our third party claims administrators, performance of our medical cost management programs, changes in our territory and business line mix and current legal, economic and regulatory factors such as industry estimates of medical cost trends. Where appropriate, multiple generally-accepted actuarial techniques are applied and tested in the course of preparing our estimates. When claims exceed insured limits and realization of the claim for recovery is deemed probable, we record a receivable from the insurance company for the excess amount.
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We evaluate the accrual, and the underlying assumptions, regularly throughout the year and make adjustments as needed. The ultimate cost of these claims may be greater than or less than the established accrual. While we believe that the recorded amounts are reasonable, there can be no assurance that changes to our estimates will not occur due to limitations inherent in the estimation process. In the event we determine that a smaller or larger accrual is appropriate, we would record a credit or a charge to cost of services in the period in which we made such a determination. The accrual for workers’ compensation, net of related receivables which are included in other assets in the consolidated balance sheet, was $61 million and $70 million at year-end 2012 and 2011, respectively.
Income Taxes
Income tax expense is based on expected income and statutory tax rates in the various jurisdictions in which we operate. Judgment is required in determining our income tax expense. We establish accruals for uncertain tax positions under generally accepted accounting principles, which require that a position taken or expected to be taken in a tax return be recognized in the consolidated financial statements when it is more likely than not (i.e., a likelihood of more than fifty percent) that the position would be sustained upon examination by tax authorities that have full knowledge of all relevant information. A recognized tax position is then measured at the largest amount of benefit that is greater than fifty percent likely of being realized upon ultimate settlement. Our effective tax rate includes the impact of accruals and changes to accruals that we consider appropriate, as well as related interest and penalties. A number of years may lapse before a particular matter, for which we have or have not established an accrual, is audited and finally resolved. While it is often difficult to predict the final outcome or the timing of resolution of any particular tax matter, we believe that our accruals are appropriate under generally accepted accounting principles. Favorable or unfavorable adjustment of the accrual for any particular issue would be recognized as an increase or decrease to our income tax expense in the period of a change in facts and circumstances. Our current tax accruals are presented in the consolidated balance sheet within income and other taxes and long-term tax accruals are presented in the consolidated balance sheet within other long-term liabilities.
Tax laws require items to be included in the tax return at different times than the items are reflected in the consolidated financial statements. As a result, the income tax expense reflected in our consolidated financial statements is different than the liability reported in our tax return. Some of these differences are permanent, which are not deductible or taxable on our tax return, and some are temporary differences, which give rise to deferred tax assets and liabilities. Deferred tax assets generally represent items that can be used as a tax deduction or credit in our tax return in future years for which we have already recorded the tax benefit in our consolidated income statement. We establish valuation allowances for our deferred tax assets when the amount of expected future taxable income is not likely to support the use of the deduction or credit. Deferred tax liabilities generally represent items for which we have already taken a deduction on our tax return, but have not yet recognized as expense in our consolidated financial statements. Our net deferred tax asset is recorded using currently enacted tax rates, and may need to be adjusted in the event tax rates change.
The U.S. work opportunity credit is allowed for wages earned by employees in certain targeted groups. The actual amount of creditable wages in a particular period is estimated, since the credit is only available once an employee reaches a minimum employment period and the employee’s inclusion in a targeted group is certified by the applicable state. As these events often occur after the period the wages are earned, judgment is required in determining the amount of work opportunity credits accrued for in each period. We evaluate the accrual regularly throughout the year and make adjustments as needed.
Goodwill
We test goodwill for impairment annually and whenever events or circumstances make it more likely than not that an impairment may have occurred. Generally accepted accounting principles require that goodwill be tested for impairment at a reporting unit level. We have determined that our reporting units are the same as our operating and reportable segments. If we have determined that it is more likely than not that the fair value for one or more reporting units is greater than their carrying value, we may use a qualitative assessment for the annual impairment test.
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In conducting the qualitative assessment, we assess the totality of relevant events and circumstances that affect the fair value or carrying value of the reporting unit. Such events and circumstances may include macroeconomic conditions, industry and competitive environment conditions, overall financial performance, reporting unit specific events and market considerations. We may also consider recent valuations of the reporting unit, including the magnitude of the difference between the most recent fair value estimate and the carrying value, as well as both positive and adverse events and circumstances, and the extent to which each of the events and circumstances identified may affect the comparison of a reporting unit’s fair value with its carrying value.
For reporting units where the qualitative assessment is not used, goodwill is tested for impairment using a two-step process. In the first step, the estimated fair value of a reporting unit is compared to its carrying value. If the estimated fair value of a reporting unit exceeds the carrying value of the net assets assigned to a reporting unit, goodwill is not considered impaired and no further testing is required. To derive the estimated fair value of reporting units, we primarily relied on an income approach. Under the income approach, estimated fair value is determined based on estimated future cash flows discounted by an estimated weighted-average cost of capital, which reflects the overall level of inherent risk of the reporting unit being measured. Estimated future cash flows are based on our internal projection model. Assumptions and estimates about future cash flows and discount rates are complex and often subjective. They can be affected by a variety of factors, including external factors such as industry and economic trends, and internal factors such as changes in our business strategy and our internal forecasts.
If the carrying value of the net assets assigned to a reporting unit exceeds the estimated fair value of a reporting unit, a second step of the impairment test is performed in order to determine the implied fair value of a reporting unit’s goodwill. Determining the implied fair value of goodwill requires valuation of a reporting unit’s tangible and intangible assets and liabilities in a manner similar to the allocation of purchase price in a business combination. If the carrying value of a reporting unit’s goodwill exceeds its implied fair value, goodwill is deemed impaired and is written down to the extent of the difference.
We completed our annual impairment test for all reporting units in the fourth quarter for the fiscal year ended 2012 and 2011 and determined that goodwill was not impaired. In 2012, we performed a qualitative assessment for the Americas Commercial and Americas PT reporting units, and a step one quantitative assessment for the APAC PT and OCG reporting segments. In 2011, we performed a step one quantitative assessment for all reporting units.
Our step one analysis used significant assumptions by segment, including: expected future revenue and expense growth rates, profit margins, cost of capital, discount rate and forecasted capital expenditures. Our revenue projections assumed near-term growth consistent with current year results, followed by long-term modest growth. Although we believe the assumptions and estimates we have made are reasonable and appropriate, different assumptions and estimates could materially impact our reported financial results. Different assumptions of the anticipated future results and growth from these businesses could result in an impairment charge, which would decrease operating income and result in lower asset values on our consolidated balance sheet. For example, a 10% reduction in our growth rate assumptions would not result in the estimated fair value falling below book value for any of our segments.
At year-end 2012 and 2011, total goodwill amounted to $90 million. (See the Goodwill footnote in the notes to our consolidated financial statements).
Litigation
Kelly is subject to legal proceedings and claims arising out of the normal course of business. Kelly routinely assesses the likelihood of any adverse judgments or outcomes to these matters, as well as ranges of probable losses. A determination of the amount of the accruals required, if any, for these contingencies is made after analysis of each known issue. Development of the analysis includes consideration of many factors including: potential exposure, the status of proceedings, negotiations, results of similar litigation and participation rates. The required accruals may change in the future due to new developments in each matter. For further discussion, see the Contingencies footnote in the notes to consolidated financial statements of this Annual Report on Form 10-K. At year-end 2012 and 2011, the accrual for litigation costs amounted to $3 million and $5 million, respectively, and is included in accounts payable and accrued liabilities on the consolidated balance sheet.
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Allowance for Uncollectible Accounts Receivable
We make ongoing estimates relating to the collectibility of our accounts receivable and maintain an allowance for estimated losses resulting from the inability of our customers to make required payments. In determining the amount of the allowance, we consider our historical level of credit losses and apply percentages to certain aged receivable categories. We also make judgments about the creditworthiness of significant customers based on ongoing credit evaluations, and we monitor historical trends that might impact the level of credit losses in the future. Historically, losses from uncollectible accounts have not exceeded our allowance. Since we cannot predict with certainty future changes in the financial stability of our customers, actual future losses from uncollectible accounts may differ from our estimates. If the financial condition of our customers were to deteriorate, resulting in their inability to make payments, a larger allowance may be required. In the event we determined that a smaller or larger allowance was appropriate, we would record a credit or a charge to SG&A expense in the period in which we made such a determination. In addition, we also include a provision for sales allowances, based on our historical experience, in our allowance for uncollectible accounts receivable. If sales allowances vary from our historical experience, an adjustment to the allowance may be required. As of year-end 20102012 and 2009,2011, the allowance for uncollectible accounts receivable was $12.3$10 million and $15.0$13 million, respectively.
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CAUTIONARY NOTE REGARDING FORWARD-LOOKING STATEMENTS
Certain statements contained in this report are “forward-looking”"forward-looking" statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements include statements which are predictive in nature, which depend upon or refer to future events or conditions, or which include words such as “expects,"expects,” “anticipates,"anticipates,” “intends,"intends,” “plans,” “believes,"believes,” “estimates,” or variations or negatives thereof or by similar or comparable words or phrases. In addition, any statements concerning future financial performance (including future revenues, earnings or growth rates), ongoing business strategies or prospects, and possible future actions by us that may be provided by management, including oral statements or other written materials released to the public, are also forward-looking statements. Forward-looking statements are based on current expectations and projections about future events and are subject to risks, uncertainties, and assumptions about our company and economic and market factors in the countries in which we do business, among other things. These statements are not guarantees of future performance, and we have no specific intention to update these statements.
Actual events and results may differ materially from those expressed or forecasted in forward-looking statements due to a number of factors. The principal important risk factors that could cause our actual performance and future events and actions to differ materially from such forward-looking statements include, but are not limited to, competitive market pressures including pricing and technology introductions, changing market and economic conditions, our ability to achieve our business strategy, including our ability to successfully expand into new markets and service lines, material changes in demand from or loss of large corporate customers, further impairment charges initiatedtriggered by adverse industry or market developments, unexpected termination of customer contracts, availability of temporary workers with appropriate skills required by customers, liabilities for employment-related claims and losses, including class action lawsuits and collective actions, liability for improper disclosure of sensitive or private employee information, unexpected changes in claim trends on workers’ compensation and benefit plans, our ability to maintain specified financial covenants in our bank facilities, our ability to access credit markets and continued availability of financing for funding working capital, our ability to sustain critical business applications through our key data centers, our ability to effectively implement and manage our information technology programs, our ability to retain the services of our senior management, local management and field personnel, the impact of changes in laws and regulations (including federal, state and international tax laws), the net financial impact of recent U.S. healthcare legislationthe Patient Protection and Affordable Care Act on our business, and risks associated with conducting business in foreign countries, including foreign currency fluctuations. Certain risk factors are discussed more fully under “Risk Factors” in Part I, Item 1A of this report.
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ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK.
We are exposed to foreign currency risk primarily due to our net investment in foreign subsidiaries, which conduct business in their local currencies, as well as ourcurrencies. We may also utilize local currency-denominated borrowings. With the exception of our yen-denominated debt, the local currency-denominated debt offsets the exchange rate risk resulting from foreign currency-denominated net investments fluctuating in relation to the U.S. dollar.
In addition, we are exposed to interest rate risks through our use of the multi-currency line of credit and other borrowings. A hypothetical fluctuation of 10% of market interest rates would not have had a material impact on 20102012 earnings.
Marketable equity investments, representing our investment in Temp Holdings, are stated at fair value and marked to market through stockholders’ equity, net of tax. Impairments in value below historical cost, if any, deemed to be other than temporary, would be expensed in the consolidated statement of earnings. See the Fair Value Measurements footnote in the notesNotes to consolidated financial statementsConsolidated Financial Statements of this Annual Report on Form 10-K for further discussion.
We are exposed to market risk as a result of our obligation to pay benefits under our nonqualified deferred compensation plan and our related investments in company-owned variable universal life insurance policies. The obligation to employees increases and decreases based on movements in the equity and debt markets. The investments in mutual funds, as part of the company-owned variable universal life insurance policies, are designed to mitigate, but not eliminate, this risk with offsetting gains and losses.
Overall, our holdings and positions in market risk-sensitive instruments do not subject us to material risk.
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ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA.
The financial statements and supplementary data required by this Item are set forth in the accompanying index on page 4341 of this filing and are presented in pages 44-73.42-74.
| ITEM 9. CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE. |
ITEM 9A. CONTROLS AND PROCEDURES.
Conclusion Regarding the Effectiveness of Disclosure Controls and Procedures
Based on their evaluation as of the end of the period covered by this report, our Chief Executive Officer and Chief Financial Officer have concluded that our disclosure controls and procedures (as defined in Rules 13a-15(e) and 15d-15(e) under the Securities Exchange Act of 1934) are effective.
Management’s Report on Internal Control Over Financial Reporting
Management’s report on internal control over financial reporting is presented preceding the consolidated financial statements on page 4442 of this report.
Attestation Report of Independent Registered Public Accounting Firm
PricewaterhouseCoopers LLP, independent registered public accounting firm, has audited the effectiveness of our internal control over financial reporting as of January 2, 2011December 30, 2012, as stated in their report which appears herein.
Changes in Internal Control Over Financial Reporting
During 2012, the Company implemented the PeopleSoft payroll system for payroll processing in the northeast region of the U.S. Management has reviewed the internal controls impacted by the implementation of the PeopleSoft payroll system and has made changes to these internal controls as appropriate.
There were no other changes in our internal control over financial reporting that occurred during our fourth fiscal quarter that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.
None.
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PART III
Information required by Part III with respect to Directors, Executive Officers and Corporate Governance (Item 10), Executive Compensation (Item 11), Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters (Item 12), Certain Relationships and Related Transactions, and Director Independence (Item 13) and Principal Accounting Fees and Services (Item 14), except as set forth under the titles “Executive"Executive Officers of the Registrant”Registrant", which is included on page 38,36, and “Code of Business Conduct and Ethics,” which is included on page 39,37, (Item 10), and except as set forth under the title “Equity Compensation Plan Information,” which is included on page 39,37, (Item 12), is to be included in a definitive proxy statement filed not later than 120 days after the close of our fiscal year and the proxy statement, when filed, is incorporated in this report by reference.
| ITEM 10. EXECUTIVE OFFICERS OF THE REGISTRANT. |
| Served as an | Business Experience | |||||
| Name/Office | Age | Officer Since | During Last 5 Years | |||
| Carl T. Camden President and Chief Executive Officer | 56 | 1995 | Served as officer of the Company. | |||
| George S. Corona Executive Vice President and Chief Operating Officer | 52 | 2000 | Served as officer of the Company. | |||
| Patricia Little Executive Vice President and Chief Financial Officer | 50 | 2008 | Served as officer of the Company since July 2008. Served in various key finance positions at Ford Motor Company from 1984 to 2008, most recently as general auditor (2006 — 2008) and director of global accounting (2002 — 2006). | |||
| Michael S. Webster Executive Vice President | 55 | 1996 | Served as officer of the Company. | |||
| Leif Agneus Senior Vice President and General Manager, EMEA | 47 | 2002 | Served as officer of the Company. | |||
| Michael E. Debs Senior Vice President, Controller and Chief Accounting Officer | 53 | 2000 | Served as officer of the Company. | |||
| Rolf E. Kleiner Senior Vice President | 56 | 1995 | Served as officer of the Company. | |||
| Daniel T. Lis Senior Vice President, General Counsel and Corporate Secretary | 64 | 2003 | Served as officer of the Company. | |||
| Antonina M. Ramsey Senior Vice President | 56 | 1992 | Served as officer of the Company. | |||
| Dhirendra Shantilal Senior Vice President and General Manager, APAC | 54 | 2000 | Served as officer of the Company. |
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| Name/Office | Age | Served as an Officer Since | Business Experience During Last 5 Years | |||
Carl T. Camden President and Chief Executive Officer | 58 | 1995 | Served as officer of the Company. | |||
George S. Corona Executive Vice President and Chief Operating Officer | 54 | 2000 | Served as officer of the Company. | |||
Patricia Little Executive Vice President and Chief Financial Officer | 52 | 2008 | Served as officer of the Company since July 2008. Served in various key finance positions at Ford Motor Company from 1984 to 2008, most recently as general auditor (2006 – 2008). | |||
Michael S. Webster Executive Vice President | 57 | 1996 | Served as officer of the Company. | |||
Leif Agneus Senior Vice President and General Manager, EMEA / APAC | 49 | 2002 | Served as officer of the Company. | |||
Teresa S. Carroll Senior Vice President and General Manger, Outsourcing and Consulting Group | 47 | 2000 | Served as officer of the Company. | |||
Michael E. Debs Senior Vice President, Controller and Chief Accounting Officer | 55 | 2000 | Served as officer of the Company. | |||
Peter W. Quigley Senior Vice President and General Counsel | 51 | 2004 | Served as officer of the Company. | |||
Antonina M. Ramsey Senior Vice President | 58 | 1992 | Served as officer of the Company. |
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CODE OF BUSINESS CONDUCT AND ETHICS.
