PageGroup PLC — Interim / Quarterly Report 2011

Jun 30, 2011

interim Report and Accounts

Six months ended 30 June 2011

In just thirty five years, Michael Page International has grown to become one of the world's best-known and most respected recruitment consultancies. Today, we are proud to set the standard within our profession for specialist service, with a personal touch.

CONTENTS

• 1 Highlights
• 2 Overview
• 8 Interim Management Report
• 8 Cautionary statement
• 9 Group strategy
• 9 Group results
• 10 EMEA
• 10 United Kingdom
• 10 Asia Pacific
• 11 The Americas
• 11 Operating profit and conversion rates

• 12 Taxation and earnings per share

• 12 Cash flow

• 12 Dividends and share repurchases
• 12 Non-recurring Items: VAT Claim
• 12 Current trading and future prospects
• 13 Key performance indicators ("KPIs")
• 14 Principal risks and uncertainties
• 14 Treasury management, bank facilities and currency risk

• 15 Going concern

• 16 Independent Review Report

• 18 Financial Statements
• 32 Responsibility Statement

HIGHLIGHTS Strong results benefiting from geographic and discipline diversification

Revenue (£m)

Profit Before Tax (£m)†

Dividend Per Share (pence)

† Before non-recurring items (NRI) * Constant exchange rates

Gross Profit (£m)

Basic Earnings Per Share (pence)†

Headcount At Period End

5,121	2011
3,860	2010
3,702	2009
5,535	2008
1,323	2007

Group gross profit up 31% (30%*) with growth in every geography

76% of gross profits generated from outside the UK

55% of gross profit generated from non Finance and Accounting disciplines

Gross profit from permanent placements growing at 35% (33%*)

Gross profit from temporary placements growing at 20% (18%*)

Headcount up 623 (13.9%) in first half of 2011

Share repurchases of £30.3m during the first half of 2011

Interim dividend up 12.8% at 3.25p

HIGHLIGHTS Strong results benefiting from geographic and discipline diversification

Revenue (£m)

Profit Before Tax (£m)†

Dividend Per Share (pence)

† Before non-recurring items (NRI) * Constant exchange rates

Gross Profit (£m)

Basic Earnings Per Share (pence)†

Headcount At Period End

5,121	2011
3,860	2010
3,702	2009
5,535	2008
1,323	2007

Group gross profit up 31% (30%*) with growth in every geography

76% of gross profits generated from outside the UK

55% of gross profit generated from non Finance and Accounting disciplines

Gross profit from permanent placements growing at 35% (33%*)

Gross profit from temporary placements growing at 20% (18%*)

Headcount up 623 (13.9%) in first half of 2011

Share repurchases of £30.3m during the first half of 2011

Interim dividend up 12.8% at 3.25p

A BUSINESS STRUCTURE FOR GROWTH: One clear, consistent strategy of organic growth constantly diversifying by geography and discipline

ORGANIC DEVELOPMENT OF THE BUSINESS

In order to grow rapidly, you have to have the platform or foundations to support it. We believe we have that, with almost 2,300 years of Michael Page International Director experience spread over 32 countries. This ensures we meet the needs of global or international clients and candidates who have increased geographic mobility, with a consistent quality, culture and value worldwide. With a meritocratically, home-grown, management team, it creates a high level of trust, retains our entrepreneurs as we are constantly launching new businesses, and makes lines of communication clear and simple.

As we go through cycles, we protect the platforms and in downturns invest modestly, increasing the rate of investment in upturns. Last year, our headcount grew by nearly 1,000, as we grew existing offices and countries and launched a new business in Chile. In the first half of 2011, headcount is up by a further 623 and we have opened in three new countries, Qatar, Malaysia and India.

One clear, consistent strategy of organic growth constantly diversifying by geography and discipline Meritocratic, building trust, clear values and culture, retaining high flyers and entrepreneurs

Nearly 50% OF OUR BUSINESS IS GROWING AT OVER 50% YEAR-ON-YEAR IN GROSS PROFIT

POSITIONED FOR GROWTH

Our growth is organic, but strategically as well as growing existing business, our objective is to expand into less-developed recruitment markets where, as a result, competition is far more limited. Many of these markets are emerging economies and are growing far faster than established ones, such as the UK. Only 10 years ago, 58% of our fee earners were operating in the most developed and competitive Australian and UK markets, whereas only 12% were in the least developed and least competitive markets. Our ability to grow fastest is naturally where markets have the most potential to develop and where competition is weakest.

At the end of June 2011, we have 46%, or to be precise 1,695, of our fee earners in these "higher potential" markets and that figure is growing fast. Our gross profit growth in H1 in this underdeveloped category was over 52%. In 2010, it was 46%.

*Austria, Belgium, Ireland, Luxembourg, Poland, Portugal, Qatar, Russia, South Africa, Sweden, Switzerland, Turkey and UAE.

• Business has been transformed over last 10 years
• Nearly half of our business is growing at over 50% year-on-year

Interim Management Report

Interim Management Report

Cautionary statement

This Interim Management Report ("IMR") has been prepared solely to provide additional information to shareholders to assess the Group's strategies and the potential for those strategies to succeed. The IMR should not be relied on by any other party or for any other purpose. This IMR contains certain forward-looking statements. These statements are made by the directors in good faith based on the information available to them up to the time of their approval of this report and such statements should be treated with caution due to the inherent uncertainties, including both economic and business risk factors, underlying any such forward-looking information.

This IMR has been prepared for the Group as a whole and therefore gives greater emphasis to those matters that are significant to Michael Page International plc and its subsidiary undertakings when viewed as a whole.

Group Strategy

The Group's strategy is to expand and diversify the business by industry sectors, by professional disciplines, by geography and by level of focus, be it Page Personnel, Michael Page or Michael Page Executive Search, with the objective of being the leading specialist recruitment consultancy in each of our chosen markets. As recruitment activity is dependent upon economic cycles, by being more diverse, the dependency on individual businesses or markets is reduced, making the overall Group more resilient. This strategy is pursued entirely through the organic growth of existing and new teams, offices, disciplines and countries, with a consistent team and meritocratic culture.

Our organic growth is achieved by drawing upon the skills and experiences of proven Michael Page management, ensuring we have the best and most experienced, home-grown talent in each key role. When we invest in a new business, we do so only with a long-term objective and in the knowledge that at some point there will be periods when economic activity slows. While it is difficult to predict accurately when these slowdowns will occur and how severe they will be, it has been our practice in the past and our intention in the future to maintain our presence in our chosen markets, but with close control over our cost base. Our team-based structure and primarily profit share business model is scalable and the small team size also means that we can rapidly increase our headcount to achieve and maintain growth.

The focus of our organic growth over the past ten years has been into emerging markets, where the outsourcing of recruitment, particularly for specialist roles, is underdeveloped and where there is limited competition. In many of these markets, we have achieved a market leading position and intend to fully embrace the opportunity by investing rapidly in headcount and opening in new cities and countries. The investment to grasp these opportunities in terms of new headcount, international transfers of management, new office space and start-up losses will limit short-term profitability, but should provide a substantial platform for longer-term returns.

Our intention is to always maintain a strong balance sheet. As the business grows, there is a need for additional working capital, which is funded from operating cash flow, with surplus cash being returned to shareholders through dividends and share repurchases.

GROUP RESULTS

The Group's revenue for the six months ended 30 June 2011 increased by 27.6% to £502.1m (2010: £393.5m) and gross profit increased by 31.3% to £275.1m (2010: £209.6m). At constant exchange rates, the Group's revenue increased by 25.8% and gross profit by 29.5%. In the first half, the mix of the Group's revenue and gross profit between permanent and temporary placements has increased to 45:55 (2010: 43:57) and 80:20 (2010: 78:22), respectively. Typically, as economic conditions improve, permanent grows faster than temporary recruitment. This trend is compounded by the Group's faster growing regions in Latin America and Asia being predominantly permanent rather than temporary recruitment in the specialist sectors. The gross margin on temporary placements in the first half of 2011 was 20.2% (2010: 20.7%). Pricing has been relatively stable throughout the first half of 2011, with a stronger pricing environment in rapidly growing markets being offset by competitive pressures in the weaker UK market.

