Adecco Group Annual Report 2021

A N N U A L RE P O R T 2 0 2 1
2021 ANNUAL REPORT

A vision for the future of work
Our vision
for the future
of work
We invited our creative teams from
across the world to share their
vision for the future of work.
To succeed we must all embrace
the changes ahead to make the
future work for everyone.
Cover art: ‘Enter, Return’

Each piece of art in this Annual Report is a response
to the brief we gave our creative colleagues. We
asked them to interpret the Future@Work. None of
the artworks is intended to represent a particular
section of the report.
For more information on the artworks
displayed in this report, head to pages 181-185
Our Future@Work strategy Our 360º ecosystem in action
pages 12-16 pages 24-25
Committed to enabling a sustainable future Operating responsibly

pages 38-40 pages 41-49
Annual Report 2021 1

OUR PURPOS E
Making the future

work for everyone
The Adecco Group is the world’s leading talent solutions and
advisory company, driven by a powerful purpose – to make the future
work for everyone. We are building on our unique 360° ecosystem
of talent solutions and advisory to bring to life our vision of enabling
sustainable and lifelong employability for individuals and empowering
organisations to optimise their workforces.
To move us ever closer to this goal, in 2021, we began putting in place
key elements of our Future@Work strategy, including the creation of
our three Global Business Units and strategic advancement of the
underlying enablers. Delivery of our strategy will enable the
Adecco Group to make a positive impact on the lives of even
more people, while we continue to support the sustainable
growth of our clients and contribute to more prosperous,
inclusive societies at large.
In this report
Company Report Corporate Governance Financial Statements
Our purpose 2 Applicable Corporate Governance The Adecco Group
The year in review — 2021 highlights 4 standards 65 Selected financial information 109
Chair and CEO Letter 6 Structure, shareholders and capital 66 Consolidated financial statements 110
The Adecco Group at a glance 10 Board of Directors, Executive Statutory auditor’s report on the
Strategic review 13 Committee and compensation 69 audit of the consolidated financial
People and culture 17 Further information 81 statements 153
Adecco Group AG (Holding Company)
Business model 22 Remuneration Report
financial statements 156
360° ecosystem 25 Introduction 85
Major consolidated subsidiaries
Adecco 26 Remuneration governance 88
of the Adecco Group 166
LHH (Talent Solutions) 30 Remuneration philosophy 89
Proposed appropriation of
Modis 34 Executive Committee’s remuneration 92
shareholders’ equity 167
Sustainability 39 Outlook 2022 103
Report of the Statutory Auditor
Operating responsibly 42 Remuneration of the Board of Directors 104 on the Financial Statements 168
Operating and financial review 51 Additional disclosures for the EC and
Cash generation and capital allocation 59 Board members 105 Additional Information
Report of the statutory auditor on the Non-US GAAP information and
Shares 60
Remuneration Report 107 financial measures 170
Risk management and principal risks 62
History 171
Key figures 173
Non-financial reporting index 175
Artist biographies 181
Addresses 186
2 Annual Report 2021

Annual Report 2021
3
‘My workplace, my choice’ – For more information on this artwork, head to pages 181-185
THE YE A R I N REVI EW — 2021 H I GHL I GHTS
Implementing the Future@Work

strategy while performing
in uncertain times
The stop-start recovery from the Covid-19 pandemic set the backdrop for 2021,
overlaid by supply chain interruptions and skills shortages globally. Despite this,
the Adecco Group implemented key elements of its Future@Work strategy,
starting with the creation of three market-leading Global Business Units.
At the same time, the Group delivered a resilient business performance
as it adapted to the new world of work, providing innovative solutions that
enabled clients, associates, candidates and the wider economies where it
operates, to better navigate within this new environment.
Revenues Gross margin EBITA1 margin excluding one-offs
€20.9bn 20.4% 4.6%

Up 9% year on year organic, TDA, furthering +100 bps year on year, supported by +100 bps year on year – a strong return to
progress to pre-pandemic levels strategic actions to shift the portfolio, pre-pandemic levels
favourable mix, and supportive pricing
Cash conversion2 Dividend3 Net debt/EBITDA4
83% CHF 2.50 0.0x

Strong underlying cash flow while In line with our progressive dividend policy Strong financial position
emphasising the partly counter-cyclical
nature of cash generation
Total taxes paid5 Net Promoter Score® (clients) Peakon eNPS® (employees)6
€5,381m 26 38
Contributing to public finances through Being there for our clients during a turbulent 14 pts above industry benchmark and +5 pts
responsible tax practices 2021 year on year
People placed – permanent People placed – flexible External individuals up/reskilled
c.115,000+ c.500,000+ 750,000+

People placed in permanent employment. Associates provided with flexible Enhancing their employability
Increase of 44% year on year employment every day excl. joint ventures and accelerating their careers
1 EBITA is a non-US GAAP measure and refers to operating income before amortisation and impairment of goodwill and intangible assets.
2 Cash conversion is a non-US GAAP measure and is calculated as free cash flow before interest and tax paid divided by EBITA excluding one-offs. Free cash flow
is a non-US GAAP measure and is calculated as cash flows from operating activities less capital expenditures.
3 For 2021, as proposed by the Board of Directors. CHF 1.25 (50%) from reserves not subject to withholding tax.
4 Net debt to EBITDA is a non-US GAAP measure and is calculated as net debt at period end divided by the last four quarters, EBITA excluding one-offs plus
depreciation. Net debt is a non-US GAAP measure and comprises short-term and long-term debt less cash and cash equivalents and short-term investments.
The lower net debt level is mainly a result of the funding secured in September 2021 for the acquisition of AKKA Technologies in 2022.
5 Total taxes paid is the aggregate total of income taxes paid, sales taxes paid, and employer payroll and social security taxes paid.
6 Peakon eNPS® – the Workday Peakon Employee Voice survey the Group uses to gather employee feedback on their experience at work.

Annual Report 2021
5
‘The Creation-19’ – For more information on this artwork, head to pages 181-185
COMPANY REPORT
Chair and CEO Letter
Building resilience
DEAR ADECCO GROUP Megatrends and the Covid-19 crisis continue

STAKEHOLDERS to impact the world of work
The advancement of the gig and platform economy;
Fundamental changes to the world of work have
geopolitical and economic uncertainty; the continued
characterised the past two years. During 2021,
growth of the use of big data, digital applications,
together with our families, many of us witnessed and
Artificial Intelligence (AI) and machine learning;
experienced further changes in our work and how we
changes in the demographic mix and skills imbalances
live. Some of these changes resulted directly from the
are some of the megatrends that continue to drive
effects of the continuing Covid-19 crisis, while others
change in the world of work. Some of these have been
were generated by the impact of accelerating
exacerbated or accelerated by the crisis and continue
megatrends across the world.
to influence global, national and local economies.
Against this backdrop, the Adecco Group continued Businesses – ranging from multi-national corporations,
to adapt the way we worked, focusing on business small and medium-size enterprises, to the owner-
continuity and building resilience across the Company. managed business – as well as individuals are
This enabled us to maintain high levels of service to challenged to remain flexible and continuously adapt.
our clients, associates and candidates, as well as
Supply chain dislocations certainly shook confidence
supporting them to adjust to the upcoming trends of
in some sectors, even as the economic recovery
the future of work. This is testament to the dedication
gained momentum, with surprising speed in some
of our more than 32,000 employees in 60 countries
regions. This had a knock-on effect on the labour
and we sincerely thank them for their commitment.
market which, in 2021, was especially dynamic. It was
At the beginning of what proved to be a challenging characterised by acute scarcity of workers in some
2021, we also embarked on our Future@Work sectors, like transport and logistics, health and social
strategy implementation by setting the agenda for the care as the fourth Covid-19 wave added further
business for the coming three to five years. challenges and employees were re-evaluating their
work environments and prospects.
Financial performance
During these turbulent times, we at the Adecco Group
The Adecco Group delivered a solid performance in
have made it our mission to support our stakeholders
2021, despite the continuing public health crisis linked
by being even more resilient, innovative, and
to Covid-19. Revenues, gross margin and EBITA
responsive. Our Future@Work strategy and
margin all improved when compared to the previous
corresponding organisational transformation are
year, driven by the delivery of the strategy and the
positioning the Group as the partner of choice to
economic recovery. Meanwhile, investments in the
clients as the only company in the sector that can
digitalisation and transformation of the Group
offer a truly differentiated set of solutions across all
continued.
their HR-related needs and thus help them navigate
Revenues increased by 7% on a reported basis, and these all-embracing megatrends. In turn, these
were up 9% organically, driven by a broad-based partnerships enable the Group to attract higher
recovery across client industries. value-added, higher margin work in higher growth
The EBITA margin excluding one-offs was 4.6%, up sectors.
100 bps, with the gross margin expansion partly offset Our 360° ecosystem, which brings together the
by the investments in digital transformation and in complementary expertise and capabilities of the three
sales capacity to capture the growing demand as Global Business Units (GBUs), delivers these holistic
economies recovered. solutions to help individuals develop their careers and
On the other hand, we have identified some areas of clients transform their workforce. We do this by
underperformance, particularly in the United States, providing the best mix of filling permanent and
which we are addressing. flexible vacancies at scale, recruitment, outsourcing,
up-skilling and re-skilling – combined with transition
coaching. We facilitate digital matching of job seekers
to vacancies and in the technology and engineering
sectors, we additionally supply talent, technology and
Jean-Christophe
engineering research and development services,
Deslarzes
including consulting, across all stages of Smart
Chair of the Board
Industry implementation.
(right)
Alain Dehaze
Chief Executive Officer

