29-Jan-2018 / 07:00 GMT/BST Dissemination of a RegulatoryAnnouncement that contains inside information according to REGULATION (EU) No 596/2014 (MAR), transmitted by EQS Group. The issuer is solely responsible for the content of this announcement.

29 January 2018

SThree plc ("SThree" or the "Group")

Final results for the year ended 30November 2017

SThree, the international specialist staffing business, is today announcing its final results for the year ended 30November 2017. "Encouraging overall result for 2017, withGroup business profile continuing to remix to Contract and international markets. Entered 2018 in good shape and wellpositioned for further growth."

FINANCIALHIGHLIGHTS

	2017		2016		(3) Variance
	Adjusted (1)	Reported	Adjusted (2)	Reported	Actual Movement	Constant Currency Movement
	£m	£m	£m	£m	%	%
Revenue	1,114.5	1,114.5	959.9	959.9	+16%	+9%
Contract gross profit	203.5	203.5	173.3	173.3	+17%	+10%
Permanent gross profit	84.2	84.2	85.4	85.4	-1%	-8%
Gross profit	287.7	287.7	258.7	258.7	+11%	+4%
Operatingprofit	44.9	38.2	41.3	37.8	+9%	-3%
Conversion ratio	15.6%	13.3%	16.0%	14.6%	-0.4%pts	-1.2%pts
Profit before taxation	44.5	37.7	40.8	37.3	+9%	-3%
Basic earnings per share	25.7p	21.5p	23.2p	21.2p	+11%	-1%
Proposed final dividend	9.3p	9.3p	9.3p	9.3p	-	-
Total dividend (interim and final)	14.0p	14.0p	14.0p	14.0p	-	-
Net cash	5.6	5.6	10.0	10.0	-	-

(1) 2017 figures were adjusted for the impact of £ 6.7 million of exceptional strategic restructuring costs.

(2) 2016 figures were adjusted for the impact of £3.5 million of restructuring costs.

( 3) All variances compare adjusted 2017 against adjusted 2016 to provide a like-for-like view.

(4) FXimpacted positively on our results YoYon a reported basis

OPERATIONAL HIGHLIGHTS

* Encouraging full year performancewith strongQ4 and exit rate into 2018
* Adjusted profit before tax up 9%to £44.5m
* GPup 4%* YoY (up 11%on an as reported basis) and up 8%* YoY inQ4
* Growth inGPdriven by USA(up 18%*) andContinental Europe (up 9%*), whilst UK&Iremains challenging (-14%*)
* 81%of GPnow generated outsideUK&I(FY 2016: 75%)
* Contract GPup 10%* YoY, with growth across all sectors
* Contract now accounts for 71%of GroupGP(FY 2016: 67%)
* Permanent GPdown 8%* YoY but productivity improved by 3%* YoY
* Foreign exchange increased reported operating profit by circa £5.0mandGPby c£18.1m
* Move of London-based support functions toGlasgow underway
* Final dividend maintained

* Variances at constant currency

Gary Elden, CEO, commented: "We have delivered an encouraging overall result for the year, with a strong finish in the final quarter. Pleasing performances in the USA and Continental Europe, particularly fromour market-leading businesses in the Netherlands and Germany, were key to this result. With 81% of our business now generated outside the UK and 71% of our GPgenerated by our more resilient Contract business, our business profile has changed significantly over recent years.After two years of turbulent political, market and economic conditions, we enter 2018 in good shape, with a clear vision to be the number one STEMtalent provider in the best STEMmarkets.

"Looking ahead to 2018, the momentumof our Contract business and the strength of our performances in theUSAandContinental Europe leave us well-positioned for further growth."

SThreewill host a live presentation and conference call for analysts at 0900GMTtoday. The conference call participant telephone details are as follows:

Dial in: +44 (0) 20 3003 2666

Call passcode: SThree

This event will also be simultaneously audio webcast, hosted on the SThree website at www.sthree.com. Note that this is a listen only facility and an archive of the presentation will be available via the same link later.

SThreewill be announcing its Q1 TradingUpdate on Friday 16 March 2018.

Enquiries:

SThree plc 020 7268 6000

Gary Elden, Chief ExecutiveOfficer Alex Smith, Chief FinancialOfficer SarahAnderson, Deputy Company Secretary/ Investor Relations

Notes to editors

SThree is a leading international specialist staffing business, providing permanent and contract specialist staff to a diverse client base of over 9,000 clients. Fromits well-established position as a major player in the Information &Communications Technology ("ICT") sector theGroup has broadened the base of its operations to include businesses serving the Banking & Finance, Energy, Engineering and Life Sciences sectors.

Since launching its original business, Computer Futures, in 1986, the Group has adopted a multi-brand strategy, establishing new operations to address growth opportunities. SThree brands includeComputer Futures, HuxleyAssociates, Progressive and TheReal StaffingGroup. TheGroup has c2,800 employees in sixteen countries.

SThree plc is quoted on theOfficial List of theUKListingAuthority under the ticker symbol STHRand also has aUSlevel oneADRfacility, symbol SERTY.

Important notice

Certain statements in this announcement are forward looking statements. By their nature, forward looking statements involve a number of risks, uncertainties or assumptions that could cause actual results or events to differ materially from those expressed or implied by those statements. Forward looking statements regarding past trends or activities should not be taken as representation that such trends or activities will continue in the future. Data from the announcement is sourced from unaudited internal management information. Accordingly, undue reliance should not be placed on forward looking statements.

Chief ExecutiveOfficer's Review

We have delivered an encouraging overall result for the year, with a strong finish in the final quarter. Pleasing performances in the USAand Continental Europe, particularly from our market-leading businesses in the Netherlands and Germany, were key to this result. With 81% of our business now generated outside the UK and 71% of our GP generated byour more resilient Contract business, our business profile has changed significantlyover recent years.After two years of turbulent political, market and economic pressure,we enter 2018 in good shape,with a clear vision to be the number one STEMtalent provider in the best STEMmarkets.

This year we also made some changes to SThree's leadership model which will help us to work in a more effective and agile way in the future. With the creation of the new senior management roles of Chief Sales Officer and Chief Operations Officer, we will be in a better position to align our sales and operational strategies and ensure we have the right services, infrastructure and people to execute our global growth strategyand provide our customers with the best possible experience.

GrowingContract, drivingPermanent profitability

We invested for future growth, with year end sales headcount up 10% year on year and up 7% sequentially vs Q3 2017. We continued to grow Contract headcount (+15%) faster than Permanent headcount (+3%), in line with our plan. The shift in favour of Contract is creating a business that is much more resilient in times of uncertainty, providing stronger and more sustainable profits. While in 2012 our business was evenly split between Contract and Permanent, we now have 65% of our sales headcount working on Contract recruitment. We have also created separate management structures for our Contract and Permanent business in almost all territories to drive accountabilityand focus.

Growing Contract

As I have been able to report every year since taking over as CEO, we enter our next financial year with a record Contract book, passing a keymilestone of 10,000 Contract runners to reach 10,197 at the end of the year, up 12%from last year.ContractGPreturned to double digit year over year (YoY) growth of 10%*, with a strong final quarter up 14%*. Contract growth YoYwas across all sectors and driven byContinental Europe, which was up 17%* and byUSA, up 21%*. Continental Europe and USAcombined nowrepresent nearly70%of our Contract runners, up from 65%in 2016.

Our traditional Personal Service Company/freelance model ("PSC") continues to perform well and we are also generating increased business through our Employed Contractor Model ("ECM"). ECM is structured such that the Group employs individuals directly and contracts them to clients. ECM is the established contracting model in a number of countries, including the USA. With governments across the world examining new ways to raise tax revenues to address budget deficits, our business model is expected to shift further towards ECMover time. Akeyfocus for 2018 is the expansion and strengthening of supporting processes of ECMwithin our Contract business to increase its market opportunity.

Driving Permanent Profitability

Investment in Permanent continued to be made on a highly selective basis in the year as we focused on improving the profitability of this division. Permanent GP was down 8%* YoY,with average sales headcount down 10%, reflecting a 3%* improvement in Permanent productivityper head over last year.

The USAposted a 12%* GP increase, driven by supportive Energy and Banking markets. This was offset by declines in all other regions, with Continental Europe down 7%* and UK&I down 22%*.

Permanent recruitment is more sensitive to overall market sentiment and has been hit harder by the political, market and economic uncertainty of recent years. In response, we have activelyreduced Permanent headcount in certain markets in order to improve overall profitabilityin our Permanent business. Over the years, this has meant restructuring our UK, Benelux & France, USA, APAC and Middle East (APAC & ME), Oil & Gas and Banking & Finance businesses. In markets with significant Permanent opportunitysuch as the USAandGermanywe continue to maintain a strong Permanent offering.

Improvingcustomer experience

Last year we rolled-out a major customer experience programme globally, using Net Promoter Score (NPS) to capture our clients and candidates feedback at every stage of the customer journey. Feedback has then been used to adapt our systems, processes and behaviours and we have alreadyseen significant improvements in our overall NPSresults (+3.6%points) as well as in the volume of data we capture.

From these findings, we have developed operating principles that place the customer at the heart of everything we do - to build trust, to care and then act, to be clear and then to aim high. We rolled these principles out across the business in the last quarter of 2017 and will continue to reinforce them in 2018.

Investinginnew systems, processes andinfrastructure

Our processes, systems and infrastructure are crucial to the deliveryof our sales strategyand to providing the best customer experience. We are currentlyfinalising a structure which will provide us with a more holistic, strategic view of our global operational requirements and help us to manage demand and resource for optimum delivery.

We have announced some significant changes this year, including the strategic restructuring and relocation of our London-based support functions to a new office in Glasgow, which will provide a more sustainable support structure as we continue to grow our business. We expect to substantially complete the reorganisation and relocation during 2018, creating a centre of excellence with a clear objective to reduce costs,while improving operational capability.