As the demand for recruitment services increases, the number of positions to be filled rises, candidate shortages begin to emerge, the time-to-hire period starts to reduce and there is less pressure on pricing. All of these factors trended positively in the first half, albeit to differing degrees in our different geographic regions, creating an environment for increased productivity and the generation of more gross profit per fee earner. The Group's strategy of only growing organically using home-grown talent, maintaining market presence and a degree of spare capacity, means that the Group is operationally geared with a significant proportion of gross profits from increased activity levels being converted into operating profit. The extent of the conversion to operating profit is reduced by the amount of investment being made to facilitate and maintain growth. The investment comprises additional headcount, up 32.7% year-on-year, office space and the relocation costs of senior people, together with the startup losses when we roll-out and start new disciplines, open in new cities and start businesses in new countries, some 16 since 2005.

In the first half of 2011, we have added 623 (13.9%) new staff, taken additional space in Beijing and Hong Kong, opened three new offices in Houston, Pudong and Porto, as well as additional offices in Sao Paulo and Rome. We also launched businesses in Qatar, Malaysia and India.

With strong underlying growth and investment for the future, operating profit for the first half of 2011 increased to £45.4m (2010: £32.5m†). The Group's conversion rate of gross profit to operating profit is now 16.5% (2010: 15.5%).

EUROPE, MIDDLE EAST AND AFRICA (EMEA)

Europe, Middle East and Africa (EMEA) is the Group's largest region, contributing 44% of Group gross profit in the first half. Revenue in the region increased by 29.9% to £209.5m (2010: £161.3m) and gross profit increased by 31.7% to £120.3m (2010: £91.3m), due to increased activity, primarily in permanent placements. In constant currency, revenue increased by 28.2% on the first half of 2010 and gross profit increased by 29.9%. The 31.7% increase in gross profit generated a 76.1% increase in operating profit for the first half of 2011 to £17.0m (2010: £9.6m), a conversion rate of 14.1% (2010: 10.5%).

In the majority of countries across the region, market conditions have improved and we are achieving good growth. In the Middle East, we did experience some impact from the recent troubles, but all our businesses in the region showed growth. While there remains some surplus capacity in our more established markets of France, the Netherlands, Italy and Spain, in our more recently established countries, we have increased our level of investment in new headcount, offices and launched in Qatar. Headcount across the region increased by 295 (16%) in the first half of 2011 to 2,126.

UNITED KINGDOM

In the UK, representing 24% of the Group's gross profit in the first half, revenue increased by 14.2% to £163.0m (2010: £142.8m), gross profit increased by 7.9% to £66.0m (2010: £61.2m) and operating profit was up 8.1% at £10.4m (2010: £9.6m).

In the UK, market conditions have been tough, but stable throughout the first half of 2011, with growth in the private sector being held back by a more restrained public sector. Our UK business has performed well, clearly gaining share in a very competitive market, with operating profit increasing in line with gross profit, up 8.1%, with the conversion rate stable at 15.8% (2010: 15.7%). Headcount in the UK has remained largely flat over the first half of 2011 and stands at 1,343 at the end of June 2011 (1,324 at 31 December 2010), with the increase in gross profit being the result of improved productivity.

ASIA PACIFIC

In Asia Pacific, representing 18% of the Group's gross profit in the first half, revenue increased by 43.4% to £76.7m (2010: £53.5m) and gross profit increased by 55.8% to £48.6m (2010: £31.2m). In constant currency, revenue increased by 35.0% and gross profit by 49.2%. Operating profit rose by 28.8% to £12.2m (2010: £9.5m), with the large investments in additional headcount and new country start-ups in Malaysia and India, partially offset by operational gearing and increased productivity, resulting in a net decrease in the conversion rate to 25.2% (2010: 30.5%).

Australia, our largest business in the region, grew gross profits by 23% in constant currency. Market conditions have remained stable throughout the first half of 2011, particularly in Western Australia, which is benefiting from the demand for natural resources. In Asia, where the business is almost entirely permanent placements, activity is at record levels in many locations. Gross profits from our Asian businesses grew 80% in constant currency. In Japan, where our growth of 30% in constant currency was impacted by the effects of the tsunami in March, we finished the half year with a record ever month for gross profit, demonstrating the resilience and talent in our business there. At the end of June, we had 874 staff in the region, an increase of 183 (26%) since the start of the year and assuming market conditions remain strong, further headcount will be added during the second half of 2011.

† Operating profit as a percentage of gross profit

THE AMERICAS

In the Americas, representing 14% of the Group's gross profit in the first half, revenue increased by 47.1% to £52.7m (2010: £35.8m) and gross profit increased by 55.4% to £40.3m (2010: £25.9m). In constant currency, revenue increased by 47.5% and gross profit by 54.7%. With the investment in additional headcount and new offices, operating profit increased by 54.0% to £5.8m (2010: £3.8m), with a conversion rate of 14.4% (2010: 14.5%).

In North America, gross profit grew by 28% in constant currency and while there is some evidence of a steady improvement, particularly in Canada, market conditions remain tough. In Latin America, where gross profits grew in the first half of 2011 by 70% in constant currency, market conditions are strong and we have continued to invest heavily in the region. In the last twelve months, we have added 241 staff, an increase of 80.9%, we have doubled the number of offices in the region to 16 and launched a business in Chile. Brazil, which we established in 2000, is now the Group's third largest country business and we are the clear market leader, growing at exceptionally strong rates. The newer businesses in Mexico, Argentina and Chile are also performing strongly and offer tremendous scope for further profitable growth. We now have 778 staff in the region, an increase of 126 (19%) since the start of the year.

OPERATING PROFIT AND CONVERSION RATES

As a result of the Group's organic long-term growth strategy, tight control on costs and profit-based bonuses, we have a business model that is operationally geared. The majority of our cost base, around 75%, relates to our staff, with the other main components being property and information technology costs. With a strategy of organic growth, the Group incurs startup costs and operating losses as investments are made to grow existing and new businesses, open new offices and launch businesses in new countries. Furthermore, significant increases in headcount mean that it takes time to train staff before they become fully productive. These characteristics of our growth strategy and the levels of investment impact on the conversion rates in any one reporting period.

Generally, in years when economic conditions are benign, revenue and gross profit grow, with operating profit growing at a faster rate due to a combination of higher productivity, stronger pricing and greater utilisation of infrastructure. In order to grow, we need to increase our headcount and ensure that we have the infrastructure to house and support them. When economic conditions weaken and recruitment activity slows, these factors work in reverse and are compounded by a shortening of earnings visibility.

The majority of our permanent placement activity is undertaken on a contingent basis, which means on those assignments we only generate revenue when a candidate is successfully placed in a role. Our short-term visibility on these earnings is provided by the number of assignments we are working on, the number of candidates we have at interview and the stage they are at in the interview process. The average time to complete a placement, from taking on an assignment to successfully placing a candidate, tends to lengthen in a downturn, reducing productivity and the risk of the candidate being rejected or the assignment being cancelled increases, thereby further reducing our earnings visibility.

In a downturn, activity levels can slow quickly and revenue can decline even faster, due to the contingent nature of a large proportion of our placements. The main opportunity for reducing our own cost base is headcount, but these reductions tend to

Group quarterly gross profit trend

lag the declines in revenue due to the shortening visibility. The majority of the initial reductions in our headcount occur through natural attrition, without incurring significant restructuring charges. However, as greater reductions become necessary, such charges may be incurred, but these are treated as a component of our normal operating expenses.