COMPANY REPORT
Chair and CEO Letter (continued)
Resetting Normal
Defining the New Era of Work 2021
15,000
Surveyed nearly 15,000
Three key outputs:
1. Hybrid is here to stay
2. Workers want to be measured
knowledge-workers across by results and not on hours input
25 countries
3. Deteriorating mental health is a
major issue
https://www.adeccogroup.com/future-of-work/latest-research/reset-normal/
Find out more on:

www.adeccogroup.com/reset-normal/
Key insights into global workforce trends The results of Resetting Normal are a call to action for
At the Adecco Group, we constantly keep our finger companies to proactively manage the new world of
on the pulse so we can predict and stay ahead of the work and to focus on the key issues. The rewards for
changes in the labour market. Our updated research, adopting the right approach – in terms of attraction,
“Resetting Normal 2021”, surveyed nearly 15,000 retention and productivity – are huge. The penalties of
knowledge workers across 25 countries and gave clear a weak or reactive approach include loss of key staff
insights into working practices, behaviours and resulting in business disruption, together with
attitudes towards work. It had a particular focus on excessive and avoidable hiring and onboarding costs.
hybrid and remote working, productivity, mental
Future@Work – laying firm foundations
health and leadership. Here are the key insights:
During 2021, we made considerable progress in
First, hybrid work is here to stay. But one person’s deploying key elements of our Future@Work strategy
ideal proportion of office and remote working will not implementation, which we launched at the start of the
suit another. How that mix of working is executed year. At the same time, we established three Global
requires considerable thought and flexibility across Business Units (GBUs), each with their own business
the business and on an individual basis. Special focus and market strategy, while also being integral parts of
must be paid to re-integrating returning parents back the overall Group transformation efforts.
into the workforce.
As we touched on before, the combined capabilities,
Second, workers want to be measured by results and domain knowledge and expertise from each of the
not on hours input. Leaders must recognise this and Global Business Units also contribute to the Adecco
adapt their success criteria and the way they manage Group’s 360° ecosystem – addressing client needs
remote or hybrid teams. Workers on the whole don’t from all angles – and developing solutions across a
give their leaders a good score for their performance range of HR services to meet specific needs in a
or empathy in 2021, and these leadership skills and tailored way. Three key enablers: digitisation,
knowledge gaps must be closed. Our Group has differentiation and customer experience, support our
constantly evolved new ways of leading and our development across the Global Business Units and in
leadership development and coaching solutions Group-supported sales and marketing efforts as we
through LHH (Talent Solutions), and in particular Ezra, refine and focus our market presence.
are attracting increasing interest.
A cornerstone of the Future@Work strategy has been
And finally, deteriorating mental health is a major the intention to grow and build-out our capability in
issue, which can be tied both to the leadership deficit, higher value-added solutions in higher margin
and to young leaders themselves experiencing segments – both organically and through acquisition
burnout, as well as the blurring of home and work life – across the full HR services, for the benefit of our
when working remotely. clients, candidates and associates globally.
In the middle of the year, we initiated the largest
transaction since the formation of the Adecco Group
in 1996. In a major acceleration of our Future@Work
strategy, we announced the proposed acquisition of
AKKA Technologies, a world leader in engineering,
research and development in the Smart Industry
sector. In mid-September, we were able to announce

the completion of a balanced financing package in In light of the crisis in Afghanistan we redoubled our
advance of the expected closing of the deal in early existing efforts to integrate more refugees in the
2022. This acquisition is both strategically and labour market. In Germany for example 10,000
financially compelling and is clear evidence of our refugees were provided employment opportunities
stated Future@Work ambition to form a global within client organisations last year. In France we
powerhouse in Smart Industry. The combined co-founded the initiative “Refugees are Talents” as Inclusion and
business of our Global Business Unit Modis and well as committed to mentoring 100 refugee women.
AKKA will do just that. In the UK, General Assembly announced a new environment
partnership with Breaking Barriers, focused on
In August, work started to implement plans to simplify
the market presence of the multiple brands that form
enhancing career opportunities for individuals from +50%
refugee backgrounds through targeted up-skilling and increase in the
our Talent Solutions Global Business Unit, under one
re-skilling in key digital and technology disciplines. Adecco Inclusion
combined global LHH brand. Pilot projects to test the
strength of the new brand show that stakeholders will Our commitment to shared value creation and doing Network across
quickly recognise LHH as a leader in its field and the business responsibly is an integral part of our 150 agencies
brand will gain rapid recognition for the quality and Future@Work strategy. It is further embodied in our
breadth of its HR services and solutions. At the same continued commitment to the UN Global Compact’s
time, we announced the acquisition of BPI Group in universally accepted and relevant-as-ever principles 10,000
France which enables LHH to extend its leading on human and labour rights, the environment and refugees were
market position and broaden its advisory offering. anti-corruption, as expressed in this report and on assigned to clients
our website. last year
In September, the Group announced the acquisition
of QAPA, the number two provider of fully digital
Looking to the future
workforce solutions in France. QAPA, which joins the
During 2022 we will build on the foundations we
Adecco Global Business Unit, deploys the latest digital
technologies, particularly artificial intelligence and have established as we continue to roll out the key 50%
cloud architecture, to provide fast, flexible, and elements of our Future@Work strategy. On the
operational front, our focus will be to accelerate
by 2030
reliable candidate sourcing, matching, and back-office
our growth, improve our performance particularly carbon footprint
processing at a low cost and 100% online, remotely
in the United States, integrate AKKA and Modis reduction target
and automatically, in real time.
and continue to focus on the implementation and
All these acquisitions are in full alignment with our adoption of digital systems and processes to support
Future@Work strategy and represent major proof growth and efficiency.
points of our intention to truly differentiate and to
invest in faster growth, higher margin sectors. During 2021, we distributed EUR 365million in
dividend payments, and this year, in line with our
Our strong, continued purpose continuing commitment to delivering a sustainable
dividend, we propose to maintain that dividend at
What unites and drives our efforts is our powerful
CHF2.50 per share.
purpose of making the future work for everyone. Our
unrelenting focus on enabling the sustainable and Through our Global Business Units, the Group is
lifelong employability of individuals and supporting uniquely positioned – even more so thanks to the AKKA
clients with their workforce-related needs has rarely & Modis combination – to create significant value.
been more important than now, as many people are Our Adecco Group 360° ecosystem brings together a
still grappling with the impact of the Covid-19 crisis on unique and differentiated capability as we continue to
their livelihoods while others are re-evaluating what meet customer demands and expectations for a more
they want to do with their work lives. Our vision is of a tailored, holistic and wide-ranging suite of human
world in which everyone has the opportunity to access resources solutions, as well as technology and digital
and remain in employment – regardless of where they engineering services.
started, what has happened to them or where they are
right now. We would like to once again extend our deepest
thanks to all our colleagues and leaders around the
To respond to these needs, in 2021 we launched world for their continuing commitment and resilience
Adecco Inclusion, a new service line dedicated to and we look forward to working together to deliver
scaling-up our existing offerings, focused on enabling our Future@Work strategy.
underrepresented communities to access the labour
market. In France, we committed to increasing the
Adecco Inclusion Network by 50% to 150 agencies
and thereby double the people supported from
7,500 to 15,000 per year. In Italy, we launched a
new Diversity & Inclusion hub, a team of specialised
consultants entirely dedicated to placing candidates
belonging to protected categories. In the US, we
partnered with OneTen, a coalition of leading CEOs
and organisations committed to up-skilling, hiring and
advancing one million Black individuals into jobs over Jean-Christophe Alain Dehaze
the next decade. Deslarzes Chief Executive Officer
Chair of the Board
of Directors

COMPANY REPORT
The Adecco Group at a glance
Delivering global HR solutions

with local reach
OUR PURPOSE
Making the future work for everyone
Sustainability sits at the OUR SUSTAINABILITY GOALS

heart of Future@Work
Employer of Employability Trusted Social Climate
Making the future work for choice and access partner to protection protection
everyone by addressing the to work clients for all
work-related sustainability
needs of our key stakeholders
and safeguarding the planet
for future generations.
Read more about our
Future@Work strategy
on pages: 13-16
OUR GLOBAL BUSINESS UNITS
We are the world’s leading We help future-proof organisations We power digital transformation
workforce solutions company, and careers by building the and accelerate innovation with our
offering flexible placement, right capabilities and enabling cross-industry technology
permanent placement, outsourcing workforce transformation. and digital engineering consulting,
and managed services across talent services and skilling.
We offer personalised and
all sectors. integrated organisational and talent
advisory services to businesses and
people all over the world.
FP PP OC TR CT TR PP FP OC FP TR
OUR SERVICE LINES
OUR SERVICE LINES
FP Flexible Placement PP Permanent Placement CT Career Transition