We have adopted a Code of Business Conduct and Ethics that applies to our directors, officers and employees, including our principal executive officer, principal financial officer and principal accounting officer or controller or persons performing similar functions. The Code of Business Conduct and Ethics is included as Exhibit 14 in the Index to Exhibits on page 75.76. We have posted our Code of Business Conduct and Ethics on our website at www.kellyservices.com. We intend to post any changes in or waivers from our Code of Business Conduct and Ethics applicable to any of these officers on our website.
| ITEM 12. SECURITIES AUTHORIZED FOR ISSUANCE UNDER EQUITY COMPENSATION PLANS. |
Equity Compensation Plan Information
The following table shows the number of shares of our common stock that may be issued upon the exercise of outstanding options, warrants and rights, the weighted-average exercise price of outstanding options, warrants and rights, and the number of securities remaining available for future issuance under our equity compensation plans as of the fiscal year end for 2010.2012.
| Number of securities | ||||||||||||
| remaining available | ||||||||||||
| for future issuance | ||||||||||||
| Number of securities | under equity | |||||||||||
| to be issued upon | Weighted-average | compensation plans | ||||||||||
| exercise of outstanding | exercise price of | (excluding securities | ||||||||||
| options, warrants | outstanding options, | reflected in the first | ||||||||||
| and rights | warrants and rights | column) (2) | ||||||||||
| Equity compensation plans approved by security holders (1) | 645,036 | $ | 25.32 | 2,143,304 | ||||||||
| Equity compensation plans not approved by security holders (3) | — | — | — | |||||||||
| Total | 645,036 | $ | 25.32 | 2,143,304 | ||||||||
Number of securities to be issued upon exercise of outstanding options, warrants and rights | Weighted-average exercise price of outstanding options, warrants and rights | Number of securities remaining available for future issuance | ||||||||||
Equity compensation plans approved by security holders (1) | 392,599 | $ | 26.16 | 1,866,542 | ||||||||
Equity compensation plans not approved by security holders (3) | - | - | - | |||||||||
| Total | 392,599 | $ | 26.16 | 1,866,542 | ||||||||
| (1) | The equity compensation plans approved by our stockholders include our Equity Incentive Plan, Non-Employee Director Stock Option Plan and Non-Employee Director Stock Award Plan. |
| The number of shares to be issued upon exercise of outstanding options, warrants and rights excludes | ||
| (2) | The Equity Incentive Plan provides that the maximum number of shares available for grants, including stock options and restricted stock, | |
The Non-Employee Director Stock Option Plan provides that the maximum number of shares available for settlement of options is 250,000 shares of Class A common stock. | ||
The Non-Employee Director Stock Award Plan provides that the maximum number of shares available for awards is one-quarter of one percent of the outstanding Class A common stock. | ||
| (3) | We have no equity compensation plans that have not been approved by our stockholders. |
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PART IV
(a) The following documents are filed as part of this report:
(1) Financial statements:
Management’s Report on Internal Control Over Financial Reporting
Report of Independent Registered Public Accounting Firm
Consolidated Statements of Earnings for the three fiscal years ended January 2, 2011December 30, 2012
Consolidated Statements of Comprehensive Income for the three fiscal years ended December 30, 2012
Consolidated Balance Sheets at January 2, 2011December 30, 2012 and January 3, 20101, 2012
Consolidated Statements of Stockholders’Stockholders' Equity for the three fiscal years ended January 2, 2011December 30, 2012
Consolidated Statements of Cash Flows for the three fiscal years ended January 2, 2011December 30, 2012
Notes to Consolidated Financial Statements
(2) Financial Statement Schedule -
For the three fiscal years ended January 2, 2011:December 30, 2012:
Schedule II —- Valuation Reserves
All other schedules are omitted because they are not applicable or the required information is shown in the financial statements or notes thereto.
| (3) | The Exhibits are listed in the Index to Exhibits included beginning at page |
| (b) | The Index to Exhibits and required Exhibits are included following the Financial Statement Schedule beginning at page |
| (c) | None. |
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SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
| Date: February | KELLY SERVICES, INC. | |||||
| Registrant | ||||||
| By | /s/ P. Little | |||||
| Executive Vice President and | ||||||
| Chief Financial Officer |
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the registrant and in the capacities and on the dates indicated.
| Date: February | 14, 2013 | * | T. E. Adderley | |
| T. E. Adderley | ||||
| Executive Chairman of the Board and Director | ||||
| Date: February | 14, 2013 | * | C. T. Camden | |
| C. T. Camden | ||||
| President, Chief Executive Officer and Director | ||||
| (Principal Executive Officer) | ||||
| Date: February | 14, 2013 | * | C. M. Adderley | |
| C. M. Adderley | ||||
| Director | ||||
| Date: February | 14, 2013 | * | J. E. Dutton | |
| J. E. Dutton | ||||
| Director | ||||
| Date: February | 14, 2013 | * | M. A. Fay, O.P. | |
| M. A. Fay, O.P. | ||||
| Director | ||||
| Date: February | 14, 2013 | * | T. B. Larkin | |
| T. B. Larkin | ||||
| Director | ||||
| Date: February | 14, 2013 | * | C. L. Mallett, Jr. | |
| C. L. Mallett, Jr. | ||||
| Director | ||||
| Date: February | 14, 2013 | * | L. A. Murphy | |
| L. A. Murphy | ||||
| Director | ||||
| Date: February | 14, 2013 | * | D. R. Parfet | |
| D. R. Parfet | ||||
| Director | ||||
| Date: February | * | T. Saburi | ||
41
| Date: February | * | B. J. White | ||||
| B. J. White | ||||||
| Director |
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SIGNATURES (continued)
| Date: February 14, 2013 | /s/ P. Little | |||||
| P. Little | ||||||
| Executive Vice President and Chief Financial Officer | ||||||
| (Principal Financial Officer) | ||||||
| Date: February | 14, 2013 | /s/ M. E. Debs | ||||
| M. E. Debs | ||||||
| Senior Vice President, Controller and Chief Accounting Officer | ||||||
| (Principal Accounting Officer) | ||||||
| *By | /s/ P. Little | |||||
| P. Little | ||||||
| Attorney-in-Fact |
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INDEX TO FINANCIAL STATEMENTS AND
SUPPLEMENTAL SCHEDULE
Kelly Services, Inc. and Subsidiaries
Page Reference in Report on Form 10-K | ||||
| 42 | ||||
| 43 | ||||
| December 30, 2012 | 44 | |||
| Statements of Comprehensive Income for the three fiscal years ended December 30, 2012 | 45 | |||
| Consolidated Balance Sheets at December 30, 2012 and January 1, 2012 | 46 | |||
| December 30, 2012 | 47 | |||
| December 30, 2012 | 48 | |||
| 49-73 | ||||
| 74 | ||||
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Management’s Report on Internal Control Over Financial Reporting
The management of Kelly Services, Inc. (the “Company”), is responsible for establishing and maintaining adequate internal control over financial reporting. Internal control over financial reporting is defined in Rules 13a-15(f) and 15d-15(f) promulgated under the Securities Exchange Act of 1934 as a process designed by, or under the supervision of, the Company’s principal executive and principal financial officers and effected by the Company’s board of directors, management and other personnel, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles and includes those policies and procedures that:
| · | Pertain to the maintenance of records that in reasonable detail accurately and fairly reflect the transactions and dispositions of the assets of the Company; |
| · | Provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the Company are being made only in accordance with authorizations of management and directors of the Company; |
| · | Provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of the Company’s assets that could have a material effect on the financial statements. |
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may change.
The Company’s management assessed the effectiveness of the Company’s internal control over financial reporting as of January 2, 2011.December 30, 2012. In making this assessment, the Company’s management used the criteria set forth by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) in Internal Control-Integrated Framework.
Based on our assessment, management determined that, as of January 2, 2011,December 30, 2012, the Company’s internal control over financial reporting was effective based on those criteria.
The effectiveness of the Company’s internal control over financial reporting as of January 2, 2011December 30, 2012 has been audited by PricewaterhouseCoopers LLP, an independent registered public accounting firm, as stated in their report which appears on page 45.43.
44
Report of Independent Registered Public Accounting Firm
To the Stockholders and Board of Directors of Kelly Services, Inc.:
In our opinion, the consolidated financial statements listed in the index appearing under Item 15(a)(1) present fairly, in all material respects, the financial position of Kelly Services, Inc. and its subsidiaries at January 2, 2011December 30, 2012 and January 3, 2010,1, 2012, and the results of their operations and their cash flows for each of the three fiscal years in the period ended January 2, 2011December 30, 2012 in conformity with accounting principles generally accepted in the United States of America. In addition, in our opinion, the financial statement schedule listed in the index appearing under Item 15(a)(2)presents fairly, in all material respects, the information set forth therein when read in conjunction with the related consolidated financial statements. Also in our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of January 2, 2011,December 30, 2012, based on criteria established inInternal Control —- Integrated Frameworkissued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). The Company’sCompany's management is responsible for these financial statements and financial statement schedule, for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting, included in Management’sManagement's Report on Internal Control over Financial Reporting. Our responsibility is to express opinions on these financial statements, on the financial statement schedule, and on the Company’sCompany's internal control over financial reporting based on our integrated audits. We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audits to obtain reasonable assurance about whether the financial statements are free of material misstatement and whether effective internal control over financial reporting was maintained in all material respects. Our audits of the financial statements included examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting principles used and significant estimates made by management, and evaluating the overall financial statement presentation. Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audits also included performing such other procedures as we considered necessary in the circumstances. We believe that our audits provide a reasonable basis for our opinions.
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (i) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (iii) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
/s/PricewaterhouseCoopers LLP
PricewaterhouseCoopers LLP
Detroit, MI
Michigan
Michigan
February 17, 201114, 2013
45
CONSOLIDATED STATEMENTS OF EARNINGS
Kelly Services, Inc. and Subsidiaries
| 2010 | 2009 (1) | 2008 | ||||||||||
| (In millions of dollars except per share items) | ||||||||||||
Revenue from services | $ | 4,950.3 | $ | 4,314.8 | $ | 5,517.3 | ||||||
| Cost of services | 4,155.8 | 3,613.1 | 4,539.7 | |||||||||
Gross profit | 794.5 | 701.7 | 977.6 | |||||||||
| Selling, general and administrative expenses | 754.4 | 794.7 | 967.4 | |||||||||
| Asset impairments | 2.0 | 53.1 | 80.5 | |||||||||
Earnings (loss) from operations | 38.1 | (146.1 | ) | (70.3 | ) | |||||||
| Other expense, net | (5.4 | ) | (2.2 | ) | (3.4 | ) | ||||||
Earnings (loss) from continuing operations before taxes | 32.7 | (148.3 | ) | (73.7 | ) | |||||||
| Income taxes | 6.6 | (43.2 | ) | 8.0 | ||||||||
Earnings (loss) from continuing operations | 26.1 | (105.1 | ) | (81.7 | ) | |||||||
| Earnings (loss) from discontinued operations, net of tax | — | 0.6 | (0.5 | ) | ||||||||
Net earnings (loss) | $ | 26.1 | $ | (104.5 | ) | $ | (82.2 | ) | ||||
Basic earnings (loss) per share | ||||||||||||
| Earnings (loss) from continuing operations | $ | 0.71 | $ | (3.01 | ) | $ | (2.35 | ) | ||||
| Earnings (loss) from discontinued operations | — | 0.02 | (0.02 | ) | ||||||||
| Net earnings (loss) | $ | 0.71 | $ | (3.00 | ) | $ | (2.37 | ) | ||||
Diluted (loss) earnings per share | ||||||||||||
| Earnings (loss) from continuing operations | $ | 0.71 | $ | (3.01 | ) | $ | (2.35 | ) | ||||
| Earnings (loss) from discontinued operations | — | 0.02 | (0.02 | ) | ||||||||
| Net earnings (loss) | $ | 0.71 | $ | (3.00 | ) | $ | (2.37 | ) | ||||
| Dividends per share | $ | — | $ | — | $ | 0.54 | ||||||
| Average shares outstanding (millions): | ||||||||||||
| Basic | 36.1 | 34.9 | 34.8 | |||||||||
| Diluted | 36.1 | 34.9 | 34.8 | |||||||||
| 2012 | 2011 | 2010 | ||||||||||
| (In millions of dollars except per share items) | ||||||||||||
| Revenue from services | $ | 5,450.5 | $ | 5,551.0 | $ | 4,950.3 | ||||||
| Cost of services | 4,553.9 | 4,667.7 | 4,163.4 | |||||||||
| Gross profit | 896.6 | 883.3 | 786.9 | |||||||||
Selling, general and administrative expenses | 821.2 | 825.6 | 746.8 | |||||||||
| Asset impairments | 3.1 | - | 2.0 | |||||||||
| Earnings from operations | 72.3 | 57.7 | 38.1 | |||||||||
| Other expense, net | 3.5 | 0.1 | 5.4 | |||||||||
Earnings from continuing operations before taxes | 68.8 | 57.6 | 32.7 | |||||||||
| Income tax expense (benefit) | 19.1 | (7.3 | ) | 6.6 | ||||||||
| Earnings from continuing operations | 49.7 | 64.9 | 26.1 | |||||||||
| Earnings (loss) from discontinued operations, net of tax | 0.4 | (1.2 | ) | - | ||||||||
| Net earnings | $ | 50.1 | $ | 63.7 | $ | 26.1 | ||||||
| Basic earnings (loss) per share | ||||||||||||
| Earnings from continuing operations | $ | 1.31 | $ | 1.72 | $ | 0.71 | ||||||
| Earnings (loss) from discontinued operations | 0.01 | (0.03 | ) | - | ||||||||
| Net earnings | $ | 1.32 | $ | 1.69 | $ | 0.71 | ||||||
| Diluted earnings (loss) per share | ||||||||||||
| Earnings from continuing operations | $ | 1.31 | $ | 1.72 | $ | 0.71 | ||||||
| Earnings (loss) from discontinued operations | 0.01 | (0.03 | ) | - | ||||||||
| Net earnings | $ | 1.32 | $ | 1.69 | $ | 0.71 | ||||||
| Dividends per share | $ | 0.20 | $ | 0.10 | $ | - | ||||||
Average shares outstanding (millions): | ||||||||||||
| Basic | 37.0 | 36.8 | 36.1 | |||||||||
| Diluted | 37.0 | 36.8 | 36.1 | |||||||||
See accompanying Notes to Consolidated Financial Statements.
46
CONSOLIDATED BALANCE SHEETSSTATEMENTS OF COMPREHENSIVE INCOME
Kelly Services, Inc. and Subsidiaries
| 2010 | 2009 | |||||||
| (In millions of dollars) | ||||||||
ASSETS | ||||||||
Current Assets | ||||||||
| Cash and equivalents | $ | 80.5 | $ | 88.9 | ||||
| Trade accounts receivable, less allowances of $12.3 million and $15.0 million, respectively | 810.9 | 717.9 | ||||||
| Prepaid expenses and other current assets | 44.8 | 70.6 | ||||||
| Deferred taxes | 22.4 | 21.0 | ||||||
| Total current assets | 958.6 | 898.4 | ||||||
Property and Equipment | ||||||||
| Land and buildings | 59.0 | 58.8 | ||||||
| Computer hardware, software and other | 260.3 | 264.0 | ||||||
| Accumulated depreciation | (215.3 | ) | (195.7 | ) | ||||
| Net property and equipment | 104.0 | 127.1 | ||||||
Noncurrent Deferred Taxes | 84.0 | 77.5 | ||||||
Goodwill, net | 67.3 | 67.3 | ||||||
Other Assets | 154.5 | 142.2 | ||||||
Total Assets | $ | 1,368.4 | $ | 1,312.5 | ||||
LIABILITIES AND STOCKHOLDERS’ EQUITY | ||||||||
Current Liabilities | ||||||||
| Short-term borrowings and current portion of long-term debt | $ | 78.8 | $ | 79.6 | ||||
| Accounts payable and accrued liabilities | 181.6 | 182.6 | ||||||
| Accrued payroll and related taxes | 243.3 | 208.3 | ||||||
| Accrued insurance | 31.3 | 22.9 | ||||||
| Income and other taxes | 56.0 | 47.4 | ||||||
| Total current liabilities | 591.0 | 540.8 | ||||||
Noncurrent Liabilities | ||||||||
| Long-term debt | — | 57.5 | ||||||
| Accrued insurance | 53.6 | 54.9 | ||||||
| Accrued retirement benefits | 85.4 | 76.9 | ||||||
| Other long-term liabilities | 14.6 | 16.0 | ||||||
| Total noncurrent liabilities | 153.6 | 205.3 | ||||||
Stockholders’ Equity | ||||||||
| Capital stock, $1.00 par value | ||||||||
| Class A common stock, shares issued 36.6 million at 2010 and 2009 | 36.6 | 36.6 | ||||||
| Class B common stock, shares issued 3.5 million at 2010 and 2009 | 3.5 | 3.5 | ||||||
| Treasury stock, at cost | ||||||||
| Class A common stock, 3.4 million shares at 2010 and 5.1 million at 2009 | (70.3 | ) | (106.6 | ) | ||||
| Class B common stock | (0.6 | ) | (0.6 | ) | ||||
| Paid-in capital | 28.0 | 36.9 | ||||||
| Earnings invested in the business | 597.6 | 571.5 | ||||||
| Accumulated other comprehensive income | 29.0 | 25.1 | ||||||
| Total stockholders’ equity | 623.8 | 566.4 | ||||||
Total Liabilities and Stockholders’ Equity | $ | 1,368.4 | $ | 1,312.5 | ||||
| 2012 | 2011 | 2010 | ||||||||||
| (In millions of dollars) | ||||||||||||
| Net earnings | $ | 50.1 | $ | 63.7 | $ | 26.1 | ||||||
| Other comprehensive income, net of tax: | ||||||||||||
Foreign currency translation adjustments, net of tax benefit of $0.4, $0.6 and $0.5 million, respectively | 4.9 | (8.0 | ) | 3.9 | ||||||||
Less: Reclassification adjustments included in net earnings | 0.7 | (1.6 | ) | (0.3 | ) | |||||||
| Foreign currency translation adjustments | 5.6 | (9.6 | ) | 3.6 | ||||||||
| Unrealized gains (losses) on investments | 13.1 | (2.1 | ) | 1.0 | ||||||||
Pension liability adjustments, net of tax expense of $0.0, $0.1 and $0.3 million, respectively | 0.3 | (1.2 | ) | (0.8 | ) | |||||||
Less: Reclassification adjustments included in net earnings | 0.2 | 0.1 | 0.1 | |||||||||
| Pension liability adjustments | 0.5 | (1.1 | ) | (0.7 | ) | |||||||
| Other comprehensive income (loss) | 19.2 | (12.8 | ) | 3.9 | ||||||||
| Comprehensive Income | $ | 69.3 | $ | 50.9 | $ | 30.0 | ||||||
See accompanying Notes to Consolidated Financial Statements.
