Swiss American Chamber of Commerce Global Trends in Employment. Patrick De Maeseneire, Chief Executive Officer Adecco Group
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1 Swiss American Chamber of Commerce Global Trends in Employment Patrick De Maeseneire, Chief Executive Officer Adecco Group
2 Agenda 1. Adecco at a glance 2. Seven global trends in employment 3. Our strategic priorities 4. Q&A
3 1. Adecco at a glance Slide 3
4 Adecco Group Key figures World s leading recruitment company with annual sales of 14.8 billion in More than 5,500 branches in 60 countries and territories. Global network of more than 100,000 clients. Fortune 500 company with over 31,000 internal colleagues and 700,000 associates working every day for Adecco. Variety of service offerings across all skills sectors. Leveraging partnerships to expand global footprint. Slide 4
5 Adecco Group Global footprint Andorra Argentina Australia Austria Belgium Brazil Bulgaria Canada Chile China Colombia Croatia Czech Republic Denmark Ecuador Finland France Germany Greece Hong Kong Hungary India Ireland Italy Japan Luxembourg Malaysia Mexico Morocco Monaco Netherlands New Caledonia New Zealand Norway Peru Poland Portugal Puerto Rico Romania Russia Serbia Singapore Slovakia Slovenia South Korea Spain Sweden Switzerland Taiwan Thailand Tunisia Turkey Ukraine United Arab Emirates United Kingdom United States Uruguay Venezuela Slide 5
6 Adecco Group 4 Core Values Team Spirit, Customer Focus, Responsibility and Entrepreneurship Slide 6
7 Win4Youth 2010 January 2010 January 2011 With Win4Youth, we bring our new core values to life: team spirit, customer focus, responsibility, entrepreneurship. Every Adecco colleague has the chance to raise money that can transform the lives of young people. For every kilometer completed by a Group employee or a client, Adecco will contribute 1 U.S. dollar towards projects in India, Haiti, Spain, France, the USA and Chile. These projects are designed to help give young people from primary school to post-secondary level a fair chance and a future. Slide 7
8 Win4Youth 2010 Facts & figures New York City Marathon, November 2010: 65 colleagues from 29 countries will participate in the world s greatest road race November 7, km (individual training March November). Local initiatives / runs: Goal: colleagues running twice around the world (completing km). September 2010: kilometers completed by colleagues and clients. More than 1100 runs in 41 countries. Morocco and India are leading the ranking (km per FTE). Slide 8
9 IOC and IPC in partnership with Adecco Athlete Career Programme Adecco makes the difference Launched in 2005, Adecco helps Olympic and Paralympics athletes successfully manage the difficult transition from elite sport to enter or re-enter the social and professional life. Operating in more than 30 countries the participation in the programme surpassed 5,500 Athletes. With this programme, Adecco supported the 1 st Youth Olympic Games this year in Singapore with more than athletes; delivering training to our youth on future careers. Adecco was selected as the official recruitment service provider for the Olympic games in London We believe that talented athletes who make the sacrifices necessary to excel in their sports deserve an equal chance to excel in their careers. Slide 9
10 2. Seven global trends in employment Slide 10
11 The growth potential of our industry Seven key trends 1. The Ageing population 2. Move of production to the East 3. Lack of skilled workers 4. More made to order 5. Reordering the HR agenda 6. Structural shift to temporary workforce 7. Creating new jobs Slide 11
12 Trend 1: The ageing population By 2050 younger generations predicted to halve in most countries Source: OECD, Slide 12
13 Trend 2: Move of production to the East Increasing share of Emerging Markets Clothing Textiles Office & telecom equipment Manufacturers Iron & steel Chemicals Automotive products Source: GATT, International Trade 1985 for the year 1983, and WTO, Statistical Data Base for the years Adecco estimates Slide 13
14 Trend 3: Lack of skilled workers Unemployment rates by skill set for the European Union 20% 16% 12% 8% 4% 0% Low qualifications Medium qualifications High qualifications All qualifications Source: European Centre for the Development of Vocational Training, Slide 14
15 Trend 3: Lack of skilled workers Gaps between supply and demand by % -0.8% -1.6% -1.3% -1.3% -1.2% -0.6% -3.0% -1.0% -0.6% -1.9% -2.0% -3.5% -0.3% 1.9% 1.8% -1.8% 1.3% -1.6% 0.6% Shortage trend of labour Limited shortage or surplus trend of labour Surplus trend of labour Source: The Boston Consulting Group analysis 2010 (GAP = Supply CAGR Demand CAGR). Slide 15