We place associates with organisations on a temporary We help employers to recruit talent for We support organisations and their employees
basis, providing flexibility to employers and new permanent roles, securing the skills through changes that require individuals to
opportunities to candidates. We manage the entire needed for an organisation’s ongoing transition out of their existing roles. Through
recruitment process from candidate search and screening, success. We source candidates, screen our expert coaching and training, we help
through onboarding and training, to payroll CVs, conduct interviews and individuals find new opportunities both
and administration. Associates are employed by the Group assessments, and advise hiring managers. within and outside their existing company,
while on assignments, which often run consecutively to We have access to a wide range of ensuring positive outcomes for all. Our
provide continuous employment. In some countries, talent, including hard-to-reach LHH (Talent Solutions) brand is the
associates are employed by the Adecco Group on a professionals who are not actively world’s leading career transition and
permanent basis and seconded to clients. looking for a new job. talent development company.
Grossprofit


GLOBAL MEGATRENDS SHAPING THE WORLD OF WORK
Gig and platform economy Geopolitical and economic uncertainty

Individuals from across the skills spectrum are increasingly The influences of globalisation, nationalism, economic openness
working a portfolio of jobs or gigs, rather than traditional, and social rights can profoundly impact the environment in which
full-time jobs. For some this is a choice based on lifestyle the Adecco Group and our clients operate. Uncertainty fuels the
exposure to a broad range of assignments and workplaces to need for companies to flexibly respond to economic and
accelerate their careers. For others it is a necessity. seasonal cycles and increases the need for a data-driven radar
that anticipates future developments. At the same time,
Online platforms can help to effectively match worker needs
candidates and associates seek more security and flexibility.
with employer demands, but the platform economy can also pose
Businesses need more and more agility and resilience to stay
risks of exploitation and exclusion. And, as the demand for
ahead, and flexible talent solutions are becoming an important
flexibility among workers and companies grows, society needs to
source of competitive advantage.
update its social protection systems accordingly.
Human-centricity Digitalisation
With unemployment rising due to the Covid-19 pandemic, there The Covid-19 crisis has accelerated the importance of digital
is an ever-increasing need to up- and re-skill workers to address transformation for business continuity. Companies see the
the existing skills shortages, create a truly inclusive workforce, necessity of both infrastructure investments and the adoption of
and ensure that no one is left behind. a truly digital mindset. This is not just about repetitive tasks
increasingly being performed by machines. It frees workers to
More than one billion jobs, or about a third of jobs worldwide,
focus on higher value-added activities and nowhere more so than
will be transformed by technology over the next ten years,
in the HR services industry.
according to one OECD estimate. It is important to ensure that
people in shrinking industries are re-skilled to meet increasing Going forward, we see the combination of automation and
talent demands. This means taking a more personalised approach flexible HR solutions as the next key driver of productivity for
to skilling and talent development. our clients.
OUR GLOBAL FOOTPRINT

Contribution to
More than Group revenues
32,000
full-time equivalent Europe, Middle East
employees globally & Africa
Approximately 67%
100,000 Americas
clients
20%
Approximately
2 million Asia Pacific
associates on 13%
assignment every
day, including in
our joint ventures
OC Outsourcing, Consulting & Other Services TR Training, Up-skilling & Re-skilling

We also offer a full spectrum of complementary HR solutions, We offer training, up-skilling and re-skilling both as standalone services
including: Outsourcing – staffing and managing the entirety of a and in combination with other solutions, such as placements or as part of
labour-intensive activity, such as warehouse logistics or IT support; a broader workforce transformation offering. Adecco is a
Consulting – providing technical experts for project-related work; leading provider of work-based training. Our General Assembly brand
Managed Service Programmes (MSPs) – managing all parts of the is a leader in up-skilling and re-skilling in high-demand digital skills, while
flexible workforce at organisations using a large number of contingent our Modis Tech Academy offers candidates the opportunity to upskill
workers; and Recruitment Process Outsourcing (RPO) – handling the in technology and digital-engineering-related fields to increase their
entire hiring process for employers recruiting large numbers of employability and to create a supply of in-demand candidates for
permanent employees. our clients.
Revenue


12
Annual Report 2021
‘TAG Prisma’ – For more information on this artwork, head to pages 181-185
COMPANY REPORT
Strategic review
How we are making the

future work for everyone
2021 marked the first year of the Group’s new strategy, Future@Work. The resulting
business transformation will enable the Adecco Group to continuously meet the demands
of a changing world and bring to life our purpose of making the future work for everyone.
All this is driven by our bold strategic vision: to enable sustainable and lifelong employability
for individuals and empower organisations to optimise their talent needs and organisational
models to achieve their goals. Future@Work is fuelled by three enablers that underpin and
unite the transformation across our Global Business Units.
OUR PURPOSE
STRATEGIC VISION
Enable sustainable & lifelong employability for individuals
and empower organisations to optimise their talent needs and organisational models
AMBITIONS
Adecco LHH (Talent Solutions) Modis

Reinvent workforce solutions Create the talent platform to address Develop & provide the capabilities
for a resilient economy the ever-changing landscape of skills for the Smart Industry
shortage & transformation
ENABLERS
Customer Experience Differentiation Digital

The Customer at the Centre Sustainable 360° Offering Amplified by Technology & Data
We will deliver the future of We will differentiate the future of our offer, We will digitalise the future,
customer experience, by unifying by uniting our unique ecosystem of solutions by deploying product innovation,
the way we work. and leading sustainability approach. at scale.
CULTURE See more page 17
People First Growth Mindset Collective Spirit

COMPANY REPORT
Strategic review (continued)
Future@Work
Our strategy
The Adecco Group’s Future@Work strategy was launched at the end of 2020 and
implementation began in 2021.
It consists of three core elements:
1 The establishment of a brand-driven business with the Global Business Units,
Adecco, LHH (Talent Solutions) and Modis.
ADECCO
2 Three Global Business Units, each with their own bold vision, contribute to – and
benefit from – the Group’s tailored 360° ecosystem offerings.
Future
3 A transformation programme to optimise efficiencies and innovation across the
@Work
businesses and Group, underpinned by a focus on three enablers: superior
customer service, differentiated portfolio offering and a digitally optimised
LHH (TALENT business model.
SOLUTIONS) MODIS
Adecco AKKA is a global leader in engineering R&D services

Our workforce solutions offering is unmatched in its and has a strong presence in Europe and in the
global scale, local knowledge, and innovative use of mobility sector (automotive, aerospace, railway). The
digital tools. We place more than 600,000 combined AKKA & Modis, branded Akkodis for 2022,
associates into roles daily, enabling flexibility and will support its clients by leveraging the power of
agility for our clients. As a career partner, we support connected data to accelerate innovation and drive our
the employability of our associates and are committed ambition to be first choice for customers in the Smart
to their success. We stand out in our commitment to Industry sector.
operating responsibly, in our belief in the potential of NOTE: On February 24, 2022, the Adecco Group
people, and by always being there when needed. announced it had acquired a majority stake in AKKA
Technologies from the Ricci Family Group and
LHH (Talent Solutions) SWILUX S.A., a wholly owned subsidiary of
This Global Business Unit entered 2021 as a portfolio Compagnie Nationale à Portefeuille SA, bringing its
of brands under Talent Solutions and concluded the total holding to 64.72 percent.
year as LHH (Talent Solutions) and well on its way to
transform and consolidate under a single global brand.
LHH (Talent Solutions) helps organisations and
individuals succeed in the world of work by
transforming workforces, coaching and building new
skills and capabilities, and matching talent with Megatrends that impact our business
opportunity. As both an advisory firm and a solutions
External trends are impacting our business and our customers – all
delivery partner, we support organisations across the
of whom are facing fundamental change in the world of work.
full HR spectrum and individuals throughout their
entire career journey. We specialise in building Political and economic uncertainty, digitisation, personalisation of
employability, and optimising talent models. services and the rise of the gig and platform economy mean
people are forced to rethink their attitudes towards work and are
Modis more likely to consider temporary or freelance opportunities.
Modis delivers cross-industry expertise in technology Businesses have to be more agile, flexible and responsive. Many of
and digital-engineering consulting, talent services and these trends have been amplified by the Covid-19 global
skilling to enable digital transformation and accelerate pandemic. Individuals, clients, governments, institutions and
innovation. The landmark merger of Modis with AKKA, society at large continue to turn to us to advise and support them
announced mid-2021, will create the global number in navigating this dramatically changing world of work.
two player in the engineering research and
development services market, and a powerful
platform from which the business can drive future
Smart Industry leadership.
Read more about our Global Business Units on pages 26 to 37

