SThree Investor Day 23 rd March 2010

1. SThree Investor Day 23rd March 2010

2. Agenda • Introduction & Overview Russell Clements • Key Risks & Mitigation Alex Smith • Market Selection Criteria Justin Hughes • Case Study – Germany Nye Bidwell • Case Study – Singapore/Oil & Gas Stuart Clark • IT As A Strategic Differentiator David Timoney • Apollo/MIS Walkthrough Andy Hallett

3. Globalising The Business Introduction & Overview Russell Clements - CEO

4. Further international expansion Continue the Development of new staffing sectors Commitment to the UK business In line with our values of energy, reward, rapport & respect Multi-brand approach Drive operational efficiencies / improve productivity The SThree Strategy

5. Global Expansion – The Story So Far • International expansion began 1998 in Brussels • 27 overseas offices – 21 Europe and 6 ROW • 2009 55% gross profit generated outside of the UK • At Q1 2010 circa 700 sales staff overseas (58% of total) with 100 overseas sales vacancies approved • Non UK GP split currently 55% Permanent and 45% Contract • Largest overseas market is Benelux, followed by Germany • Two further international offices confirmed for start H2 2010 – San Francisco and Delhi

6. Availability of niche markets** Medium term attractiveness GDP per capita* Economic growth* Economic size* Measure A qualitative review by Senior management based on market maturity, peers presence, cultural/legislative barriers and accessibility Measure GDP growth Units percent Scale Measure GDP per capita Units US$ Scale Measure number of SThree niche sectors Units number Scale Measure GDP Units US$ billions Scale Highly attractive > 6 > 60,000 N/A > 10,000 Attractive > 4 > 40,000 3 > 1,000 Case by case review > 2 > 20,000 2 > 500 Limited attractiveness > 1 > 10,000 1 > 100 Unattractive < 1 < 10,000 0 < 100 Methodology – The Criteria Used To Target Locations * IMF World economic outlook data used ** SThree niche markets are; ICT,HR, Banking, Oil & Gas, Pharma/Life Sciences, Accountancy, Public Sector and Engineering Source: IMF, Competitor websites, internal analysis

7. SThree – A Transformed Business 2009 2008 2007 Geographical & sector diversification has radically reshaped the SThree business over a relatively short timeframe Source: SThree Accounts

8. Commitment To International Expansion, Even In Challenging Conditions Hamburg (FS Group) Dusseldorf (Progressive/ Huxley) Frankfurt (Real/ Progressive) Stuttgart (FSGroup) Marseille (FS Group) Singapore (Progressive) 2009 office openings

9. 2010 Actual & Planned Office Openings Perth (Progressive) Munich (FS Group) Dusseldorf (Prog / Huxley) San Francisco (Real Resourcing) Delhi (Huxley) Qatar (Pathway) Antwerp (FS Group) Melbourne (Progressive) Houston (Progressive) Zurich (Huxley / Progressive) Key Opened Agreed/ready to open Business Case approved in principle

10. Globalising The Business – Indicative Future Profile 2009 Indicative Future Profile The significance of non-UK/non-European markets is expected to increase Source: SThree Internal Analysis

11. Changing The Shape Of The Business – UK & Europe Indicative Future Profile 2009 Others – includes Switzerland, Norway, Austria, Spain, Italy & Luxembourg The single most noteworthy change is the increasing significance of Germany

12. Changing The Shape Of The Business – ROW Indicative Future Profile 2009 The significance of the Americas is expected to grow

13. Indicative Future Footprint Americas UK & Ireland Europe Middle East AsiaPac New York San Francisco Washington Houston Dallas Chicago Los Angeles Boston Atlanta Calgary Toronto Vancouver Rio/Sao Paulo London Manchester Birmingham Leeds Reading Bristol Edinburgh Glasgow Aberdeen Dublin Düsseldorf Hamburg Frankfurt Munich Paris Amsterdam Rotterdam Brussels Berlin Cologne Stuttgart Marseille Antwerp Luxembourg Madrid Milan Stevanger Vienna Zurich Moscow Prague Warsaw Dubai Abu Dhabi Bahrain Qatar Saudi Arabia Cape Town Hong Kong Singapore Sydney Perth Melbourne Brisbane Shanghai Tokyo Osaka Delhi Mumbai Kuala Lumpur