As economic conditions begin to improve, the confidence levels of both candidates and clients also improves and the churn rate of people moving jobs starts to increase. This increase in activity is serviced from the spare capacity we maintain during a downturn and therefore profits can increase rapidly. As different markets recover and grow at different rates, we invest in infrastructure and additional headcount in some markets to maintain their growth, while carrying some spare capacity in others. Where possible, we redeploy resources to match market conditions. The Group's conversion rate for the period was 16.5% (2010: 15.5%), which reflects the improved market conditions, partially offset by the effects of new investments. The movement in the conversion rates of the four regions and the levels of conversion now being achieved reflects the pace of recovery in those regions, the levels of investment in each region and the levels of spare capacity still available to be utilised.

TAXATION AND EARNINGS PER SHARE

The charge for taxation is based on the expected effective annual tax rate of 33.0% (2010: 36.4%†) on profit before taxation and non-recurring items.

Basic and diluted earnings per share for the six months ended 30 June 2011 were 10.0p (2010: 13.1p) and 9.7p (2010: 12.8p) respectively. Before 2010's non-recurring income, basic and diluted earnings per share for the six months ended 30 June 2010 were 6.6p and 6.5p respectively.

CASH FLOW

The Group started the year with net cash of £80.5m. In the first half we generated £21.8m from operations after funding an increase in working capital of £35.1m, reflecting the increased level of activity throughout the Group. Tax paid was £19.1m and net capital expenditure was £13.0m, with net interest received of £0.1m. During the first half, £30.3m was spent repurchasing shares for cancellation, £1.0m was received from the exercise of share options and dividends of £18.8m were paid. After favourable currency movements of £1.3m, the Group had net cash of £23.6m at 30 June 2011.

DIVIDENDS AND SHARE REPURCHASES

It is the Board's intention to pay dividends at a level that it believes is sustainable throughout economic cycles and to continue to use share repurchases to return surplus cash to shareholders. Reflecting the Group's first half performance and the Board's confidence in the longer-term prospects for the Group, it has decided to increase the interim dividend by 12.8% to 3.25p (2010: 2.88p) per share. The interim dividend will be paid on 7 October 2011 to shareholders on the register at 9 September 2011. In the first half, the Group purchased and cancelled 5.7m shares for £30.3m, at an average price of £5.28.

NON-RECURRING ITEMS: VAT CLAIM

On 30 April 2010, a formal agreement was signed between MPI and HMRC for a refund of £17.1m of overpaid VAT plus £11.3m of statutory interest, both net of fees.

In respect of the amended claims for a refund of overpaid VAT, we continue to correspond and discuss our claim with HMRC, but the eventual outcome remains uncertain. For further information, see Note 4.

CURRENT TRADING AND FUTURE PROSPECTS

We delivered a strong performance in the first half of 2011 with gross profit up 31% to £275.1m. Operating profit before nonrecurring items grew by 40% to £45.4m as we continue to make significant investments for the longer-term growth and prosperity of the Group.

In the first 6 months, our banking business grew strongly. However, following the recently announced hiring freezes in the last few weeks, gross profit growth in this sector, which accounts for approximately 10% of Group gross profit, has slowed. With the exception of banking, trading in July has been broadly consistent with recent trends. In the short-term, market conditions in the UK will remain challenging, but we anticipate that our UK business will maintain modest growth and continue to gain market share. In Europe, we expect to continue our progress and our outlook for Asia and Latin America remains strong.

Over the last 10 years we have diversified significantly and altered radically the composition of the Group, entirely through organic investment and development, with over three quarters of the Group's gross profits now being generated from outside the UK. Our Latin America and Asia businesses combined now represent over 20% of the Group's gross profit, with 31 offices across 9 countries and over 1,000 staff.

We have entered and achieved a market-leading presence in relatively underdeveloped recruitment markets with numerous opportunities for further growth. In these markets, we now have over 50% of our staff and grew gross profit at over 50% in the first half of 2011. We remain mindful of the macroeconomic risks and uncertainties, however, we are continuing to invest significantly in developing our faster growing markets, as well as exploring opportunities for new openings.

Key Performance Indicators ('KPIs')

Financial and non-financial key performance indicators (KPIs) used by the Board to monitor progress are listed in the table below.

The source of data and calculation methods year-on-year are on a consistent basis.

KPI	H1 2011	H1 2010	Definition, method of calculation and analysis
Gross margin	54.8%	53.3%	Gross profit as a percentage of revenue. Gross margin has increased largely as a result of the mix of permanent and temporary placements. In improving trading conditions, there tends to be a swing to higher margin permanent placements. Additionally the Group's fastest growing geographic regions are predominantly permanent recruitment markets.
			Source: Condensed consolidated income statement in the financial statements.
Fee earner : support staff ratio	72:28	71:29	Represents the balance between operational and non-operational staff. The balance in the period reflects the faster growth in new fee earners into the existing infrastructure as market conditions improve.
			Source: Internal data.
Productivity (gross profit per fee earner)	£76.9k	£79.8k	Represents productivity of fee earners and is calculated by dividing the gross profit for the period by the average number of fee earners and directors. The higher the number, the higher their productivity. Productivity is a function of the numbers and experience of fee earners, the impact of pricing and the general conditions of the recruitment market. The decrease in productivity this period is as a result of the substantial increase in new fee earners (32.7% or 1,261 in the last 12 months) and increased competition in some markets, partially offset by a general improvement in market conditions.
			Source: Internal data.
Conversion before NRI	16.5%	15.5%	Operating profit as a percentage of gross profit showing the Group's effectiveness at controlling the costs and expenses associated with its normal business operations and the level of investment for future growth. Conversion has increased compared to last year, reflecting the utilisation of a proportion of the spare capacity created during the downturn, partially offset by a reduction in productivity.
			Source: Condensed consolidated income statement in the financial statements.
Debtor days (30 June)	52	47	Represents the length of time before the Group receives payments from its debtors. Calculated by comparing how many days' billings it takes to cover the debtor balance. The increase in the period reflects the growth of permanent activity, with the average debtor days being higher for the permanent business compared to the temporary business and also a temporary impact related to the implementation of a new temp billing system in the UK. Source: Internal data.

The movements in KPIs are in line with expectations.

The management of the business and the execution of the Company's strategy are subject to a number of risks. The following section comprises a summary of what the Group believes are the main risks that could potentially impact the Group's operating and financial performance.

People

The resignation of key individuals and the inability to recruit talented people with the right skill-sets could adversely affect the Group's results. This is further compounded by the Group's organic growth strategy and its policy of not externally hiring senior operational positions. Mitigation of this risk is achieved by succession planning, training of staff, competitive pay structures linked to the Group's results and career progression.

Macro economic environment

Recruitment activity is largely driven by economic cycles and the levels of business confidence. The Board looks to reduce the Group's cyclical risk by expanding geographically, by increasing the number of disciplines, by building part-qualified and clerical businesses and by continuing to build the temporary business.

A substantial portion of the Group's gross profit arises from fees which are contingent upon the successful placement of a candidate in a position. If a client cancels the assignment at any stage in the process, the Group receives no remuneration. As a consequence, the Group's visibility of gross profits is generally quite short and tends to reduce further during periods of economic downturn.

Competition

The degree of competition varies in each of the Group's main regions. In the UK, Australia and North America, the recruitment market is well developed, highly competitive and fragmented. The characteristics of a developed market are greater competition for clients and candidates, as well as pricing pressure. In EMEA, Latin America and Asia, the recruitment market is generally less developed, with a large proportion of all recruitment being carried out by companies' internal resources, rather than through recruitment specialists. This is changing rapidly due to changes in legislation, increasing job mobility and the difficulty internal resources face in sourcing suitably qualified candidates and managing compliance.