“ Our Future@Work efforts will strengthen the
Group’s future as the premier global leader for
talent advisory & solutions.”
Implementing our Future@Work strategy This means supporting people to find and stay in
As we ended one strategic business cycle in 2020, all gainful employment to support themselves and their
families, and advising organisations to meet their ENABLERS
these factors and megatrends fed into the
development of our multi-year Future@Work strategy changing talent needs as the demands on their
and transformation across the entire Adecco Group. workforces shift to be more digitally-enabled. It
Work started on our transformation journey in enables us to meet the needs of our stakeholders and
January 2021 and included our Global Business Units, society at large and helps us deliver against our
enabling functions, regions and countries. Our purpose of “making the future work for everyone.”
Future@Work efforts will strengthen the Group’s Three transformation enablers underpin our Future@ Customer
future as the premier global leader for talent solutions Work strategy and those of each of our Global Experience
and advisory. The implementation of our strategy will Business Units:
address the shifts in the world of work, and within our The Customer at
• Customer Experience – putting the customer at the the Centre
business, ensuring the Adecco Group is fit for
centre of everything we do, delivering a superior
the future.
customer experience by unifying the way we work.
The strategic vision that will guide our company for • Differentiation – we differentiate ourselves from
the coming period: ‘Together we will enable the competition through our unmatched scale and
sustainable and lifelong employability for individuals, scope and our ability to use our unique 360°
and empower organisations to optimise their talent ecosystem to power our clients’ transformations,
needs and organisational models to achieve and our candidates’ and associates’ employability
their goals.’ and ongoing skills development. Differentiation
• Digital – digitising our business and the way we Sustainable 360°
work by taking the advantage of technology and Offering
“ The Adecco Group’s data. Deploying leading product innovation, at scale,
for the benefit of our clients, candidates, associates
Future@Work – and for ourselves.
strategy was With our Future@Work strategy, we are putting
long-term, shared value creation at the centre of our
launched at the strategy. We are committed to embracing a culture
end of 2020 and that consistently embeds material environmental,
social and governance (ESG) considerations across Digital
implementation our operations and value chain, in the interest of all
our stakeholders, the society we are a part of, and the
Amplified by
Technology & Data
began in 2021.” planet we live on.
Entrepreneurial, diverse, Customer first, agile, One vision, collaborative,

equal and inclusive and thinking unlimited and innovation at scale
This means putting the wellbeing of our We nurture our powerful entrepreneurial We embrace a one-company, one-culture
people first – always. We enable a diverse, culture and further build on it, ensuring mindset whilst recognising our differences.
equal and inclusive culture for people from we offer our customers the solutions they We work together towards our common purpose
all walks of life (e.g. regardless of gender, need to solve their biggest challenges. – Making the Future Work for Everyone.
ethnicity, lifestyle orientation, disability We quickly respond and adapt to change We deliver innovation at scale by collaborating
or age), whilst ensuring the health and with agile ways of working in a culture that to delight our customers as we further develop
safety of our people remains paramount. allows us all to think without limits or bias. our unparalleled portfolio of solutions.

COMPANY REPORT
Strategic review (continued)
Combining the skills and capabilities of our capital market, addressing skill shortages and
Global Business Units transformation needs along the entire talent journey
with the ambition that they will double in size by the
From a practical perspective, the implementation of
end of this strategic cycle. You can read more about
our strategy and transformation has five elements:
the LHH (Talent Solutions) Global Business Unit on
The first three cover the formation of our three page 30.
Global Business Units, each with its individual
And Modis is deploying a specialist strategy to
ambition and go-to-market strategy.
become the global leader in the Smart Industry
Next is the development and deployment of our market. Modis aims at delivering cutting-edge
360° ecosystem. technology, digital engineering and cross-industry
The fifth and final element is the positioning of the expertise to empower societies, organisations, and
Adecco Group as the strategic parent, transforming people to create a smarter and more sustainable
the services we provide to the Global Business Units. tomorrow. The soon to be combined AKKA/Modis,
will be the world number two in the outsourced R&D
Let’s look at each of these elements in a little more and engineering services market, with the potential
detail, starting with the strategies of the three Global and ambition to take the leadership position during
Business Units. the current strategic cycle. You can read more about
The Adecco Global Business Unit is being turned into the Modis Global Business Unit on page 34.
a global omnichannel partner for workforce solutions, In addition to defining clear strategy and
focusing on growing market share and margins through transformation plans for the newly-formed Global
accelerating digitalisation and cost improvement. The Business Units, our Future@Work strategy also
Global Business Unit concentrates its efforts on five focuses on driving the synergies and opportunities for
industries and five service offerings, delivered through efficiencies across the business units and functions.
a 24/7 omnichannel platform. Our ambition for By combining the skills and capabilities of our three
Adecco is to be the global number one player in Global Business Units into unique customer-centric
workforce solutions and one of the world’s top five solutions, we can create differentiation and ultimately
employers, with 850,000 people at work. You can superior value for all our stakeholders.
read more about the Adecco Global Business Unit on
page 26.
When we started the year, our Talent Solutions Global
Business Unit (now LHH (Talent Solutions) began to “ Cross-Global Business Unit
deploy a differentiation strategy under one global
LHH (Talent Solutions) brand umbrella, providing collaboration and high
end-to-end services from recruitment, training and
development through to permanent placement performance is the very
addressing the complex skills and transformation
needs of companies. Expectations for LHH (Talent
heart of the Adecco Group’s
Solutions) are that they lead the change in the human differentiation.”
Offering a seamless customer experience The Group is also transforming the remaining services and key
Through our 360° ecosystem, we aim to offer a seamless Group-wide initiatives it provides to the Global Business
customer experience while fostering a culture of cross-Global Units, to ensure these individual business transformations are
Business Unit collaboration and high performance. successful.
This is the very heart of the Adecco Group’s differentiation Our purpose of making the future work for everyone is our
and its successful growth is critical to demonstrating the value North Star, while our culture sets our compass for how we
added by the Group. The 360° nature of our solutions deliver on our strategy:
ecosystem increases our relevance with customers, enabling People First – prioritises an entrepreneurial, diverse, equal,
us to be the strategic partner of choice for talent needs across and inclusive workforce.
entire organisations.
Growth Mindset – focuses on and supports agile and unlimited
Finally, we are positioning the Adecco Group as the Strategic thinking to better serve our customers’ needs.
Parent, transforming the services we provide to the Global
Collective Spirit – having one united vision and demonstrating
Business Units. As the Global Business Units are the operators
collaboration and innovation at scale.
of their businesses, the Group is focusing on five key roles,
namely: You can read more about these cultural drivers in the
People and Culture section on pages 17-21
1 Delivering and operationalising the strategy
2 Allocating capital and managing talent across the Group
3 Promoting an internal and external connected ecosystem
4 Developing shared services at scale and other
Group‑wide services
5 Driving social impact and thought leadership.

COMPANY REPORT
People and culture
People and culture

The way we work has completely shifted and continues to do so. More people are
communicating and interacting online and remotely, employees are balancing work
with home life, and individuals are finding new ways to manage their wellbeing
and develop their skills within the confines of their own home.
Entrepreneurial, diverse, Customer first, agile, and One vision, collaborative,

equal and inclusive unlimited thinking and innovation at scale
It’s been a challenging time, but also one of Attracting and recruiting an empowered,
opportunity. We have seen our organisation come entrepreneurial, and high-performing
together in a collaborative, agile and innovative way – workforce
to quickly put in place a number of guiding principles
and protocols to provide the required support to our We must attract and retain the right people with
colleagues, clients, associates and candidates across imaginative and customer-centric mindsets, who can
the world. This is something we are immensely proud help our business and clients win – and so we can
of: we are living our vision by making the future work deliver our strategic transformation. To increase
safely for everyone. visibility of our global career opportunities, both
internally and externally, we launched a new global
As a global leader in HR solutions, we must continue careers website in 2020. Across 2021, this platform
this momentum as we look to the future and evolve has undergone a refresh to reflect our new Employee
more sustainable ways of working. Hybrid working is Value Proposition. This has been redefined to
here to stay, and our approach highlights how we are communicate our new strategy and tell our story on
proactively responding and adapting to this ever- what experiences and opportunities this will deliver to
evolving environment. We are placing emphasis on our people through a flexible brand narrative that can
how we prioritise key activities to drive business be tailored to the nuances of our business – be that by
performance, whilst continuously managing the Global Business Unit, Function or Geography.
wellbeing of our colleagues.
With this visibility now in place, As of Q1 2022,
In parallel with the changes happening around us, our we launched our new Recruitment Experience
Future@Work strategic transformation is all about Outsourcing Solution (RXO), in partnership with our
reimagining how we operate as a business to better own brand, Pontoon. These improved processes,
serve our clients and customers. We will further technology, and global efficiencies, will transform how
advance our business focus, working effectively we recruit colleagues into and across our organisation
through agile and hybrid ways of working to stay and will ensure we are hiring and retaining the right
closer to our clients, candidates, associates, and people, at the right time and for the right role.
colleagues. Our people are critical to the success of
this transformation and so we will be deliberate
around the behaviours we need to prioritise to meet
the changing needs of our clients. Using agility,
curiosity, creativity and collaborative listening, we
are prioritising how we upskill our people to deliver “ As a global leader in HR
in this new environment and adopt the technology
and digitalisation that is available to us.
solutions, we must continue
this momentum as we look
to the future and evolve more
sustainable ways of working.”