We have continued to transition our systems to a cloud-based marketing services structure and have invested in new automation technologywhich gives us new and distinctways to build a single customer viewand to communicate in a more personalised way.

We are also part way through a roll-out of a new customer/contractor portal and a new contract management system. Both systems have been developed in response to contractor and customer feedback.

Generatingnew revenue streams

Innovation and entrepreneurship are a keyfocus for theGroup as we aspire to build a more diverse portfolio of products and services.

We have created an internal system of Innovation which gives us greater ability to identify promising new ideas and to test them quickly. We have invested c.£3.2 million in the year in a number of external innovation start-ups (£1.2 million) and have created our own innovation incubator (£2.0 million). We expect to increase the

amount spent on our innovation incubator to c.£3 million in 2018.

Keydevelopments in 2017 included:

Talent Deck, a new smart job board, focused on cultural fit and automated matching was launched in the UK and has already attracted blue-chip technology brands. We expect to continue the roll-out of TalentDeck and to win additional marquee clients in 2018.
We prepared the ground for two other internally-developed initiatives to launch in 2018. Showcaser allows a user to create and manage asynchronous video interviewsand is currently being trialled with one of our brands. Hirestream combines a digital market platform with key human-centred touch points.Apilot is planned in mid-2018.

In addition to unlocking internal ideas, we have also engaged with a number of start-ups in the recruitment space, to identify whether we should make strategic investments or find other ways to unlock the potential in these ideas. We made additional small investments totalling c.£1 million in a number of HR technology start-ups:

We supported the deployment of Right Staff byRyalto Limited, a work scheduling app for healthcare professionals in which we have invested, with a successful trial among shiftworkers in the UK's National Health Service. This is currentlybeing scaled up for a further roll-out.
We signed a development agreement and invested in RoboRecruiter, a messaging bot specifically designed for recruitmentwhich engages with candidates without anyhuman intervention.
We invested in a HR vertical of The Sandpit Limited (HRecTech), an incubator with a successful track record in marketing technology, which is now incubating HRtechnologybusinesses in the UKand USA.

We will continue to look at potential additional investments where we see a good strategic fit.

Identifyinganddevelopinggreat talent

SThree's success depends on having highlyskilled and motivated employees. We aim to find great people and enable them to build meaningful careers inside the organisation.

We provide on-the-job learning programmes as well as online and classroom-based courses to support our employee's careers at all stages. Our career management platform is leading edge and helps our employees to develop their careers within the group.

This year saw the launch of our revised organisational purpose 'Bringing skilled people together to build the future' and with it, support for our managers and leaders to bring to life the true meaning of our workwith our candidates and clients.

In 2017, we introduced our quarterlyEmployee Net Promoter Score (eNPS), replacing our annual engagement survey, as a more dynamic way to capture regular feedback from our people. Over 70% of our employees responded with feedback about their experience of working at SThree, as well as how theyview the services we offer our customers. eNPS will help us make the right changes based on employee feedback and track what is working. Ultimately, it puts our people at the centre of decisions that help to create a brilliant place to work.

As part of our ongoing commitment to creating an inclusive and diverse workforce, we have introduced a new Female Leadership Development Programme: IdentiFy. Thirty high potential, future female leaders from across the Group have been selected to participate in a 12-month development programme. The programme is designed to support them to recognise and develop their leadership strengths through facilitated learning, stretch assignments and executive sponsorship. Through IdentiFywe hope to improve the gender balance at a senior level.

OperatingReview

GroupGPup 4%*,with a strong finish to the year withGPup 8%* inQ4.

The growth in GP was driven byContract up 10%*, with growth across all sectors and strong regional performances in Continental Europe up 17%* and USAup 21%*. PermanentGPwas down 8%*,with average sales headcount down 10%.

	FY2017	FY2016
BreakdownofGP	%	%
Contract/Permanent Split
Contract	71%	67%
Permanent	29%	33%
	100%	100%
Geographical Split
UK&I	19%	25%
Continental Europe	52%	49%
USA	22%	20%
Asia Pacific &Middle East	7%	6%
	100%	100%
Sector Split
ICT	43%	45%
Banking &Finance	15%	16%
Energy	9%	8%
Engineering	9%	9%
Life Sciences	22%	21%
Other	2%	1%
	100%	100%

	GROUP FY17		+10%	-8%	+4%	71%	29%	+5%	-10%	-1%
--	------------	--	------	-----	-----	-----	-----	-----	------	-----

RegionalOverview

Regionally, our GP growth was driven by a strong performance in the USA, up 18%*, and robust growth in Continental Europe up 9%*, led by the Netherlands up 20%* YoY. The USAovertook the UK&I (19%ofGroup GP) to become our second largest region (22%ofGroup GP) during the year behind Continental Europe (52% ofGroupGP).Although the UK&I remains an important part of our business, uncertainty created by the EU Referendum and the relative maturity of the recruitment market have led us to focus on growth opportunities in other regions and to be cautious with our investment in the UK&I business. As part of our regional market penetration plans, we expanded our global footprint byopening four new offices in Continental Europe. However, as we reviewed regional business performance, it became clear that our return on investment in certain other regions was sub-optimal and we took action to restructure our Hong Kong office.

We have continued to roll out ECMthrough the year, introducing new offerings in Germany, and improvements in our operating model globally. With governments turning to new means to address their budget deficits, including the IR35 Intermediaries Legislation in the UK and the Deregulering Beoordeling Arbeidsrelaties (DBAlaw) in the Netherlands, there is an increasing risk to the traditional Personal Service Company contractor model. However,we are in a position to provide service to clients that is highly compliant with the new legislation and we have a growing footprint in the ECM market which offers a suitable alternative to our candidates and clients.Akeyfocus for 2018 is further growth in ECMand the further diversification of our Contract services.

Continental Europe

	GP GrowthYoY*				FY2017 Mix	Average Sales Headcount GrowthYoY
	Cont	Perm	Total	Cont	Perm	Cont	Perm	Total
CONTINENTALEUROPE FY17	+17%	-7%	+9%	71%	29%	+21%	-5%	+10%

Performance in2017

Continental Europe is our largest region representing 52% of Group GP. It is split into two regions: Germany,Austria & Switzerland (DACH) which is 28% of Group GP, and Belgium, Netherlands, Luxembourg, France and Spain (Benelux, France & Spain), which is 24% of Group GP.Average headcount was up 10% in the year and period end headcountwas up 18%as we continued to invest for future growth in this market.

Overall, we delivered strong growth in GP, up 9%*, supported by strong labour markets, a shortage of STEMcandidates, low unemployment and rising incomes. SThree is the market leader in STEMprofessional recruitment in the Netherlands and once again our Dutch business delivered an excellent performance, with GP up 20%*.

Our performance across Continental Europe improved through the year withGPin the final quarter up +16%* YoY.

Strong growth was achieved in Contract across the region with GP up 17%*. Contract in Continental Europe provides a significant growth opportunity and average headcount was up 21% YoY. The region had an excellent performance in the final quarter with Contract GP up 24%*. The Netherlands Contract business grew GP by27%* YoY, France by16%* YoYand Germanyby12%* YoY. We ended 2017 with our Contract runners up 21%, our GP DayRates ("GPDR") up 1%* and our sales headcount up 26%YoY, providing a strong pipeline for growth in 2018.

Permanent declined by 7%*, with average sales headcount down 5% in the year. Average salaries were up 1%* and fees were up 2%*. GP yields declined 2%*, however, improvements were noted in Benelux& France where our Permanent businesses had been restructured in prior years. Period end headcount was up 5% YoYas we invested selectivelyin opportunities inGermanywhere SThree is the largest Permanent, professional services recruitment business.

We delivered GP growth across every sector in Continental Europe, with double digit growth in Contract across the board. Contract ICT, our largest sector, grew 18%* YoY, Life Sciences 12%*, Engineering 19%* and Banking &Finance 20%*.

We opened newoffices in Toulouse, Lyon, Vienna and Barcelona in the year in order to better service our client base.

Expectations for 2018

Continental Europe exited 2017 with a strong pipeline for growth in 2018, focused and capable management and a highlyengaged team with the lowest churn in the Group.

In line with our Group strategy, we will continue to invest in Contract throughout 2018 where we see market opportunity. Labour laws create momentum for demand in the Contract business and our increased offering of ECMservices is expected to help drive further growth. Our ECMoffering in Germany has completed a pilot phase successfullywith full roll out anticipated in 2018.

This year,we will focus on improving Permanent productivity,with selective headcount investments, especiallyinGermany.

We expect to open newsatellite offices in Lille and Eindhoven in 2018.

Cont Perm	Total	Cont	Perm	Cont	Perm	Total
--------------	-------	------	------	------	------	-------

UK&I FY17 -11% -22% -14% 79% 21% -10% -17% -12%

Performance in2017

The UK&I business,which is 19%ofGroupGP, experienced a challenging year in 2017, in an environment dominated byfurther uncertainty. The ongoing 'Brexit' negotiations and the UK's snap general election affected market confidence leading to a decline in both our divisions.Average headcountwas down 12%YoYwith a decline across both Contract and Permanent. Period end headcountwas down 3%YoY.

Contract GP in UK&I was down 11%* YoY. The Contract division is more resilient in tough market conditions, but these were exacerbated by pricing pressures and IR35 Intermediaries Regulation in the Public Sector in the year. We have successfully navigated these new regulations, demonstrating our ability to provide a high quality and compliant service.Average headcount was down 10% YoY, however, period end headcount was down 1%. Contract runners closed at 2,616, down 2% with ourGPDRdown 1%*.However, the Contract business showed signs of improvementwith runners andGPDRboth growing sequentiallyin H2.