If the Group does not continue to compete in its markets effectively, by hiring new staff, opening and expanding offices and continuing the discipline roll-outs, there is a risk that competitors may beat us to key strategic opportunities, which may result in lost business and a reduction in market share. This risk is mitigated by meetings of the Main Board, Executive Board and Regional and Country Management Boards, where Group strategy is continually reviewed and decisions made over the allocation of the Group's resources, principally people.

Technology

The Group is reliant on a number of technology systems to provide services to clients and candidates. These systems are dependent on a number of important suppliers that provide the technology infrastructure and disaster recovery solutions. The performance of these suppliers are continually monitored to ensure business critical services are available and maintained as far as practically possible. Due to the rapid advancement of technology, there is a risk that systems could become outdated, with the potential to affect efficiency and have an impact on revenue and client service. This risk is mitigated by regular reviews of the Group's technology strategy to ensure that it supports the overall Group strategy. The Group has invested in a new generation of technology systems, which will begin to be implemented in our operating businesses from later this year. The systems implementation risks are being managed by staged roll-outs, generally increasing the size and complexity of the businesses transitioning to the new systems.

Legal

The Group operates in a large number of jurisdictions which have varying regulatory environments. As the employment laws are changed and harmonised in certain geographies, they bring with them new risks and opportunities. The temporary market is heavily regulated, and changes in legislation, which have the effect of increasing the cost or restricting the flexibility of movement of temporary workers, could, other things being equal, have a detrimental effect on the Group's financial performance. The Group takes its obligations and responsibilities seriously and ensures that its policies, systems and procedures are continually upgraded to reflect best practice and to comply with the legal requirements in all of the markets in which it operates. In order to reduce the legal and compliance risks, fee earners and support staff receive regular training and updates of changes in legal and compliance requirements.

Financial

The Group has a risk management process to assess risks and places emphasis on maintaining adequate financial and management controls. The risk management process is viewed as a dynamic part of operations and is assessed globally on an annual basis. The Group has developed a framework to manage risk and respond to the global financial crisis, with emphasis upon credit exposure, management of currency risk and business and operational continuity.

Treasury Management, Bank Facilities and Currency Risk

It is the Directors' intention to continue to finance the activities and development of the Group from retained earnings and to operate the Group's business while maintaining a strong balance sheet position. When there is a generally benign economic outlook, this equates to maintaining the Group's net cash/debt position within a relatively narrow band, with cash generated in excess of these requirements being used to buy back the Group's shares. In an economic downturn, a more cautious funding position is adopted, with the Group being managed in a net cash position. The £56.9m reduction, from £80.5m to £23.6m, in the amount of net cash held during the period is in line with the relative improvement in economic conditions and the Group's outlook across the various regions in which it operates.

Cash surpluses are invested in short-term deposits, with any working capital requirements being provided from Group cash resources, Group facilities, or by local overdraft facilities. The Group has a multi-currency notional cash pool between the Eurozone subsidiaries and the UK-based Group Treasury subsidiary. The structure facilitates interest and balance compensation of cash and bank overdrafts.

The Group has a £50m, three-year multi-currency, committed revolving credit facility with Deutsche Bank that expires in June 2012.

The main operational currencies of the Group are Sterling, Euro, Australian Dollar and Brazilian Real. The Group does not have material transactional currency exposures, nor is there a material exposure to foreign denominated monetary assets and liabilities The Group is exposed to foreign currency translation differences in accounting for its overseas operations. Our policy is not to hedge this exposure.

In certain cases, where the Group gives or receives short-term loans to and from other Group companies with different reporting currencies, it may use foreign exchange swap derivative financial instruments to manage the currency and interest rate exposure that arises on these loans. It is the Group's policy not to seek to designate these derivatives as hedges.

Going Concern

The Board has undertaken a recent and thorough review of the Group's forecasts and associated risks and sensitivities. Despite the significant uncertainty in the economy and its inherent risk and impact on the business, the Board has concluded, given the level of cash in the business and Group borrowing facilities, the geographical and discipline diversification, limited concentration risk, as well as the ability to manage the cost base, that the Group has adequate resources to continue in operational existence for the foreseeable future being a period of at least 12 months.

Page House The Bourne Business Park 1 Dashwood Lang Road Addlestone Weybridge Surrey KT15 2QW

By order of the Board,

Steve Ingham Stephen Puckett Chief Executive Group Finance Director 15 August 2011 15 August 2011

Independent Review Report

Independent Review Report TO MICHAEL PAGE INTERNATIONAL PLC

Introduction

We have been engaged by the company to review the condensed set of financial statements in the half-yearly financial report for the six months ended 30 June 2011 which comprises the condensed consolidated income statement, the condensed consolidated statement of comprehensive income, the condensed consolidated balance sheet, the condensed consolidated statement of changes in equity, the condensed consolidated statement of cash flows and related notes 1 to 14. We have read the other information contained in the half yearly financial report and considered whether it contains any apparent misstatements or material inconsistencies with the information in the condensed set of financial statements.

This report is made solely to the company in accordance with guidance contained in International Standard on Review Engagements 2410 (UK and Ireland) "Review of Interim Financial Information Performed by the Independent Auditor of the Entity" issued by the Auditing Practices Board. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company, for our work, for this report, or for the conclusions we have formed.

Directors' responsibilities

The half-yearly financial report is the responsibility of, and has been approved by, the directors. The directors are responsible for preparing the half-yearly financial report in accordance with the Disclosure and Transparency Rules of the United Kingdom's Financial Services Authority.

As disclosed in note 2, the annual financial statements of the group are prepared in accordance with IFRSs as adopted by the European Union. The condensed set of financial statements included in this half-yearly financial report has been prepared in accordance with International Accounting Standard 34, "Interim Financial Reporting", as adopted by the European Union.

Our responsibility

Our responsibility is to express to the company a conclusion on the condensed set of financial statements in the half-yearly financial report based on our review.

Scope of review

We conducted our review in accordance with International Standard on Review Engagements (UK and Ireland) 2410, "Review of Interim Financial Information Performed by the Independent Auditor of the Entity" issued by the Auditing Practices Board for use in the United Kingdom. A review of interim financial information consists of making enquiries, primarily of persons responsible for financial and accounting matters, and applying analytical and other review procedures. A review is substantially less in scope than an audit conducted in accordance with International Standards on Auditing (UK and Ireland) and consequently does not enable us to obtain assurance that we would become aware of all significant matters that might be identified in an audit. Accordingly, we do not express an audit opinion.

Conclusion

Based on our review, nothing has come to our attention that causes us to believe that the condensed set of financial statements in the half-yearly financial report for the six months ended 30 June 2011 is not prepared, in all material respects, in accordance with International Accounting Standard 34 as adopted by the European Union and the Disclosure and Transparency Rules of the United Kingdom's Financial Services Authority.