COMPANY REPORT
People and culture (continued)
Powering an engaged, inclusive, As we continue to review and develop our wellbeing

and healthy community agenda, we have taken the time to speak with people
from across the business to build on our engagement
A key cultural driver in our Future@Work strategy is
survey data, understand their needs more specifically
‘People First’ which prioritises an entrepreneurial,
and gain insight into how we can truly make a positive
diverse, equal, and inclusive workforce. As we
impact. This looks both at wellbeing from an
continue to build a culture that allows our people to
organisational support perspective and equally from
thrive and our organisation to flourish, we are
the individual person’s perspective. Using the Adecco
continuing to listen, understand, and respond to the
Group Foundation’s Workforce Vitality Model as one
needs of our people. Our annual employee
of our building blocks, we are working to deliver a
engagement survey provides us with critical insights
global framework that educates, structures, supports,
on where people are more and less engaged. This is a
empowers, and communicates wellbeing practices
key element of fostering an environment where we
that are integrated with our daily ways of working and
give our colleagues regular opportunity throughout
delivers results across the full spectrum of purpose,
the year to express their experiences and drive a
mental, physical, and social wellbeing.
culture that promotes transparency and insight-led
decision-making – setting the foundations for a To support this shift, our Win4Youth programme has
continuous and open dialogue. now transferred from the Adecco Group Foundation
into the Human Resources function at Group level, so
A key strategic focus and critical to the success of our
that we can redefine the focus to incorporate broader
F@W transformation is in the retention and collective
areas of wellbeing. Over the past year, the
power of an engaged, high-performing workforce.
programme’s ambassadors served as champions of
We continue to prioritise our efforts on lowering
wellbeing across the Group, continuing to drive
attrition risk and addressing areas that lead to low
activity of any sort – from walking to yoga to
engagement. When assessing attrition risk, we look
meditation. Each ambassador also had the opportunity
across five key factors:
to take part in a life-changing experience – including
1 Engagement our virtual bootcamp, and a triathlon in Lanzarote,
2 Loyalty Spain. The number of active participants in the
3 Growth programme across 2021 was 12,718, of which 1,193
were associates and 526 were clients and partners.
4 Responsiveness
Across the Group, we logged 1,287,680 activity hours
5 Tenure which resulted in a donation of CHF 500,000 to
Using this insight, across 2021 we have made Plan International to support youth employability
significant progress in three key areas, identified programmes. To further the evolution of Win4Youth
through our employee engagement survey, that into the broader spectrum of wellbeing, in 2022 we
contributed to our turnover. Specifically – aligning will develop the ambassador programme into a
colleagues’ individual roles to our new strategy (+4 two-year experience with the first year focusing on
eNPS since Jan 2021), clearly defining career Win4Youth activities and the second developing
opportunities and career paths (+8 eNPS since Jan them into Wellbeing Champions who look more
2021), and clarity around how the reward framework holistically at driving wellbeing activities and
links to individual performance (+1 eNPS since Jan awareness in countries.
2021). Moving into 2022, we will continue our focus All of this is combined with putting equality and
on these priorities and, at the same time, leverage inclusion at the heart of everything we do when it
the foundations and strategies in place to ensure comes to accessibility for all and driving an inclusive
our people can continue to deliver whilst placing a culture. In 2017 we aligned on a clear company
stronger emphasis on their health and wellbeing. purpose: Make the Future Work for Everyone. This
In 2021, we built upon our New World Working means the Adecco Group strives to make the future
principles – established in 2020, to help navigate work for everyone – including people of colour,
the changing external landscape and build more women, the LGBTQ+ community, persons with
sustainable working models for the future. We have disabilities and more – and for anyone who embraces
since launched the New World Working toolkit and this vision of a diverse and inclusive culture,
delivered an e-learning for new joiners and managers demonstrating that we believe in talent not in labels.
to support our leaders, colleagues, and countries Please see page 20 for more information on our
in applying and measuring the impact of these Diversity and Inclusion agenda.
principles within everyday practices – adapting
them for cultural variances as well as both
professional and personal needs.

Giving our colleagues the platforms Equipping our talent with the tools to grow
and experiences they need to reach and succeed
their potential To ensure we are fit for future, our leaders of
Our second cultural driver, Growth Mindset, focuses tomorrow must be nurtured today – and for ongoing
on displaying agile and unlimited thinking to better business continuity, healthy succession planning is
serve our customers’ needs. In 2021 we launched the paramount. Through our Global Talent Reviews, we
Adecco Group University (TAG U) to prioritise the are strengthening and further embedding processes
development, through learning, of our colleagues and that identify our critical talent and skills gaps,
leaders, focusing on the critical transformational and establishing how and where we recruit and develop
behavioural skills we need to successfully deliver our the talent needed to strengthen these pipelines.
Future@Work strategy. TAG U provides a robust
learning ecosystem that promotes a culture for Harnessing our own strength
continuous growth and development. By the end of Our third cultural driver of Collective Spirit promotes
the year, more than 1,000 of our colleagues had a united vision through collaboration and innovation at
participated in learning journeys aligned to our critical scale. We take pride in leveraging our own unique
skills topics including Sales, Pricing, Agile, Digital and portfolio of brands and solutions to deliver an
Leadership Development. With our unique ‘human- excellent employee experience and continue building
centric’ 360° HR solutions, we can leverage the best a world-class HR function. In addition to serving our
learning experiences our brands have to offer. In colleagues and accelerating our business
short, we leverage and apply our own ecosystem. For transformation, it also showcases best-in-class
example, General Assembly delivered a curriculum on practices to our clients. Some examples of how we
Digital Foundations and our 330 Global Leaders are have demonstrated this across 2021 include:
taking part in a six-month Leadership journey which • Partnering with Pontoon to deliver our Recruitment
has been co-created with LHH. Experience Outsourcing (RXO) solution where we
In early 2022, we launched our TAG U Digital redefine how we recruit colleagues into and across
Campus, driven by a digital learning and development our business globally.
platform, which will be a one-stop shop for learning, • Working with LHH to collaborate on our leadership
accessible to all our colleagues worldwide, anywhere development programme, assessments and change
at any time. management approach. As well as utilising LHH
And it is not just about strengthening the leaders of coaching tool Ezra – to support our global
today but also building the leaders of tomorrow. Our development initiatives such as our International
International Future Leaders Programme nurtures our Future Leaders Programme, our Female Talent
early-in-career colleagues, equipping a pipeline of Programme and our Global Leadership Programme.
strong, commercially minded leaders with the skills, • We partnered with General Assembly to pilot
experience, and passion to deliver tangible business Digital learning journeys for our colleagues, that
performance, drive the pace of transformation and will ultimately form, a part of our TAG U curriculum.
successfully foster a culture of innovation across
the Group.

COMPANY REPORT
People and culture (continued)
Making the future work for Our approach – Striving for equity by design
everyone. We believe in talent, We work actively to create the conditions that
support a culture and work environment of belonging,
not labels trust, and participation. To achieve our objectives, we
At the Adecco Group, we are committed to making focus particularly on the following four pillars:
the future work for everyone. As a people business
• Attract, recruit, and retain a diverse range of
focused on providing talent solutions and advisory
talent. This not only facilitates the labour market
services, we envision a world in which everyone has
integration of underrepresented groups but also
the chance to participate in the world of work. We
enables us to bring more perspectives, experience,
seek to foster a culture of belonging and purpose, an
and skillsets into our business to create better
environment where everyone can thrive and feel
results for our people and our customers.
engaged, and where difference is respected and
valued. We believe our commitment and active drive • Drive a consciously inclusive culture through our
to improve everyone’s chances of being part of the mindset, decision-making and behaviours. We
world of work is both a critical business advantage and drive inclusive leadership by ensuring diverse
a non-negotiable, integral part of who we are. thinking is respected, managed, heard and applied.
To support this, we have an active programme of
As one of the world’s largest employers, we have a global inclusion training, for both leaders and all
responsibility and opportunity to make a real employees on the thinking and actions that
difference in the fight against racism and have an encourage and promote an inclusive and diverse
unwavering commitment to standing up against working environment.
discrimination of any kind. At the Adecco Group, we
• Enable accessibility and equality for all. We
believe in talent, not labels, and focus on the diverse
believe in equity by design to minimise barriers and
and unique skills our people bring. We have zero
maximise our collective potential for success. We
tolerance for any unlawful discrimination or
are committed to bias-free and fully inclusive
harassment against any employee, associate or
recruitment, talent management and development,
candidate, at any stage of that person’s journey with
reward and recognition, and promotion processes,
us, on the basis of gender, sexual orientation/
and continue to invest time and resources in the
LGBTQIA/gender identity or gender expression,
best technology to create the environments that
family/marital status, age, race, ethnicity, heritage,
deliver this.
nationality, social or economic background or origin,
religion/creed, political opinion, disability (visible or • Put wellbeing at the heart of everything we do.
invisible), or any other characteristics protected by We are convinced that wellbeing is a cornerstone
applicable laws where the Adecco Group operates. of an inclusive work environment, valuing mental,
physical and cultural wellbeing. We actively provide
We regularly ask our people to tell us how we are a range of services and support for needs of
doing and tell us how they feel about us as an everyone in the Adecco Group. We continue to
employer. We act on their feedback and report back strengthen and develop our approach by using the
to them on what we are doing to continually lessons we have learned to support the wellbeing at
strengthen who we are and what we do. We also work of all our people.
provide the opportunity for anyone working for
the Adecco Group who has individual concerns or
worries to raise these in a confidential or neutral
environment. More information can be found here:
https://www.adeccogroup.com/our-group/about-us/
reporting-misconduct/
Our commitment to equity, equal opportunity,
inclusion, and diversity is part of our broader
commitment to respecting fundamental human rights
across our value chain. It reflects our long-standing
pledge to the ten important principles of the United
Nations Global Compact and represents an important
contribution we can make toward the achievement of
the UN Sustainable Development Agenda.