After a significant restructuring of the Permanent business in 2016, we expected GP to be down in the year, but it fell further than anticipated as a result of the continuing political uncertainty through the year and was down 22%* YoY. Average sales headcount was down 17% with period end sales headcount down 9%. Whilst Permanent GP yields were down 6%* YoY, we have been actively working to increase our focus on higher salary placements and our average fees and average salaries were both up 4%* YoY.

ICT, which includes Public Sector and represents 58% of GP, declined 18%* YoY, with Contract down 17%* and Permanent down 22%*. Banking & Finance, our second largest market in the region, reported a decline of 22%* YoY. The Banking & Finance sector, which is 14% of UK&I, remains subject to further uncertainty arising from the UK's negotiations with the EU. However, we saw improvements in our Engineering GP which grew 8%*, with growth achieved in all four quarters of the year. Performance in Engineering was driven by Contract up 12%*, in part as the sector benefited from increased demand resulting from the depreciation of sterling. Life Sciences also showed promise with growth from Q2 onwards and FYgrowth of 3%* YoY.

The UK&I business is focussed on maintaining profitability and measures were taken through the year to streamline the business. We rationalised the management structure and increased the relative number of candidate resourcing roles in ourGlasgowResource Centre,which benefits from a lower cost base.

Expectations for 2018

In the UK, we enter 2018 against a background of continued uncertainty. Increasing inflation and supressed GDP growth rates for the UK being in the forefront of our minds,we expect to hold UK&I headcount broadlyflat this year and to focus on maximising the profitabilityof the business.

We expect to retain a flexible approach to resource allocation to maximise the opportunities available in certain sectors and to adapt to all legislative changes in the region as required, including a proposed expansion of changes to the IR35 Intermediaries Legislation to the private sector in 2019.

USA

		GP					Average Sales Headcount
		GrowthYoY*			FY2017 Mix	GrowthYoY
	Cont	Perm	Total	Cont	Perm	Cont	Perm	Total
USA FY17	+21%	+12%	+18%	69%	31%	-8%	-9%	-8%

Performance in2017

The USAis now our second largest region, representing 22% of Group GP. USAwas our fastest growing region in 2017, with GP up 18%*. Our strong performance in 2017 was across both Contract up 21%* and Permanent up 12%*. This reflected a significant improvement in GP yields, primarily driven by a recovery in the Energyand Banking markets from the weaker conditions experienced in 2016.Average headcount declined by8%YoYwith both Contract and Permanent headcount reducing following a restructuring in 2016 and a pause on recruitment as potential impacts of the US presidential election result were assessed. However, we made significant investment in headcount in the second half of the year. Period end headcount was up 15% YoY with both Contract and Permanent growing sequentiallyinQ3 andQ4.

ContractGPwas up 21%* YoYwith growth across all quarters.Average headcount declined by8%and as a result yields were up 31%*.An improved performance in Contract GP was evident across all sectors with our largest sector, Life Sciences, which represents 45% of the division, up 18%* YoY. EnergyGP was up 68%* as we expanded our services to key clients. Contract runners were up 14% YoY with GPDR down 3%*, however, GPDR grew sequentially in Q3 and Q4. Average headcountwas down 8%YoY, however, period end headcountwas up 11%YoYproviding a solid platform for growth in 2018.

Our Permanent division in the region performed well in the year, with GP up +12%* and excellent yields, up +23%* YoY. Permanent growth was across all sectors, with strong growth in Banking &Finance, up 9%*. Permanent Life Sciences was up 3%* YoY.Average Permanent fees and average salaries declined YoY, down 7%* and 6%*, respectively, driven byBanking & Finance and Energy. However, Life Sciences, our largest sector in the division, delivered an increase in both average fees and average salaries.Average headcount was down 9% YoY, however with increased business confidence in the region, headcount build resumed in the second half of the year. Period end sales headcountwas up 23%YoY.

Life Sciences which represents 46% of USAGP, grew 13%* YoYwith growth across both Contract and Permanent. Banking & Finance, the second largest sector in the region, grew 2%* YoYwith strong performance in Permanent, up 9%* YoY, offset bya decline in Contract, down 6%* YoY. The Energymarket in the region showed an encouraging recoveryin the year, up 71%* YoYwith growth across both Contract and Permanent.

Expectations for 2018

With a good exit rate on Contract runners, up 14%, especially in Energy, and excellent permanent yields, we expect to continue our strong growth into 2018. We will continue to invest in headcount in high yielding markets as opportunities are identified. We opened a newoffice in Washington D.C. in December 2017 to service the needs of our clients in this region.

In the USA, we are confident that we have the right team and structure to deliver a high qualityservice to our clients and continue to penetrate the largest recruitment market in the world.

APAC& ME

		GP GrowthYoY*			FY2017 Mix	Average Sales Headcount GrowthYoY
	Cont	Perm	Total	Cont	Perm	Cont	Perm	Total
APAC& ME FY17	+24%	-22%	-4%	51%	49%	-6%	-17%	-14%

Performance in2017

APAC and Middle East (APAC & ME) is our smallest region representing 7% of Group GP. The business is split into two regions:Australia, Japan, Hong Kong and

Singapore (APAC) which represent 5% of Group GP and Dubai (Middle East) which represents 2% of Group GP. The region has struggled since the drop in the oil price in mid-2014. The upstream Energy business, which historically had been the backbone of the operation, has not recovered due to the relatively high breakeven price of oil extraction in the region. This has been compounded byweak Banking & Finance markets in 2016 and a slow-down in the rate of growth in China, which has impacted much ofAPAC. In 2017, the region reported an overall GPdecline of 4%* YoY. Despite a significant improvement in Contract GP, the Permanent business deteriorated through the year. Australia, our largest country in the region representing 34% of GP, declined 2%*. In response to the continuing decline in the performance of the region, we announced that the Hong Kong office would be downsized, reducing it to a satellite office.Average headcount for the region was down 11%YoYand period end headcountwas down 1%YoY.

Contract GP grew by 24%* YoY, with average headcount down 6% YoY. Energy and Banking &Finance Contract GP were up 22%* and 41%* YoY, respectively. The recovery in Contract was generated from a strong pipeline at the start of the year across the region. The period end Contract runner book at year end (up 3%) was supported by an increased focus on Contract in the Middle East. GPDR declined 11%* YoYand was down across the region. Australia, which represents 53% of regional Contract GP, saw good growth of 20%* YoY, driven by ICT and Banking & Finance. However, we note a slowdown in our performance in the ICT market as we exit this year. Dubai, which is our second largest Contract business in the region, sawa significant improvement, with ContractGP ahead by 49%* YoY. The growth in Dubai was largelydue to the Energymarket, where we focus on large international service companies. Banking in Dubai also showed modest growth in the year.

2017 was a challenging year for Permanentwith GPdeclining 22%* YoY.Average headcount for Permanentwas down 17%YoYwith yields down 5%*. We increased our focus in the year on the penetration of markets with higher fees and stronger structural growth opportunities, notably Japan, the second largest recruitment market in the world. Our Japanese Permanent business increased GP by30%* YoYand now represents 32% of Permanent GP for the region.Average Permanent fees for Japan were up 2%* YoYwith average salaries also growing.

Banking & Finance, our largest sector for the region, remained relatively flat YoY. Energy saw strong growth, up 10%* YoY, driven byDubai Contract. Permanent GP was down across all sectors.

Expectations for 2018

Our Chief Operating Officer ("COO"), Justin Hughes, ledAPAC & ME from Hong Kong until September 2017 when he returned to London to take on the role of COO full time. Japan and Middle EastContract are being managed for growth,while the rest of the region is being managed to maximise profitability.

Sector Overview

On a sector basis, Group GP benefited from a continued recovery in Energy, up 25%*, and solid growth in Life Sciences up 7%*. After a significant restructuring in 2016, Banking &Finance GPwas down 2%* with average headcount down 11%YoY. ICTand Engineering grew,with GPup 1%* and 5%*, respectively. ICTsuffered from a weakUK&I performance.

ICT

		GP					Average Sales Headcount
		GrowthYoY*			FY2017 Mix	GrowthYoY
	Cont	Perm	Total	Cont	Perm	Cont	Perm	Total
ICT FY17	+4%	-6%	+1%	75%	25%	+4%	-10%	-1%

ICT, which accounted for 43% of Group GP in 2017, continues to be our largest and most established sector. GP in this sector showed YoYgrowth for the fifteenth consecutive quarter, and provides opportunities across all regions. We saw modest growth in GP in the year of 1%*, but against a strong comparative in 2016, when GPwas up 12%* YoY. The rate of growth slowed in this sector due to a deterioration in the performance of the UK&I.Although average headcount in this sector was down 1%YoY, period end headcountwas up 8%. The mixof headcount shifted further in favour ofContract and Continental Europe.

Contract, which was 75% of ICT, was up 4%* YoY. Runners in the sector were up 6% YoY, with GPDR growth of 2%* YoY. Permanent was down 6%* YoY, but saw a growth in average permanent fees, up +2%* YoYand yields increased 4%*.

Continental Europe, which constitutes 63% of our ICT business, was up 12%* YoY, against a strong prior year growth of 17%*. Contract GP in this region had an exceptional performance, up 18%* YoY. Permanent, however, remained flat across the region. DACH, which is our largest Permanent ICT business, saw growth of 7%* YoYand will remain a keyarea of investment in 2018.

UK&I, our second largest ICT region remained challenging. ICT in the UK&I includes Public Sector, which was 33% of ICT GP in the region. Public Sector employment reforms and a general slowdown in activity in the UK had an adverse impact which resulted in Contract being down 17%* YoYand Permanent being down 22%* YoY.

Our USAbusiness grew 12%* YoY.Although in 2017 USAis a small proportion of our total ICT business, we are confident that our knowledge and expertise in this sector will enable us to maximise the market opportunityin this region, the largest ICTmarket in the world, over time.