Ernst & Young LLP London 15 August 2011

FINANCIAL STATEMENTS

MENTS AL STATE CI AN N FI	FINANCIAL
	Condensed consolidated income statement ������������������� 19 Condensed consolidated statement of comprehensive income 19 Condensed consolidated balance sheet 20 Condensed consolidated statement of changes in equity 21 Condensed consolidated statement of cash flows���������� 22
18	Michael Page International

	Notes to the Condensed set of
	Interim Financial Statements	23
1.	General information 23
2.	Accounting policies 23
3.	Segment reporting 25
4.	Non-recurring items (NRI) 28
5.	Finance income/expenses 28
6.	Taxation 28
7.	Dividends 29
8.	Share-based payments 29
9.	Earnings per ordinary share 29
10.	Property, plant and equipment 30
11.	Trade and other receivables 30
12.	Trade and other payables 30
13.	Cash flows from operating activities 31
14.	Cash and cash equivalents 31

Condensed Consolidated Income Statement

			Six months ended	Year ended
		30 June	30 June	31 December
		2011 £'000	2010 £'000	2010 £'000
	Note	Unaudited	Unaudited	Audited
Revenue	3	502,077	393,515	832,296
Cost of sales		(226,983)	(183,961)	(390,089)
Gross profit	3	275,094	209,554	442,207
Administrative expenses		(229,692)	(177,034)	(370,680)
Operating profit before non-recurring items	3	45,402	32,520	71,527
Other income – non-recurring items	4	-	17,125	17,125
Operating profit	3	45,402	49,645	88,652
Financial income	5	398	744	1,107
Financial income – non-recurring items	5	-	11,335	11,335
Financial expenses	5	(335)	(290)	(438)
Profit before tax	3	45,465	61,434	100,656
Income tax expense Income tax expense – non-recurring items	6 4	(15,006) -	(11,997) (7,969)	(25,203) (7,969)
Profit for the period		30,459	41,468	67,484
Attributable to:
Owners of the parent		30,459	41,468	67,484
	9	10.0	13.1	21.6
	9	9.7	12.8	21.1
Earnings per share Basic earnings per share (pence) Diluted earnings per share (pence) The above results all relate to continuing operations. Condensed Consolidated Six months ended 30 June 2011	Statement	of Comprehensive	Income
		30 June	Six months ended 30 June	Year ended 31 December
		2011	2010	2010
		£'000 Unaudited	£'000 Unaudited	£'000 Audited
		30,459	41,468	67,484
Profit for the period Other comprehensive income for the period
		3,812	(747)	290
Currency translation differences Total comprehensive income for the period		34,271	40,721	67,774
Attributed to:

Condensed Consolidated Statement of Comprehensive Income

		Six months ended	Year ended
	30 June 2011 £'000 Unaudited	30 June 2010 £'000 Unaudited	31 December 2010 £'000 Audited
Profit for the period	30,459	41,468	67,484
Other comprehensive income for the period
Currency translation differences	3,812	(747)	290
Total comprehensive income for the period	34,271	40,721	67,774
Attributed to:
Owners of the parent	34,271	40,721	67,774

Condensed Consolidated Balance Sheet

At 30 June 2011

			Six months ended
		30 June 2011	30 June 2010
		£'000	£'000
	Note	Unaudited	Unaudited
Non-current assets Property, plant and equipment	10	32,019	27,795
Intangible assets – Goodwill and other intangible		2,087	1,539
– Computer software		30,206	21,125
Deferred tax assets		11,098	11,136
Other receivables	11	1,916	2,745
		77,326	64,340
Current assets
Trade and other receivables	11	224,984	152,301
Current tax receivable		2,810	14,143
Cash and cash equivalents	14	62,724	67,177
		290,518	233,621
Total assets	3	367,844	297,961
Current liabilities Trade and other payables	12	(144,743)	(106,325)
Bank overdrafts	14	(39,142)	(1,503)
Current tax payable		(11,772)	(18,695)
		(195,657)	(126,523)
Net current assets		94,861	107,098
Non-current liabilities
Other payables	12	(2,709)	(2,267)
Deferred tax liabilities		(364)	(324)
		(3,073)	(2,591)
Total liabilities	3	(198,730)	(129,114)
Net assets		169,114	168,847
Capital and reserves
Called-up share capital		3,164	3,240
Share premium		56,638	52,986
Capital redemption reserve		932	838
Reserve for shares held in the employee benefit trust		(66,186)	(75,952)
Currency translation reserve		37,503	32,654
Retained earnings		137,063	155,081
Total equity		169,114	168,847

Condensed Consolidated Statement of Changes in Equity

	Called-up share capital £'000	Share premium £'000	Capital redemption reserve £'000	Reserve for shares held in the employee benefit trust £'000	Currency translation reserve £'000	Retained earnings £'000	Total equity £'000
Balance at 1 January 2010	3,234	51,589	838	(19,409)	33,401	127,363	197,016
Currency translation differences	-	-	-	-	(747)	-	(747)
Net loss recognised directly in equity	-	-	-	-	(747)	-	(747)
Profit for the six months ended 30 June 2010	-	-	-	-	-	41,468	41,468
Total comprehensive (loss)/income for the period	-	-	-	-	(747)	41,468	40,721
Purchase of shares held in the employee benefit trust	-	-	-	(61,757)	-	-	(61,757)
Issue of share capital	6	1,397	-	-	-	-	1,403
Reserve transfer when shares held in the employee benefit trust vest	-	-	-	5,214	-	(5,214)	-
Credit in respect of share schemes	-	-	-	-	-	5,216	5,216
Credit in respect of tax on share schemes	-	-	-	-	-	2,314	2,314
Dividends	-	-	-	-	-	(16,066)	(16,066)
	6	1,397	-	(56,543)	-	(13,750)	(68,890)
Balance at 30 June 2010	3,240	52,986	838	(75,952)	32,654	155,081	168,847
Currency translation differences	-	-	-	-	1,037	-	1,037
Net income recognised directly in equity	-	-	-	-	1,037	-	1,037
Profit for the six months ended 31 December 2010	-	-	-	-	-	26,016	26,016
Total comprehensive income for the period	-	-	-	-	1,037	26,016	27,053
Purchase of own shares for cancellation	(37)	-	37	-	-	(15,086)	(15,086)
Issue of share capital	13	2,621	-	-	-	-	2,634
Reserve transfer when shares held in the employee benefit trust vest	-	-	-	591	-	(591)	-
Credit in respect of share schemes	-	-	-	-	-	4,833	4,833
Debit in respect of deferred tax on share schemes					-	(2,034)	(2,034)
Dividends	-	-	-	-	-	(8,813)	(8,813)
	(24)	2,621	37	591	-	(21,691)	(18,466)
Balance at 31 December 2010 and 1 January 2011	3,216	55,607	875	(75,361)	33,691	159,406	177,434
Currency translation differences	-	-	-	-	3,812	-	3,812
Net income recognised directly in equity	-	-	-	-	3,812	-	3,812
Profit for the six months ended 30 June 2011	-	-	-	-	-	30,459	30,459
Total comprehensive income for the period	-	-	-	-	3,812	30,459	34,271
Purchase of own shares for cancellation	(57)	-	57	-	-	(30,322)	(30,322)
Issue of share capital	5	1,031	-	-	-	-	1,036
Reserve transfer when shares held in the employee benefit trust vest	-	-	-	9,175	-	(9,175)	-
Credit in respect of share schemes	-	-	-	-	-	5,991	5,991
Debit in respect of tax on share schemes	-	-	-	-	-	(473)	(473)
Dividends	-	-	-	-	-	(18,823)	(18,823)
	(52)	1,031	57	9,175	-	(52,802)	(42,591)
	3,164	56,638	932	(66,186)	37,503	137,063	169,114