Partnering for impact
As part of our commitment, we campaign for more HR highlights
inclusive pathways to employment worldwide. To this
end, we collaborate with various recognised Groupretention
organisations to continually strengthen our approach,
share best practices, and to amplify our impact for the Q
benefit of the wider community. Our global
engagements include for example Paradigm for Parity, Q
the International Labour Organization’s Global
Business and Disability Network, the Valuable 500,
the European Network Against Racism’s Equal@Work Engagement Peakon eNPS – employee engagement survey
Platform, and the Tent Partnership for Refugees, and
we are signatories to the United Nations’ LGBTI Peakon eNPS®
Standards of Conduct.
38
+5 from 2020
“ As a people business (14 points above

focused on providing industry benchmark)
talent solutions and External career site visits Internal career site visits
advisory services,
we envision a world 681,714 93,340
+45% year on year +213% from prior year
in which everyone
has the chance to
participate in the
Diversity and Inclusion highlights
world of work.”
Company-widegendersplit
Female
Male
Global Leaders Gender parity
36% female
+4% from previous year
Peakon – employee engagement survey

Diversity and Inclusion Peakon eNPS
42
(11 above industry
benchmark).
*NEW In top
25% Professional
Services

COMPANY REPORT
Business model
Delivering sustainable value in

the world of work
Our purpose is making the future work for everyone and our strategic vision
is to enable sustainable, life-long employability for individuals and
empower organisations to optimise their workforces.
Market context Our Strategy

future@work
Sustainability
Read more on pages 13-16
Gig and platform Geopolitical and

economy economic uncertainty
Human-centricity Digitalisation
ADECCO
Inputs
Talent Innovation
Finding and attracting Developing new digital Future
skilled and motivated solutions to
people and inspiring them build competitive @Work
to grow with us and our advantage and enhance
clients, by providing our future prospects.
meaningful employment
Infrastructure
and lifelong development.
Maintaining a network of
Relationships branches, back-offices LHH (TALENT
Building enduring, and IT infrastructure to SOLUTIONS) MODIS
collaborative and effectively serve our
mutually beneficial candidates, associates
relationships with and clients.
candidates, clients,
Strategic Enablers
Financial capital
governments and
social partners. Generating strong cash
flow and maintaining a
strong balance sheet to
support the growth of our
Customer Experience Differentiation
business.
The Customer Sustainable
at the Centre 360° Offering
Our service lines
FP Flexible placement
PP Permanent placement
CULTURE
CT Career transition
OC Outsourcing, consulting & other
People Growth
First Mindset
TR Training, up-skilling & re-skilling

Performance Value created and shared
management
Investors
We benefit from attractive industry EUR 365m
dynamics; by managing our capital Dividends paid
Revenue with care, we are able to grow
growth our profits, cash flow and returns.
This supports our progressive
dividend policy and our aim
of delivering attractive total
Gross returns for our investors.
margin
Employees
We provide rewarding employment 38
for our colleagues. We invest in our Peakon – Employee
Conversion people and create an environment Engagement Survey
ratio which enables and empowers
everyone to achieve their
career goals.
Candidates and Associates
EBITA
margin Our expertise, tools and c. 2 million
network connect people with Associates at work
job opportunities, providing them every day, including in
with purposeful work in a safe our joint ventures
environment. We advise people
Days sales outstanding on their careers, and help them
develop their talents with training c. 115,000
and lifelong learning.
Permanent placements
Clients
Cash
As a trusted advisor on HR solutions,
conversion
we help clients to structure and 26
manage their workforce for flexibility, Client Net
productivity and growth. We work Promoter Score®
with and for our clients to find, hire,
Peakon eNPS® develop and transition people,
according to their needs.
Digital Suppliers
Amplified by We build strong partnerships 71/100
Technology & Data Net Promoter Score® of mutual trust with our 2021 EcoVadis
suppliers, many of whom Gold rating
are also our clients.
Governments and
social partners EUR 5,381m
We are trusted advisors and active Total taxes paid
enablers, sharing our labour market
insights and experience to support
Collective See more page and shape sustainable and
17-21
Spirit responsible growth and job creation.

24
Annual Report 2021
‘The Way’ – For more information on this artwork, head to pages 181-185
COMPANY REPORT
360° ecosystem
360° ecosystem
Creating a truly differentiated experience for our clients
The pandemic and its aftershock have been pushing companies to Holistic approach helps client pivot to a
re-assess their priorities, sometimes even their entire business
model to keep their competitive edge. All sectors have been
software focus for the future
disrupted, accelerating the shift to more digitalisation, more focus on With the acceleration towards smart, connected, electric-powered
building resilience, faster transition to smarter industry and real vehicles, they were facing the challenge of transforming from a
commitment to sustainability. predominantly mechanical engineering and manufacturing company
into a software company. As an Original Equipment Manufacturer,
Collectively, we are still trying to grasp the full impact on the world
this has been driving a significant impact on the skills they require
of work and some of our clients are struggling to cope with the
today and for the future. Together with their teams, we created a
“new normal”.
solution combining career planning from LHH (Talent Solutions) and
The war for talent is raging; hybrid work is here to stay; fit-for-future re-skilling in e-mobility from Modis. By the end of 2021, we had
skills are an elusive target; while diversity and inclusion have become already trained 2,000 internal trainers who in turn will re-skill and
imperative for all. In the recent months, the end-to-end people up-skill some 30,000 of their fellow employees into the jobs of the
agenda has become the top priority of many CEOs. future. A very concrete example of making the future work for our
And this is where the Adecco Group has a lot to offer. Our 360° client and their employees, ensuring their continued employability
ecosystem of services is one of the most comprehensive in the and business relevance.
industry and across the world. In the past year, our conversations For the Adecco Group, customer centricity is at the core of any
have shifted to more strategic engagement with our customers, meaningful customer conversation. And while it can translate into
understanding their emerging challenges and opportunities, highly customised offers, it often leads to a smart assemblage of our
brainstorming with them on how to support their needs even before broad set of services to unlock customer value. In the past year for
they fully verbalise them. While some companies continue to require example, we turned what was a commoditised flexible workforce
the immediate, tactical supply of flexible and permanent staff, many management brief from a global financial services company into a
more are looking for innovative solutions spanning the entire talent total talent engagement leveraging LHH (Talent Solutions), our
spectrum. In this unchartered era, even old questions require new online platform Hired, and Modis. It optimised the impact for the
answers. Today, clients in need of capabilities for their business may client’s business and ultimately their people. It also enabled us to
be better served by a combination of re-skilling existing staff, hiring develop a higher value-adding partnership focused on anticipating
new talents and outsourcing the rest. And already 91% of our global their current and evolving workforce needs.
strategic customers are leveraging services from across the Adecco
Last, but not least, our clients expect a consistent and predictable
Group business units.
experience across brands and countries. This is our commitment to
Bringing the value of our industry-leading 360° ecosystem to clients be recognised as a truly global and strategic partner to them.
is about putting them at the centre, and developing uniquely tailored To deliver on that promise, we have made considerable progress on
solutions, built from the range of services from across our Global developing deep client and industry expertise and insights, together
Business Units. This was our approach for a client in the automotive with training on all the Global Business Units’ offerings. Through our
industry. TAG U online learning platform, we also offer ‘self-served’ micro
learning sessions to all our employees to support their up-skilling;
these received more than 5,000 views during the year.
The 360° ecosystem in action