Banking&Finance

		GP			Average Sales Headcount
	GrowthYoY*				FY2017 Mix	GrowthYoY
	Cont	Perm	Total	Cont	Perm	Cont	Perm	Total
BANKING&FINANCE FY17	+6%	-10%	-2%	55%	45%	-7%	-15%	-11%

Banking & Finance represented 15% of Group GP in 2017, making it the third largest sector for the Group. We faced mixed trading conditions in this sector across our geographies, with GP declining by 2%* YoY. Average headcount in this sector in the year declined by 11% following a restructuring implemented in 2016 in response to difficult conditions in the global Banking market. Period end headcountwas down 5%.

Contract, which was 55% of Banking & Finance, is more resilient and has had considerable success, up 6%*, despite a 7% drop in headcount. Contract GP yields were up 13%*. Runners at the end of the year were up 8%, with GPDR up 4%* YoY. Permanent GP declined, as expected, following a significant reduction in headcount in 2016.GPwas down 10%*,with headcount down 15%. Permanent yields therefore improved 6%*.Average Permanent fees were down by1%* YoY.

Continental Europe, which was our largest region in this sector was up 7%* YoY. The growth was heavily supported byContract, which was up 20%*, with DACH,

Benelux& France all showing good growth. Contract Runners for the region were up 25%YoY, which leaves us with a strong pipeline for 2018. PermanentGP in the region, declined by9%* YoYand there was a moderate decline in Permanent average fee down 1%* YoY.

The UK&I business performance was hampered by uncertainty around the EU referendum leading to cautious hiring decisions. The reduced market confidence was reflected inGPbeing down 22%*,with ContractGPdown 10%* YoYand PermanentGPdown 45%*.

The USA, which was our second largest Banking & Finance market, saw growth of 2%* YoY, driven mainly from Permanent which was up 9%* YoY. Contract in this region declined 6%* YoY, butwas showing signs of improvement as we exited the year.

While the Banking sector has remained subdued over the last few years, we will continue to monitor performance in this sector and invest as opportunities arise. We see ^a strong opportunityfor Contract in Continental Europe and Permanent in the USA.

Global Energy

				Average Sales Headcount
	GrowthYoY*			FY2017 Mix		GrowthYoY
	Cont	Perm	Total	Cont		Perm Cont	Perm	Total
GLOBALENERGY FY17	+26%	+15%	+25%	93%	7%	+4%	-19%	+2%

Energy now represents 9% of Group GP. Overall conditions in the Oil & Gas market have stabilised this year and this supported strong growth in GP, up 25%* YoY (2016: down 29%* YoY).Although, we have seen growth in this sector in 2017, we remain significantlybelow our peak performance in 2014.Our average headcount in the sector was up 2%* YoYand with measured investment in Contract through the year in keymarkets, our period end headcountwas up 17%YoY.

Contract which is 93% of our EnergyGP, was up 26%* YoY, with growth across all our geographies, excluding UK&I.Average Contract headcount was up 4% YoY, with period end headcount up 19%. Contract yields in the sector were up 21%* YoY, while GPDR remained flat* YoY. Contract Runners at the end of the year were up 35%, providing a strong platform for 2018. Permanent, although a small part of Energy GP, was up 15%* YoY, with yields up 43%* and average Permanent fees down 16%* YoY.

Continental Europe, which is 41% of EnergyGP, was up 11%* YoY, with growth in both the Contract and Permanent divisions, up 11%* and 8%* respectively. The growth in Contractwas across all countries in the region,whereas Permanent growth was concentrated on the Netherlands.

USA, which accounts for 41% of EnergyGP, picked up significant upstream and power business though the year. This lead to GP being up 71%* YoY, with Contract, which is the larger part of EnergyUSA, up 68%* and Permanent up 117%* YoY.

UK&I,which is 6%of EnergyGP, declined 22%* YoY.APAC&MEgrew10%* YoY.

We have noted significant YoYimprovements in both Continental Europe and USAthis year in both Contract and Permanent. We will continue to remain agile, but cautious,with our future investments in the Energysector.

Life Sciences

	GP			Average Sales Headcount
	GrowthYoY*			FY2017 Mix	GrowthYoY
Cont	Perm	Total	Cont	Perm	Cont	Perm	Total

LIFESCIENCES FY17 +15% -4% +7% 64% 36% +9% -3% +3%

We pride ourselves on being one of the largest global professional recruiters in the Life Sciences market, with growth opportunities across all our geographies and both our divisions. Life Sciences is now22%ofGroupGPand was up 7%* YoY,with average headcount up 3%.

Contract, which represents 64%of Life Sciences GP, was up 15%* YoY, with growth across all geographies. Contract Runners were up 16%YoY, butGPDR declined 5%*. Average headcount was up 9% YoYwith our two largest regions, Continental Europe and Americas growing 13% and 8%, respectively. Permanent GP, was down 4%* YoY, with Permanent average fee up 4%* YoYand Permanent yields down 1%* YoY. Permanent average headcount declined 3% YoY, however, period end headcount grew16%.

USA, our largest Life Sciences business, which accounts for 48% of GP, grew strongly, up 13%* YoY. The growth was driven by a strong Contract performance, up 18%* YoY, while Permanent grew 3%* YoY. We continue to invest in Life Sciences in the USA, which is a keygrowth market for the Group, Period end headcount was up 24%YoY.

Continental Europe accounts for 38%of Life Sciences GP.GPwas up 4%* YoY, against tough comparatives of 13%* in 2016.ContractGPin the region was up 12%* YoY,with excellent growth in Benelux&France, up 59%* YoY. PermanentGP,was down 8%* YoY, against a tough prior year comparative of an increase of 23%* YoY.

UK&I, which was 11% of our Life Sciences GP, recorded moderate growth of 3%*. The growth was driven by Contract, which grew +8%* YoY, while Permanent declined by7%* YoY.

Engineering

		GP			Average Sales Headcount
	GrowthYoY*				FY2017 Mix	GrowthYoY
	Cont	Perm	Total	Cont	Perm	Cont	Perm	Total

ENGINEERING FY17	+17%	-18%	+5%	72%	28%	+21%	-11%	+7%

Engineering, which was 9% of our Group GP, is primarily focused on Continental Europe and UK&I. USAPermanent, a fairly new addition to our Engineering portfolio, has had some initial success, with GP quadrupling YoY. Our average headcount in this sector was up 7% YoY, with most of the headcount increase in Contract. Period end sales headcountwas up 26%YoY. We expect further opportunities in this sector as we enter 2018.

Contract, which represents 72% of Engineering GP, was up 17%* YoYwith growth in both UK&I and Continental Europe. Contract Runners are up 17% YoYwith

GPDR being flat*. In comparison, Permanent GP was weaker, down 18%* YoY, with onlyUSAseeing significant growth. Permanent average fees and yields in the sector declined 2%* and 8%*, respectively.

Continental Europe, which represents 71% of Engineering GP, was up 2%* YoYwith Contract up 19%*, offset by a decline in Permanent down 25%* YoY. Contract Runners at year end were up 25%, providing a strong pipeline for growth as we enter 2018.

Engineering in the UK&Iwas up 8%* YoY,with Contract up 12%* and Permanent down 5%* YoY.

OUTLOOK

Looking ahead to 2018, the momentum of our Contract business and the strength of our performances in the USAand Continental Europe leave us well-positioned for further growth.

We have been encouraged by our performance in 2017, particularly in the last quarter, which has provided us with a strong platform to deliver further growth in the coming year. We will continue to focus our headcount investment to maximise our returns and to pay close attention to productivity in Permanent and in the UK&I. The benefit of the restructuring and relocation of our support service function in the UKis expected to be fullyrealised during 2019.

Our focus on customers, services and our people, underpinned by investment in technology and innovation, gives us confidence that we are set up for success as we continue on our journeyto become the number one STEMtalent provider in our markets.

*In constant currency

CHIEFFINANCIALOFFICER'S REVIEW

In 2017, we delivered a robust financial performance ahead of market expectations. Our improved operational performance was further supported by currency appreciation against the pound,which enhanced growth in our Revenue,Gross Profit and Profit Before Tax.

Income statement

Revenue for the year was up 9% on a constant currencybasis to £1.1 billion (2016: £959.9 million) and up 16% on a reported basis. On a constant currencybasis, Gross Profit ('GP') increased by 4%, and on a reported basis by 11% to £287.7 million (2016: £258.7 million) supported by foreign exchange tailwinds of c.£18.1 million. Growth in revenue exceeded the growth in GP as the business continued to remix towards Contract. Contract represented 71% of the Group GPin the year (2016: 67%). This change in mix resulted in a decrease in the overall GP margin to 25.8% (2016: 26.9%) as Permanent revenue has no cost of sale, whereas the cost of paying the contractor is deducted to derive ContractGP. The Contract margin remained robust at 19.8%(2016: 19.9%).

Reported profit before taxwas broadlyflat at £37.7 million. Restructuring costs have been incurred in the current and prior year. We have reported certain KPIs on an "Adjusted" basis to provide a more like-for-like view of performance.Adjusted profit before taxwas up 9% at £44.5 million (2016: £40.8 million) supported by foreign exchange tailwinds of c.£5.0 million. On a constant currency basis, our adjusted profit before taxwas down 3%. This is reflected in a decline in our operating profit conversion ratio of 0.4 percentage points to 15.6%(2016: 16.0%).Our operating performance in the period has been strong with increased sales team yields driving our GP growth, but our cost base has increased as we invest in innovation, to secure the future of our business, and incurred other non-exceptional restructuring costs in the year.

Restructuringcosts ('Adjustingitems')

On 1 November 2017, as part of a strategic reassessment of our UK operations, we announced that we were commencing a consultation with employees on the proposed relocation of support functions away from our London headquarters to a new facility located in Glasgow, along with a restructuring of the marketing department. The purpose of this strategic restructuring is to realise cost savings of approximately£4 million - £5 million per annum.