Condensed Consolidated Statement of Cash Flows

Six months ended 30 June 2011

			Six months ended	Year ended
		30 June 2011	30 June 2010	31 December £'000
	Note	£'000 Unaudited	£'000 Unaudited	Audited
Cash generated from underlying operations	13	21,789	27,073	81,650
Net cash paid in respect of VAT claim		-	(12,558)	(12,558)
Cash generated from operations	13	21,789	14,515	69,092
Income tax paid		(19,052)	(5,326)	(12,408)
Net cash from operating activities		2,737	9,189	56,684
Cash flows from investing activities
Purchases of property, plant and equipment		(7,980)	(2,556)	(7,371)
Purchases of computer software		(5,156)	(3,297)	(8,774)
Proceeds from the sale of property, plant and equipment, and computer software		173	1,338
Interest received		398	744
Net cash used in investing activities		(12,565)	(3,771)	(13,646)
Interest paid Issue of own shares for the exercise of options Purchase of own shares for cancellation Purchase of shares into the employee benefit trust Net cash used in financing activities		(281) 1,036 (30,322) - (48,390)	(290) 1,403 - (61,757) (76,710)	(15,086) (61,757) (98,124)
Net decrease in cash and cash equivalents		(58,218)	(71,292)	(55,086)
Cash and cash equivalents at the beginning of the period		80,531	137,185	137,185
Exchange gain/(loss) on cash and cash equivalents		1,269	(219)
Cash and cash equivalents at the end of the period	14	23,582	65,674	80,531

Notes to the condensed set of interim financial statements

Six months ended 30 June 2011

1. General information

The information for the year ended 31 December 2010 does not constitute statutory accounts as defined in section 434 of the Companies Act 2006. A copy of the statutory accounts for that year has been delivered to the Registrar of Companies. The auditors' reported on those accounts: their report was unqualified, did not draw attention to any matters by way of emphasis and did not contain a statement under section 498(2) or (3) of the Companies Act 2006.

2. Accounting policies

Basis of preparation

The unaudited interim condensed consolidated financial statements for the six months ended 30 June 2011 have been prepared in accordance with IAS 34 'Interim financial reporting' and with the Disclosure and Transparency Rules of the Financial Services Authority.

The unaudited interim condensed consolidated financial statements do not constitute the Group's statutory financial statements. The Group's most recent statutory financial statements, which comprise the annual report and audited financial statements for the year ended 31 December 2010, were approved by the directors on 4 March 2011. The interim condensed consolidated financial statements should be read in conjunction with the Annual Report and Accounts for the year ended 31 December 2010, which have been prepared in accordance with International Financial Reporting Standards ('IFRSs') as adopted by the European Union. Michael Page International 23FINANCIAL STATEMENTS

Going concern

The Group's business activities, together with the factors likely to affect its future development, performance and position are set out in the interim management report. The interim management report also includes a summary of the Group's financial position, its cash flows and its borrowing facilities.

The directors believe the Group is well placed to manage its business risks successfully, despite the current uncertain economic outlook. The Group's forecasts and projections, taking account of reasonably possible changes in trading performance, show that the Group should be able to operate within the level of its current committed facilities.

After making enquiries, the directors have a reasonable expectation that the Company and the Group have adequate resources to continue in operational existence for the foreseeable future, a period of not less than 12 months from the date of this report. Accordingly, they continue to adopt the going concern basis in preparing the half-yearly financial report.

New accounting standards, interpretations and amendments

The accounting policies adopted in the preparation of the interim condensed consolidated financial statements are consistent with those followed in the preparation of the Group's annual financial statements for the year ended 31 December 2010, except for the adoption of new standards and interpretations as of 1 January 2011, noted below:

(i) IAS 24 Related Party Transactions (Amendment)

The IASB has issued an amendment to IAS 24 that clarifies the definitions of a related party. The new definitions emphasise a symmetrical view of related party relationships as well as clarifying in which circumstances persons and key management personnel affect related party relationships of an entity. Secondly, the amendment introduces an exemption from the general related party disclosure requirements for transactions with a government and entities that are controlled, jointly controlled or significantly influenced by the same government as the reporting entity. The adoption of the amendment did not have any impact on the financial position or performance of the Group.

(ii) IAS 32 Financial Instruments: Presentation (Amendment)

The amendment alters the definition of a financial liability in IAS 32 to enable entities to classify rights issues and certain options or warrants as equity instruments. The amendment is applicable if the rights are given pro rata to all of the existing owners of the same class of an entity's non-derivative equity instruments, to acquire a fixed number of the entity's own equity instruments for a fixed amount in any currency. The amendment has had no effect on the financial position or performance of the Group.

(iii) IFRIC 14 Prepayments of a Minimum Funding Requirement (Amendment)

The amendment removes an unintended consequence when an entity is subject to minimum funding requirements and makes an early payment of contributions to cover such requirements. The amendment permits a prepayment of future service cost by the entity to be recognised as a pension asset. The amendment to the interpretation had no effect on the financial position or performance of the Group.

Improvements to IFRSs (issued May 2010)

In May 2010, the IASB issued its third omnibus of amendments to its standards, primarily with a view to removing inconsistencies and clarifying wording. There are separate transitional provisions for each standard. The adoption of the following amendments did not have any impact on the financial position or performance of the Group.

(i) IFRS 3 Business Combinations

The measurement options available for non-controlling interest (NCI) have been amended. Only components of NCI that constitute a present ownership interest that entitles their holder to a proportionate share of the entity's net assets in the event of liquidation shall be measured at either fair value or at the present ownership instruments' proportionate share of the acquiree's identifiable net assets. All other components are to be measured at their acquisition date fair value. 24 Michael Page International FINANCIAL STATEMENTS

(ii) IFRS 7 Financial Instruments — Disclosures

The amendment was intended to simplify the disclosures provided by reducing the volume of disclosures around collateral held and improving disclosures by requiring qualitative information to put the quantitative information in context.

(iii) IAS 1 Presentation of Financial Statements

The amendment clarifies that an option to present an analysis of each component of other comprehensive income may be included either in the statement of changes in equity or in the notes to the financial statements. The Group has opted not to present further analysis.

(iv) IAS 34 Interim Financial Statements

The amendment requires additional disclosures for fair values and changes in classification of financial assets, as well as changes to contingent assets and liabilities in interim condensed financial statements.

Other amendments resulting from Improvements to IFRSs to the following standards did not have any impact on the accounting policies, financial position or performance of the Group:

(i) IFRS 3 Business Combinations

Clarification that contingent consideration arising from business combination prior to adoption of IFRS 3 (as revised in 2008) are accounted for in accordance with IFRS 3 (2005).

(ii) IAS 27 Consolidated and Separate Financial Statements

Applying the IAS 27 (as revised in 2008) transition requirements to consequentially amended standards.

(iii) IFRS 3 Business Combinations

Unreplaced and voluntarily replaced share-based payment awards and its accounting treatment within a business combination.

(iv) IFRIC 13 Customer Loyalty Programmes

In determining the fair value of award credits, an entity shall consider discounts and incentives that would otherwise be offered to customers not participating in the loyalty programme).

The Group has not early adopted any other standard, interpretation or amendment that has been issued but is not yet effective.

3. Segment reporting

(a) Revenue, gross profit and operating profit by reportable segment

			Revenue			Gross Profit
			Six months ended	Year ended	Six months ended		Year ended
		30 June 2011 £'000	30 June 2010 £'000	31 December 2010 £'000	30 June 2011 £'000	30 June 2010 £'000	31 December 2010 £'000
EMEA		209,548	161,343	332,202	120,268	91,314	188,706
United Kingdom		163,047	142,807	302,567	66,010	61,168	124,858
Asia Pacific	Australia and New Zealand	49,120	37,979	81,676	23,806	17,316	37,645
	Other	27,620	15,540	38,630	24,747	13,850	34,569
	Total	76,740	53,519	120,306	48,553	31,166	72,214
Americas		52,742	35,846	77,221	40,263	25,906	56,429
		502,077	393,515	832,296	275,094	209,554	442,207