Our clients welcome the new solutions our shift to a more advisory software company, with significant impact on the skills they will require
approach provides, exemplified by a client company in the automotive for the future. We worked with them to jointly create a solution
industry. This sector is facing huge challenges as it moves from combining career planning from LHH (Talent Solutions) and re-skilling in
manufacturing traditional petrol-driven cars to smart, connected, e-mobility from Modis. By the end of 2021, we had already trained 2,000
electric-powered vehicles. Our client works as an Original Equipment internal trainers who in turn will re-skill and up-skill some 30,000 of
Manufacturer (OEM) in this sector and is transforming from a their fellow employees into the jobs of the future, thus making the future
predominantly mechanical engineering and manufacturing company to a work for them by ensuring their continued employability.
Autonomous Electric Industry 4.0 to Road Gen Zers as

cars vehicles industry 5.0 to zero decision-makers
1 2 3 4 5 6 7 8 9 10
Connected cars & Shared Digital Shift to digital New business
internet of things mobility enterprise retailing models
(IOT) platforms

COMPANY REPORT
Adecco
Making the future work:

Adecco
“ We will continue to invest

in technology and in our
people to ensure we deliver
the best customer experience
in the market”
Christophe Catoir, President Adecco

CHRISTOPHE CATOIR Omnichannel: Reinforcing a modern HR customer
service (intimacy, advice, coaching, training and safety)
Christophe Catoir became President of the newly for clients and associates, we have created a full set of
formed Adecco Global Business Unit in January 2021. new ways to deliver our services mixing online and
He was previously Regional Head of France and offline.
Northern Europe. Christophe joined the Adecco Digitally enhanced
Group as an internal auditor in 1995, holding several Unique solutions portfolio: We have set up a global
Solutions organisation, leading Adecco Outsourcing, omnichannel
positions over the years including Finance Manager strategy to expand
and Regional Manager, as well as Head of Permanent Adecco Training, Adecco Inclusion, and our Flexible
and Permanent Placement activities. Developing these market share
Placement and Managing Director for Professional and profitability
Staffing in France. new segments for existing clients represents a great
business expansion opportunity as we better meet
After one year, can you share what makes their evolving needs. This new structure facilitates the
you proud at the end of 2021? delivery of tailored sets of services, according to
needs (personalisation), and with more room for
Even facing the Covid-19 outbreak, we were able to
innovation. We thus provide a unique value to our
put people first while introducing our ambitious
customers, and we are ready to expand our
Future@Work plan that will deeply change our future
competitive advantage.
and the ways we support not only our clients and
associates, but also society as a whole. I’m very proud Technology Adoption: Digitalisation is at the core of
of our 23,500 colleagues all around the world – in 48 our strategy and instrumental in the transformation of Workforce
countries and 3,620 branches, who worked in an our business. Solutions
exemplary way throughout what was again a very Alongside this, we see the growing impact of our Market size:
tough year. innovations with, for example, digital engagements
In terms of economic results, 2021 is a real
transformation year, with key investments. Of course,
with candidates through Career Assistant growing
from 1.1 million in the first quarter 2021 to 2.5 million
EUR
we have room for improvement, but we have laid the in the last quarter of 2021. 250bn
foundations for our immediate future success. In data and AI, we have made many developments to
our products, making them smarter, more intuitive and Market growth:
What were your priorities in 2021?
easier to use so that our conversational AI bot
We had clear priorities, and each demonstrated clear in line with
reached 200,000 potential candidates a month with
progress during the year. a quarter of those making an application for GDP
Growth Obsession: We have reinforced our sales temporary or permanent placements.
discipline in order to deliver sustainable growth and, We also established our global data platform which Revenues:
by leveraging our segmentation strategy in our main means that we can now share and analyse our
countries, we have been able to reach our goals and
support our strategic clients as well as our medium-
candidate data more effectively including a total of
1.1 million assessments, surveys and training courses
EUR
sized and small local partners. completed in 2021. 16.9bn
Qualitative Hiring: In order to strengthen our own An Efficient Governance: Adecco is organised
workforce, we have hired thousands of new around a strong and effective Management Team at Colleagues:
colleagues who discovered the “Power to change global and local level. The Leadership Team has been
lives” by becoming part of our company. By offering
real added value to society, we are more attractive
reinforced and members of the team can now focus 23,500
on their areas of responsibility, with more proximity to
than ever to young talents. our clients and delivery networks.
Countries:
48
Branches
3,620
5 CHANNELS 5 SOLUTIONS 5 INDUSTRIES
Urban Hubs Permanent Placement Logistics
Office, industrial
Onsite Flexible Placement Mobility and service sector
Rural Branch Network Training Life Science & Medical flexible placement,
permanent
Adecco Career Centers Outsourcing Energy placement, and
Adecco Direct Diversity & Inclusion Tech outsourcing

COMPANY REPORT
Adecco (continued)
In 2021, QAPA joined the Adecco Group.

Can you tell us more about this acquisition? Adecco: at the centre of the transformation of the world of work and
The market for 100% digital recruitment solutions has making the difference for our candidates and clients
increased eightfold in the last two years. This
acquisition will enable us to accelerate the • Demographic shift and skill shortage: by combining our Training and
deployment of a digital offering to meet the needs of Inclusion capacity, we consider that our social impact is a huge
our user companies and complete our service offering. opportunity as clients can meet the need for varied competencies in
Thanks to its technology, QAPA can provide different ways, and can help candidates to choose new career paths
candidates and companies with the right offers and
• Technological Breakthroughs: our past years’ investments put us in the
profiles in record time: one hour, on average! QAPA
position to propose new efficient types of services
already has several hundred clients and a solid
candidate base with nearly 4.5 million profiles. This • Reindustrialisation of strategic industries: 50% of our clients are global
powerful capability will strengthen our leadership. It is and with our new omnichannel approach we can support our clients’
also a great opportunity for Adecco to rapidly gain development worldwide
market share by simply meeting our clients' needs • Resource scarcity and climate change: Our global approach, combined
better. Based in France, QAPA will be a laboratory with the agility that our Solutions deliver allow us to generate new ways
and a model for our global Adecco Direct offer. to mobilise loyal and expert workforces just when our clients need them,
reducing resource consumption and delivering financial efficiency.
What do clients expect from Adecco?
The most important value for our clients, but also for
our associates, is trust. They expect from us the
capacity to support their path to success with agility,
transparency, compliance, and the capacity to provide
end-to-end solutions and not only transactional
interactions. For example, Permanent Placement – but
also up-skilling and re-skilling through Adecco Training
Amin Seido Khudeida (27)
– are key differentiators for our clients and for our 27 year-old Syrian Amin Seido
associates. It is also a way to attract the best Khudeida arrived in Germany in
candidates.  December of 2015 as a refugee. After
learning German during temporary
How do you see 2022? work, he was able to apply for a
We will still have to deal with the pandemic and logistics job through Adecco. He did
continue to protect our colleagues, associates and well in this job and was well-liked by
clients. But we consider that we have learned so much everyone and, in 2021, when Adecco
during the last two years – and we have created so sought a team member for staff
many new ways to deliver our services – that we are support and shift planning, Amin
now fully prepared to grow despite this context. was asked to join the internal
Clients and associates value Adecco’s ability to help Adecco team – a role which he
them through the challenges of global scarcity of https://www.adeccogroup.com/future-of-work/latest-insights/shifting-talent-pipe-
has enthusiastically embraced.
line-strategy/
talent, tension on wages – where clients will need our

consultancy – global expectations for more wellbeing
and safety at work, local and global combined services Full story here:
and huge training needs. Combined, these capabilities www.adeccogroup.com/future-of-work/
represent a clear competitive differentiator for us in latest-insights/inside-the-shifting-talent-
the market. We will continue to invest in technology pipeline-strategy/
and in our people to ensure we deliver the best
customer experience.

Annual Report 2021
29
‘Sharing the Future’ – For more information on this artwork, head to pages 181-185
COMPANY REPORT
LHH (Talent Solutions)

“ We will continue to build our

end-to-end offering to support
our clients along the skill
transformation journey”
Gaëlle de la Fosse, President LHH (Talent Solutions)