The restructuring is expected to result in certain material one-off costs totalling approximately £14 million to £16 million, of which an estimated £15 million is operating expenses and approximately £0.5 million is property fit out costs (to be capitalised), less approximately £2 million of grants receivable from Scottish Enterprise. The costs are mainlyrelated to people, propertyand professional advisor fees.

Exceptional costs of £6.7 million have been recognised and separately disclosed in the Income Statement in 2017, including £1.1 million of restructuring costs incurred or accrued, mainly for professional fees, and £5.6 million as a provision for redundancy costs. The additional exceptional cost to set up a centre of excellence in Glasgowin 2018 is expected to be between £8 million and £9 million, with a grant of up to approximately£2 million potentially receivable over several years.

In the prior year, we carried out a restructuring of certain sales businesses and central support functions in response to the adverse market conditions in certain sectors and regions. These actions resulted in one-off redundancycosts of £3.5 million.

Due to their nature and magnitude, the restructuring costs in the 2017 and 2016 financial years have been separately highlighted to help readers understand the Group's underlying results for the year ('Adjusted'). The Group's adjusted profit KPIs for the year are presented in various sections of this Annual Report. The strategic nature and material cost of the restructuring of support functions announced in 2017 is of sufficient magnitude to warrant separate disclosure as an exceptional item on the face of the Consolidated Income Statement, in line with our accounting policy.

Areconciliationof 'Adjustingitems' is providedbelow:

£'million	2017	2016
Reported profit before taxafter exceptional items	37.7	37.3
Exceptional strategic restructuring costs	6.7	-
Reported profit before taxand exceptional items	44.5	37.3
(1) Non-exceptional restructuring costs	-	3.5
Adjusted profit before tax	44.5	40.8

(1) 2016 figures were adjusted for the restructuring of certain sales businesses and central support functions.

Operatingcosts

Adjusted operating costs, excluding one-off restructuring costs of £6.7 million (2016: £3.5 million), increased by 12% to £242.8 million (2016: £217.4 million). The increase was mainly driven by an adverse foreign exchange impact of c.£13 million, focused expenditure on innovation (c.£2 million), management delayering (c.£1.2 million) and a restructure of our Hong Kong business (c.£0.4 million).

Payroll costs represent 79% of our cost base.Average total headcount was flat at 2,668, with total sales headcount down 1%. The drop in average sales headcount is attributable to a restructuring of our Permanent business, in which headcount was significantly reduced in the second half of 2016 in response to market conditions. Selective headcount build continued throughout 2017. Improvements in consultant productivity and the strength of market activity provided management with the confidence to invest in headcount in the USAand Continental Europe in the second half of the year. Year-end headcountwas up 11%at 2,866.

Year-end sales headcount represented 79%of the total Group headcount.

The full benefits of the restructure of our UKSupport function on personnel and propertycosts are expected to be realised from the financial year 2019 onwards.

During the year, we invested in a number of innovation start-ups (£1.2 million), created our own innovation incubator (c.£2 million) and invested in newtechnology to serve the needs of our customers (£3.4 million, of which £1.9 million in the year was spent on developing a new contract management system and a contractor timesheet application).

Our most significant investment in innovation start-ups was a 30% non-controlling interest in the share capital of HRecTech Sandpit Limited ('HRecTech') for a total consideration of £0.8 million. The Sandpit Limited is a privatelyowned group that specialises in developing earlystage start-up companies within defined markets.

We continued to support Ryalto in which we have an 18% investment, purchasing convertible bonds for a total consideration of \$0.5 million (£0.4 million) in October 2017.

The bulk of our investment in our own innovation incubator was focused on Talent Deck, a recruitment platform focused on cultural fit and automated matching that is nowin the initial stages of its roll-out. We expect to increase the amount spent on the creation of innovative products to c.£3 million in the current financial year.

We expect to reduce our investment in non-innovation technologyspend in the current financial year as we relocate our ITfunction.

Impairment of investment insubsidiaries (Companyonly)

During the year, we reviewed the recoverable amount of the Company's own portfolio of investments, including SThree UK Holdings, which in turn owns SThree Partnership LLP, and determined that an impairment loss of £88 million needs to be recognised due to the significant downturn in the trading performance and prospects of the UK business. This was the result of several factors, including: the unfavourable impact of the ongoing political uncertainties following the EU referendum on trading in the Permanent division and Banking sector; changes in working practices in the Public Sector, namely IR35 and framework agreements, and reduced margins impacting the profitability of the UK region. After booking this impairment, the distributable retained earnings were £179.9 million (£2016: £267.3 million).

Taxation

The tax charge on pre-exceptional statutory profit before tax for the year was £11.4 million (2016: £10.1 million), representing an effective tax rate ('ETR') of 25.6% (2016: 27.0%). The ETRon post-exceptional statutoryprofit before taxwas 26.7%(2016: 27.0%).

The ETR primarily reflects our geographical mix of profits and a cautious approach to recognising assets on tax losses. The ETR will also be influenced by any changes to tax rates and legislation, which may result in certain expenses not allowable for tax, non-taxable income or enhanced tax deductions such as research and development taxcredits.

US TaxReform legislation passed on 20 December 2017 sees the reduction in the federal corporate tax rate from 35% to 21%. This will have an overall positive impact on our business with an estimated annual tax saving of £1 million at current levels of profitability. This is a non-adjusting post balance sheet event. The full benefit of this will largelybe offset in the first year bythe reduction in the deferred taxasset.

Other regulatorychanges which mayimpact the group in future years include:

(i) The extent to which the OECD member countries continue to implement changes to domestic legislation as a result of recommendations from the Base Erosion and Profit Shifting project.
(ii) The October 2017 announcement of the European Union Competition Commissioner's State Aid investigation into the UK's Controlled Foreign Company legislation.

We will continue to monitor and assess the impact of anychanges as theyare implemented.

Earnings per share ('EPS')

On an adjusted basis, EPS was up by 2.5 pence at 25.7 pence (2016: adjusted 23.2 pence), due to an increase in the adjusted profit before tax and a drop in the effective taxrate.On a reported basis, EPS remained broadlyflat at 21.5 pence, up 0.3 pence on the prior year (2016: 21.2 pence), attributable mainlyto an increase in restructuring costs as explained above. The weighted average number of shares used for basic EPS remained stable at 128.6 million (2016: 128.3 million). Reported diluted EPS was 20.8 pence (2016: 20.6 pence), up 0.2 pence. Share dilution mainly results from various share options in place and expected future settlement of certain tracker shares. The dilutive effect on EPS from tracker shares will vary in future periods depending on the profitability of the underlying tracker businesses, the volume of newtracker arrangements created and the settlement of vested arrangements.

Dividends

In line with the Group's strategyto operate a policyof financing the activities and development of the Group from retained earnings and to maintain a strong balance sheet position, the Board has proposed a maintained final dividend of 9.3 pence per share (2016: 9.3 pence). Taken together with the interim dividend of 4.7 pence per share (2016: 4.7 pence), this brings the total dividend for the year to 14.0 pence per share (2016: 14.0 pence). This represents a dividend yield of 4% based on the average share price for the year (2016: 5%). The final dividend, which amounts to c.£12.1 million, will be subject to shareholder approval at the 2018 Annual General Meeting. Itwill be paid on 8 June 2018 to shareholders on the register on 27April 2018.

Share options andtracker share arrangements

We recognised a share-based payment charge of £3.3 million during the year (2016: £2.9 million) for the Group's various share-based incentive schemes. The greater charge in 2017 is primarily due to an increase in the number of participants in the 2017 Long Term Incentive Plan ('LTIP'), and an improvement in regional performance metrics for legacyLTIPs.

We also operate a tracker share model to help retain and motivate our entrepreneurial management within the business. The programme gives our most senior front office sales colleagues a chance to invest in a business they manage, with the support and economies of scale that the Group can offer them. In 2017, 38 employees invested an equivalent of £0.4 million in 15Group businesses.

We settled certain vested tracker shares during the year for a total consideration of £3.2 million (2016: £4.6 million) which was determined using a formula in the Articles ofAssociation underpinning the tracker share businesses. We settled the consideration in SThree plc shares either byissuing new shares (393,910 new shares were issued on settlement of vested tracker shares in 2017) or treasuryshares (in total 647,507 were used in settlement of vested tracker shares in 2017). Consequently, the arrangement is deemed to be an equity-settled share-based payment arrangement under IFRS 2 'Share-based payments'. There is no charge to the income statement as initially the tracker shareholders subscribed to the tracker shares at their fair value. We expect future tracker share settlements to be between £5 million to £15 million per annum. These settlements will either dilute the earnings of SThree plc's existing ordinaryshareholders if funded bynew issue of shares or will result in a cash outflowif funded via treasuryshares.

Note 1 to the financial statements provides further details about all Group-wide discretionaryshare plans, including the tracker share arrangements.

Balance sheet

At 30 November 2017, the Group's net assets increased to £80.7 million (2016: £75.7 million), mainlydue to the excess of net profit over the dividend payments and share buybacks during the year supported bya strengthening of the Euro vs Sterling.

The most significant item in our statement of financial position is trade receivables (including accrued income) which increased to £217.7 million (2016: £182.6 million), with £2.3 million of the increase due to a favourable change in foreign exchange rate.Other drivers of an increase in receivables are a three dayincrease in Days Sales Outstanding to 40.6 days (2016: 37.5 days) and a 14% increase in Contract GP in Q4 year-on-year. Trade and other payables increased from £138.9 million to £159.6 million,with £2.2 million due to movements in foreign exchange rates and the remainder primarilydue to an increase in ContractGP. Creditor days were 18 days (2016: 19 days). Provisions increased by £8.7 million primarily due to a £6.7 million increase in restructuring provisions, including a provision for the relocation of central support functions from London toGlasgow(£5.6 million).