47
CONSOLIDATED STATEMENTS OF STOCKHOLDERS’ EQUITYBALANCE SHEETS
Kelly Services, Inc. and Subsidiaries
| 2010 | 2009 (1) | 2008 | ||||||||||
| (In millions of dollars) | ||||||||||||
Capital Stock | ||||||||||||
| Class A common stock | ||||||||||||
| Balance at beginning of year | $ | 36.6 | $ | 36.6 | $ | 36.6 | ||||||
| Conversions from Class B | — | — | — | |||||||||
| Balance at end of year | 36.6 | 36.6 | 36.6 | |||||||||
| Class B common stock | ||||||||||||
| Balance at beginning of year | 3.5 | 3.5 | 3.5 | |||||||||
| Conversions to Class A | — | — | — | |||||||||
| Balance at end of year | 3.5 | 3.5 | 3.5 | |||||||||
Treasury Stock | ||||||||||||
| Class A common stock | ||||||||||||
| Balance at beginning of year | (106.6 | ) | (110.6 | ) | (105.7 | ) | ||||||
| Sale of stock, exercise of stock options, restricted stock awards and other | 36.3 | 4.0 | 3.1 | |||||||||
| Purchase of treasury stock | — | — | (8.0 | ) | ||||||||
| Balance at end of year | (70.3 | ) | (106.6 | ) | (110.6 | ) | ||||||
| Class B common stock | ||||||||||||
| Balance at beginning of year | (0.6 | ) | (0.6 | ) | (0.6 | ) | ||||||
| Exercise of stock options, restricted stock awards and other | — | — | — | |||||||||
| Balance at end of year | (0.6 | ) | (0.6 | ) | (0.6 | ) | ||||||
Paid-in Capital | ||||||||||||
| Balance at beginning of year | 36.9 | 35.8 | 34.5 | |||||||||
| Sale of stock, exercise of stock options, restricted stock awards and other | (8.9 | ) | 1.1 | 1.3 | ||||||||
| Balance at end of year | 28.0 | 36.9 | 35.8 | |||||||||
Earnings Invested in the Business | ||||||||||||
| Balance at beginning of year | 571.5 | 676.0 | 777.3 | |||||||||
| Net earnings (loss) | 26.1 | (104.5 | ) | (82.2 | ) | |||||||
| Dividends | — | — | (19.1 | ) | ||||||||
| Balance at end of year | 597.6 | 571.5 | 676.0 | |||||||||
Accumulated Other Comprehensive Income | ||||||||||||
| Balance at beginning of year | 25.1 | 12.2 | 42.6 | |||||||||
| Foreign currency translation adjustments, net of tax | 3.6 | 12.3 | (29.7 | ) | ||||||||
| Unrealized gains on investments, net of tax | 1.0 | 1.6 | — | |||||||||
| Reclassification of unrealized losses on investments, net of tax to net earnings (loss) | — | — | 0.1 | |||||||||
| Pension liability adjustments, net of tax | (0.7 | ) | (1.0 | ) | (0.8 | ) | ||||||
| Balance at end of year | 29.0 | 25.1 | 12.2 | |||||||||
Stockholders’ Equity at end of year | $ | 623.8 | $ | 566.4 | $ | 652.9 | ||||||
Comprehensive Income | ||||||||||||
| Net earnings (loss) | $ | 26.1 | $ | (104.5 | ) | $ | (82.2 | ) | ||||
| Foreign currency translation adjustments, net of tax | 3.9 | 12.3 | (29.7 | ) | ||||||||
| Unrealized gains (losses) on investments, net of tax | 1.0 | 1.6 | (10.8 | ) | ||||||||
| Pension liability adjustments, net of tax | (0.8 | ) | (1.0 | ) | (0.8 | ) | ||||||
| Reclassification adjustments included in net earnings (loss) | (0.2 | ) | — | 10.9 | ||||||||
| Comprehensive Income | $ | 30.0 | $ | (91.6 | ) | $ | (112.6 | ) | ||||
| 2012 | 2011 | |||||||
| (In millions of dollars) | ||||||||
| ASSETS | ||||||||
| Current Assets: | ||||||||
| Cash and equivalents | $ | 76.3 | $ | 81.0 | ||||
Trade accounts receivable, less allowances of $10.4 million and $13.4 million, respectively | 1,013.9 | 944.9 | ||||||
| Prepaid expenses and other current assets | 57.5 | 50.6 | ||||||
| Deferred taxes | 44.9 | 38.2 | ||||||
| Total current assets | 1,192.6 | 1,114.7 | ||||||
| Property and Equipment: | ||||||||
| Property and equipment | 337.6 | 326.9 | ||||||
| Accumulated depreciation | (247.7 | ) | (236.3 | ) | ||||
| Net property and equipment | 89.9 | 90.6 | ||||||
| Noncurrent Deferred Taxes | 82.8 | 94.1 | ||||||
| Goodwill, Net | 89.5 | 90.2 | ||||||
| Other Assets | 180.9 | 152.1 | ||||||
| Total Assets | $ | 1,635.7 | $ | 1,541.7 | ||||
| LIABILITIES AND STOCKHOLDERS' EQUITY | ||||||||
| Current Liabilities: | ||||||||
| Short-term borrowings | $ | 64.1 | $ | 96.3 | ||||
| Accounts payable and accrued liabilities | 295.6 | 237.2 | ||||||
| Accrued payroll and related taxes | 264.5 | 271.4 | ||||||
| Accrued insurance | 32.8 | 31.5 | ||||||
| Income and other taxes | 65.3 | 61.3 | ||||||
| Total current liabilities | 722.3 | 697.7 | ||||||
| Noncurrent Liabilities: | ||||||||
| Accrued insurance | 43.5 | 53.5 | ||||||
| Accrued retirement benefits | 111.0 | 91.1 | ||||||
| Other long-term liabilities | 17.9 | 23.7 | ||||||
| Total noncurrent liabilities | 172.4 | 168.3 | ||||||
Commitments and contingencies (See Commitments and Contingencies footnotes) | ||||||||
| Stockholders' Equity: | ||||||||
| Capital stock, $1.00 par value | ||||||||
Class A common stock, shares issued 36.6 million at 2012 and 2011 | 36.6 | 36.6 | ||||||
Class B common stock, shares issued 3.5 million at 2012 and 2011 | 3.5 | 3.5 | ||||||
| Treasury stock, at cost | ||||||||
Class A common stock, 2.9 million shares at 2012 and 3.2 million at 2011 | (61.0 | ) | (66.3 | ) | ||||
| Class B common stock | (0.6 | ) | (0.6 | ) | ||||
| Paid-in capital | 27.1 | 28.8 | ||||||
| Earnings invested in the business | 700.0 | 657.5 | ||||||
| Accumulated other comprehensive income | 35.4 | 16.2 | ||||||
| Total stockholders' equity | 741.0 | 675.7 | ||||||
| Total Liabilities and Stockholders' Equity | $ | 1,635.7 | $ | 1,541.7 | ||||
See accompanying Notes to Consolidated Financial Statements.
48
CONSOLIDATED STATEMENTS OF CASH FLOWS
STOCKHOLDERS' EQUITY
STOCKHOLDERS' EQUITY
Kelly Services, Inc. and Subsidiaries
| 2010 | 2009 (1) | 2008 | ||||||||||
| (In millions of dollars) | ||||||||||||
Cash flows from operating activities | ||||||||||||
| Net earnings (loss) | $ | 26.1 | $ | (104.5 | ) | $ | (82.2 | ) | ||||
| Noncash adjustments: | ||||||||||||
| Impairment of assets | 2.0 | 53.1 | 80.5 | |||||||||
| Depreciation and amortization | 34.9 | 40.9 | 46.0 | |||||||||
| Provision for bad debts | 2.1 | 2.2 | 6.7 | |||||||||
| Stock-based compensation | 3.2 | 5.1 | 4.4 | |||||||||
| Deferred income taxes | (9.3 | ) | (31.0 | ) | 7.5 | |||||||
| Other, net | 0.5 | (2.2 | ) | 3.7 | ||||||||
| Changes in operating assets and liabilities | (17.7 | ) | 9.0 | 44.8 | ||||||||
Net cash from operating activities | 41.8 | (27.4 | ) | 111.4 | ||||||||
Cash flows from investing activities | ||||||||||||
| Capital expenditures | (11.0 | ) | (13.1 | ) | (31.1 | ) | ||||||
| Acquisition of companies, net of cash received | — | (7.5 | ) | (32.7 | ) | |||||||
| Other investing activities | (0.3 | ) | (2.8 | ) | (0.2 | ) | ||||||
Net cash from investing activities | (11.3 | ) | (23.4 | ) | (64.0 | ) | ||||||
Cash flows from financing activities | ||||||||||||
| Net change in short-term borrowings | (44.8 | ) | 52.7 | (34.2 | ) | |||||||
| Proceeds from debt | — | — | 42.5 | |||||||||
| Repayment of debt | (14.9 | ) | (30.5 | ) | — | |||||||
| Dividend payments | — | — | (19.1 | ) | ||||||||
| Purchase of treasury stock | — | — | (8.0 | ) | ||||||||
| Sale of stock and other financing activities | 24.4 | (2.6 | ) | 0.2 | ||||||||
Net cash from financing activities | (35.3 | ) | 19.6 | (18.6 | ) | |||||||
Effect of exchange rates on cash and equivalents | (3.6 | ) | 1.8 | (3.3 | ) | |||||||
Net change in cash and equivalents | (8.4 | ) | (29.4 | ) | 25.5 | |||||||
Cash and equivalents at beginning of year | 88.9 | 118.3 | 92.8 | |||||||||
Cash and equivalents at end of year | $ | 80.5 | $ | 88.9 | $ | 118.3 | ||||||
| 2012 | 2011 | 2010 | ||||||||||
| (In millions of dollars) | ||||||||||||
| Capital Stock | ||||||||||||
| Class A common stock | ||||||||||||
| Balance at beginning of year | $ | 36.6 | $ | 36.6 | $ | 36.6 | ||||||
| Conversions from Class B | - | - | - | |||||||||
| Balance at end of year | 36.6 | 36.6 | 36.6 | |||||||||
| Class B common stock | ||||||||||||
| Balance at beginning of year | 3.5 | 3.5 | 3.5 | |||||||||
| Conversions to Class A | - | - | - | |||||||||
| Balance at end of year | 3.5 | 3.5 | 3.5 | |||||||||
| Treasury Stock | ||||||||||||
| Class A common stock | ||||||||||||
| Balance at beginning of year | (66.3 | ) | (70.3 | ) | (106.6 | ) | ||||||
| Exercise of stock options, restricted stock awards and other | 5.3 | 4.0 | 36.3 | |||||||||
| Balance at end of year | (61.0 | ) | (66.3 | ) | (70.3 | ) | ||||||
| Class B common stock | ||||||||||||
| Balance at beginning of year | (0.6 | ) | (0.6 | ) | (0.6 | ) | ||||||
| Exercise of stock options, restricted stock awards and other | - | - | - | |||||||||
| Balance at end of year | (0.6 | ) | (0.6 | ) | (0.6 | ) | ||||||
| Paid-in Capital | ||||||||||||
| Balance at beginning of year | 28.8 | 28.0 | 36.9 | |||||||||
| Exercise of stock options, restricted stock awards and other | (1.7 | ) | 0.8 | (8.9 | ) | |||||||
| Balance at end of year | 27.1 | 28.8 | 28.0 | |||||||||
| Earnings Invested in the Business | ||||||||||||
| Balance at beginning of year | 657.5 | 597.6 | 571.5 | |||||||||
| Net earnings | 50.1 | 63.7 | 26.1 | |||||||||
| Dividends | (7.6 | ) | (3.8 | ) | - | |||||||
| Balance at end of year | 700.0 | 657.5 | 597.6 | |||||||||
| Accumulated Other Comprehensive Income | ||||||||||||
| Balance at beginning of year | 16.2 | 29.0 | 25.1 | |||||||||
| Other comprehensive income (loss), net of tax | 19.2 | (12.8 | ) | 3.9 | ||||||||
| Balance at end of year | 35.4 | 16.2 | 29.0 | |||||||||
| Stockholders' Equity at end of year | $ | 741.0 | $ | 675.7 | $ | 623.8 | ||||||
See accompanying Notes to Consolidated Financial Statements.
49
CONSOLIDATED STATEMENTS OF CASH FLOWS
Kelly Services, Inc. and Subsidiaries
| 2012 | 2011 | 2010 | ||||||||||
| (In millions of dollars) | ||||||||||||
| Cash flows from operating activities: | ||||||||||||
| Net earnings | $ | 50.1 | $ | 63.7 | $ | 26.1 | ||||||
| Noncash adjustments: | ||||||||||||
| Impairment of assets | 3.1 | - | 2.0 | |||||||||
| Depreciation and amortization | 22.3 | 31.4 | 34.9 | |||||||||
| Provision for bad debts | 1.1 | 4.3 | 2.1 | |||||||||
| Stock-based compensation | 4.8 | 4.6 | 3.2 | |||||||||
| Deferred income taxes | 4.7 | (27.3 | ) | (9.3 | ) | |||||||
| Other, net | 1.3 | (2.6 | ) | 0.5 | ||||||||
| Changes in operating assets and liabilities | (26.3 | ) | (55.0 | ) | (17.7 | ) | ||||||
| Net cash from operating activities | 61.1 | 19.1 | 41.8 | |||||||||
| Cash flows from investing activities: | ||||||||||||
| Capital expenditures | (21.5 | ) | (15.4 | ) | (11.0 | ) | ||||||
| Investment in equity affiliate | (6.6 | ) | - | - | ||||||||
| Acquisition of companies, net of cash received | - | (6.5 | ) | - | ||||||||
| Other investing activities | - | 1.2 | (0.3 | ) | ||||||||
| Net cash from investing activities | (28.1 | ) | (20.7 | ) | (11.3 | ) | ||||||
| Cash flows from financing activities: | ||||||||||||
| Net change in short-term borrowings | (31.9 | ) | 79.2 | (44.8 | ) | |||||||
| Repayment of debt | - | (68.3 | ) | (14.9 | ) | |||||||
| Dividend payments | (7.6 | ) | (3.8 | ) | - | |||||||
| Other financing activities | 0.1 | (1.0 | ) | 24.4 | ||||||||
| Net cash from financing activities | (39.4 | ) | 6.1 | (35.3 | ) | |||||||
| Effect of exchange rates on cash and equivalents | 1.7 | (4.0 | ) | (3.6 | ) | |||||||
| Net change in cash and equivalents | (4.7 | ) | 0.5 | (8.4 | ) | |||||||
| Cash and equivalents at beginning of year | 81.0 | 80.5 | 88.9 | |||||||||
| Cash and equivalents at end of year | $ | 76.3 | $ | 81.0 | $ | 80.5 | ||||||
See accompanying Notes to Consolidated Financial Statements.
48
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Kelly Services, Inc. and Subsidiaries
1. Summary of Significant Accounting Policies
Nature of OperationsKelly Services, Inc. is a global workforce solutions provider operating throughout the world.
Fiscal YearThe Company’sCompany's fiscal year ends on the Sunday nearest to December 31. The three most recent years ended on December 30, 2012 (2012), January 1, 2012 (2011) and January 2, 2011 (2010,(2010), all of which contained 52 weeks), January 3, 2010 (2009, which contained 53 weeks) and December 28, 2008 (2008, which contained 52 weeks)weeks. The Company’s operations in Brazil are accounted for on a one-month lag. The Company’s equity investment in TS Kelly Workforce Solutions is accounted for on a one-quarter lag (See Investment in Equity Affiliate footnote). Any material transactions in the intervening period are disclosed or accounted for in the current reporting period. Period costs included in selling, general and administrative (“SG&A”) expenses are recorded on a calendar-year basis.
Principles of ConsolidationThe consolidated financial statements include the accounts and operations of the Company and its wholly owned subsidiaries. All significant intercompany accounts and transactions have been eliminated.
Available-For-Sale InvestmentAvailable-for-sale investments are carried at fair value with the unrealized gains or losses, net of tax, included as a component of accumulated other comprehensive income (loss) in stockholders’ equity. Realized gains and losses and declines in value below cost judged to be other-than-temporary on such securities are included as a component of asset impairments expense in the consolidated statement of earnings. The fair values of available-for-sale investments are based on quoted market prices.
Foreign Currency TranslationAll of the Company’s international subsidiaries use their local currency as their functional currency. Revenue and expense accounts of foreign subsidiaries are translated to U.S. dollars at average exchange rates, while assets and liabilities are translated to U.S. dollars at year-end exchange rates. Resulting translation adjustments, net of deferred taxes,tax, where applicable, are reported as accumulated foreign currency translation adjustments in stockholders’ equity and are recorded as a component of accumulated other comprehensive income.
Revenue RecognitionRevenue from services is recognized as services are provided by the temporary or contract employees. Revenue from permanent placement services is recognized at the time the permanent placement candidate begins full-time employment. Revenue from other fee-based consulting services is recognized when the services are provided. Provisions for sales allowances, based on historical experience, are recognized at the time the related sale is recognized as a reduction in revenue from services.services, and are included in the allowance for uncollectible accounts receivable.
Allowance for Uncollectible Accounts ReceivableThe Company records an allowance for uncollectible accounts receivable based on historical loss experience, customer payment patterns and current economic trends. The reserve for sales allowances, as discussed above, is also included in the allowance for uncollectible accounts receivable. The Company reviews the adequacy of the allowance for uncollectible accounts receivable on a quarterly basis and, if necessary, increases or decreases the balance by recording a charge or credit to SG&A expenses.
Cost of ServicesCost of services are those costs directly associated with the earning of revenue. The primary examples of these types of costs are temporary employee wages, along with associated payroll taxes, temporary employee benefits, such as service bonus and holiday pay, and workers’ compensation costs. These costs differ fundamentally from SG&A expenses in that they arise specifically from the action of providing our services to customers whereas SG&A costs are incurred regardless of whether or not we place temporary employees with our customers.
Effective with the first quarter of 2012, certain vendor management and other technology costs which were previously included in SG&A expenses are now included in cost of services, and 2011 and 2010 results were revised to conform to this presentation. The only effect of this change was to increase cost of services and decrease SG&A expenses (and gross profit) by $10.8 million in 2011 and $7.6 million in 2010 from those amounts previously reported in 2011 and 2010.
Advertising ExpensesAdvertising expenses from continuing operations, which are expensed as incurred and are included in SG&A expenses, were $8.5 million in 2012, $7.5 million in 2011 and $7.0 million in 2010, $7.1 million in 20092010.
49
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and $11.1 million in 2008.Subsidiaries
Use of EstimatesThe preparation of financial statements in conformity with generally accepted accounting principles requires management to make estimates and assumptions that affect the reported amounts in the consolidated financial statements and accompanying notes. Estimates are used for, but not limited to, the accounting for the allowance for uncollectible accounts receivable, workers’ compensation, goodwill and long-lived asset impairment, litigation costs and income taxes. Actual results could differ materially from those estimates.
50
Cash and EquivalentsCash and equivalents are stated at fair value. The Company considers securities with original maturities of three months or less to be cash and equivalents.
Property and EquipmentProperty and equipment are stated at cost and are depreciated over their estimated useful lives, principally by the straight-line method. Cost and estimated useful lives of property and equipment by function are as follows:
| Category | 2010 | 2009 | Life | |||||||
| (In millions of dollars) | ||||||||||
| Land | $ | 3.8 | $ | 3.8 | — | |||||
| Work in process | 7.0 | 8.2 | — | |||||||
| Buildings and improvements | 55.2 | 55.0 | 15 to 45 years | |||||||
| Computer hardware and software | 183.4 | 181.0 | 3 to 12 years | |||||||
| Equipment, furniture and fixtures | 33.9 | 36.9 | 5 years | |||||||
| Leasehold improvements | 36.0 | 37.9 | The lesser of the life of the lease or 5 years. | |||||||
| Total property and equipment | $ | 319.3 | $ | 322.8 | ||||||
| Category | 2012 | 2011 | Life | |||||||||||
| (In millions of dollars) | ||||||||||||||
| Land | $ | 3.8 | $ | 3.8 | - | |||||||||
| Work in process | 7.2 | 8.6 | - | |||||||||||
| Buildings and improvements | 56.5 | 55.5 | 15 | to | 45 years | |||||||||
| Computer hardware and software | 202.3 | 190.0 | 3 | to | 12 years | |||||||||
| Equipment, furniture and fixtures | 33.0 | 33.6 | 5 | years | ||||||||||
| Leasehold improvements | 34.8 | 35.4 | The lesser of the life of the lease or 5 years. | |||||||||||
| Total property and equipment | $ | 337.6 | $ | 326.9 | ||||||||||
The Company capitalizes external costs and internal payroll costs incurred in the development of software for internal use as required by the Internal-Use Software Subtopic of the Financial Accounting Standards Board (“FASB”) Accounting Standards Codification (“ASC”). Work in process represents capitalized costs for internal use software not yet in service and is included with computer hardware, softwarein property and otherequipment on the consolidated balance sheet. Depreciation expense from continuing operations was $19.0 million for 2012, $28.9 million for 2011 and $31.3 million for 2010, $36.0 million for 2009 and $41.4 million for 2008.2010.
Operating LeasesThe Company recognizes rent expense on a straight-line basis over the lease term. This includes the impact of both scheduled rent increases and free or reduced rents (commonly referred to as “rent holidays”). The Company records allowances provided by landlords for leasehold improvements as deferred rent in the consolidated balance sheet and as operating cash flows in the consolidated statement of cash flows.
Goodwill and Other Intangible AssetsGoodwill represents the excess of the purchase price over the fair value of net assets acquired. Purchased intangible assets with definite lives are recorded at estimated fair value at the date of acquisition and are amortized over their respective useful lives (from 3 to 15 years) on a straight-line basis or, where appropriate, on an accelerated basis commensurate with the related cash flows.
Impairment of Long-Lived Assets and Intangible AssetsThe Company evaluates long-lived assets and intangible assets with definite lives for impairment whenever events or changes in circumstances indicate that the carrying amount of an asset may not be recoverable. When estimated undiscounted future cash flows will not be sufficient to recover an asset’s carrying amount, the asset is written down to its estimated fair value. Assets to be disposed of by sale, if any, are reported at the lower of the carrying amount or estimated fair value less cost to sell.