(a) Revenue, gross profit and operating profit by reportable segment
			Revenue			Gross Profit
		30 June 2011 £'000	Six months ended 30 June 2010 £'000	Year ended 31 December 2010 £'000	Six months ended 30 June 2011 £'000	30 June 2010 £'000	Year ended 31 December 2010 £'000
EMEA		209,548	161,343	332,202	120,268	91,314	188,706
United Kingdom		163,047	142,807	302,567	66,010	61,168	124,858
Asia Pacific	Australia and New Zealand	49,120	37,979	81,676	23,806	17,316	37,645
	Other	27,620	15,540	38,630	24,747	13,850	34,569
	Total	76,740	53,519	120,306	48,553	31,166	72,214
Americas		52,742	35,846	77,221	40,263	25,906	56,429
		502,077	393,515	832,296	275,094	209,554	442,207
					Six months ended 30 June	30 June	Year ended 31 December
					2011 £'000	2010 £'000	2010 £'000
EMEA					16,958	9,628	22,272
United Kingdom					10,407	9,623	19,630
Asia Pacific	Australia and New Zealand				5,026	4,787	9,754
		Other			7,213	4,716	12,562
		Total			12,239	9,503	22,316
Americas					5,798	3,766	7,309
Operating profit before non-recurring items					45,402	32,520	71,527
Non-recurring items (NRI) (note 4)					-	17,125	17,125
Operating profit after non-recurring items					45,402	49,645	88,652
Financial income					63	11,789	12,004
Profit before tax					45,465	61,434	100,656
The above analysis by destination is not materially different to analysis by origin.
				The analysis below is of the carrying amount of reportable segment assets, liabilities and non-current assets. Segment assets and
				liabilities include items directly attributable to a segment as well as those that can be allocated on a reasonable basis. The individual
software, goodwill and other intangible.				reportable segments exclude income tax assets and liabilities. Non-current assets include property, plant and equipment, computer
Non-recurring items (NRI) items relate wholly to the United Kingdom.
							Michael Page International

			Total Assets			Total Liabilities
		Six months ended		Year ended	Six months ended		Year ended
		30 June 2011 £'000	30 June 2010 £'000	31 December 2010 £'000	30 June 2011 £'000	30 June 2010 £'000	31 December 2010 £'000
EMEA		149,074	125,655	136,159	69,902	52,016	60,744
United Kingdom		116,813	88,770	96,563	88,859	41,692	41,359
Asia Pacific	Australia and New Zealand	26,618	22,669	28,292	11,818	7,853	10,410
	Other	28,810	18,904	24,471	6,054	3,124	5,352
	Total	55,428	41,573	52,763	17,872	10,977	15,762
Americas		43,719	27,820	33,037	10,325	5,734	9,450
Segment assets/liabilities		365,034	283,818	318,522	186,958	110,419	127,315
Income tax		2,810	14,143	2,810	11,772	18,695	16,583
		367,844	297,961	321,332	198,730	129,114	143,898
			Property, Plant & Equipment			Intangible Assets
		Six months ended		Year ended	Six months ended		Year ended
		30 June 2011 £'000	30 June 2010 £'000	31 December 2010 £'000	30 June 2011 £'000	30 June 2010 £'000	31 December 2010 £'000
EMEA		10,762	10,755	10,104	665	899	776
United Kingdom		9,835	8,919	9,090	30,652	20,791	25,810
Asia Pacific	Australia and New Zealand	1,696	2,042	2,104	160	204	148
	Other	1,794	622	996	246	346	369
	Total	3,490	2,664	3,100	406	550	517
Americas		7,932	5,457	6,232	570	424	471
		32,019	27,795	28,526	32,293	22,664	27,574

			Six months ended	Year ended		Six months ended	Year ended
		30 June 2011 £'000	30 June 2010 £'000	31 December 2010 £'000	30 June 2011 £'000	30 June 2010 £'000	31 December 2010 £'000
EMEA		10,762	10,755	10,104	665	899	776
United Kingdom		9,835	8,919	9,090	30,652	20,791	25,810
Asia Pacific	Australia and New Zealand	1,696	2,042	2,104	160	204	148
	Other	1,794	622	996	246	346	369
	Total	3,490	2,664	3,100	406	550	517
Americas		7,932	5,457	6,232	570	424	471
		32,019	27,795	28,526	32,293	22,664	27,574

The below analyses in notes (c) revenue and gross profit by discipline (being the professions of candidates placed) and (d) revenue and gross profit generated from permanent and temporary placements have been included as additional disclosure over and above the requirements of IFRS 8 "Operating Segments".

(c) Revenue and gross profit by discipline

Revenue Gross Profit Six months ended Year ended Six months ended Year ended 30 June 30 June 31 December 30 June 30 June 31 December 2011 2010 2010 2011 2010 2010 £'000 £'000 £'000 £'000 £'000 £'000 Finance and Accounting 261,023 214,440 450,573 123,824 99,167 209,176 Marketing, Sales and Retail 65,381 53,252 111,661 50,809 39,696 82,834 Legal, Technology, HR, Secretarial and Other 98,560 73,391 156,993 51,794 38,527 81,597 Engineering, Property & Construction, Procurement & 77,113 52,432 113,069 48,667 32,164 68,600 Supply Chain 502,077 393,515 832,296 275,094 209,554 442,207 (d) Revenue and gross profit generated from permanent and temporary placements Revenue Gross Profit Six months ended Year ended Six months ended Year ended 30 June 30 June 31 December 30 June 30 June 31 December
2011 2010 2010 2011 2010 2010
£'000 £'000 £'000 £'000 £'000 £'000
Permanent 227,160 169,127 355,979 219,429 163,006 343,787
Temporary 274,917 224,388 476,317 55,665 46,548 98,420
502,077 393,515 832,296 275,094 209,554 442,207

(d) Revenue and gross profit generated from permanent and temporary placements

	Revenue			Gross Profit
	Six months ended	Year ended			Six months ended
	30 June 2011 £'000	30 June 2010 £'000	31 December 2010 £'000	30 June 2011 £'000	30 June 2010 £'000	31 December 2010 £'000
Permanent	227,160	169,127	355,979	219,429	163,006	343,787
Temporary	274,917	224,388	476,317	55,665	46,548	98,420
	502,077	393,515	832,296	275,094	209,554	442,207

4. Non-recurring items (NRI)

5. Finance income/expenses

4. Non -recurring items (NRI) In 2003, Michael Page submitted an initial claim to Her Majesty's Revenue and Customs (HMRC) for overpaid VAT which was rejected. Michael Page appealed and subsequently filed amended claims for £26.5m, net of fees, covering the period from 1980 to 2004. In March 2009, Michael Page filed amended claims for a further refund of an additional £80m, net of fees, of overpaid VAT covering the same period. In June 2009 Michael Page received a payment from HMRC of £26.5m, net of fees, as part settlement of these claims and in July 2009 received £10.5m, net of fees, of statutory interest. As a result, the principal and interest amounts were recognised in the prior year June 2009 half year results. On 25 September 2009, Michael Page received a letter from HMRC which stated that, 'HMRC have reviewed the recent payment and are now of the view that the claim in whole or in part should not have been paid'. A number of discussions and meetings with HMRC then took place and on 5 March 2010, Michael Page International plc (MPI) announced
that an agreement had been reached in principle, subject to legal contract, between MPI and HMRC in respect of the initial claim for a refund of overpaid VAT plus statutory interest to retain £28.5m (net of fees) of the £37.4m it received. However, given the background to the initial receipt and the subsequent review and reversal of its decision by HMRC, the Group reversed out the balances originally recognised in the 2009 half year results and as such did not recognise any amount in the Income Statement at the 2009 full year, due to the remaining uncertainty pending formal contractual agreement.
On 30 April 2010, a formal agreement was signed with HMRC. As a result, of the £50m originally received from HMRC, MPI retained £38m and returned £11.9m in May 2010. Accordingly, after fees, MPI recognised £28.4m as non-recurring income in the prior year 2010 Income statement. Taxation of £8.0m on non-recurring items, net of expenses, was also provided in 2010, representing an effective tax rate of 28.0%.
During the period we had correspondence and discussions with HMRC concerning the amended claims for a further refund of VAT and related interest, but the eventual outcome still remains uncertain.
5. Finance income /expenses
	30 June 2011 £'000	Six months ended 30 June 2010 £'000	Year ended 31 December 2010 £'000
Financial income
Bank interest receivable Interest on non-recurring items (note 4)	398 -	744 11,335	1,107 11,335
	398	12,079	12,442
Financial expenses
Bank interest payable	(335)	(290)	(438)