CashFlow

On an adjusted basis, we generated lower cash from operations of £41.1 million (2016: £46.9 million on an adjusted basis) due to continued growth of the contract runner book increasing our working capital and an increase in Days Sales Outstanding. This resulted in a lower cash conversion ratio of 78.6% (2016: 96%) on an adjusted basis or 90.2%(2016: 95.0%) on a reported basis.

Capital expenditure reduced to £5.8 million (2016: £7.2 million), of which 33% was related to investments in innovative technology to improve our customer experience. We expect capital expenditure will further decline in 2018. Investments in associates and available for sale assets of £1.2 million (2016: £0.7 million) were made in the year.

During the year, SThree plc bought back shares amounting to £7.8 million (2016: £6.8 million) to satisfy employee share schemes in future periods. Small cash inflows were generated from share based payment schemes.

Income taxpayments increased to £10.9 million (2016: £8.5 million). The figures shown for 2016 reflected a lower than usual outflow due to advanced taxpayments made in 2015. Small cash outflows were made for interest payments.

Dividend payments were £18.0 million (2016: £18.0 million) and there was a small cash outflowrepresenting distributions to tracker shareholders.

We started the year with the net cash of £10.0 million and closed the financial year with a lower but solid net cash balance of £5.6 million. The year-on-year decrease primarilyreflected increased cash absorbed in working capital.

Treasurymanagement

We finance the Group's operations through equity and bank borrowings. The Group's cash management policy is to minimise interest payments by closely managing Group cash balances and external borrowings. We intend to continue this strategywhile maintaining a strong balance sheet position. In general, we do not keep excess cash in anyof the countries in which we operate. We have central cash pooling facilities in place for Euros and USDollars.

We maintain a committed Revolving Credit Facility ('RCF') of £50 million, along with an uncommitted £20 million accordion facility, with Citibank and HSBC, giving the Group an option to increase its total borrowings to £70 million for general corporate purposes. We also have a separate £5 million overdraft facilitywith RBS. At the year end theGroup had drawn down £12 million (2016: £nil) on these facilities.

The RCF is subject to financial covenants wherebywe need to maintain a ratio of net debt to adjusted EBITDAof 2.0 times or lower, and maintain interest cover of at least 1.2. In 2017, we ended the year with significant headroom on our covenants, with a net cash balance of £5.6 million and interest cover (including dividends) of 3:1. The funds borrowed under this facility bear interest at an annual rate of 1.3% above 3 month LIBOR giving an average interest rate of 1.5% during the year (2016: 1.8%). The finance costs for the year amounted to £0.4 million (2016: £0.5 million). The RCF expires in May2019 and we will renew the facilityin the first half of 2018.

The Group's UK-based treasury function manages the Group's treasury risks in accordance with policies and procedures set by the Board, and is responsible for day-to-day cash management; the arrangement of external borrowing facilities; the investment of surplus funds; and the management of the Group's interest rate and foreign exchange risks. The treasuryfunction does not engage in speculative transactions or operate as a profit centre.

Foreignexchange

Foreign exchange volatility continues to be a significant factor in the reporting of the overall performance of the business with the main functional currencies of the Group entities being Sterling, the Euro and the US Dollar. For 2017, movements in exchange rates between Sterling and the Euro and the US Dollar provided a strong tailwind to the reported performance of the Group with the highest impact coming from Eurozone countries. Over the course of the year, the exchange rate movements increased our reported 2017 GP and operating profit byc.£18.1 million and £5.0 million, respectively. Our financial performance KPIs remain materially sensitive to exchange rate movements. Byway of illustration, each one percent movement in annual exchange rates of the Euro and the US Dollar against Sterling impacted our 2017GPby£1.5 million and £0.6 million, respectively, and operating profit by£0.5 million and £0.2 million, respectively.

The Board considers it appropriate in certain cases to use derivative financial instruments as part of its day-to-day cash management to provide the Group with protection against adverse movements in the Euro and the USdollar during the settlement period. The Group does not use derivatives to hedge translational foreign exchange exposure in its balance sheet and income statement.

PrincipalRisks andUncertainties

Principal risks and uncertainties affecting the business activities of theGroup are detailed within the strategic section of theAnnual Report.

In terms of macroeconomic environment risks, our strategy is to continue to grow the size of our international business and newer sectors, in both financial terms and geographical coverage. This will help reduce our exposure or reliance on anyone specific economy, although a downturn in a particular market could adversely affect theGroup's keyrisk factors.

SThree plc

In the viewof the Board, there is no material change expected to theGroup's keyrisk factors in the foreseeable future.

* Variances in constant currency

		Consolidated income statement
		For the year ended 30November 2017
				2017	2016
		Before exceptional
		items	Exceptional items	Total
	Note	£'000	£'000	£'000	£'000
Continuing operations
Revenue	2	1,114,530	-	1,114,530	959,861
Cost of sales		(826,858)	-	(826,858)	(701,180)
Gross profit	2	287,672	-	287,672	258,681
Administrative expenses	3	(242,752)	(6,741)	(249,493)	(220,913)
Operating profit	4	44,920	(6,741)	38,179	37,768
Finance income		124	-	124	79
Finance costs		(439)	-	(439)	(549)
Share of results of associate		(147)	-	(147)	-
Profit before taxation		44,458	(6,741)	37,717	37,298
Taxation	5	(11,392)	1,303	(10,089)	(10,056)
Profit for the year attributable to owners of the Company		33,066	(5,438)	27,628	27,242

Earnings per share	7	pence	pence	pence	pence
Basic		25.7	(4.2)	21.5	21.2
Diluted		24.9	(4.1)	20.8	20.6

For the year ended 30November 2017
	2017	2016
	£'000	£'000
Profit for the year	27,628	27,242
Other comprehensive (loss)/income:
Items that may be subsequently reclassified to profit or loss:
Exchange differences on retranslation of foreign operations	(1,083)	10,774
Total other comprehensive (loss)/income for the year (net of tax)	(1,083)	10,774
Total comprehensive income for the year attributable to owners of the Company	26,545	38,016

SThree plc

Consolidated statement of financial position As at 30November 2017 30November 30November 2017 2016 Note £'000 £'000 Assets Non-current assets Property, plant and equipment 6,746 7,100 Intangible assets 11,386 11,597 Investment in associate 655 - Other investments 1,110 727 Deferred tax assets 4,199 2,501 24,096 21,925 Current assets Trade and other receivables 226,558 189,169 Current tax assets 1,534 4,650 Cash and cash equivalents 8 21,338 15,707 249,430 209,526 Total assets 273,526 231,451 Equity and Liabilities Equity attributable to owners of the Company Share capital 1,317 1,312 Share premium 28,806 27,406 Other reserves (8,556) (5,381) Retained earnings 59,138 52,333 Total equity 80,705 75,670 Non-current liabilities Provisions for liabilities and charges 2,172 907 Current liabilities Borrowings 9 12,000 - Bank overdraft 8 3,717 5,685 Provisions for liabilities and charges 12,352 4,953 Trade and other payables 159,556 138,859 Current tax liabilities 3,024 5,377 190,649 154,874 Total liabilities 192,821 155,781

SThree plc

Consolidated statement of changes in equity For the year ended 30November 2017

	Share capital Note £'000	Share premium £'000	Capital redemption reserve £'000	Capital reserve £'000	Treasury reserve £'000	Currency translation reserve £'000	Retained earnings £'000	Total equity attributable to owners of the Company £'000
Balance at 30November 2015	1,295	23,140	168	878	(1,318)	(10,758)	46,001	59,406

Total equity and liabilities 273,526 231,451

Profit for the year		-	-	-	-	-	-	27,242	27,242
Other comprehensive loss for the year		-	-	-	-	-	10,774	-	10,774
Total comprehensive income for the year		-	-	-	-	-	10,774	27,242	38,016
Dividends paid to equity holders	6	-	-	-	-	-	-	(17,972)	(17,972)
Distributions to tracker shareholders		-	-	-	-	-	-	(149)	(149)
Settlement of vested tracker shares		14	3,706	-	-	-	-	(3,929)	(209)
Settlement of share-based payments		3	560	-	-	1,720	-	(1,671)	612
Purchase of own shares Credit to equity for equity-settled share-based		-	-	-	-	(6,845)	-	-	(6,845)
payments		-	-	-	-	-	-	2,823	2,823
Current and deferred tax on share-based payment transactions	5	-	-	-	-	-	-	(12)	(12)
Total movements in equity		17	4,266	-	-	(5,125)	10,774	6,332	16,264

Balance at 30November 2016		1,312	27,406	168	878	(6,443)	16	52,333	75,670
Profit for the year		-	-	-	-	-	-	27,628	27,628
Other comprehensive loss for the year		-	-	-	-	-	(1,083)	-	(1,083)
Total comprehensive (loss)/income for the year		-	-	-	-	-	(1,083)	27,628	26,545
Dividends paid to equity holders	6	-	-	-	-	-	-	(17,994)	(17,994)
Distributions to tracker shareholders		-	-	-	-	-	-	(115)	(115)
Settlement of vested tracker shares		4	1,185	-	-	2,746	-	(3,060)	875
Settlement of share-based payments		1	215	-	-	2,959	-	(2,972)	203
Purchase of own shares Purchase of own shares by Employee Benefit		-	-	-	-	(4,618)	-	-	(4,618)
Trust		-	-	-	-	(3,179)	-	-	(3,179)
Credit to equity for equity-settled share-based
payments Current and deferred tax on share-based		-	-	-	-	-	-	3,256	3,256
payment transactions	5	-	-	-	-	-	-	62	62
Total movements in equity		5	1,400	-	-	(2,092)	(1,083)	6,805	5,035
Balance at 30November 2017		1,317	28,806	168	878	(8,535)	(1,067)	59,138	80,705