14. Our default assumption is for our growth to be entirely organic We are not opposed to considering bolt-on acquisitions in certain geographies Cash is not a limiting factor but earnings dilution must be a consideration Developing and maximising management bandwidth is the critical factor Geographical expansion must be pursued on an “as well as” not “instead of” basis Globalising The Business - Summary

15. Globalising The Business – Summary • Opportunities exist in both mature and immature staffing markets • Greater sectoral diversity creates geographical opportunities and vice versa • Globalising the business drives increasing complexity • Development of world class support/planning functions is a prerequisite

16. Globalising the Business Key Risks & Their Mitigation Alex Smith - CFO

17. Key Risks To The Globalisation Strategy • New venture selection • New venture execution • The complexity of supporting a globalising business

18. The Strategic Planning & Implementation Cycle Strategic planning Evaluation Research and planning of new ventures Implementation

19. Strategic Planning Understanding Our Mix Of Ventures Ventures are grouped under the following categories of operational risk • Complex ventures operationally; will definitely require external resources • Ventures in virgin territory; in some cases external resources may aide us • Ventures where SThree has some experience in the country, but the • venture incurs a higher operational risk than Amber ventures; e.g.complex • regulation, a European country which we have extensively tested but have • no physical presence • Ventures where SThree has a presence in the country but not in the city • Ventures where SThree already has a presence in the city • Virtual office; testing a new market remotely • A brand expanding into a new sector from an existing office • Additional headcount within existing offices

20. Qatar (RSG/Progressive) Delhi (Huxley) Singapore (Progressive) Zurich (Progressive/Huxley) San Francisco (RSG) Houston (Progressive) Stuttgart (FSG) Perth (Progressive) Marseille (FSG) Antwerp (FSG) Dusseldorf (Huxley/Prog) Munich (FSG) Dusseldorf (FSG) Frankfurt (Progressive) Hamburg (FSG) Sydney (Progressive/FSG) Frankfurt (RSG) New York (RSG) Rotterdam (FSG) London (RSG) Paris (Progressive) What We Did In 2009 & Plan To Do In 2010 Increasing Risk 2009 2010

21. Research & Planning Of New Ventures • Stage One: Scoping of business opportunity • Business justification of venture (strategic alignment / opportunistic) • Preliminary investigation by the Strategic Implementation Group • Stage Two: Research and preparation of business plan • Primary and secondary research • Market entry strategy • Financial projections • Impact on donor businesses • Stage Three: Sign- off of business plan • Sign off by the Investment Committee (CEO, CFO, CDO & COO)

22. Implementation • Implementation is with the Strategic Implementation Group (“SIG”) • Close working between front office and SIG to agree implementation plan • Regular meetings until project go-live and project sign-off • In most cases de-risk investment by running virtually • Post Implementation Review for SIG after each go-live • Commercial Post Implementation Reviews after 6, 12 & 18 months

23. Implementation • Strategic Implementation Group made up of representatives from: • – Business Services – Legal • – HR – IT • – Administration & Property – Finance • – Company Secretarial – Tax & Treasury • SIG Workflow consists of: • – Legal Entity set-up – Trading Style set-up • – Marketing & Data Acquisition plan – HR set-up • – Compliance Review – Tax & Treasury set-up • – Internal SAP set-up – Physical Office set-up

24. Evaluation • Post implementation reviews • After each go live • Commercial reviews after 6, 12 & 18 months then BAU • Strategic Planning • Iterative annual cycle • Impact on the strategy of emerging market trends • Factbased approach to drive insights • Where do we make £? • How does a venture’s financial performance compare with others in the same risk category? • What were some of the key issues and how can we mitigate them in the future? • What new opportunities have been discovered by this business and should be considered strategically? • Drives development plan and broader operating plan