We test goodwill for impairment at the reporting unit level annually and whenever events or circumstances make it more likely than not that an impairment may have occurred. We have determined that our reporting units are the same as our operating and reportable segments based on our organizational structure and the financial information that is provided to and reviewed by management. GoodwillWe may use a qualitative assessment for one or more reporting units for the annual goodwill impairment test if we have determined that it is more likely than not that the fair value of the reporting unit(s) is more than their carrying value.
50
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
For reporting units where the qualitative assessment is not used, goodwill is tested for impairment using a two-step process. In the first step, the estimated fair value of a reporting unit is compared to its carrying value. If the estimated fair value of a reporting unit exceeds the carrying value of the net assets assigned to a reporting unit, goodwill is not considered impaired and no further testing is required.
If the carrying value of the net assets assigned to a reporting unit exceeds the estimated fair value of a reporting unit, a second step of the impairment test is performed in order to determine the implied fair value of a reporting unit’s goodwill. If the carrying value of a reporting unit’s goodwill exceeds its implied fair value, goodwill is deemed impaired and is written down to the extent of the difference.
51
Accounts PayableIncluded in accounts payable are outstanding checks in excess of funds on deposit. Such amounts totaled $10.2$22.2 million and $21.7$18.9 million at year-end 20102012 and 2009,2011, respectively.
Accrued Payroll and Related TaxesIncluded in accrued payroll and related taxes are outstanding checks in excess of funds on deposit. Such amounts totaled $6.4$5.3 million and $6.3$6.6 million at year-end 20102012 and 2009,2011, respectively. Payroll taxes for temporary employees are recognized proportionately to direct wages for interim periods based on expected full-year amounts.
Income TaxesThe Company accounts for income taxes using the liability method. Under this method, deferred tax assets and liabilities are recognized for the expected tax consequences of temporary differences between the tax bases of assets and liabilities and their reported amounts. Valuation allowances are provided against deferred tax assets when it is more likely than not that some portion or all of the deferred tax asset will not be realized.
Uncertain tax positions that are taken or expected to be taken in a tax return are recognized in the financial statements when it is more likely than not (i.e., a likelihood of more than fifty percent) that the position would be sustained upon examination by tax authorities that have full knowledge of all relevant information. A recognized tax position is then measured at the largest amount of benefit that is greater than fifty percent likely of being realized upon ultimate settlement.
Interest and penalties related to income taxes are accounted for as income tax expense.
Stock-Based CompensationThe The Company may grant restricted stock awards and units (collectively, "restricted stock"), stock options (both incentive and nonqualified), stock appreciation rights and performance awards to key employees utilizing the Company’s Class A stock. The Company utilizes the market price on the date of grant as the fair market value for restricted stock awards and estimates the fair value of stock option awards on the date of grant using an option-pricing model. The value of awards that are ultimately expected to vest is recognized as expense over the requisite service periods in SG&A expense in the Company’s consolidated statements of earnings.
Earnings Per ShareRestricted stock awards that entitle their holders to receive nonforfeitable dividends before vesting are considered participating securities and, therefore, included in the calculation of earnings per share using the two-class method. The two-class method is an earnings allocation formula that determines earnings per share for each class of common stock and participating security according to dividends declared and participation rights in undistributed earnings. Under this method, earnings from continuing operations (or net earnings) is reduced by the amount of dividends declared, and the remaining undistributed earnings is allocated to common stock and participating securities based on the proportion of each class’s weighted average shares outstanding to the total weighted average shares outstanding. The calculation of diluted earnings per share includes the effect of potential common shares outstanding in the average weighted shares outstanding.
51
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
Workers’ CompensationThe Company establishes accruals for workers’ compensation claims utilizing actuarial methods to estimate the undiscounted future cash payments that will be made to satisfy the claims. The estimates are based both on historical experience as well as current legal, economic and regulatory factors. When claims exceed insured limits and realization of the claim for recovery is deemed probable, the Company records a receivable from the insurance company for the excess amount. The receivable is included in other assets in the consolidated balance sheet. The Company regularly updates its estimates, and the ultimate cost of these claims may be greater than or less than the established accrual. During 2010,2012, due to favorable development of claims and payment data, the Company revised its estimate of the cost of outstanding workers’ compensation claims and, accordingly, reduced expense by $5.2$10.1 million. This compares to adjustments reducing prior year workers’ compensation claims by $2.8$5.6 million in 20092011 and $12.7$5.2 million in 2008.2010.
52
2. Fair Value Measurements
Trade accounts receivable, accounts payable, accrued liabilities, accrued payroll and related taxes and short-term borrowings approximate their fair values due to the short-term maturities of these assets and liabilities. As of January 2, 2011 and January 3, 2010, the carrying value of long-term debt (see Debt footnote), approximates the fair value. All long-term debt is classified as current as of January 2, 2011.liabilities.
Assets Measured at Fair Value on a Recurring Basis
The following tables present the assets carried at fair value as of January 2,year-end 2012 and 2011 and January 3, 2010 on the consolidated balance sheet by fair value hierarchy level, as described below. The Company carried no liabilities at fair value as of January 2, 2011 and January 3, 2010.
| Fair Value Measurements on a Recurring Basis | ||||||||||||||||
| As of January 2, 2011 | ||||||||||||||||
| Description | Total | Level 1 | Level 2 | Level 3 | ||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Money market funds | $ | 4.1 | $ | 4.1 | $ | — | $ | — | ||||||||
| Available-for-sale investment | 27.8 | 27.8 | — | — | ||||||||||||
| Forward exchange contracts, net | 0.7 | — | 0.7 | — | ||||||||||||
| Total assets at fair value | $ | 32.6 | $ | 31.9 | $ | 0.7 | $ | — | ||||||||
| Fair Value Measurements on a Recurring Basis | ||||||||||||||||
| As of January 3, 2010 | ||||||||||||||||
| Description | Total | Level 1 | Level 2 | Level 3 | ||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Money market funds | $ | 1.0 | $ | 1.0 | $ | — | $ | — | ||||||||
| Available-for-sale investment | 23.6 | 23.6 | — | — | ||||||||||||
| Total assets at fair value | $ | 24.6 | $ | 24.6 | $ | — | $ | — | ||||||||
Level 1 measurements consist of unadjusted quoted prices in active markets for identical assets or liabilities. Level 2 measurements include quoted prices in markets that are not active or model inputs that are observable either directly or indirectly for substantially the full term of the asset or liability. Level 3 measurements include significant unobservable inputs.
| Fair Value Measurements on a Recurring Basis | ||||||||||||||||
| As of Year-End 2012 | ||||||||||||||||
| Description | Total | Level 1 | Level 2 | Level 3 | ||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Money market funds | $ | 2.3 | $ | 2.3 | $ | - | $ | - | ||||||||
| Available-for-sale investment | 37.7 | 37.7 | - | - | ||||||||||||
| Total assets at fair value | $ | 40.0 | $ | 40.0 | $ | - | $ | - | ||||||||
| Fair Value Measurements on a Recurring Basis | ||||||||||||||||
| As of Year-End 2011 | ||||||||||||||||
| Description | Total | Level 1 | Level 2 | Level 3 | ||||||||||||
| (In millions of dollars) | ||||||||||||||||
| Money market funds | $ | 2.0 | $ | 2.0 | $ | - | $ | - | ||||||||
| Available-for-sale investment | 27.1 | 27.1 | - | - | ||||||||||||
| Total assets at fair value | $ | 29.1 | $ | 29.1 | $ | - | $ | - | ||||||||
Money market funds as of January 2,year-end 2012 and 2011 represent investments in money market accounts, of which $2.9 million is included in cash and equivalents and $1.2 million of restricted cash is included in prepaid expenses and other current assets on the consolidated balance sheet. Money market funds as of January 3, 2010 represent investments in money market accounts, all of which are restricted cash and are included in prepaid expenses and other current assets on the consolidated balance sheet. The valuations were based on quoted market prices of those accounts as of the respective period end.
52
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
2. Fair Value Measurements (continued)
Available-for-sale investment represents the Company’s investment in Temp Holdings Co., Ltd.Ltd. (“Temp Holdings”) and is included in other assets on the consolidated balance sheet. The valuation is based on the quoted market price of Temp Holdings stock on the Tokyo Stock Exchange as of the period end. The unrealized gain of $1.0$13.1 million pretax and net of tax for the year ended January 2, 20112012 and $1.6unrealized loss of $2.1 million pretax and net of tax for the year ended January 3, 20102011 was recorded in other comprehensive income, as well as in accumulated other comprehensive income, a component of stockholders’ equity.
53
Assets Measured at Fair Value on a Nonrecurring Basis
For the Americas Commercial and PT reporting units in 2012, we completed a qualitative assessment for the annual goodwill impairment test and determined it was more likely than not that the fair value of the reporting units was more than its carrying value. In conducting the qualitative assessment, we assessed the totality of relevant events and circumstances that affect the fair value or carrying value of a reporting unit. Such events and circumstances included macroeconomic conditions, industry and competitive environment considerations, overall financial performance, reporting unit specific events and market considerations. We considered recent valuations of our reporting units, including the magnitude of the difference between the most recent fair value estimate and the carrying value. We considered both positive and adverse events and circumstances and assessed the extent to which each of the events and circumstances identified affected the comparison of a reporting unit's fair value with its carrying value.
For the APAC PT and OCG reporting units in 2012 and all reporting units in 2011, we completed a step one quantitative test and the estimated fair value of each reporting unit significantly exceeded its related carrying value.
Our analysis used significant assumptions by segment, including: expected future revenue and expense growth rates, profit margins, cost of capital, discount rate and forecasted capital expenditures. Our revenue projections assumed near-term growth consistent with current year results, followed by long-term modest growth. Assumptions and estimates about future cash flows and discount rates are complex and subjective. They can be affected by a variety of factors, including external factors such as industry and economic trends, and internal factors such as changes in our business strategy and internal forecasts. Our revenue projections assumedFor example, a moderate recovery10% reduction in our growth rate assumptions would not result in the near term, followed by long-term modest growth.estimated fair value falling below book value for any of our segments.
In 2012, management made the seconddecision to abandon the PeopleSoft billing system implementation project in the U.S., Canada and Puerto Rico and accordingly, recorded impairment charges of $3.1 million representing previously capitalized costs associated with this project. In 2010, management assessed the viability of certain incomplete software projects in Europe and the U.S. Based on the estimated costs to complete, management terminated the projects and recorded impairment charges of $2.0 million. After the impairment charges, there were no amounts remaining on our consolidated balance sheet related to these software projects.
3. Acquisition
To establish the Company’s presence in the Brazilian market, we acquired the stock of Tradição Planejamento e Tecnologia de Serviços S.A. and Tradição Tecnologia e Serviços Ltda. (collectively, “Tradição”), a national service provider in Brazil, during the fourth quarter of 2009, due to significantly worse than anticipated economic conditions and the impacts to our business, we revised our internal forecasts2011 for all of our segments, which we deemed to be a triggering event for purposes of assessing goodwill for impairment. Accordingly, goodwill at all of our reporting units was tested for impairment$6.6 million in the second quarter of 2009. As a result, we recorded a goodwill impairment loss of $50.5 million, of which $16.4 million related tocash. Tradição is included the Americas Commercial reporting unit, $22.0 million related to the EMEA PT reporting unit and $12.1 million related to the APAC Commercial reporting unit. The expense was recorded in the asset impairments line on the consolidated statement of earnings.operating segment.
54
53
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
3. Acquisition (continued)
The following table summarizes the estimated fair valuevalues of the assets acquired and liabilities assumed as of the date of the acquisition along with measurement period adjustments recognized during 2012:
| Original | Revised | |||||||||||
| Allocation | Adjustments | Allocation | ||||||||||
| (In millions of dollars) | ||||||||||||
| Current assets | $ | 6.3 | $ | - | $ | 6.3 | ||||||
| Goodwill | 22.9 | (0.1 | ) | 22.8 | ||||||||
| Identified intangibles | 5.3 | 0.4 | 5.7 | |||||||||
| Other noncurrent assets | 0.7 | - | 0.7 | |||||||||
| Current liabilities | (14.4 | ) | (0.6 | ) | (15.0 | ) | ||||||
| Noncurrent liabilities | (14.2 | ) | 0.3 | (13.9 | ) | |||||||
| Total purchase price | $ | 6.6 | $ | - | $ | 6.6 | ||||||
The acquisition adjustments relate to changes in Tradição’s estimated identified intangibles balance, acquired contingency reserves and tax liabilities assumed.
Included in the assets purchased was approximately $5.0 million of intangible assets associated with customer lists. These assets will be amortized over approximately 7 years based on the expected cash flows and will have no residual value.
4. Restructuring
In December 2012, the Chief Executive Officer of Kelly Services, Inc. authorized a restructuring plan for our EMEA Commercial reporting unitoperations (“2012 Plan”). The 2012 Plan was less than its carrying value. As athe result we recognized a goodwill impairment loss of $50.4 millionmanagement’s strategic review of operations in EMEA, which identified under-performing locations and the EMEA Commercial reporting unit during the fourth quarter of 2008. This expense was recorded in the asset impairments line on the consolidated statement of earnings. Additionally, the Company tested its long-lived assets in the U.K.opportunity for impairment as of December 28, 2008, resulting in an impairment charge of $11.4 million, which was recorded in the asset impairments line of the Company’s consolidated statement of earnings. The impairment primarily included computer software and leasehold improvements.operational cost savings.
Restructuring costs incurred in 2012 totaled income of $0.9 million. This amount is comprised of the following: $2.0 million of severance and lease termination costs for EMEA Commercial operations which are in the process of closure or consolidation under the 2012 Plan, and income of $2.9 million related to revisions of the estimated lease termination costs for EMEA Commercial branches that closed in prior years (“Prior Years’ Plans”). Restructuring costs incurred in 2011 amounted to expense of $2.8 million and relate to restructuring costs under the Prior Years’ Plans. Restructuring costs incurred in 2010 totaledamounted to expense of $7.2 million and primarily related to severance costs for the corporate headquarters and severance and lease termination costs for branches in the EMEA Commercial and APAC Commercial segments that were in the process of closure at the end of 2009. Restructuring costs totaled $29.9 million in 2009 and $6.5 million in 2008, and primarily related to global severance, lease terminations, asset write-offs and other miscellaneous costs incurred in connection with the reduction of approximately 1,900 permanent employees and the consolidation, sale or closure of approximately 240 branch locations. These costs were reported as a component of SG&A expenses. Total costs incurred since July 2008 for the restructuring program amounted to $43.6 million.
54
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
4. Restructuring (continued)
A summary of our balance sheet accrual related to the global restructuring costs follows (in millions of dollars):
| Balance as of December 28, 2008 | $ | 4.1 | ||
| Additions charged to operations | 29.9 | |||
| Noncash charges | (1.6 | ) | ||
| Reductions for cash payments | (19.7 | ) | ||
| Balance as of January 3, 2010 | $ | 12.7 | ||
| Additions charged to operations | 7.2 | |||
| Noncash charges | (0.1 | ) | ||
| Reductions for cash payments | (15.1 | ) | ||
| Balance as of January 2, 2011 | $ | 4.7 | ||
| Balance as of year-end 2010 | $ | 4.7 | ||
| Amounts charged to operations - Prior Years' Plans | 2.8 | |||
| Reductions for cash payments | (3.0 | ) | ||
| Balance as of year-end 2011 | 4.5 | |||
| Amounts credited to operations - Prior Years' Plans | (2.9 | ) | ||
| Amounts charged to operations - 2012 Plan | 2.0 | |||
| Reductions for cash payments | (1.2 | ) | ||
| Balance as of year-end 2012 | $ | 2.4 |
The remaining balance of $4.7$2.4 million as of January 2, 2011year-end 2012 represents primarily severance and future lease payments and is expected to be paid by 2016.2015. On a quarterly basis, the Company reassesses the accrual associated with restructuring costs and adjusts it as necessary.
55
5. Investment in Equity Affiliate
In 2012, we purchased the remaining 30% noncontrolling interest in our China subsidiaries, and recorded a charge to paid-in capital of $1.2 million for the difference between the carrying value of the noncontrolling interest and the fair value of the consideration provided.
On July 24, 2012, we entered into an agreement with Temp Holdings Co., Ltd. (“Temp Holdings”) to form a venture, TS Kelly Workforce Solutions (“TS Kelly”), in order to expand both companies’ presence in North Asia. On November 1, 2012, we contributed our China, Hong Kong and South Korea subsidiaries in exchange for a 49% ownership interest in TS Kelly. Consequently, we deconsolidated the operations of those entities and recorded a $5.1 million investment in other assets on the consolidated balance sheet, which represented the fair value of our ownership interest in TS Kelly at year-end 2012. The operating results of our interest in TS Kelly will be accounted for on a one-quarter lag under the equity method; accordingly, our consolidated financial statements for 2012 do not include operating results for TS Kelly.
We recorded a loss of $0.7 million in other expense, net, which represented the difference between the carrying value of net assets contributed to the venture and the fair value of our retained investment in TS Kelly. As part of this transaction, we allocated a pro-rata share of goodwill related to the contributed entities in our APAC PT and OCG segments amounting to $0.6 million.
The amount due to or due from TS Kelly is immaterial as of year-end 2012.