SThree plc

Consolidated statement of cash flow

For the year ended 30November 2017		2017	2016
	Note	£'000	£'000
Cash flows from operating activities
Profit before taxation after exceptional items		37,717	37,298
Adjustmentsfor:
Depreciation and amortisation charge		5,744	5,716
Accelerated amortisation and impairment of intangible assets		309	-
Finance income		(124)	(79)
Finance cost		439	549
Loss on disposal of property, plant and equipment	4	110	194
Share of results of associate		147	-
Loss on disposal of subsidiaries		144	-
Non-cash charge for share-based payments		3,256	2,823

Operating cash flows before changes inworking capital and provisions		47,742	46,501
Increase in receivables		(35,712)	(9,404)
Increase in payables		19,291	5,731
Increase/(decrease) in provisions		8,758	(632)
Cash generated fromoperations		40,079	42,196
Finance income		124	79
Income tax paid - net		(10,921)	(8,477)

Net cash generated fromoperating activities		29,282	33,798
Cash generated fromoperating activities before exceptional items		30,273	34,658
Cash outflowf romrecognised exceptional items		(991)	(860)
Net cash generated fromoperating activities		29,282	33,798

Cash flows from investing activities Purchase of property, plant and equipment		(2,374)	(3,220)
Purchase of intangible assets		(3,392)	(3,973)
Investments designated as available-for-sale		(383)	(727)
Investment in an associate		(802)	-

Net cash used in investing activities		(6,951)	(7,920)

Cash flows from financing activities
Proceeds fromborrowings	9	12,000	-
Finance cost		(431)	(549)
Employee subscription for tracker shares		98	192
Proceeds fromexercise of share options		215	612
Purchase of own shares		(7,797)	(6,845)
Dividends paid to equity holders	6	(17,994)	(17,972)
Distributions to tracker shareholders		(115)	(130)

Net cash used in financing activities		(14,024)	(24,692)
Net increase in cash and cash equivalents		8,307	1,186
Cash and cash equivalents at beginning of the year		10,022	6,159
Effect of exchange rate changes		(708)	2,677
Net cash and cash equivalents at end of the year	8	17,621	10,022

SThree plc Notes to the financial statements For the year ended 30November 2017

1. Basis of preparation

The financial information in this preliminary announcement has been extracted fromtheGroup audited financial statements for the year ended 30 November 2017 and does not constitute statutory accounts within the meaning of section 434 of the Companies Act 2006. The Group financial statements and this preliminary announcement were approved by the Board of Directors on 29 January 2018.

The auditors have reported on the Group's financial statements for the years ended 30 November 2017 and 30 November 2016 under s495 of the Companies Act 2006. The auditors' reports are unqualified and do not contain a statement under section 498(2) or (3) of the Companies Act 2006. The Group's statutory financial statements for the year ended 30 November 2016 have been filedwith theRegistrar of Companies and those for the year ended 30November 2017will be filed following theCompany'sAnnualGeneral Meeting.

The Group's financial statements have been prepared in accordance with International Financial Reporting Standards ('IFRSs') and IFRS Interpretations Committee ('IFRS IC') as adopted and endorsed by the EuropeanUnion and have been prepared under the historical cost conventionwith the exception of certain financial instruments classified as available for sale.

The same accounting policies, presentation and computation methods are followed in this preliminary announcement as in the preparation of the Group financial statements. The accounting policies have been applied consistently by theGroup.

Going concern

The Group's business activities, together with the factors likely to affect its future development, performance, its financial position, cash flows, liquidity position and borrowing facilities are described in the strategic section of theAnnual Report. In addition, notes to the Group financial statements include details of the Group's treasury activities, funding arrangements and objectives, policies and procedures for managing various risks including liquidity, capital management and credit risks.

The Directors have considered the Group's forecasts, including taking account of reasonably possible changes in trading performance, and the Group's available banking facilities. Based on this review and after making enquiries, the Directors have a reasonable expectation that the Group has adequate resources to continue in operational existence for the foreseeable future. For this reason, theDirectors continue to adopt a going concern basis in preparing these financial statements and this preliminary announcement.

2. Segmental analysis

IFRS8 'Segmental Reporting' requires operating segments to be identified on the basis of internal results about components of theGroup that are regularly reviewed by the entity's chief operating decision maker to make strategic decisions and assess segment performance.

Management has determined the chief operating decision maker to be theGroup Management Board ('GMB') made up of the Chief ExecutiveOfficer, the Chief Financial Officer, the Chief OperatingOfficer, theChief PeopleOfficer and theChief Sales Officer, with other senior management attending via invitation. Operating segments have been identified based on reports reviewed by theGMB, which consider the business primarily froma geographical perspective. TheGroup segments the business into four regions: theUnited Kingdom&Ireland ('UK&I'), Continental Europe, theUSAandAsia Pacific &Middle East ('APAC&ME').

The Group's management reporting and controlling systems use accounting policies that are the same as those described in note 1 to theGroup financial statements in the summary of significant accounting policies.

Revenue andGross Profit by reportable segment

The Group measures the performance of its operating segments through a measure of segment profit or loss which is referred to as "Gross Profit" in the management reporting and controlling systems. Gross profit is the measure of segment profit comprising revenue less cost of sales.

Intersegment revenue is recorded at values which approximate third party selling prices and is not significant.

		REVENUE		GROSSPROFIT
	2017	2016	2017	2016
	£'000	£'000	£'000	£'000

UK&I	269,777	290,285	55,687	64,032
Continental Europe	576,018	448,606	150,636	127,543
USA	212,737	171,313	64,369	50,682
APAC&ME	55,998	49,657	16,980	16,424

	1,114,530	959,861	287,672	258,681

Continental Europe primarily includes Austria, Belgium, France, Germany, Luxembourg, Netherlands, Spain and Switzerland.

APAC&MEmainly includesAustralia, Dubai, Hong Kong, Japan, Malaysia and Singapore.

Other information

TheGroup's revenue fromexternal customers, its gross profit and information about its segment assets (non-current assets excluding deferred tax assets) by key location are detailed below:

	REVENUE		GROSSPROFIT
2017	2016	2017	2016
£'000	£'000	£'000	£'000

UK	259,028	275,839	51,922	58,828
Germany	256,825	206,130	78,021	67,739
USA	212,737	171,313	64,369	50,682
Netherlands	180,602	131,174	38,039	29,201
Other	205,338	175,405	55,321	52,231

1,114,530 959,861 287,672 258,681

		NON-CURRENT ASSETS
	30November	30November
	2017	2016
	£'000	£'000

UK	15,702	15,044
USA	1,608	2,481
Germany	1,132	589
Netherlands	431	165
Other	1,024	1,145

	19,897	19,424

The following segmental analysis by brands, recruitment classification and sectors (being the profession of candidates placed) have been included as additional disclosure to the requirements of IFRS8.

		REVENUE		GROSSPROFIT
	2017	2016	2017	2016
	£'000	£'000	£'000	£'000
Brands
Progressive	344,537	275,729	77,105	65,859
Computer Futures	311,134	265,751	83,700	75,231
Real StaffingGroup	230,330	225,123	70,684	67,915
HuxleyAssociates	228,529	193,258	56,183	49,676
	1,114,530	959,861	287,672	258,681

Other brands includingGlobal Enterprise Partners, Hyden, JPGray, Madison Black, Newington International andOrgtel are rolled into the above brands. Recruitment

classification
Contract	1,030,359	874,440	203,501	173,260
Permanent	84,171	85,421	84,171	85,421
	1,114,530	959,861	287,672	258,681
Sectors Information & Communication Technology	502,299	447,560	124,746	115,844
Banking &Finance	181,007	168,263	43,502	41,735
Life Sciences	176,870	147,056	62,351	54,262
Energy	142,822	107,889	26,494	19,595
Engineering	97,469	79,016	25,851	23,253
Other	14,063	10,077	4,728	3,992
	1,114,530	959,861	287,672	258,681

Other includes Procurement &Supply Chain and Sales &Marketing.

3. Administrative expenses - Exceptional items

On 1 November 2017, the Group communicated to the market that it was commencing a consultation with employees on the proposed relocation of central support functions away from its London headquarters to a new facility locatedwithinGlasgow and a restructuring of the marketing department. The purpose of this strategic restructuring is to realise annualised cost savings of approximately £4.0 million per annum.

The restructuring is expected to result in certain material one-off costs totalling approximately £14 million to £16 million, of which an estimated £15 million is operating expenses and approximately £0.5 million is property fit out costs (to be capitalised), less approximately £2 million of grant receivable fromScottish Enterprise. The costs are mainly related to people, property and professional advisor fees.

In 2017, restructuring costs of £6.7 million have been charged to the Consolidated Income Statement, including £1.1 million of restructuring costs incurred or accrued, mainly for professional advisor fees, and £5.6 million as a provision for redundancy costs. A restructuring provision can only include the direct expenditure arising fromthe announced strategic restructuring, which are costs that are both necessarily entailed by the restructuring and not associated with the ongoing activities of the entity. Restructuring items related to the transition, design and set up of the new support function or for which there is no constructive obligation at year end have not been included within the 2017 restructuring provision and will be recognised each year up to 2020.

Due to the material size and non-recurring nature of this strategic restructuring project, the associated costs have been separately disclosed as exceptional items in the Consolidated Income Statement. Disclosure of items as exceptional, highlights themand provides a clearer, comparable view of underlying earnings.

Items classified as exceptionalwere as follows:

	2017	2016
	£'000	£'000

Exceptional items - charged to operating profit
Personnel costs - redundancy	5,709	-
Professional advisor fees	1,017	-
Other	15	-

Total exceptional costs	6,741	-
-------------------------	-------	---

4. Operating profit

Operating profit is stated after charging/(crediting):

	2017	2016
	£'000	£'000
Depreciation	2,516	2,276
Amortisation	3,228	3,440
Accelerated amortisation and impairment of intangible assets	309	-
Foreign exchange gains	(345)	(849)
Staff costs	187,419	168,971
Movement in bad debt provision and debts directly written off	496	573
Loss on disposal of property, plant and equipment	110	194
Loss on disposal of intangible assets	66	44
Exceptional restructuring costs	6,741	-
Loss on disposal of subsidiaries ( 2)	144	-
Operating lease charges
- Motor vehicles	1,790	1,449
- Land and buildings	12,005	11,279

(1) The accumulated foreign exchange net loss reclassified fromCurrency TranslationReserve to theConsolidated Income Statement on liquidation of subsidiary companies.