25. Strategic Assets For Growth Global back office platform (SAP) Global front office platform (Siebel CRM) Support Services Global processes Global scalable infrastructure Leverage these investments to support globalisation

26. Support Services Transformation • Magellan • A programme to complement our growth strategy, sponsored by the Board • A structured assessment conducted with the Hackett Group • Leverage strategic assets to further differentiate ourselves from competition • Move towards an operating model that meets rapidly changing business needs, with stronger change management capabilities • Balances global support with time zone coverage and local presence • Will deliver effective and efficient support to the business

27. Conclusion } • New venture selection process • New venture execution process • SThree has key strategic assets to enable growth already in place. These will be fully leveraged through Project Magellan. EFFECTIVE

28. Market Selection Criteria Justin Hughes – March 2010

29. Agenda • My SThree Profile • The Senior Management Repositioning • Methodology – Criteria For Target Locations • Germany & Asia Pacific – Key Drivers of Growth • Leadership Selection For New Projects

30. SThree Profile – Justin Hughes 1969 Born Cardiff 1990 Graduated BA Hons Economics 1995 Trainee Consultant Progressive London 1996 Consultant Progressive London 1997 Manager Progressive London 1999 Regional Sales Director Progressive Contract 2000 Sales Director Progressive Contract 2006 Managing Director Progressive 2010 Group Managing Director SThree

31. Globalising The Business – Evolving The Senior Management Structure

32. Repositioning Of The Group Managing Director Roles • More appropriate to a globalising business • Allows the strengths of the brand model to continue • Front office inter brand competition • Multiple routes to market • Brand sector specialisation • Allows us to marry the above with operational and strategic synergy • More efficient • More specialist • Frees up the movement of resources

33. Availability of niche markets** Medium term attractiveness GDP per capita* Economic growth* Economic size* Measure A qualitative review by Senior management based on market maturity, peers presence, cultural/legislative barriers and accessibility Measure GDP growth Units percent Scale Measure GDP per capita Units US$ Scale Measure number of SThree niche sectors Units number Scale Measure GDP Units US$ billions Scale Highly attractive > 6 > 60,000 N/A > 10,000 Attractive > 4 > 40,000 3 > 1,000 Case by case review > 2 > 20,000 2 > 500 Limited attractiveness > 1 > 10,000 1 > 100 Unattractive < 1 < 10,000 0 < 100 Methodology – The Criteria Used To Target Locations * IMF World economic outlook data used ** SThree niche markets are; ICT,HR, Banking, Oil & Gas, Pharma/Life Sciences, Accountancy, Public Sector and Engineering Source: IMF, Competitor websites, internal analysis

34. Two Types Of Market – Defined By Candidate Mobility Banking Oil & Gas Pharma • Industry is highly specialised and experienced technical skill is in relative short supply. • Candidates can operate anywhere in the world with their specific niche skills • Industry is highly specialised and experienced technical skill is in relative short supply due to cutbacks in the industry prior to the current boom • So candidates are either entry level or highly experienced • Industry is relatively specialised and experienced. • More established markets such as US, the demand for candidates are local New York, Chicago, London, Edinburgh, Paris, Frankfurt, Singapore, Hong Kong, Tokyo Calgary, Houston, Dallas, Alaska, Aberdeen, Stavanger, Angola, Nigeria, Caspian sea, Saudi Arabia, Qatar, UAE, Malaysia, Indonesia, Sinagpore, Perth East Coast USA, West Coast USA, UK, Germany, France, Switzerland, Singapore, Japan, (more emerging regions: China and Eastern Europe) • Global Driver For Candidate Demand Key Locations Or Regions • Candidate Sectors Local Candidate Sectors IT Accountancy Engineering HR • Common global industry with common skill sets that we understand. • Candidates are likely to be local with only occasional niche market. • Candidates are all likely to be local. • Candidates are all likely to be local. • Candidates are all likely to be local. Any reasonable sized modern economy will offer IT market Any reasonable sized modern economy will offer accountancy market Any reasonable sized modern economy with strong manufacturing base Most likely in advanced economies with Anglo Saxon organisation structures or target clients will be global multinationals