55
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
6. Goodwill
The changes in the net carrying amount of goodwill for the fiscal year 2009 were as follows:years 2012 and 2011 are included in the tables below. See Acquisition footnote for a description of adjustments to Americas Commercial goodwill and Investment in Equity Affiliate footnote for a description of adjustments to APAC PT and OCG goodwill.
| Goodwill, Net | Accumulated Impairment Losses | |||||||||||||||||||||||
| Balance | Balance | Balance | Balance | |||||||||||||||||||||
| as of | Impairment | as of | as of | Impairment | as of | |||||||||||||||||||
| Dec. 28, 2008 | Losses | Jan. 3, 2010 | Dec. 28, 2008 | Losses | Jan. 3, 2010 | |||||||||||||||||||
| (In millions of dollars) | (In millions of dollars) | |||||||||||||||||||||||
Americas | ||||||||||||||||||||||||
| Americas Commercial | $ | 16.4 | $ | (16.4 | ) | $ | — | $ | — | $ | (16.4 | ) | $ | (16.4 | ) | |||||||||
| Americas PT | 39.2 | — | 39.2 | — | — | — | ||||||||||||||||||
| Total Americas | 55.6 | (16.4 | ) | 39.2 | — | (16.4 | ) | (16.4 | ) | |||||||||||||||
EMEA | ||||||||||||||||||||||||
| EMEA Commercial | — | — | — | (50.4 | ) | — | (50.4 | ) | ||||||||||||||||
| EMEA PT | 22.0 | (22.0 | ) | — | — | (22.0 | ) | (22.0 | ) | |||||||||||||||
| Total EMEA | 22.0 | (22.0 | ) | — | (50.4 | ) | (22.0 | ) | (72.4 | ) | ||||||||||||||
APAC | ||||||||||||||||||||||||
| APAC Commercial | 12.1 | (12.1 | ) | — | — | (12.1 | ) | (12.1 | ) | |||||||||||||||
| APAC PT | 1.8 | — | 1.8 | — | — | — | ||||||||||||||||||
| Total APAC | 13.9 | (12.1 | ) | 1.8 | — | (12.1 | ) | (12.1 | ) | |||||||||||||||
| OCG | 26.3 | — | 26.3 | — | — | — | ||||||||||||||||||
| Consolidated Total | $ | 117.8 | $ | (50.5 | ) | $ | 67.3 | $ | (50.4 | ) | $ | (50.5 | ) | $ | (100.9 | ) | ||||||||
Goodwill, Gross | Accumulated Impairment | Adjustments to | Goodwill, Gross | Accumulated Impairment | Goodwill, Net | |||||||||||||||||||
| (In millions of dollars) | ||||||||||||||||||||||||
| Americas | ||||||||||||||||||||||||
| Americas Commercial | $ | 39.3 | $ | (16.4 | ) | $ | (0.1 | ) | $ | 39.2 | $ | (16.4 | ) | $ | 22.8 | |||||||||
| Americas PT | 39.2 | - | - | 39.2 | - | 39.2 | ||||||||||||||||||
| Total Americas | 78.5 | (16.4 | ) | (0.1 | ) | 78.4 | (16.4 | ) | 62.0 | |||||||||||||||
| EMEA | ||||||||||||||||||||||||
| EMEA Commercial | 50.4 | (50.4 | ) | - | 50.4 | (50.4 | ) | - | ||||||||||||||||
| EMEA PT | 22.0 | (22.0 | ) | - | 22.0 | (22.0 | ) | - | ||||||||||||||||
| Total EMEA | 72.4 | (72.4 | ) | - | 72.4 | (72.4 | ) | - | ||||||||||||||||
| APAC | ||||||||||||||||||||||||
| APAC Commercial | 12.1 | (12.1 | ) | - | 12.1 | (12.1 | ) | - | ||||||||||||||||
| APAC PT | 1.8 | - | (0.4 | ) | 1.4 | - | 1.4 | |||||||||||||||||
| Total APAC | 13.9 | (12.1 | ) | (0.4 | ) | 13.5 | (12.1 | ) | 1.4 | |||||||||||||||
| OCG | 26.3 | - | (0.2 | ) | 26.1 | - | 26.1 | |||||||||||||||||
| Consolidated Total | $ | 191.1 | $ | (100.9 | ) | $ | (0.7 | ) | $ | 190.4 | $ | (100.9 | ) | $ | 89.5 | |||||||||
Goodwill, Gross as of2010 | Accumulated ImpairmentYear-End 2010 | Adjustments toGoodwill | Goodwill, Gross as of2011 | Accumulated ImpairmentYear-End 2011 | Goodwill, Net as of2011 | |||||||||||||||||||
| (In millions of dollars) | ||||||||||||||||||||||||
| Americas | ||||||||||||||||||||||||
| Americas Commercial | $ | 16.4 | $ | (16.4 | ) | $ | 22.9 | $ | 39.3 | $ | (16.4 | ) | $ | 22.9 | ||||||||||
| Americas PT | 39.2 | - | - | 39.2 | - | 39.2 | ||||||||||||||||||
| Total Americas | 55.6 | (16.4 | ) | 22.9 | 78.5 | (16.4 | ) | 62.1 | ||||||||||||||||
| EMEA | ||||||||||||||||||||||||
| EMEA Commercial | 50.4 | (50.4 | ) | - | 50.4 | (50.4 | ) | - | ||||||||||||||||
| EMEA PT | 22.0 | (22.0 | ) | - | 22.0 | (22.0 | ) | - | ||||||||||||||||
| Total EMEA | 72.4 | (72.4 | ) | - | 72.4 | (72.4 | ) | - | ||||||||||||||||
| APAC | ||||||||||||||||||||||||
| APAC Commercial | 12.1 | (12.1 | ) | - | 12.1 | (12.1 | ) | - | ||||||||||||||||
| APAC PT | 1.8 | - | - | 1.8 | - | 1.8 | ||||||||||||||||||
| Total APAC | 13.9 | (12.1 | ) | - | 13.9 | (12.1 | ) | 1.8 | ||||||||||||||||
| OCG | 26.3 | - | - | 26.3 | - | 26.3 | ||||||||||||||||||
| Consolidated Total | $ | 168.2 | $ | (100.9 | ) | $ | 22.9 | $ | 191.1 | $ | (100.9 | ) | $ | 90.2 | ||||||||||
56
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and January 3, 2010 was $168.2 million.Subsidiaries
7. Other Assets
Included in other assets are the following:
| 2010 | 2009 | |||||||
| (In millions of dollars) | ||||||||
| Deferred compensation plan (See Retirement Benefits footnote) | $ | 87.8 | $ | 78.3 | ||||
| Available-for-sale investment (See Fair Value Measurements footnote) | 27.8 | 23.6 | ||||||
| Workers’ compensation receivable | 14.3 | 10.8 | ||||||
| Intangibles, net of accumulated amortization of $18.1 million and $15.3 million, respectively | 9.1 | 13.0 | ||||||
| Other | 15.5 | 16.5 | ||||||
| Other assets | $ | 154.5 | $ | 142.2 | ||||
| 2012 | 2011 | |||||||
| (In millions of dollars) | ||||||||
| Deferred compensation plan (See Retirement Benefits footnote) | $ | 106.3 | $ | 88.2 | ||||
| Available-for-sale investment (See Fair Value Measurements footnote) | 37.7 | 27.1 | ||||||
| Workers' compensation receivable | 15.0 | 15.1 | ||||||
Intangibles, net of accumulated amortization of $21.8 million and $20.2 million, respectively | 8.1 | 11.9 | ||||||
| Investment in equity affiliate (See Investment in Equity Affiliate footnote) | 5.1 | - | ||||||
| Other | 8.7 | 9.8 | ||||||
| Other assets | $ | 180.9 | $ | 152.1 | ||||
Intangible amortization expense which is included in SG&A expenses, was $3.3 million, $2.5 million and $3.6 million $4.9 millionin 2012, 2011 and $4.6 million in 2010, 2009 and 2008, respectively. Included in accumulated amortization as of year-end 2009 is $2.2 million related to the impairment of intangible assets in Japan and Europe.
56
Short-Term Debt
The Company has a $90$150 million revolving credit facility (“facility”(the “Facility”) that is secured by the assetswith a termination date of the Company and has a three-year term, maturing on September 28, 2012.March 31, 2016. The facilityFacility allows for borrowings in various currencies and is used to fund working capital, acquisitions, and for general corporate purposes. The interest rate applicable toneeds.
At year-end 2012, there were no borrowings under the facility atFacility and a remaining capacity of $150.0 million. At year-end 2010 and 2009 was 310 basis points over the London InterBank Offering Rate (“LIBOR”) in addition to a 40 bps facility fee. LIBOR rates vary by currency. Borrowings2011, borrowings under the facilityFacility were zero at year-end 2010, and $9.0$6.2 million, at year-end 2009, which carriedwith an interest rate of 5.35%.2.90%, and the Facility had a remaining capacity of $143.8 million. The facility containedFacility has a commitment fee of 25 basis points.
The Facility’s financial covenants and certain restrictions are described below, all of which were met at January 2, 2011.year-end 2012:
| · | The Company must maintain a certain minimum ratio of earnings before interest, taxes, depreciation, amortization and certain cash and non-cash charges that are non-recurring in nature (“EBITDA”) to interest expense (“Interest Coverage Ratio”) as of the end of any fiscal quarter. |
| · | The Company must maintain a certain maximum ratio of total indebtedness to the sum of net worth and total indebtedness at all times. |
| · | Dividends, stock buybacks and similar transactions are limited to certain maximum amounts based on the Interest Coverage Ratio. |
| · | The Company must adhere to other operating restrictions relating to the conduct of business, such as certain limitations on asset sales and the type and scope of investments. |
57
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and certain cash and non-cash charges that are non-recurring in nature (“EBITDA”) for the last twelve months of not less than negative $30 million as of the end of Q3 2009 and Q4 2009, negative $20 million as of the end of Q1 2010 and negative $7.5 million as of the end of Q2 2010. This covenant expired after Q2 2010.
Subsidiaries8. Debt (continued)
The Company must not allow its ratio of EBITDA to interest expense (“Interest Coverage Ratio”) for the last twelve months to be below 1.5 to 1.0 as of the end of Q3 2010, 3.0 to 1.0 as of the end of Q4 2010, and 3.5 to 1.0 as of the end of Q1 2011 and thereafter.
Under the Securitization Facility, the Company will sell certain trade receivables and related rights (“Receivables”), on a revolving basis, to the Receivables Entity. The Receivables Entity may from time to time sell an undivided variable percentage ownership interest in the Receivables. The Securitization Facility also allows for the issuance of standby letters of credit (“SBLC”). The Securitization Facility contains a cross-default clause that could result in a termination of the facility if defaults occur under our other loan agreements. The Securitization Facility also contains certain restrictions based on the performance of the Receivables.
As of January 2, 2011,year-end 2012, the Securitization Facility carried $17.0$63.0 million of short-term borrowings at a rate of 1.57%.1.40%, $55.0 million of SBLCs related to workers’ compensation and a remaining capacity of $32.0 million. The interest rate applicable to borrowings under the Securitization Facility at year-end 2012 was 55 basis points over the cost of commercial paper, in addition to a facility fee of 60 basis points. As of January 3, 2010,year-end 2011, the Securitization Facility carried $55.0$84.0 million of short-term borrowings at a rate of 1.87%. The cost1.43%, SBLCs of borrowings on this facility varies on a daily basis. At year-end 2010 and 2009, the Securitization Facility also contained $45.7$50.1 million and $44.3 million, respectively, of SBLCs related to workers’ compensation. Thecompensation and remaining capacity on the facility was $37.3 million at year-end 2010 and $0.7 million at year-end 2009.
57
The Receivables Entity’s sole business consists of the purchase or acceptance through capital contributions of trade accounts receivable and related rights from the Company. As described above, the Receivables Entity may retransfer these receivables or grant a security interest in those receivables under the terms and conditions of the Receivables Purchase Agreement. The Receivables Entity is a separate legal entity with its own creditors who would be entitled, if it were ever liquidated, to be satisfied out of its assets prior to any assets or value in the Receivables Entity becoming available to its equity holders. The assets of the Receivables Entity are not available to pay creditors of the Company or any of its other subsidiaries. The assets and liabilities of the Receivables Entity are included in the consolidated financial statements of the Company.
The Company has additionalhad unsecured, uncommitted one-yearshort-term local credit facilities that total $11.2totaled $12.9 million as of January 2, 2011.year-end 2012. Borrowings under these lines totaled $0.1$1.1 million and $1.0$6.1 million at year-end 20102012 and 2009,2011, respectively. The interest rate for these borrowings was 5.0%9.56% at January 2, 2011year-end 2012 and 2.2%13.4% at January 3, 2010.year-end 2011.
58
58
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
9. Retirement Benefits
The Company provides a qualified defined contribution plan covering substantially all U.S.-based full-time employees, except officers and certain other management employees. Upon approval by the Board of Directors, a discretionary contribution based on eligible wages may be funded annually. Discretionary contributions, which were suspended in 2008 and 2009, were reinstated in 2010. The plan also offers a savings feature with Company matching contributions. Company matching contributions were suspended as of October, 2009, and have beenwere reinstated effective January 2011. Assets of this plan are held by an independent trustee for the sole benefit of participating employees.
A nonqualified deferred compensation plan is provided for officers and certain other management employees. Upon approval by the Board of Directors, a discretionary contribution based on eligible wages may be made annually. Discretionary contributions, which were suspended in 2008 and 2009, were reinstated in 2010. This plan also includes provisions for salary deferrals and Company matching contributions. Company matching contributions were suspended as of February, 2009 and have beenwere reinstated effective January 2011.
The liability for the nonqualified plan was $88.0$110.6 million and $80.5$91.7 million as of year-end 20102012 and 2009,2011, respectively, and is included in current accrued payroll and related taxes and noncurrent accrued retirement benefits. The cost of participants’ earnings on this liability, which were charged toincluded in SG&A expenses, were earnings of $10.2 million in 2012, losses of $0.9 million in 2011 and earnings of $9.0 million in 2010 and $13.6 million in 2009, and losses of $25.3 million in 2008.2010. In connection with the administration of this plan, the Company has purchased company-owned variable universal life insurance policies insuring the lives of certain officers and key employees. The cash surrender value of these policies, which is based primarily on investments in mutual funds and can only be used for payment of the Company’s obligations related to the non-qualified deferred compensation plan noted above, was $87.8$106.3 million and $78.3$88.2 million at year-end 20102012 and 2009,2011, respectively. These investmentsThe cash surrender value of these insurance policies are included in other assets and are restricted for the specific use of funding this plan. Earnings on these assets, which were included in SG&A expenses, were $10.3 million in 2012, losses of $1.8 million in 2011 and earnings of $10.1 million in 2010 and $13.8 million in 2009, and losses of $24.3 million in 2008.2010.
The net expense from continuing operations for retirement benefits for both the qualified and nonqualified deferred compensation plans, including Company matching and discretionary contributions, totaled $9.7 million in 2012, $9.9 million in 2011 and $0.6 million in 2010, $0.6 million in 2009 and $3.7 million in 2008.2010.
In addition, the Company also has several defined benefit pension plans in locations outside of the United States. The total projected benefit obligation, assets and unfunded liability for these plans as of January 2, 2011,year-end 2012 were $11.9$14.2 million, $7.6$8.2 million and $4.3$6.0 million, respectively. The total projected benefit obligation, assets and unfunded liability for these plans as of January 3, 2010,year-end 2011 were $10.5$12.8 million, $6.9$7.0 million and $3.6$5.8 million, respectively. Total pension expense for these plans was $1.1 million, $0.9 million and $0.8 million $1.0 millionin 2012, 2011 and $0.5 million in 2010, 2009 and 2008, respectively. Pension contributions and the amount of accumulated other comprehensive income expected to be recognized in 20112013 are not significant.
59
59
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
10. Stockholders’ Equity
Common Stock
The authorized capital stock of the Company is 100,000,000 shares of Class A common stock and 10,000,000 shares of Class B common stock. Class A shares have no voting rights and are not convertible. Class B shares have voting rights and are convertible by the holder into Class A shares on a share-for-share basis at any time. Both classes of stock have identical rights in the event of liquidation.
Class A shares and Class B shares are both entitled to receive dividends, subject to the limitation that no cash dividend on the Class B shares may be declared unless the Board of Directors declares an equal or larger cash dividend on the Class A shares. As a result, a cash dividend may be declared on the Class A shares without declaring a cash dividend on the Class B shares.
During 2012 and 2011, the Company sold 1,576,169 shares of Kelly’s Class A common stock to Temp Holdings.made dividend payments totaling $7.6 million and $3.8 million, respectively. The shares were soldCompany made no dividend payments in a private transaction at $15.42 per share, which was the average of the closing prices of the Class A common stock for the five days from May 3, 2010 through May 7, 2010, and represented 4.8 percent of the outstanding Class A shares after the completion of the sale. As part of this transaction, Kelly added a representative of Temp Holdings to Kelly’s Board of Directors.2010.
Accumulated Other Comprehensive Income
The components of accumulated other comprehensive income at year-end 20102012 and 20092011 were as follows:
| 2010 | 2009 | |||||||
| (in millions of dollars) | ||||||||
| Cumulative translation adjustments, net of tax benefit of $2.1 million in 2010 and $1.6 million in 2009 | $ | 28.9 | $ | 25.3 | ||||
| Unrealized gain on marketable securities | 2.6 | 1.6 | ||||||
| Pension liability, net of tax benefit of $0.2 million in 2010 and $0.5 million in 2009 | (2.5 | ) | (1.8 | ) | ||||
| $ | 29.0 | $ | 25.1 | |||||
60
| 2012 | 2011 | |||||||
| (in millions of dollars) | ||||||||
| Cumulative translation adjustments, net of taxes | $ | 24.9 | $ | 19.3 | ||||
| Unrealized gain on marketable securities | 13.6 | 0.5 | ||||||
| Pension liability, net of taxes | (3.1 | ) | (3.6 | ) | ||||
| $ | 35.4 | $ | 16.2 | |||||
60
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
11. Earnings Per Share
The reconciliation of basic earnings per share on common stock for the year ended January 2,year-end 2012, 2011 and 2010 follows (in millions of dollars except per share data). Reconciliations for 2009 and 2008 are not applicable, since an allocation of the net loss in those years to participating securities would have an anti-dilutive effect on basic and diluted per share amounts.
| 2010 | ||||
| Net earnings | $ | 26.1 | ||
| Less: Earnings allocated to participating securities | (0.3 | ) | ||
| Net earnings available to common shareholders | $ | 25.8 | ||
| Earnings per share on common stock: | ||||
| Basic | $ | 0.71 | ||
| Diluted | 0.71 | |||
| Average common shares outstanding (millions) | ||||
| Basic | 36.1 | |||
| Diluted | 36.1 | |||
| 2012 | 2011 | 2010 | ||||||||||
| Earnings from continuing operations | $ | 49.7 | $ | 64.9 | $ | 26.1 | ||||||
| Less: Earnings allocated to participating securities | (1.3 | ) | (1.5 | ) | (0.3 | ) | ||||||
Earnings from continuing operations available to common shareholders | $ | 48.4 | $ | 63.4 | $ | 25.8 | ||||||
| Earnings (loss) from discontinued operations | $ | 0.4 | $ | (1.2 | ) | $ | - | |||||
| Less: Earnings (loss) allocated to participating securities | - | - | - | |||||||||
Earnings (loss) from discontinued operations available to common shareholders | $ | 0.4 | $ | (1.2 | ) | $ | - | |||||
| Net earnings | $ | 50.1 | $ | 63.7 | $ | 26.1 | ||||||
| Less: Earnings allocated to participating securities | (1.3 | ) | (1.5 | ) | (0.3 | ) | ||||||
| Net earnings available to common shareholders | $ | 48.8 | $ | 62.2 | $ | 25.8 | ||||||
| Basic earnings (loss) per share on common stock: | ||||||||||||
| Earnings from continuing operations | $ | 1.31 | $ | 1.72 | $ | 0.71 | ||||||
| Earning (loss) from discontinued operations | $ | 0.01 | $ | (0.03 | ) | $ | - | |||||
| Net earnings | $ | 1.32 | $ | 1.69 | $ | 0.71 | ||||||
| Diluted earnings (loss) per share on common stock: | ||||||||||||
| Earnings from continuing operations | $ | 1.31 | $ | 1.72 | $ | 0.71 | ||||||
| Earnings (loss) from discontinued operations | $ | 0.01 | $ | (0.03 | ) | $ | - | |||||
| Net earnings | $ | 1.32 | $ | 1.69 | $ | 0.71 | ||||||
| Average common shares outstanding (millions) | ||||||||||||
| Basic | 37.0 | 36.8 | 36.1 | |||||||||
| Diluted | 37.0 | 36.8 | 36.1 | |||||||||
Due to the fact that there were no potentially dilutive common shares outstanding during the period, the computations of basic and diluted earnings per share on common stock are the same for 2010, 20092012, 2011 and 2008.2010. Stock options representing 0.70.4 million, 0.90.6 million and 1.10.7 million shares for 2010, 20092012, 2011 and 2008,2010, respectively, were excluded from the computation of diluted earnings (loss) per share due to their anti-dilutive effect.
We have presented earnings per share for our two classes of common stock on a combined basis. This presentation is consistent with the earnings per share computations that result for each class of common stock utilizing the two-class method as described in ASC Topic 260, “Earnings Per Share”. The two-class method is an earnings allocation formula which determines earnings per share for each class of common stock according to the dividends declared (or accumulated) and participation rights in the undistributed earnings.
61
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
11. Earnings Per Share (continued)
In applying the two class method, we have determined that the undistributed earnings should be allocated to each class on a pro rata basis after consideration of all of the participation rights of the Class B shares (including voting and conversion rights) and our history of paying dividends equally to each class of common stock on a per share basis.