5. Taxation

(a) Analysis of tax charge for the year

			2017	2016
	Before exceptional items £'000	Exceptional items £'000	Total £'000	£'000
Current taxation
Corporation tax charged on profits for the year	13,520	(946)	12,574	9,349
Adjustments in respect of prior periods	(758)	-	(758)	1,281
Total current tax charge/(credit)	12,762	(946)	11,816	10,630
Deferred taxation
Origination and reversal of temporary differences	(743)	(357)	(1,100)	(768)
Adjustments in respect of prior periods	(627)	-	(627)	194
Total deferred tax credit	(1,370)	(357)	(1,727)	(574)
Total income tax charge/(credit) in the income statement	11,392	(1,303)	10,089	10,056

(b) Reconciliation of the effective tax rate

TheGroup's tax charge for the year exceeds (2016: exceeds) theUKstatutory rate and can be reconciled as follows:

			2017	2016
	Before exceptional items £'000	Exceptional items £'000	Total £'000	£'000
Profit before taxation	44,458	(6,741)	37,717	37,298

Profit before taxation multiplied by the standard rate of corporation tax in theUKat 19.33% (2016: 20%)	8,594	(1,303)	7,291	7,460
Effects of:
Disallowable items	847	-	847	442

Tax expense for the year	11,392	(1,303)	10,089	10,056
Tax losses for which deferred tax asset was derecognised/(recognised)	578	-	578	(868)
Adjustment due to tax rate changes	33	-	33	(41)
Adjustments in respect of prior periods	(1,385)	-	(1,385)	1,475
Differing tax rates on overseas earnings	2,725	-	2,725	1,588

(c) Current and deferred taxmovement recognised directly in equity

	30November 2017	30November 2016
	£'000	£'000
Equity-settled share-based payments
Current tax	-	(26)
Deferred tax	(62)	38
	(62)	12

The Group expects to receive additional tax deductions in respect of share options currently unexercised. Under IFRS the Group is required to provide for deferred tax on all unexercised share options. Where the amount of the tax deduction (or estimated future tax deduction) exceeds the amount of the related cumulative remuneration expense, this indicates that the tax deduction relates not only to remuneration expense but also to an equity item. In this situation, the excess of the current or deferred tax should be recognised in equity.At 30 November 2017 a deferred tax asset of £1.0 million (2016: £0.6 million) has been recognised in respect of these options.

6. Dividends

	2017 £'000	2016 £'000
Amounts recognised as distributions to equity holders in the year
(i)
Interimdividend of 4.7p (2016: 4.7p) per share	6,052	6,049
Final dividend of 9.3p (2016: 9.3p) per share (ii)	11,942	11,923

	17,994	17,972

Amounts proposed as distributions to equity holders
Interimdividend of 4.7p (2016: 4.7p) per share (iii)	6,038	6,052
Final dividend of 9.3p (2016: 9.3p) per share (iv)	12,086	12,002

(i) 2016 interimdividend of 4.7 pence (2015: 4.7 pence) per sharewas paid on 9December 2016 to shareholders on record at 4November 2016.
(ii) 2016 final dividend of 9.3 pence (2015: 9.3 pence) per share, was paid on 9 June 2017 to shareholders on record at 5 May 2017.
(iii) 2017 interimdividend of 4.7 pence (2015: 4.7 pence) per sharewas paid on 8December 2017 to shareholders on record at 3November 2017.
(iv) The Board has proposed a 2017 final dividend of 9.3 pence (2016: 9.3 pence) per share, to be paid on 8 June 2018 to shareholders on record at 27 April 2018. This proposed final dividend is subject to approval by shareholders at theCompany's nextAnnual General Meeting on 26April 2018, and therefore, has not been included as a liability in these financial statements.

7. Earnings per share

The calculation of the basic and diluted earnings per share ('EPS') is set out below:

Basic EPS is calculated by dividing the earnings attributable to owners of the Company by the weighted average number of shares in issue during the year excluding shares held as treasury shares and those held in the EBTwhich are treated as cancelled.

For diluted EPS, the weighted average number of shares in issue is adjusted to assume conversion of dilutive potential shares. Potential dilution resulting fromtracker shares takes into account profitability of the underlying tracker businesses and SThree plc's earnings per share. Therefore, the dilutive effect on EPSwill vary in future periods depending on any changes in these factors.

	30November	30November
	2017	2016
	£'000	£'000

Earnings
Profit for the year after tax before exceptional items	33,066	27,242
Exceptional items net of tax	(5,438)	-

Profit for the year attributable to owners of theCompany	27,628	27,242

	million	million
Number of shares
Weighted average number of shares used for basic EPS	128.6	128.3
Dilutive effect of share plans	4.0	3.8
Dilutedweighted average number of shares used for diluted EPS	132.6	132.1

	30November 2017	30November 2016
	pence	pence
Basic
Basic EPSbefore exceptional items	25.7	21.2
Impact of exceptional items	(4.2)	-
Basic EPSafter exceptional items	21.5	21.2
Diluted
Diluted EPSbefore exceptional items	24.9	20.6
Impact of exceptional items	(4.1)	-
Diluted EPSafter exceptional items	20.8	20.6

8. Cash and cash equivalents

	30November	30November
	2017	2016
	£'000	£'000

Cash at bank	21,338	15,707
Bank overdraft	(3,717)	(5,685)

Net cash and cash equivalents per the consolidated statement of cash flow	17,621	10,022

Cash and cash equivalents comprise cash and short-termbank deposits with an original maturity of three months or less, net of outstanding bank overdrafts. The carrying amount of these assets is approximately equal to their fair values.

TheGroup has cash pooling arrangements with legally enforceable rights to set-off cash and overdraft balances. Where there is an intention to settle on a net basis, cash and overdraft balances relating to the cash pooling arrangements are reported on a net basis in the statement of financial position. Other bank overdrafts are shown separately as above and in the statement of financial position.

9. Borrowings

The Group has a committed RCF of £50 million along with an uncommitted £20 million accordion feature in place with HSBCand Citibank, giving the Group an option to increase its total borrowings under the facility up to £70 million. The RCFexpires in May 2019. The funds borrowed under the facility bear interest at an annual rate of 1.3% (2016: 1.3%) above 3 month LIBOR. The average interest rate paid on theRCFduring the year was 1.5%(2016: 1.8%). TheGroup also has an uncommitted £5 million overdraft facility withRBS.

At the year end theGroup had drawn down £12 million (2016: £nil) on these facilities.

The RCFis subject to certain covenants requiring theGroup to maintain financial ratios over interest cover, leverage and guarantor cover. TheGroup has been in compliance with these covenants throughout the year.

10. Annual Report and Annual General Meeting

The 2017 Annual Report and Notice of 2017Annual General Meeting will be posted to shareholders shortly. Copies will be available on the Company's website www.sthree.comor from theCompany Secretary, 8th Floor, City PlaceHouse, 55 Basinghall Street, London, EC2V 5DX. TheAnnualGeneral Meeting of SThree plc is to be held on 26April 2018.

ISIN: GB00B0KM9T71 Category Code:ACS TIDM: STHR LEICode: 2138003NEBX5VRP3EX50 Sequence No.: 5145

End ofAnnouncementEQS News Service

AI assistant

SThree PLC — Earnings Release 2017

4842_rns_2018-01-29_f8026da4-ab5d-4d7a-8c8b-cde14c851aa1.pdf

29-Jan-2018 / 07:00 GMT/BST Dissemination of a RegulatoryAnnouncement that contains inside information according to REGULATION (EU) No 596/2014 (MAR), transmitted by EQS Group. The issuer is solely responsible for the content of this announcement.

29 January 2018

SThree plc ("SThree" or the "Group")

Final results for the year ended 30November 2017

FINANCIALHIGHLIGHTS

OPERATIONAL HIGHLIGHTS

Notes to editors

Important notice

Chief ExecutiveOfficer's Review

GrowingContract, drivingPermanent profitability

Growing Contract

Driving Permanent Profitability

Improvingcustomer experience

Investinginnew systems, processes andinfrastructure

Generatingnew revenue streams

Identifyinganddevelopinggreat talent

OperatingReview

RegionalOverview

Continental Europe

Performance in2017

Expectations for 2018

Performance in2017

Expectations for 2018

Performance in2017

Expectations for 2018

APAC& ME

Expectations for 2018

Sector Overview

ICT

Banking&Finance

Global Energy

Life Sciences

Engineering

OUTLOOK

*In constant currency

CHIEFFINANCIALOFFICER'S REVIEW

Income statement

Restructuringcosts ('Adjustingitems')

Areconciliationof 'Adjustingitems' is providedbelow:

Operatingcosts

Impairment of investment insubsidiaries (Companyonly)

Taxation

Earnings per share ('EPS')

Dividends

Share options andtracker share arrangements

Balance sheet

CashFlow

Treasurymanagement

Foreignexchange

PrincipalRisks andUncertainties

SThree plc

SThree plc

SThree plc

1. Basis of preparation

Going concern

2. Segmental analysis

Revenue andGross Profit by reportable segment

Other information

3. Administrative expenses - Exceptional items

4. Operating profit

5. Taxation

(b) Reconciliation of the effective tax rate

(c) Current and deferred taxmovement recognised directly in equity

6. Dividends

7. Earnings per share

8. Cash and cash equivalents

9. Borrowings

10. Annual Report and Annual General Meeting

More from SThree PLC

SThree PLC Earnings Release 2017