6. Taxation

7. Dividends

	Six months ended		Year ended
	30 June 2011 £'000	30 June 2010 £'000	31 December 2010 £'000
Amounts recognised as distributions to equity holders in the period:
Final dividend for the year ended 31 December 2010 of 6.12p per ordinary share (2009: 5.12p)	18,823	16,066	16,066
Interim dividend for the period ended 30 June 2010 of 2.88p per ordinary share	-	-	8,813
	18,823	16,066	24,879
Amounts proposed as distributions to equity holders in the period:
Proposed interim dividend for the period ended 30 June 2011 of 3.25p per ordinary share (2010: 2.88p)	9,846	8,900	-
Proposed final dividend for the year ended 31 December 2010 of 6.12p per ordinary share (2009: 5.12p)	-	-	18,755

8. Share-based payments

9. Earnings per ordinary share

	30 June	Six months ended 30 June	Year ended 31 December
	2011 £'000	2010 £'000	2010 £'000
Amounts recognised as distributions to equity holders in the period:
Final dividend for the year ended 31 December 2010 of 6.12p per ordinary share (2009: 5.12p)	18,823	16,066	16,066
Interim dividend for the period ended 30 June 2010 of 2.88p per ordinary share	-	-	8,813
	18,823	16,066	24,879
Amounts proposed as distributions to equity holders in the period:
Proposed interim dividend for the period ended 30 June 2011 of 3.25p per ordinary share (2010: 2.88p)	9,846	8,900	-
Proposed final dividend for the year ended 31 December 2010 of 6.12p per ordinary share (2009: 5.12p)	-	-	18,755
The proposed interim dividend had not been approved by the Board at 30 June 2011 and therefore has not been included as a liability. The comparative interim dividend at 30 June 2010 was also not recognised as a liability in the prior period.
The proposed interim dividend of 3.25 pence (2010: 2.88 pence) per ordinary share will be paid on 7 October 2011 to shareholders on the register at the close of business on 9 September 2011.
8. Share -based pa yments
In accordance with IFRS 2 "Share-based Payment", a charge of £3.9m has been recognised for share options (including social charges) (30 June 2010: £2.0m, 31 December 2010: £5.6m), and £3.1m has been recognised for other share-based payment arrangements
(including social charges) (30 June 2010: £3.3m, 31 December 2010: £6.9m).
Earnings per ordinar y share
	30 June 2011	Six months ended 30 June 2010	Year ended 31 December 2010
Earnings
Earnings for basic and diluted earnings per share (£'000)	30,459	41,468	67,484
During the period, options over £4.1m shares were granted at an average exercise price of £4.91p and 0.5m share options were exercised, which has led to an increase in share capital of £5k and an increase in share premium of £1,031k. 9. The calculation of the basic and diluted earnings per share is based on the following data: Non-recurring items (NRI) (£'000) (note 4)	-	(20,491)	(20,491)
Earnings for basic and diluted earnings per share before NRI (£'000)	30,459	20,977	46,993
Number of shares
Weighted average number of shares used for basic earnings per share ('000)	305,807	316,596	311,821
Dilution effect of share plans ('000)	9,653	7,490	7,653
Diluted weighted average number of shares used for diluted earnings per share ('000)	315,460	324,086	319,474
Basic earnings per share (pence)	10.0	13.1	21.6
Diluted earnings per share (pence)	9.7	12.8	21.1
Basic earnings per share before NRI (pence)	10.0	6.6	15.1
Diluted earnings per share before NRI (pence)	9.7	6.5	14.7

10.Property, plant and equipment

Acquisitions and disposals

11.Trade and other receivables

	Six months ended		Year ended
	30 June 2011 £'000	30 June 2010 £'000	31 December 2010 £'000
Current
Trade receivables	180,736	122,737	134,723
Other receivables	5,894	3,552	5,035
Prepayments and accured income	38,354	26,012	28,547
	224,984	152,301	168,305
Non-current
Prepayments and accured income	1,916	2,745	1,145

12.Trade and other payables

2010: £1.4m, 31 December 2010: £1.5m), resulting in a profit on disposal of £7k (30 June 2010: loss of £42k, 31 December 2010: loss of £151k). 11.Trade and other receivables
	Six months ended
	30 June 2011 £'000	30 June 2010 £'000
Current
Trade receivables	180,736	122,737
Other receivables	5,894	3,552
Prepayments and accured income	38,354	26,012
Non-current	224,984	152,301
Prepayments and accured income	1,916	2,745
12.Trade and other pa yables
	Six months ended
	30 June	30 June
	2011 £'000	2010 £'000
Current
Trade payables	6,319	3,505
Other tax and social security	50,508	32,670
Other payables	23,238	19,355
Accruals	62,363	49,476
Deferred income	2,315	1,319
	144,743	106,325
Non-current
Deferred income	2,091	1,972
Other tax and social security	618 2,709	295 2,267

13.Cash flows from operating activities

30 June 30 June 31 December 2011 2010 2010 £'000 £'000 £'000 Profit before tax 45,465 61,434 100,656 Non-recurring income - (17,125) (17,125) Profit before tax and non-recurring income 45,465 44,309 83,531 Depreciation and amortisation charges 5,522 5,212 10,579 (Profit)/loss on sale of property, plant and equipment, and computer software (7) 42 151 Share scheme charges 5,991 5,216 10,049 Net finance income – including NRI (63) (11,787) (12,004) Operating cash flow before changes in working capital and NRI 56,908 42,992 92,306 Increase in receivables (51,718) (32,175) (41,107) Increase in payables 16,599 16,256 30,451 Cash generated from underlying operations 21,789 27,073 81,650
Decrease in HMRC related receivables - 8,972 8,972
Decrease in HMRC related payables - (49,990) (49,990)
Non-recurring income - 28,460 28,460
Cash generated from operations 21,789 14,515 69,092
Six months ended Year ended 30 June 30 June 31 December 2011 2010 2010
£'000 £'000 £'000
Cash at bank and in hand 56,156 57,562 73,178
Short-term deposits 6,568 9,615 7,353
Cash and cash equivalents 62,724 67,177 80,531
Bank overdrafts (39,142) (1,503)
Cash and cash equivalents in the statement of cash flows 23,582 65,674 80,531

14.Cash and cash equivalents

	Six months ended		Year ended
	30 June 2011 £'000	30 June 2010 £'000	31 December 2010 £'000
Cash at bank and in hand	56,156	57,562	73,178
Short-term deposits	6,568	9,615	7,353
Cash and cash equivalents	62,724	67,177	80,531
Bank overdrafts	(39,142)	(1,503)	-
Cash and cash equivalents in the statement of cash flows	23,582	65,674	80,531

Responsibility Statement

The Directors confirm that to the best of their knowledge:-

• a) the condensed set of financial statements has been prepared in accordance with IAS 34 'Interim Financial Reporting';
• b) the interim management report includes a fair review of the information required by DTR 4.2.7R (indication of important events during the first six months and description of principal risks and uncertainties for the remaining six months of the year); and
• c) the interim management report includes a fair review of the information required by DTR 4.2.8R (disclosure of related parties' transactions and changes therein).

On behalf of the Board

Steve Ingham Stephen Puckett Chief Executive Group Finance Director

15 August 2011 15 August 2011

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