The Company’s Restated Certificate of Incorporation allows the Board of Directors to declare a cash dividend to Class A shares without declaring equal dividends to the Class B shares. Class B shares’ voting and conversion rights, however, effectively allow the Class B shares to participate in dividends equally with Class A shares on a per share basis.
The Class B shares are the only shares with voting rights. The Class B shareholders are therefore able to exercise voting control with respect to all matters requiring stockholder approval, including the election of or removal of directors. The Board of Directors has historically declared and the Company historically has paid equal per share dividends on both the Class A and Class B shares. Each class has participated equally in all dividends declared since 1987.
In addition, Class B shares are convertible, at the option of the holder, into Class A shares on a one for one basis. As a result, Class B shares can participate equally in any dividends declared on the Class A shares by exercising their conversion rights.
61
Under the Equity Incentive Plan (the “Plan”), the Company may grant stock options (both incentive and nonqualified), stock appreciation rights, restricted stock awards and performance awards to key employees utilizing the Company’s Class A stock. The Plan provides that the maximum number of shares available for grants is 10 percent of the outstanding Class A stock, adjusted for Plan activity over the preceding five years. Shares available for future grants at January 2, 2011year-end 2012 under the Equity Incentive Plan were 1,888,532.1,608,520. The Company issues shares out of treasury stock to satisfy stock-based awards. The Company has no intent to repurchase additional shares for the purpose of satisfying stock-based awards.
In 2010, 20092012, 2011 and 2008,2010, the Company recognized stock-based compensation cost of $4.2 million, $6.0 million, $5.7 million and $5.6$4.2 million, respectively, as well as related tax benefits of $1.6 million, $2.3 million, $2.2 million and $2.2$1.6 million, respectively.
Restricted Stock Awards
Restricted stock, awards, which typically vestvests over a period of 3 to 5 years, areis issued to certain key employees and areis subject to forfeiture until the end of an established restriction period. The Company utilizes the market price on the date of grant as the fair market value of restricted stock awards and expenses the fair value on a straight-line basis over the vesting period.
A summary of the status of nonvested restricted stock awards under the Plan as of the year ended January 2, 2011year-end 2012 and changes during this period is presented as follows:
Restricted Stock | Weighted Average | |||||||||||||||
| Weighted | ||||||||||||||||
| Average | ||||||||||||||||
| Restricted | Grant Date | |||||||||||||||
| Stock | Fair Value | |||||||||||||||
| Nonvested at January 3, 2010 | 519,070 | $ | 21.92 | |||||||||||||
| Nonvested at year-end 2011 | 907,990 | $ | 17.41 | |||||||||||||
| Granted | 449,900 | 18.08 | 512,400 | 12.98 | ||||||||||||
| Vested | (226,640 | ) | 23.78 | (319,640 | ) | 17.88 | ||||||||||
| Forfeited | (33,925 | ) | 22.54 | (38,225 | ) | 15.89 | ||||||||||
| Nonvested at January 2, 2011 | 708,405 | $ | 18.85 | |||||||||||||
| Nonvested at year-end 2012 | 1,062,525 | $ | 15.19 | |||||||||||||
62
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
12. Stock-Based Compensation (continued)
As of January 2, 2011,year-end 2012, unrecognized compensation cost related to unvested restricted sharesstock totaled $11.0$13.6 million. The weighted average period over which this cost is expected to be recognized is approximately two years. The weighted average grant date fair value per share of restricted stock awards granted during 2012, 2011 and 2010 2009was $12.98, $16.84 and 2008 was $18.08, $12.82 and $20.61, respectively. The total fair market value of restricted sharesstock, which vested during 2012, 2011 and 2010 2009was $4.1 million, $3.7 million and 2008 was $3.4 million, $2.8 million and $3.7 million, respectively.
62
Stock Options
Under the terms of the Plan, stock options may not be granted at prices less than the fair market value on the date of grant, nor for a term exceeding 10 years, and typically vest over 3 years. The Company expenses the fair value of stock option grants on a straight-line basis over the vesting period. No stock options were granted in 2010, 20092012, 2011 and 2008.2010.
A summary of the status of stock option grants under the Plan as of the year ended January 2, 2011year-end 2012 and changes during this period is presented as follows:
| Weighted | ||||||||||||||||
| Weighted | Average | |||||||||||||||
| Average | Remaining | Aggregate | ||||||||||||||
| Exercise | Contractual | Intrinsic | ||||||||||||||
| Options | Price | Term (Years) | Value | |||||||||||||
| Outstanding at January 3, 2010 | 851,306 | $ | 25.09 | |||||||||||||
| Granted | — | — | ||||||||||||||
| Exercised | — | — | ||||||||||||||
| Forfeited | — | — | ||||||||||||||
| Expired | (206,270 | ) | 24.36 | |||||||||||||
| Outstanding at January 2, 2011 | 645,036 | $ | 25.32 | 2.29 | $ | — | ||||||||||
| Options exercisable at January 2, 2011 | 645,036 | $ | 25.32 | 2.29 | $ | — | ||||||||||
| Options | Weighted Average | Weighted Average | Aggregate Intrinsic | |||||||||||||
| Outstanding at year-end 2011 | 515,699 | $ | 25.41 | |||||||||||||
| Granted | - | - | ||||||||||||||
| Exercised | - | - | ||||||||||||||
| Forfeited | - | - | ||||||||||||||
| Expired | (123,100 | ) | 23.01 | |||||||||||||
| Outstanding at year-end 2012 | 392,599 | $ | 26.16 | 1.08 | $ | - | ||||||||||
| Options exercisable at year-end 2012 | 392,599 | $ | 26.16 | 1.08 | $ | - | ||||||||||
The table above includes 55,50046,500 of non-employee director shares outstanding at January 2, 2011.year-end 2012.
As of January 2, 2011,year-end 2012, there was no unrecognized compensation cost related to unvested stock options. No stock options were exercised in 2010, 20092012, 2011 and 2008.2010.
Windfall tax benefits, arising from stock-based compensation were insignificant. In 2008, windfall tax benefits totaled $0.1 million andwhich were included in the “Sale of stock and other“Other financing activities” component of net cash from financing activities in the consolidated statement of cash flows.flows, were insignificant for 2012, 2011 and 2010.
63
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
13. Other Expense, Net
Included in other expense, net are the following:
| 2010 | 2009 | 2008 | ||||||||||
| (In millions of dollars) | ||||||||||||
| Interest income | $ | 0.8 | $ | 1.3 | $ | 3.8 | ||||||
| Interest expense | (5.7 | ) | (4.1 | ) | (4.1 | ) | ||||||
| Dividend income | 0.4 | 0.6 | 0.7 | |||||||||
| Foreign exchange losses | (1.2 | ) | (0.5 | ) | (3.7 | ) | ||||||
| Other | 0.3 | 0.5 | (0.1 | ) | ||||||||
| Other expense, net | $ | (5.4 | ) | $ | (2.2 | ) | $ | (3.4 | ) | |||
| 2012 | 2011 | 2010 | ||||||||||
| (In millions of dollars) | ||||||||||||
| Interest income | $ | 1.0 | $ | 1.0 | $ | 0.8 | ||||||
| Interest expense | (3.4 | ) | (3.4 | ) | (5.7 | ) | ||||||
| Dividend income | 0.6 | 0.5 | 0.4 | |||||||||
| Foreign exchange (losses) gains | (1.0 | ) | 1.5 | (1.2 | ) | |||||||
Loss on investment in equity affiliate (See Investment in Equity Affiliate footnote) | (0.7 | ) | - | - | ||||||||
| Other | - | 0.3 | 0.3 | |||||||||
| Other expense, net | $ | (3.5 | ) | $ | (0.1 | ) | $ | (5.4 | ) | |||
Dividend income includes dividends earned on the Company’s investment in Temp Holdings (see Fair Value Measurements footnote). Foreign exchange losses in 2008 related to yen-denominated net debt for the Temp Holdings investment and ruble-denominated intercompany balances in Russia.
63
14. Income Taxes
Earnings (loss) from continuing operations before taxes for the years 2010, 20092012, 2011 and 20082010 were taxed under the following jurisdictions:
| 2010 | 2009 | 2008 | ||||||||||
| (in million of dollars) | ||||||||||||
| Domestic | $ | 27.3 | $ | (56.8 | ) | $ | 8.7 | |||||
| Foreign | 5.4 | (91.5 | ) | (82.4 | ) | |||||||
| Total | $ | 32.7 | $ | (148.3 | ) | $ | (73.7 | ) | ||||
| 2012 | 2011 | 2010 | ||||||||||
| (in million of dollars) | ||||||||||||
| Domestic | $ | 56.3 | $ | 36.7 | $ | 27.3 | ||||||
| Foreign | 12.5 | 20.9 | 5.4 | |||||||||
| Total | $ | 68.8 | $ | 57.6 | $ | 32.7 | ||||||
The provision for income taxes from continuing operations was as follows:
| 2010 | 2009 | 2008 | ||||||||||
| (in millions of dollars) | ||||||||||||
| Current tax expense: | ||||||||||||
| U.S. federal | $ | 6.2 | $ | (14.0 | ) | $ | (6.9 | ) | ||||
| U.S. state and local | 0.6 | 0.9 | 0.1 | |||||||||
| Foreign | 9.1 | 0.9 | 8.2 | |||||||||
| Total current | 15.9 | (12.2 | ) | 1.4 | ||||||||
| Deferred tax expense: | ||||||||||||
| U.S. federal | (11.3 | ) | (21.6 | ) | 5.5 | |||||||
| U.S. state and local | (0.3 | ) | (3.3 | ) | 1.3 | |||||||
| Foreign | 2.3 | (6.1 | ) | (0.2 | ) | |||||||
| Total deferred | (9.3 | ) | (31.0 | ) | 6.6 | |||||||
| Total provision | $ | 6.6 | $ | (43.2 | ) | $ | 8.0 | |||||
| 2012 | 2011 | 2010 | ||||||||||
| (in millions of dollars) | ||||||||||||
| Current tax expense: | ||||||||||||
| U.S. federal | $ | 1.4 | $ | 5.2 | $ | 6.2 | ||||||
| U.S. state and local | 3.0 | 1.8 | 0.6 | |||||||||
| Foreign | 10.0 | 13.0 | 9.1 | |||||||||
| Total current | 14.4 | 20.0 | 15.9 | |||||||||
| Deferred tax expense: | ||||||||||||
| U.S. federal | 4.7 | (33.3 | ) | (11.3 | ) | |||||||
| U.S. state and local | 0.9 | 1.1 | (0.3 | ) | ||||||||
| Foreign | (0.9 | ) | 4.9 | 2.3 | ||||||||
| Total deferred | 4.7 | (27.3 | ) | (9.3 | ) | |||||||
| Total provision | $ | 19.1 | $ | (7.3 | ) | $ | 6.6 | |||||
64
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
14. Income Taxes (continued)
Deferred taxes are comprised of the following:
| 2010 | 2009 | |||||||
| (in millions of dollars) | ||||||||
| Depreciation and amortization | $ | (5.0 | ) | $ | (7.7 | ) | ||
| Employee compensation and benefit plans | 49.4 | 41.1 | ||||||
| Workers’ compensation | 26.9 | 25.7 | ||||||
| Unrealized loss on securities | 7.7 | 7.0 | ||||||
| Loss carryforwards | 41.0 | 45.8 | ||||||
| Credit Carryforwards | 39.5 | 36.2 | ||||||
| Other, net | (4.8 | ) | (1.2 | ) | ||||
| Valuation allowance | (52.5 | ) | (52.7 | ) | ||||
| Net deferred tax assets | $ | 102.2 | $ | 94.2 | ||||
64
| 2012 | 2011 | |||||||
| (in millions of dollars) | ||||||||
| Depreciation and amortization | $ | (8.9 | ) | $ | (10.4 | ) | ||
| Employee compensation and benefit plans | 57.5 | 48.4 | ||||||
| Workers' compensation | 23.7 | 26.7 | ||||||
| Unrealized loss on securities | 2.3 | 8.3 | ||||||
| Loss carryforwards | 50.2 | 53.5 | ||||||
| Credit carryforwards | 60.5 | 68.6 | ||||||
| Other, net | (3.6 | ) | (1.4 | ) | ||||
| Valuation allowance | (58.4 | ) | (65.4 | ) | ||||
| Net deferred tax assets | $ | 123.3 | $ | 128.3 | ||||
The deferred tax balance is classified in the consolidated balance sheet as:
| 2010 | 2009 | |||||||
| (in millions of dollars) | ||||||||
| Current assets, deferred tax | $ | 22.4 | $ | 21.0 | ||||
| Noncurrent deferred tax asset | 84.0 | 77.5 | ||||||
| Current liabilities, income and other taxes | (1.5 | ) | (0.9 | ) | ||||
| Noncurrent liabilities, other long-term liabilities | (2.7 | ) | (3.4 | ) | ||||
| $ | 102.2 | $ | 94.2 | |||||
| 2012 | 2011 | |||||||
| (in millions of dollars) | ||||||||
| Current assets, deferred tax | $ | 44.9 | $ | 38.2 | ||||
| Noncurrent deferred tax asset | 82.8 | 94.1 | ||||||
| Current liabilities, income and other taxes | (3.3 | ) | (1.8 | ) | ||||
| Noncurrent liabilities, other long-term liabilities | (1.1 | ) | (2.2 | ) | ||||
| $ | 123.3 | $ | 128.3 | |||||
The differences between income taxes from continuing operations for financial reporting purposes and the U.S. statutory rate of 35% are as follows:
| 2010 | 2009 | 2008 | ||||||||||
| (in millions of dollars) | ||||||||||||
| Income tax based on statutory rate | $ | 11.4 | $ | (51.9 | ) | $ | (25.8 | ) | ||||
| State income taxes, net of federal benefit | 0.2 | (1.6 | ) | 0.9 | ||||||||
| General business credits | (11.7 | ) | (11.8 | ) | (11.3 | ) | ||||||
| Life insurance cash surrender value | (3.3 | ) | (4.6 | ) | 8.7 | |||||||
| Impairment | 0.2 | 15.6 | 25.1 | |||||||||
| Restructuring | 0.8 | 4.9 | 1.2 | |||||||||
| Foreign items | 0.8 | 5.7 | 7.9 | |||||||||
| Foreign business taxes | 4.5 | 0.4 | 1.3 | |||||||||
| Worthless stock benefit | (0.9 | ) | (3.6 | ) | — | |||||||
| Stock-based compensation | 0.7 | 1.1 | — | |||||||||
| Change in deferred tax realizability | 3.0 | — | (0.7 | ) | ||||||||
| Other, net | 0.9 | 2.6 | 0.7 | |||||||||
| Total | $ | 6.6 | $ | (43.2 | ) | $ | 8.0 | |||||
| 2012 | 2011 | 2010 | ||||||||||
| (in millions of dollars) | ||||||||||||
| Income tax based on statutory rate | $ | 24.1 | $ | 20.2 | $ | 11.4 | ||||||
| State income taxes, net of federal benefit | 2.6 | 1.9 | 0.2 | |||||||||
| General business credits | (7.9 | ) | (28.5 | ) | (11.7 | ) | ||||||
| Life insurance cash surrender value | (3.4 | ) | 0.9 | (3.3 | ) | |||||||
| Foreign items | 1.6 | (0.5 | ) | 1.7 | ||||||||
| Foreign business taxes | 4.5 | 4.7 | 4.5 | |||||||||
| Worthless stock | - | (7.7 | ) | (0.9 | ) | |||||||
| Non-deductible compensation | 1.2 | 1.5 | 1.1 | |||||||||
| Change in deferred tax realizability | (0.7 | ) | (0.6 | ) | 3.0 | |||||||
| Uncertain tax positions | (4.8 | ) | (0.7 | ) | 0.2 | |||||||
| Other, net | 1.9 | 1.5 | 0.4 | |||||||||
| Total | $ | 19.1 | $ | (7.3 | ) | $ | 6.6 | |||||
65
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
14. Income Taxes (continued)
General business credits primarily represent U.S. work opportunity credits and, in 2011 only, HIRE Act retention credits of $11.3 million. In 2012 the United States.work opportunity credit was available only for veterans and pre-2012 hires. The full credit was retroactively reinstated on January 2, 2013, resulting in a first quarter 2013 tax benefit of $9.3 million that would have been recognized in 2012 if the law had been in effect during that time. Foreign business taxes areinclude the French business tax and other taxes based on revenue less certain expenses and are classified as income taxes under ASC 740.Topic 740 (“ASC 740”), Income Taxes. The increase in 2010 is primarily due to the French business tax, which had been classified as a component of SG&A prior to 2010. The French government changed the business tax from an asset-based tax to an income-based tax, thereby requiring the classification of this tax as anCompany closed income tax for 2010.examinations in 2012, resulting in a $5.1 million benefit.
The Company has U.S. general business credit carryforwards of $37.8$59.3 million which will expire from 20282030 to 20302032 and foreign tax credit carryforwards of $1.7$1.2 million which will expire infrom 2019 and 2020.to 2022. The net tax effect of state and foreign loss carryforwards at January 2, 2011year-end 2012 totaled $41.0$50.2 million, which expire as follows (in millions of dollars):
| Year | Amount | |||
| 2011-2013 | $ | 0.9 | ||
| 2014-2016 | 3.1 | |||
| 2017-2020 | 2.8 | |||
| No expiration | 34.2 | |||
| Total | $ | 41.0 | ||
65
| Year | Amount | |||
| 2013 - 2015 | $ | 0.9 | ||
| 2016 - 2018 | 3.3 | |||
| 2019 - 2022 | 2.5 | |||
| 2023 - 2027 | 0.2 | |||
| 2028 - 2032 | 0.9 | |||
| No expiration | 42.4 | |||
| Total | $ | 50.2 | ||
The Company has established a valuation allowance for loss carryforwards and future deductible items in certain foreign jurisdictions. The valuation allowance is determined in accordance with the provisions of ASC Topic 740, (“ASC 740”), Income Taxes, which requires an assessment of both negative and positive evidence when measuring the need for a valuation allowance. The Company’s foreign losses in recent periods in these jurisdictions represented sufficient negative evidence to require a valuation allowance under ASC 740. The Company intends to maintain a valuation allowance until sufficient positive evidence exists to support realization of the foreign deferred tax assets.