35. Leadership Selection • Identify managers with high potential • Track record of performance • Evidence of competencies • Values • Development experience • Contract and Permanent • Diverse sectors • Working in conjunction with the business infrastructure • Multiple regions • Multiple brands

36. Germany – A Case Study Nye Bidwell – March 2010

37. Agenda • SThree Profile – Nye Bidwell • The German Market • Maximising the Opportunity • Summary

38. SThree Profile – Nye Bidwell 1976 Born Arbroath, NE Scotland 1999 Graduated European Studies and French 1999 Consultant & TL Progressive International Contract - London 2001 Manager Progressive Germany Permanent - London 2004 Manager Progressive Germany Permanent - Munich 2007 Director Progressive Germany 2010 Director Huxley Associates and Progressive, Germany

39. The German Market

40. Germany – The Ideal Market? • Largest population in Europe (82m) • 4th largest economy in the world • Underdeveloped staffing market • Well educated technically orientated workforce (c. 35% scientists/technicians) • Stable business environment (lowest DSOs) • Positive cultural/behaviourial trends • Large SME market (“Mittelstand”) • SThree well established, mature local management Figures consistent with Q4 IMS 04.12.09

41. It Has Taken Longer Than Some Expected, But the German Market Has Now Reached Critical Mass As the agency market develops the velocity of job change increases

42. An Underdeveloped Recruitment Market Value of the employment services market in 2008, $US billions 49.6 bn 20.9 bn Population 61.4 million Population 82 million Lower level temporary/contract placement services dominated the Germany employment services market, accounting for over 80% of the market’s value. Therefore, the specialist staffing market is still considerably less mature. Source: Datamonitor

43. The German Staffing Market SPECIALIST • HIGHER AVERAGE FEE LOWER AVERAGE FEE GENERALIST

44. The Fourth Largest Economy In The World 2008 GDP, millions of current USD Source: IMF, World Economic Outlook Database, October 2009: Nominal GDP list of countries. Data for the year 2008

45. Actual Forecast German Economy Heavily Impacted By The Recession, But On The Way To Steady Recovery 2005 – 2009, quarter on previous year quarter GDP growth, select countries Source: IMF; forecasts October 2009

46. German GDP Breakdown By Sector Germany has a surprisingly large services sector. Industry and manufacturing specialise in high value, highly engineered products Source: Official Statistics

47. Germany – A Decentralised Country GermanyPopulation:82 million HamburgPopulation: 1.8 millionGDP: €90 billion IT, Engineering, Accountancy Düsseldorf (NRW)Population: 18 millionGDP: €541 billion IT, Engineering, Accountancy BerlinPopulation: 3.7 millionGDP: €82 billion Engineering, Accountancy, Public Sector Frankfurt (Hessen)Population: 6 millionGDP: €220 billion IT, Engineering, Accountancy, Banking & Finance, Pharma/Life Sciences Munich (Bavaria)Population: 12.5 millionGDP: €434 billion IT, Engineering, Accountancy, Pharma/Life Sciences Stuttgart (BW)Population: 10.7 millionGDP: €330 billion IT, Engineering, Accountancy Source: GT&I; latest figures Note: GDP relates to the corresponding Federal State

48. Germany – Current SThree Presence GermanyPopulation:82 million Düsseldorf (NRW) Hamburg Frankfurt (Hessen) Munich (Bavaria) Stuttgart (BW) Source: GT&I; latest figures

49. Maximising The Opportunity Reichstag dome

50. Business Established post liberalisation of German market 2nd SThree brand enters German market 3rd SThree brand enters German market 4th SThree brand enters German market SThree – A Decade Of History & Investment In Germany SThree now has 11 offices Office = Brand physical presence in location SThree has been established since 1999 in Germany. However, it is in the relatively recent past that growth has accelerated