16 Trend 3: Lack of skilled workers Where the skill gaps are to Manufact. Construct Utilities Transport/ Comms Trade Hotel and restaurants Financial services IT & Bus. Services Health care Public Admin. Education Others USA BRA UK FRA GER SPA ITA RUS IND CHN JPN No pressing talent gap Talent shortage High talent shortage Very high talent shortage Source: Boston Consulting Group 2010 Slide 16
17 Trend 3: Lack of skilled workers Number of students graduating per year in India and the USA 5, India USA 4000 Engineers 495,000 74,740 2, Doctors 29,700 15,891 Bachelor s Degree 3,430,000 1,524,092 Master s Degree 1,260, ,580 PhD 15,700 61,427 Total 5,230,400 2,304,730 USA India 0 Source: Frost & Sullivan Note: Post-graduates and PhD includes figures from both professional and non-professional streams. Slide 17
18 Trend 4: More made to order US example: Inventory to sales ratio declining US total business US manufacturers US retail trade Inventory to sales ratio % -13% -13% Source: US Inventory to Sales ratio; US Manufacturing and Trade Inventories and Sales report, June Slide 18
19 Trend 5: HR changing agenda More need for flexibility More temporary employees hired Recruiting was cut back 24% 63% 47% 30% Part-time work arrangements increased Employees were laid off 19% 46% 17% 48% Actions performed in 2009 Actions to be continued in the future Data: Boston Consulting Group, World Federation of People Management Associations. Slide 19
20 Trend 5: HR changing agenda Measuring workforce performance 2008 Ranking 2010 Ranking Managing Talent 1 1 Improving leadership development Improving leadership development 2 2 Managing Talent Managing work/life balance 4 3 Enhancing employee engagement Managing change and cultural transformation 5 4 Measuring workforce performance Enhancing employee engagement 7 5 Improving performance management and rewards Improving performance management and rewards 8 10 Mastering HR processes Measuring workforce performance 9 12 Managing change and cultural transformation Restructuring the organization Restructuring the organization Managing demographics Managing work/life balance Mastering HR processes Managing demographics Boston Consulting Group, 2010 Slide 20
21 Trend 6: Structural shift to temporary workforce US temporary penetration rate vs. unemployment rate 0% 2% 4% 1.65% 5.7% 6% 8% 10% Q Peak US temp penetration rate % Q Adecco s North America revenues peak October 2006 to November 2007 Unemployment rate remained between 4.4% and 4.7% Q % 2.0% Trough US temp penetration rate 1.33% 1.8% 1.62% 1.6% 1.4% 9.6% 1.2% 12% % US unemployment rate s.a. inverted (lhs) US temp penetration rate s.a. (rhs) Source: Bureau of Labor Statistics (BLS) Slide 21
22 Trend 7: Creating new jobs Lifting unjustified restrictions EU Agency Work Directive EU Directive adopted in 2008 To be implemented nationally by the EU27 as of December 5, 2011 The positive impact of the staffing industry is recognised by EU member states The aim is more and better jobs by lifting unjustified restrictions by 2011 Lifted restrictions France: 2009 opening of the public sector Spain: 2010 opening of the construction and public sector Possible new openings Opening of the construction sector in Germany as well as the public sector in Belgium Slide 22
23 Seven global trends in employment Huge growth potential for our industry 1. Ageing population Finding the right people at the right time 2. Move of production Need for people in emerging markets; need for different skills in developed markets 3. Skills gap Finding skills locally and through mobility 4. More made to order Higher volatility requires more flexibility 5. HR changing agenda Measuring workforce performance 6. Structural move Structural shift towards temporary workforce 7. Creating new jobs More sectors open for our industry Slide 23
24 3. Our strategic priorities Slide 24
25 Customer needs along their life-cycle End-to-end services for clients, candidates and associates Client life-cycle Candidate life-cycle The business life cycle The employee life cycle Slide 25
26 Our strategic priorities Mid-term 1. Retention Retaining our own people better 2. IT Continued strategic IT investments 3. Professional Staffing Strong platform for organic growth in Professional Staffing 4. Segmentation Specialised delivery models in General Staffing 5. MSP/RPO Strengthen our lead in MSP and invest in RPO 6. Emerging Markets Untapped growth potential Slide 26
27 We strive to reach an EBITA margin >5.5% Our strategic priorities and the growth potential for the industry Retention IT Professional Staffing Segmentation MSP/RPO EBITA margin >5.5% Top line growth Cost discipline Pricing discipline Emerging Markets Slide 27
28 4. Q&A Slide 28
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