Provision has not been made for U.S. or additional foreign income taxes on an estimated $26.2 $70.7 million of undistributed earnings of foreign subsidiaries, which are permanently reinvested. If suchthese earnings were to be remitted, management believes thatrepatriated, the Company would be subject to additional U.S. foreign tax credits would largely eliminate any such U.S. and foreign income taxes.
| 2010 | 2009 | 2008 | ||||||||||
| (in millions of dollars) | ||||||||||||
| Cumulative translation adjustments | $ | (0.3 | ) | $ | (3.5 | ) | $ | 5.9 | ||||
| Pension liability | (0.3 | ) | 0.1 | 0.3 | ||||||||
| Total | $ | (0.6 | ) | $ | (3.4 | ) | $ | 6.2 | ||||
66
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and other comprehensive income to be reduced by $1.5 million.Subsidiaries
14. Income Taxes (continued)
A reconciliation of the beginning and ending amount of unrecognized tax benefits is as follows:
| 2010 | 2009 | 2008 | ||||||||||
| (in millions of dollars) | ||||||||||||
| Balance at beginning of the year | $ | 6.8 | $ | 2.5 | $ | 3.7 | ||||||
| Additions based on tax positions related to the current year | — | 4.8 | 0.4 | |||||||||
| Additions for prior years’ tax positions | 0.1 | 0.4 | 0.5 | |||||||||
| Reductions for prior years’ tax positions | (0.3 | ) | (0.4 | ) | (0.9 | ) | ||||||
| Reductions for settlements | — | (0.2 | ) | (0.9 | ) | |||||||
| Reductions for expiration of statutes | (0.2 | ) | (0.3 | ) | (0.3 | ) | ||||||
| Balance at end of the year | $ | 6.4 | $ | 6.8 | $ | 2.5 | ||||||
| 2012 | 2011 | 2010 | ||||||||||
| (in millions of dollars) | ||||||||||||
| Balance at beginning of the year | $ | 7.8 | $ | 8.5 | $ | 8.9 | ||||||
| Additions for prior years' tax positions | 0.4 | 0.2 | 0.1 | |||||||||
| Reductions for prior years' tax positions | (5.3 | ) | (0.8 | ) | (0.3 | ) | ||||||
| Additions for settlements | - | 0.2 | - | |||||||||
| Reductions for settlements | - | (0.2 | ) | - | ||||||||
| Reductions for expiration of statutes | - | (0.1 | ) | (0.2 | ) | |||||||
| Balance at end of the year | $ | 2.9 | $ | 7.8 | $ | 8.5 | ||||||
If the $6.4$2.9 million in 2010, $6.82012, $7.8 million in 20092011 and $2.5$8.5 million in 20082010 of unrecognized tax benefits were recognized, they would have a favorable effect of $6.0$1.9 million in 2012, $6.7 million in 2011 and $7.3 million in 2010 $6.2 million in 2009 and $2.0 million in 2008 on the effectiveincome tax rate.
66
The Company recognizes both interest and penalties as part of the income tax provision. The Company recognized a benefit of $0.3 million in 2012 and expense of $0.1 million in 20102011 and a benefit of $0.2 million in 2009 and $0.5 million in 20082010 for interest and penalties. At year end, accruedAccrued interest and penalties were $0.6$0.2 million in 2010at year-end 2012 and $0.5 million in 2009.at year-end 2011.
The Company files income tax returns in the U.S. and in various states and foreign countries. InThe tax periods open to examination by the major taxing jurisdictions whereto which the Company operates, it is generally no longer subject to income tax examinations by tax authoritiesinclude the U.S. for fiscal years before 2003.2007 through 2012, Canada for fiscal years 2007 through 2012 and France for fiscal years 2010 through 2012.
The Company and its subsidiaries have various other income tax returns in the process of examination or administrative appeals or litigation.appeals. The unrecognized tax benefit and related interest and penalty balances include approximately $1.6$0.6 million for 2010 and $1.3 million for 20092012 related to tax positions which are reasonably possible to change within the next twelve months due to income tax audits, settlements and statute expirations.
67
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
15. Supplemental Cash Flow Information
Changes in operating assets and liabilities, net of acquisitions and the effect of deconsolidated entities, as disclosed in the statements of cash flows, for the fiscal years 2010, 20092012, 2011 and 2008,2010, respectively, were as follows:
| 2010 | 2009 | 2008 | ||||||||||
| (in millions of dollars) | ||||||||||||
| (Increase) decrease in trade accounts receivable | $ | (95.5 | ) | $ | 116.6 | $ | 28.9 | |||||
| Decrease (increase) in prepaid expenses and other current assets | 25.0 | (9.2 | ) | (19.7 | ) | |||||||
| Increase (decrease) in accounts payable and accrued liabilities | 0.4 | (59.0 | ) | 72.3 | ||||||||
| Increase (decrease) in accrued payroll and related taxes | 36.0 | (41.9 | ) | (12.7 | ) | |||||||
| Increase (decrease) in accrued insurance | 7.0 | 4.5 | (10.9 | ) | ||||||||
| Increase (decrease) in income and other taxes | 9.4 | (2.0 | ) | (13.1 | ) | |||||||
| Total changes in operating assets and liabilities | $ | (17.7 | ) | $ | 9.0 | $ | 44.8 | |||||
| 2012 | 2011 | 2010 | ||||||||||
| (in millions of dollars) | ||||||||||||
| Increase in trade accounts receivable | $ | (57.9 | ) | $ | (148.5 | ) | $ | (95.5 | ) | |||
(Increase) decrease in prepaid expenses and other assets | (12.5 | ) | (4.7 | ) | 25.0 | |||||||
Increase in accounts payable and accrued liabilities | 54.1 | 58.9 | 0.4 | |||||||||
Increase in accrued payroll and related taxes | 2.4 | 34.3 | 36.0 | |||||||||
| (Decrease) increase in accrued insurance | (8.7 | ) | 0.2 | 7.0 | ||||||||
| (Decrease) increase in income and other taxes | (3.7 | ) | 4.8 | 9.4 | ||||||||
| Total changes in operating assets and liabilities | $ | (26.3 | ) | $ | (55.0 | ) | $ | (17.7 | ) | |||
The Company paid interest of $2.6 million, $2.9 million and $6.1 million $4.2 millionin 2012, 2011 and $3.7 million in 2010, 2009 and 2008, respectively. The Company paid income taxes of $18.8 million in 2012 and $21.5 million in 2011 and received a refund of income taxes of $7.8 million in 2010 and $9.4 million in 2009, and paid income taxes of $26.9 million in 2008.
67
16. Commitments
The Company conducts its field operations primarily from leased facilities. The following is a schedule by fiscal year of future minimum commitments under operating leases as of January 2, 2011year-end 2012 (in millions of dollars):
| Fiscal year: | ||||
| 2011 | $ | 44.0 | ||
| 2012 | 31.6 | |||
| 2013 | 19.8 | |||
| 2014 | 8.6 | |||
| 2015 | 4.6 | |||
| Later years | 7.2 | |||
| Total | $ | 115.8 | ||
| Fiscal year: | ||||
| 2013 | $ | 42.6 | ||
| 2014 | 27.5 | |||
| 2015 | 17.6 | |||
| 2016 | 10.0 | |||
| 2017 | 5.8 | |||
| Later years | 4.5 | |||
| Total | $ | 108.0 | ||
Lease expense from continuing operations for fiscal 2010, 20092012, 2011 and 20082010 amounted to $48.3 million, $50.5 million and $50.1 million, $56.8 million and $61.8 million, respectively.
In addition to operating lease agreements, the Company has entered into unconditionalnoncancelable purchase obligations totaling $25.4$31.6 million. These obligations relate primarily to voice and data communications services which the Company expects to utilize generally within the next threetwo fiscal years, in the ordinary course of business. The Company has no material unrecorded commitments, losses, contingencies or guarantees associated with any related parties or unconsolidated entities. See the Debt and Retirement Benefits footnotes for commitments related to debt and pension obligations.
68
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
17. Contingencies
The Company ishas received final court approval of the subjectsettlement of two pendinga single class action, lawsuits. The two lawsuits, Fuller v. Kelly Services, Inc. and Kelly Home Care Services, Inc., pending in the Superior Court of California, Los Angeles, and Sullivan v. Kelly Services, Inc., pending in the U.S. District Court Southern District of California, both involve claimswhich involved a claim for monetary damages by current and former temporary employees working in the State of California.
The Fuller matter involves claims relatingwere related to alleged misclassification of personal attendants as exempt and not entitled to overtime compensation under state law and to alleged technical violations of a state law governing the content of employee pay stubs. On April 30, 2007,During 2011, a $1.2 million after tax charge relating to the Courtsettlement was recognized in discontinued operations. During the Fuller case certified both plaintiff classes involved in the suit. In the thirdfirst quarter of 2008, Kelly was granted a hearing date for its motions related to summary judgment on both certified claims. On March 13, 2009, the Court granted Kelly’s motion for decertification2012, we reduced our estimate of the classes. Plaintiffs filed a petition for review on April 3, 2009 requesting the decertification ruling be overturned. Plaintiffs’ request was granted on May 17, 2010 and the suit was recertified as a class action. The Sullivan matter relatescosts to claims by temporary workers for compensation while interviewing for assignments. On April 27, 2010, the Court in the Sullivan matter certified the lawsuit as a class action. The Company believes it has meritorious defenses in both lawsuits and will continue to vigorously defend itself duringsettle the litigation process.by $0.4 million after tax, which we recorded in discontinued operations.
The Company is also involvedcontinuously engaged in a number of other lawsuitslitigation arising in the ordinary course of its business, typically matters alleging employment discrimination, andalleging wage and hour matters.violations or enforcing the restrictive covenants in the Company’s employment agreements. While management does not expectthere is no expectation that any of these other matters towill have a material adverse effect on the Company’s results of operations, financial position or cash flows, litigation is always subject to inherent uncertaintiesuncertainty and the Company is not at this time able to reasonably predict the outcome of these matters. Itif any matter will be resolved in a manner that is reasonably possible that some matters could be decided unfavorablymaterially adverse to the Company and, if so, could have a material adverse impact on our consolidated financial statements. During 2010 and 2009, the Company reassessed its potential exposure from pending litigation and established additional reserves of $3.5 million and $4.4 million, respectively.Company. The accrual for litigation costs at year-end 20102012 and 20092011 amounted to $3.6$3.1 million and $2.3$4.5 million, respectively, and is included in accounts payable and accrued liabilities on the consolidated balance sheet.
68
18. Segment Disclosures
The Company’s segments are based on the organizational structure for which financial results are regularly evaluated by the Company’s chief operating decision maker to determine resource allocation and assess performance. The Company’s seven reporting segments are: (1) Americas Commercial, (2) Americas Professional and Technical (“Americas PT”), (3) Europe, Middle East and Africa Commercial (“EMEA Commercial”), (4) Europe, Middle East and Africa Professional and Technical (“EMEA PT”), (5) Asia Pacific Commercial (“APAC Commercial”), (6) Asia Pacific Professional and Technical (“APAC PT”) and (7) Outsourcing and Consulting Group (“OCG”).
The Commercial business segments within the Americas, EMEA and APAC regions represent traditional office services, contact-center staffing, marketing, electronic assembly, light industrial and, in the Americas, substitute teachers. The PT segments encompass a wide range of highly skilled temporary employees, including scientists, financial professionals, attorneys, engineers, IT specialists and healthcare workers. OCG includes recruitment process outsourcing (“RPO”), contingent workforce outsourcing (“CWO”), business process outsourcing (“BPO”), payroll process outsourcing (“PPO”), executive placement and career transition/outplacement services. Corporate expenses that directly support the operating units have been allocated to the seven segmentsAmericas, EMEA and APAC regions and OCG based on a work effort, volume, or in the absence of ana readily available measurement process, proportionately based on revenue from services. Included in Corporate is $0.5 million in 2010, $53.1 million in 2009 and $80.5 million in 2008 related to asset impairment charges (see Fair Value Measurements and Goodwill footnotes) and $5.3 million in 2009 and $22.5 million in 2008 related to litigation costs.
69
69
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
18. Segment Disclosures (continued)
The following table presentstables present information about the reported operating incomerevenue from services and gross profit of the Company by segment, along with a reconciliation to consolidated earnings before taxes, for the fiscal years 2010, 20092012, 2011 and 2008.2010. Asset information by reportable segment is not reported,presented, since the Company does not produce such information internally, nor does it use such data to manage its business. Our segments themselves did not change from prior periods, however, effective with the first quarter of 2012, we changed the manner in which we evaluate and internally report segments, such that our primary measure of segment performance is now gross profit. Historically, our primary measure of segment performance was gross profit less an allocation of SG&A expenses. We revised the prior period’s segment results to conform to the current manner in which we evaluate segment performance.
| 2010 | 2009 | 2008 | ||||||||||
| (In millions of dollars) | ||||||||||||
| Revenue from Services: | ||||||||||||
| Americas Commercial | $ | 2,428.2 | $ | 1,980.3 | $ | 2,516.7 | ||||||
| Americas PT | 889.0 | 792.6 | 938.2 | |||||||||
| Total Americas Commercial and PT | 3,317.2 | 2,772.9 | 3,454.9 | |||||||||
| EMEA Commercial | 872.0 | 895.2 | 1,310.5 | |||||||||
| EMEA PT | 147.6 | 141.9 | 172.5 | |||||||||
| Total EMEA Commercial and PT | 1,019.6 | 1,037.1 | 1,483.0 | |||||||||
| APAC Commercial | 355.3 | 284.9 | 336.0 | |||||||||
| APAC PT | 32.5 | 25.4 | 34.3 | |||||||||
| Total APAC Commercial and PT | 387.8 | 310.3 | 370.3 | |||||||||
| OCG | 254.8 | 219.9 | 233.3 | |||||||||
| Less: Intersegment revenue | (29.1 | ) | (25.4 | ) | (24.2 | ) | ||||||
| Consolidated Total | $ | 4,950.3 | $ | 4,314.8 | $ | 5,517.3 | ||||||
| Earnings (Loss) from Operations: | ||||||||||||
| Americas Commercial | $ | 79.3 | $ | 10.3 | $ | 69.9 | ||||||
| Americas PT | 46.3 | 23.2 | 48.4 | |||||||||
| Total Americas Commercial and PT | 125.6 | 33.5 | 118.3 | |||||||||
| EMEA Commercial | 6.3 | (25.7 | ) | (3.1 | ) | |||||||
| EMEA PT | 1.8 | (2.8 | ) | 2.3 | ||||||||
| Total EMEA Commercial and PT | 8.1 | (28.5 | ) | (0.8 | ) | |||||||
| APAC Commercial | 2.8 | (4.6 | ) | (0.3 | ) | |||||||
| APAC PT | (3.1 | ) | (1.5 | ) | (0.5 | ) | ||||||
| Total APAC Commercial and PT | (0.3 | ) | (6.1 | ) | (0.8 | ) | ||||||
| OCG | (17.6 | ) | (11.8 | ) | 2.9 | |||||||
| Corporate | (77.7 | ) | (133.2 | ) | (189.9 | ) | ||||||
| Consolidated Total | $ | 38.1 | $ | (146.1 | ) | $ | (70.3 | ) | ||||
70
| 2012 | 2011 | 2010 | ||||||||||
| (In millions of dollars) | ||||||||||||
| Revenue from Services: | ||||||||||||
| Americas Commercial | $ | 2,642.4 | $ | 2,660.9 | $ | 2,428.2 | ||||||
| Americas PT | 1,029.7 | 982.8 | 889.0 | |||||||||
| Total Americas Commercial and PT | 3,672.1 | 3,643.7 | 3,317.2 | |||||||||
| EMEA Commercial | 854.6 | 990.1 | 872.0 | |||||||||
| EMEA PT | 168.3 | 178.9 | 147.6 | |||||||||
| Total EMEA Commercial and PT | 1,022.9 | 1,169.0 | 1,019.6 | |||||||||
| APAC Commercial | 343.2 | 397.6 | 355.3 | |||||||||
| APAC PT | 51.6 | 51.4 | 32.5 | |||||||||
| Total APAC Commercial and PT | 394.8 | 449.0 | 387.8 | |||||||||
| OCG | 396.1 | 317.3 | 254.8 | |||||||||
| Less: Intersegment revenue | (35.4 | ) | (28.0 | ) | (29.1 | ) | ||||||
| Consolidated Total | $ | 5,450.5 | $ | 5,551.0 | $ | 4,950.3 | ||||||
70
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
18. Segment Disclosures (continued)
| 2012 | 2011 | 2010 | ||||||||||
| (In millions of dollars) | ||||||||||||
| Earnings from Operations: | ||||||||||||
| Americas Commercial gross profit | $ | 388.2 | $ | 375.3 | $ | 353.6 | ||||||
| Americas PT gross profit | 159.7 | 147.8 | 139.9 | |||||||||
| Americas Region gross profit | 547.9 | 523.1 | 493.5 | |||||||||
| Americas Region SG&A expenses | (405.8 | ) | (396.4 | ) | (367.9 | ) | ||||||
| Americas Region Earnings from Operations | 142.1 | 126.7 | 125.6 | |||||||||
| EMEA Commercial gross profit | 133.8 | 160.3 | 140.8 | |||||||||
| EMEA PT gross profit | 43.0 | 47.4 | 38.7 | |||||||||
| EMEA Region gross profit | 176.8 | 207.7 | 179.5 | |||||||||
| EMEA Region SG&A expenses | (168.1 | ) | (189.7 | ) | (169.9 | ) | ||||||
| EMEA Region asset impairments | - | - | (1.5 | ) | ||||||||
| EMEA Region Earnings from Operations | 8.7 | 18.0 | 8.1 | |||||||||
| APAC Commercial gross profit | 50.1 | 55.7 | 48.4 | |||||||||
| APAC PT gross profit | 21.0 | 20.6 | 13.8 | |||||||||
| APAC Region gross profit | 71.1 | 76.3 | 62.2 | |||||||||
| APAC Region SG&A expenses | (73.4 | ) | (77.0 | ) | (62.5 | ) | ||||||
| APAC Region Loss from Operations | (2.3 | ) | (0.7 | ) | (0.3 | ) | ||||||
| OCG gross profit | 104.0 | 78.8 | 54.1 | |||||||||
| OCG SG&A expenses | (95.4 | ) | (81.4 | ) | (71.7 | ) | ||||||
| OCG Earnings (Loss) from Operations | 8.6 | (2.6 | ) | (17.6 | ) | |||||||
| Corporate | (84.8 | ) | (83.7 | ) | (77.7 | ) | ||||||
| Consolidated Total | 72.3 | 57.7 | 38.1 | |||||||||
| Other Expense, Net | 3.5 | 0.1 | 5.4 | |||||||||
Earnings From Continuing Operations Before Taxes | $ | 68.8 | $ | 57.6 | $ | 32.7 | ||||||
71
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
18. Segment Disclosures (continued)
A summary of revenue from services by geographic area for 2010, 20092012, 2011 and 20082010 follows:
| 2010 | 2009 | 2008 | ||||||||||
| (In millions of dollars) | ||||||||||||
| Revenue From Services: | ||||||||||||
| Domestic | $ | 3,121.9 | $ | 2,634.3 | $ | 3,237.1 | ||||||
| International | 1,828.4 | 1,680.5 | 2,280.2 | |||||||||
| Total | $ | 4,950.3 | $ | 4,314.8 | $ | 5,517.3 | ||||||
| 2012 | 2011 | 2010 | ||||||||||
| (In millions of dollars) | ||||||||||||
| Revenue From Services: | ||||||||||||
| Domestic | $ | 3,464.2 | $ | 3,445.4 | $ | 3,121.9 | ||||||
| International | 1,986.3 | 2,105.6 | 1,828.4 | |||||||||
| Total | $ | 5,450.5 | $ | 5,551.0 | $ | 4,950.3 | ||||||
Foreign revenue is based on the country in which the legal subsidiary is domiciled. No single foreign country’s revenue was material to the consolidated revenues of the Company. Revenue from no single customer was material to the consolidated revenues of the Company.
A summary of long-lived assets information by geographic area as of the years ended 2010year-end 2012 and 20092011 follows:
| 2010 | 2009 | |||||||
| (In millions of dollars) | ||||||||
| Long-Lived Assets: | ||||||||
| Domestic | $ | 90.6 | $ | 110.5 | ||||
| International | 22.4 | 29.6 | ||||||
| Total | $ | 113.0 | $ | 140.1 | ||||
| 2012 | 2011 | |||||||
| (In millions of dollars) | ||||||||
| Long-Lived Assets: | ||||||||
| Domestic | $ | 72.1 | $ | 72.9 | ||||
| International | 17.8 | 17.7 | ||||||
| Total | $ | 89.9 | $ | 90.6 | ||||
Long-lived assets include primarily property and equipment and intangible assets.equipment. No single foreign country’s long-lived assets were material to the consolidated long-lived assets of the Company.
71
19. New Accounting Pronouncements
None.
72
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
Kelly Services, Inc. and Subsidiaries
| Fiscal Year 2010 | ||||||||||||||||||||
| First | Second | Third | Fourth | |||||||||||||||||
| Quarter | Quarter | Quarter | Quarter | Year | ||||||||||||||||
| (In millions of dollars except per share data) | ||||||||||||||||||||
| Revenue from services | $ | 1,130.4 | $ | 1,209.4 | $ | 1,284.7 | $ | 1,325.8 | $ | 4,950.3 | ||||||||||
| Gross profit | 180.0 | 190.9 | 207.2 | 216.4 | 794.5 | |||||||||||||||
| SG&A expenses | 181.6 | 180.9 | 192.9 | 199.0 | 754.4 | |||||||||||||||
| Restructuring charges (included in SG&A) | 4.4 | — | 2.8 | — | 7.2 | |||||||||||||||
| Asset impairments | — | 1.5 | — | 0.5 | 2.0 | |||||||||||||||
| (Loss) earnings from continuing operations | (2.0 | ) | 3.9 | 9.6 | 14.6 | 26.1 | ||||||||||||||
| Earnings from discontinued operations, net of tax | — | — | — | — | — | |||||||||||||||
| Net (loss) earnings | (2.0 | ) | 3.9 | 9.6 | 14.6 | 26.1 | ||||||||||||||
| Basic (loss) earnings per share (1) | ||||||||||||||||||||
| (Loss) earnings from continuing operations | (0.06 | ) | 0.11 | 0.26 | 0.39 | 0.71 | ||||||||||||||
| Earnings from discontinued operations | — | — | — | — | — | |||||||||||||||
| Net (loss) earnings | (0.06 | ) | 0.11 | 0.26 | 0.39 | 0.71 | ||||||||||||||
| Diluted (loss) earnings per share (1) | ||||||||||||||||||||
| (Loss) earnings from continuing operations | (0.06 | ) | 0.11 | 0.26 | 0.39 | 0.71 | ||||||||||||||
| Earnings from discontinued operations | — | — | — | — | — | |||||||||||||||
| Net (loss) earnings | (0.06 | ) | 0.11 | 0.26 | 0.39 | 0.71 | ||||||||||||||
| Dividends per share | — | — | — | — | — | |||||||||||||||
| Fiscal Year 2009 | ||||||||||||||||||||
| First | Second | Third | Fourth | |||||||||||||||||
| Quarter | Quarter | Quarter | Quarter | Year | ||||||||||||||||
| (In millions of dollars except per share data) | ||||||||||||||||||||
| Revenue from services | $ | 1,042.6 | $ | 1,028.9 | $ | 1,049.2 | $ | 1,194.1 | $ | 4,314.8 | ||||||||||
| Gross profit | 175.5 | 171.7 | 166.2 | 188.3 | 701.7 | |||||||||||||||
| SG&A expenses | 206.1 | 193.6 | 193.7 | 201.3 | 794.7 | |||||||||||||||
| Restructuring charges (included in SG&A) | 7.2 | 4.7 | 4.6 | 13.4 | 29.9 | |||||||||||||||
| Asset impairments | — | 52.6 | 0.5 | — | 53.1 | |||||||||||||||
| Loss from continuing operations | (16.1 | ) | (66.0 | ) | (14.8 | ) | (8.2 | ) | (105.1 | ) | ||||||||||
| Earnings from discontinued operations, net of tax | 0.6 | — | — | — | 0.6 | |||||||||||||||
| Net loss | (15.5 | ) | (66.0 | ) | (14.8 | ) | (8.2 | ) | (104.5 | ) | ||||||||||
| Basic (loss) earnings per share (1) | ||||||||||||||||||||
| Loss from continuing operations | (0.46 | ) | (1.89 | ) | (0.43 | ) | (0.23 | ) | (3.01 | ) | ||||||||||
| Earnings from discontinued operations | 0.02 | — | — | — | 0.02 | |||||||||||||||
| Net loss | (0.45 | ) | (1.89 | ) | (0.43 | ) | (0.23 | ) | (3.00 | ) | ||||||||||
| Diluted (loss) earnings per share (1) | ||||||||||||||||||||
| Loss from continuing operations | (0.46 | ) | (1.89 | ) | (0.43 | ) | (0.23 | ) | (3.01 | ) | ||||||||||
| Earnings from discontinued operations | 0.02 | — | — | — | 0.02 | |||||||||||||||
| Net loss | (0.45 | ) | (1.89 | ) | (0.43 | ) | (0.23 | ) | (3.00 | ) | ||||||||||
| Dividends per share | — | — | — | — | — | |||||||||||||||
72
Kelly Services, Inc. and Subsidiaries
| Fiscal Year 2012 | ||||||||||||||||||||
First Quarter | Second Quarter | Third Quarter | Fourth Quarter | Year | ||||||||||||||||
| (In millions of dollars except per share data) | ||||||||||||||||||||
| Revenue from services | $ | 1,354.8 | $ | 1,366.1 | $ | 1,354.2 | $ | 1,375.4 | $ | 5,450.5 | ||||||||||
| Gross profit | 223.7 | 223.2 | 227.5 | 222.2 | 896.6 | |||||||||||||||
| SG&A expenses | 209.0 | 199.4 | 203.5 | 209.3 | 821.2 | |||||||||||||||
| Restructuring charges (credits) included in SG&A | - | (2.2 | ) | - | 1.3 | (0.9 | ) | |||||||||||||
| Asset impairments | - | - | - | 3.1 | 3.1 | |||||||||||||||
| Earnings from continuing operations | 9.2 | 15.0 | 16.6 | 8.9 | 49.7 | |||||||||||||||
| Earnings from discontinued operations, net of tax | 0.4 | - | - | - | 0.4 | |||||||||||||||
| Net earnings | 9.6 | 15.0 | 16.6 | 8.9 | 50.1 | |||||||||||||||
| Basic earnings per share (1) | ||||||||||||||||||||
| Earnings from continuing operations | 0.24 | 0.40 | 0.43 | 0.23 | 1.31 | |||||||||||||||
| Earnings from discontinued operations | 0.01 | - | - | - | 0.01 | |||||||||||||||
| Net earnings | 0.26 | 0.40 | 0.43 | 0.23 | 1.32 | |||||||||||||||
| Diluted earnings per share (1) | ||||||||||||||||||||
| Earnings from continuing operations | 0.24 | 0.40 | 0.43 | 0.23 | 1.31 | |||||||||||||||
| Earnings from discontinued operations | 0.01 | - | - | - | 0.01 | |||||||||||||||
| Net earnings | 0.26 | 0.40 | 0.43 | 0.23 | 1.32 | |||||||||||||||
| Dividends per share | 0.05 | 0.05 | 0.05 | 0.05 | 0.20 | |||||||||||||||
| Fiscal Year 2011 | ||||||||||||||||||||
First Quarter | Second Quarter | Third Quarter | Fourth Quarter | Year | ||||||||||||||||
| (In millions of dollars except per share data) | ||||||||||||||||||||
| �� | ||||||||||||||||||||
| Revenue from services | $ | 1,339.1 | $ | 1,405.8 | $ | 1,409.8 | $ | 1,396.3 | $ | 5,551.0 | ||||||||||
| Gross profit | 211.2 | 222.1 | 225.7 | 224.3 | 883.3 | |||||||||||||||
| SG&A expenses | 209.6 | 200.8 | 203.6 | 211.6 | 825.6 | |||||||||||||||
| Restructuring charges (credits) included in SG&A | 4.0 | (0.6 | ) | (0.6 | ) | - | 2.8 | |||||||||||||
| Earnings from continuing operations | 1.1 | 20.0 | 19.7 | 24.1 | 64.9 | |||||||||||||||
| Loss from discontinued operations, net of tax | - | (1.2 | ) | - | - | (1.2 | ) | |||||||||||||
| Net earnings | 1.1 | 18.8 | 19.7 | 24.1 | 63.7 | |||||||||||||||
| Basic earnings (loss) per share (1) | ||||||||||||||||||||
| Earnings from continuing operations | 0.03 | 0.53 | 0.52 | 0.64 | 1.72 | |||||||||||||||
| Loss from discontinued operations | - | (0.03 | ) | - | - | (0.03 | ) | |||||||||||||
| Net earnings | 0.03 | 0.50 | 0.52 | 0.64 | 1.69 | |||||||||||||||
| Diluted earnings (loss) per share (1) | ||||||||||||||||||||
| Earnings from continuing operations | 0.03 | 0.53 | 0.52 | 0.64 | 1.72 | |||||||||||||||
| Loss from discontinued operations | - | (0.03 | ) | - | - | (0.03 | ) | |||||||||||||
| Net earnings | 0.03 | 0.50 | 0.52 | 0.64 | 1.69 | |||||||||||||||
| Dividends per share | - | - | 0.05 | 0.05 | 0.10 | |||||||||||||||
(1) Earnings (loss) per share amounts for each quarter are required to be computed independently and may not equal the amounts computed for the total year.
73
SCHEDULE II - VALUATION RESERVES
Kelly Services, Inc. and Subsidiaries
(In millions of dollars)
| Additions | ||||||||||||||||||||||||
| Balance at | Charged to | Charged to | Currency | Deductions | Balance | |||||||||||||||||||
| beginning | costs and | other | exchange | from | at end | |||||||||||||||||||
| of year | expenses | accounts * | effects | reserves | of year | |||||||||||||||||||
| Description | ||||||||||||||||||||||||
| Fiscal year ended January 2, 2011: | ||||||||||||||||||||||||
| Reserve deducted in the balance sheet from the assets to which it applies — | ||||||||||||||||||||||||
| Allowance for doubtful accounts | $ | 15.0 | 2.1 | — | (0.2 | ) | (4.6 | ) | $ | 12.3 | ||||||||||||||
| Deferred tax assets valuation allowance | $ | 52.7 | 6.1 | — | (1.0 | ) | (5.3 | ) | $ | 52.5 | ||||||||||||||
| Fiscal year ended January 3, 2010: | ||||||||||||||||||||||||
| Reserve deducted in the balance sheet from the assets to which it applies — | ||||||||||||||||||||||||
| Allowance for doubtful accounts | $ | 17.0 | 2.2 | — | 0.6 | (4.8 | ) | $ | 15.0 | |||||||||||||||
| Deferred tax assets valuation allowance | $ | 44.2 | 7.5 | — | 2.3 | (1.3 | ) | $ | 52.7 | |||||||||||||||
| Fiscal year ended December 28, 2008: | ||||||||||||||||||||||||
| Reserve deducted in the balance sheet from the assets to which it applies — | ||||||||||||||||||||||||
| Allowance for doubtful accounts | $ | 18.2 | 6.7 | 0.9 | (1.4 | ) | (7.4 | ) | $ | 17.0 | ||||||||||||||
| Deferred tax assets valuation allowance | $ | 28.7 | 24.9 | — | (6.2 | ) | (3.2 | ) | $ | 44.2 | ||||||||||||||
| Additions | ||||||||||||||||||||||||
| Balance at beginning of year | Charged to costs and expenses | Charged to other accounts * | Currency exchange effects | Deductions from reserves | Balance at end of year | |||||||||||||||||||
| Description | ||||||||||||||||||||||||
| Fiscal year ended December 30, 2012: | ||||||||||||||||||||||||
Reserve deducted in the balance sheet from the assets to which it applies - | ||||||||||||||||||||||||
| Allowance for doubtful accounts | $ | 13.4 | 1.1 | - | 0.1 | (4.2 | ) | $ | 10.4 | |||||||||||||||
| Deferred tax assets valuation allowance | $ | 65.4 | 7.1 | (0.1 | ) | 0.2 | (14.2 | ) | $ | 58.4 | ||||||||||||||
| Fiscal year ended January 1, 2012: | ||||||||||||||||||||||||
Reserve deducted in the balance sheet from the assets to which it applies - | ||||||||||||||||||||||||
| Allowance for doubtful accounts | $ | 12.3 | 4.3 | - | (0.2 | ) | (3.0 | ) | $ | 13.4 | ||||||||||||||
| Deferred tax assets valuation allowance | $ | 52.5 | 14.1 | 1.5 | (1.0 | ) | (1.7 | ) | $ | 65.4 | ||||||||||||||
| Fiscal year ended January 2, 2011: | ||||||||||||||||||||||||
Reserve deducted in the balance sheet from the assets to which it applies - | ||||||||||||||||||||||||
| Allowance for doubtful accounts | $ | 15.0 | 2.1 | - | (0.2 | ) | (4.6 | ) | $ | 12.3 | ||||||||||||||
| Deferred tax assets valuation allowance | $ | 52.7 | 6.1 | - | (1.0 | ) | (5.3 | ) | $ | 52.5 | ||||||||||||||
* Allowance of companies acquired.
74
INDEX TO EXHIBITS
REQUIRED BY ITEM 601,
REGULATION S-K
| Exhibit No. | Description | |
73
| 3.1 | Restated Certificate of Incorporation, effective May 6, 2009 (Reference is made to Exhibit 3.1 to the Form 8-K filed with the Commission on May 8, 2009 which is incorporated herein by reference). | |||||||
| 3.2 | By-laws, effective May 6, 2009 (Reference is made to Exhibit 3.2 to the Form 8-K filed with the Commission on May 8, 2009, which is incorporated herein by reference). | |||||||
| 10.1* | Kelly Services, Inc. Short-Term Incentive Plan | |||||||
| 10.2* | Kelly Services, Inc. Equity Incentive Plan, as amended and restated on December 31, 2011 (Reference is made to Exhibit 10.2 to the Form | |||||||
| 10.3* | Kelly Services, Inc. Executive Severance Plan dated April 4, 2006, as amended November 8, 2007 (Reference is made to Exhibit 10.3 to the Form | |||||||
| 10.4* | Kelly Services, Inc. | |||||||
| 10.5* | Kelly Services, Inc. 2008 Non-Employee Directors Stock Plan. | |||||||
| 10.6 | ||||||||
| 10.7* | Kelly Services, Inc. Performance Incentive Plan, as amended and restated on March 29, 1996 and April 14, 2000 (Reference is made to Exhibit 10 to the Form 10-Q for the quarterly period ended April 1, 2001, filed with the Commission on May 14, 2001, which is incorporated herein by reference). | |||||||
| 10.8* | Form of Amendment to Performance Incentive Plan (Reference is made to Exhibit 10.1 to the Form 8-K filed with the Commission on November 9, 2006, which is incorporated herein by reference). | |||||||
| 10.9* | Retirement Agreement. | |||||||
| 10.12* | Kelly Services, Inc. 2008 Management Retirement Plan – Post 2004 (Reference is made to Exhibit 10.12 to the Form 10-Q filed with the Commission on November 7, 2012, which is incorporated herein by reference). | |||||||
| 10.13* | First Amendment to the Kelly Services, Inc. 2008 Management Retirement Plan (Reference is made to Exhibit 10.13 to the Form 10-Q filed with the Commission on November 7, 2012, which is incorporated herein by reference). | |||||||
74
75
INDEX TO EXHIBITS
REQUIRED BY ITEM 601,
REGULATION S-K (continued)
| Exhibit No. | Description | Document | ||||||
| 10.10 | Form of Amendment to 1999 Non-Employee Directors Stock Option Plan (Reference is made to Exhibit 10.4 to the Form 8-K filed with the Commission on November 9, 2006, which is incorporated herein by reference). | |||||||
| 10.12 | 2008 Management Retirement Plan (Reference is made to Exhibit 10.12 to the Form 8-K filed with the Commission on November 14, 2007, which is incorporated herein by reference). | |||||||
| 10.14 | Pledge and Security Agreement, dated September 28, 2009 (Reference is made to Exhibit 10.14 to the Form 8-K filed with the Commission on September 29, 2009, which is incorporated herein by reference). | |||||||
| 10.15 | Receivables Purchase Agreement, dated December 4, 2009 (Reference is made to Exhibit 10.17 to the Form 8-K filed with the Commission on December 9, 2009, which is incorporated herein by reference). | |||||||
| 14 | Code of Business Conduct and Ethics, adopted February 9, 2004, as amended on November 9, 2010. | 2 | ||||||
| 21 | Subsidiaries of Registrant. | 3 | ||||||
| 23 | Consent of Independent Registered Public Accounting Firm. | 4 | ||||||
| 24 | Power of Attorney. | 5 | ||||||
| 31.1 | Certification Pursuant to Rule 13a-14(a)/15d-14(a). | 6 | ||||||
| 31.2 | Certification Pursuant to Rule 13a-14(a)/15d-14(a). | 7 | ||||||
| 32.1 | Certification Pursuant to 18 U.S.C. Section 1350, as Adopted Pursuant to Section 906 of the Sarbanes-Oxley Act of 2002. | 8 | ||||||
| 32.2 | Certification Pursuant to 18 U.S.C. Section 1350, as Adopted Pursuant to Section 906 of the Sarbanes-Oxley Act of 2002. | 9 | ||||||
75
| Exhibit No. | Description |
| 10.14 | Pledge and Security Agreement, dated September 28, 2009 (Reference is made to Exhibit 10.14 to the Form 8-K filed with the Commission on September 29, 2009, which is incorporated herein by reference). |
| 10.15 | Receivables Purchase Agreement, dated December 4, 2009 (Reference is made to Exhibit 10.17 to the Form 8-K filed with the Commission on December 9, 2009, which is incorporated herein by reference). |
| 10.16 | Receivables Purchase Agreement Amendment No. 2 (Reference is made to Exhibit 10.16 to the Form 8-K filed with the Commission on April 6, 2011, which is incorporated herein by reference). |
| 14 | Code of Business Conduct and Ethics, adopted February 9, 2004, as amended on November 9, 2010 (Reference is made to Exhibit 14 to the Form 10-K filed with the Commission on February 17, 2011, which is incorporated herein by reference). |
| 21 | Subsidiaries of Registrant. |
| 23 | Consent of Independent Registered Public Accounting Firm. |
| 24 | Power of Attorney. |
| 31.1 | Certification Pursuant to Rule 13a-14(a)/15d-14(a) of the Securities Exchange Act, as amended. |
| 31.2 | Certification Pursuant to Rule 13a-14(a)/15d-14(a) of the Securities Exchange Act, as amended. |
| 32.1 | Certification Pursuant to 18 U.S.C. Section 1350, as Adopted Pursuant to Section 906 of the Sarbanes-Oxley Act of 2002. |
| 32.2 | Certification Pursuant to 18 U.S.C. Section 1350, as Adopted Pursuant to Section 906 of the Sarbanes-Oxley Act of 2002. |
| 101.INS | XBRL Instance Document |
| 101.SCH | XBRL Taxonomy Extension Schema Document |
| 101.CAL | XBRL Taxonomy Extension Calculation Linkbase Document |
| 101.LAB | XBRL Taxonomy Extension Label Linkbase Document |
| 101.PRE | XBRL Taxonomy Extension Presentation Linkbase Document |
| 101.DEF | XBRL Taxonomy Extension Definition Linkbase Document |
* Indicates a management contract or compensatory plan or arrangement.
76