ABOUT SERGIO PICARELLI After consolidating under the Talent
Sergio has been a member of the Adecco Group
Solutions brand, the company has gone
Executive Committee since 2009, serving as further with development of a global LHH
President of LHH (Talent Solutions) in 2021 and brand. Sergio, why did you decide to do this?
guiding the company through a dynamic period of Although “Talent Solutions” was an apt description of
transformation. In a career that has spanned three what we do, we didn’t initially intend to use the LHH
decades, Sergio has lent his expertise and steady brand for clients or candidates. Our market research
leadership to a broad range of practice areas, showed that with more than ten independent brands
including sales, talent solutions and professional in our portfolio, it would be easier for our clients and
recruitment. In April 2022, he will assume leadership candidates to navigate our offerings if we Professional
for the newly-formed LHH Recruitment Solutions. consolidated under one brand. Once we made that Solutions-driven
decision, research showed that LHH was the perfect,
ABOUT GAËLLE DE LA FOSSE unified brand.
talent partner,
addressing skills
The newly appointed President of LHH, Gaëlle, joined Why? Because LHH enjoys very high brand and transformation
LHH (Talent Solutions) in February 2022, to start recognition in the HR services space. The move to needs to drive
the latest chapter in a successful career of more the LHH brand is designed to elevate our external growth
than 20 years in consulting, business transformation, profile, and drive growth across the portfolio through
digitalisation and brand development. She has gained an integrated target operating model. Finally, by
executive-level experience in countless sectors across consolidating around one global brand, we will
many different countries, including France, the United be much more efficient and effective in our
States, Italy, Iberia, and countries in Asia and Latin marketing activities.
America. Gaëlle has a proven ability to help client
organisations in areas such as recruitment, learning, Sergio, can you tell me more about HIRED
transition and re-skilling and has a strong track record and Ezra, the smaller businesses within the
in executing profitable growth has strategies.
Global Business Unit?
As this Annual Report went to press during the period Simply put, HIRED and Ezra are digital ventures that
of the leadership transition, both Sergio and Gaëlle have become significant growth platforms for LHH Talent
respectively reflect on 2021 and look forward (Talent Solutions). Solutions
to 2022.
Launched in 2019, Ezra is a digital platform that Market size:
Sergio, throughout 2021, Talent Solutions/ delivers professional coaching at scale. Ezra has
LHH (Talent Solutions) delivered talent become a rapidly growing global business. In both EUR
advisory services to companies around the 2020 and 2021, Ezra revenues grew by more than
world under very difficult circumstances.
300%, as its client base expanded to include some of 530bn
the largest and best-known companies in the world. In
What did you learn about the world of work? 2021, Ezra delivered more than 100,000 coaching Market growth:
As 2021 began, everyone assumed we would be sessions to leaders working in 80 countries. Despite
returning to a certain degree of “normality.” But we
quickly realised this wasn’t to be the case. The world
this success, Ezra has continued building out its
platform. Most recently, it created “The Ezra
11-16%:pa
around us had become an even more volatile, Measure,” which allows client organisations to
uncertain, complex, ambiguous place. Obviously, that measure the impact of leadership coaching. Ezra is Revenues:
had impacts for the world of work. clearly positioned to enjoy even more growth in 2022.
Many employees began to rethink their career and life Hired is the world’s largest AI-driven marketplace for
EUR
choices, particularly as hybrid working opportunities
became more common. However, freed from our daily
top tech and sales talent. Hired combines intelligent
job matching with unbiased career counselling to help
1.8bn
commute into the office, many of us found it harder to people find jobs that allow them to reach their full
draw hard lines between our personal and potential. By providing real-time information and Professional
professional lives. Work-related stress and burnout access to equal opportunities, the Hired platform is recruitment and
have increased, and many businesses have been essential for hiring managers, recruiters, and C-level solutions; career
pushed to the brink by acute labour shortages. executives who want to build ambitious, diverse transition;
teams. Hired is committed to eliminating unconscious HR advisory
To succeed in this environment, companies must and consulting;
transform their workforces so they have the right bias in all aspects of hiring by utilising more
representative talent pools, diversity goals, up- and re-skilling
number of workers with the right skills in the right
locations. We can do this by moving away from customised assessments and salary bias alerts.
traditional workforce planning and career
management and embracing new tools and strategies.
Employers, many of whom are in a war for talent, must
offer more flexible career journeys, dynamic re-/
up-skilling pathways and create a new blend of
permanent and flexible staffing options to meet their
need for skilled talent.

COMPANY REPORT
LHH (Talent Solutions) (continued)
As we look forward, Gaëlle, what business

units will drive growth for LHH (Talent
Solutions) in 2022? Hazel Mayers
Hazel is an Adjunct Professor at
We see substantial opportunity in our Recruitment
Fordham School of Law. She was
Solutions business. The recruitment market is very
recently accepted for a General
active and we should earn benefits both from the new
Counsel and Corporate Secretary
unified LHH brand and from ongoing investments in
position at a leading Ed-Tech company
digital capabilities.
in the US following a career break.
Our Learning and Development business should also
“The team from the LHH (Talent
see significant growth given the insatiable global
Solutions) International Center for
demand for digital re-/up-skilling and soft-skill
Executive Options taught me how
development. We will continue to invest in these
to own the marketing of my skills
areas to provide the best possible content and
and competencies in professional
delivery formats to our clients.
environments.” The most memorable
Although Career Transition faces a softer market, https://www.adeccogroup.com/future-of-work/latest-insights/shifting-talent-pipe- part of her experience has been
mainly driven by low unemployment rates and labour
line-strategy/
working with the phenomenal team,

shortages, we are successfully transitioning our from her inspirational peer advisor,
product to an internal job mobility solution, which has and social media guru, to her superb
sparked keen interest from our clients. résumé writer and the big research
On top of capitalising on these trends, we will team, offering support and practical
continue to build our end-to-end offering to support guidance.
our clients along the skills transformation journey and Hazel suggests taking a career pause
will look to add new capabilities – especially in HR isn’t easy, whether it’s a self-imposed
advisory services and selective digital offerings. point of reflection, as it was for her, or
an because of an unexpected
Full story here: departure. The LHH (Talent Solutions)
www.adeccogroup.com/ team brings structure to a chaotic
future-of-work/latest- time, by helping executives focus on
insights/inside-the-shifting-
the heavy lifting early, so they are
“ We will continue to talent-pipeline-strategy/
properly prepared for their search.
invest in areas that

provide the best
possible content and
delivery formats to
our clients.”

Annual Report 2021
33
‘The Labor of Cost’ – For more information on this artwork, head to pages 181-185
COMPANY REPORT
Modis

Modis
“ It is an exciting period for

all of us as we are in the
unique position of shaping a
company that has fantastic
opportunities ahead”
Jan Gupta, President Modis

ABOUT JAN GUPTA We hear a lot about the combination of
Jan was appointed President of Modis in 2019. AKKA Technologies with Modis, what is the
He brings extensive experience in managing global rationale behind this?
teams in engineering and technology businesses. Our vision for Modis and AKKA combined is to
With a strong academic background in mechanical become a strategic partner of choice for leading
engineering and business, his career spans more than companies embracing the Smart Industry.
20 years in the technology industry. Build a market
Combining AKKA as a global engineering and R&D
services company with Modis being focused on IT leader in
Your focus is on Smart Industry – what is it technology
and digital will amplify our strategy. With an incredible
and why is it an attractive market to be in? portfolio of clients, we will accelerate innovation and consulting, focused
The world is getting smarter – with smart products, drive the future of the Smart Industry and together on high-growth
processes, homes – while data analytics and AI are become a global engineering and digital solutions Smart Industry
having a major impact as drivers of change. Our powerhouse in the market. segments
clients face these megatrends, including shifting
demographics, climate change, digitalisation, shorter Our target remains unchanged: to be a leading
product lifecycles, scarcity of skills and automation, enabler of the Smart Industry and the partner of
which leads them to rethink their strategies and choice for companies, to scale their innovation,
rebuild their operating models. Some examples are: improve productivity and accelerate their digital
transformation. Our merger with AKKA will help
• The transformation in the transportation and accelerate our ambition to be a global leader in
mobility sector, with electric, connected and this sector.
autonomous vehicles
With a unique footprint across all major regions –
• The need to develop new technologies for energy EMEA, North America and APAC – and local Technology
production, like mobile fuel cells
• The aerospace industry facing the challenge to
presence in over 30 countries and around 50.000 Solutions
highly experienced engineers and tech experts
build planes with much lower CO2 emissions combined, we have a strong platform to meet Market size:
• The need for smart automated production facilities, our ambitious targets.
where our manufacturing and logistics clients are For the Adecco Group, the combined AKKA and
EUR
building “dark” factories, highly dependent on the
Internet of Things and artificial intelligence
Modis business increases the exposure to high-value 175bn
technology-led sectors. AKKA & Modis will be a key
Today, engineering skills, IT skills and Big Data are element in extending and delivering an even broader
strongly intertwined, and these examples are just a Market growth:
and deeper 360° ecosystem to more clients,
few areas where our combined competences will
make the difference.
combining the Group’s skills and capabilities into
unique customer-centric solutions. It will strengthen 3-6% pa
We call this market the Smart Industry, and this the Group’s world-leading ability to meet the
rapidly growing sector is, in short, where IT and transformation needs of customers, underpinned by Revenues:
engineering technologies converge into a digital and talent.
connected world. The traditional IT and engineering EUR
markets are growing in general between 3-6%
whereas the Smart Industry sector is growing all over 2.2bn
the globe by more than 20% every year. The volume
of tech services in the Smart Industry offers major Talent services
opportunities and has already a size of more than (IT and engineering
EUR 72 billion. flexible and
So we are witnessing a big shift from demand for permanent
traditional engineering to digital engineering skills in placement);
very specialised areas. With our expertise, know-how engineering,
and cross-industry capability, we can meet this research and
growing demand from customers facing technological development
disruptions who need our services and skills to scale (ER&D) consulting
their transformation. It is about accelerating and projects
innovation and time to market for our clients and
partners – working together towards a sustainable
tomorrow.

COMPANY REPORT
Modis (continued)
Could you share more about the strategy of The matrix also clarifies our four key offerings, where
the combination of Modis and AKKA? our ‘Solutions’ service line enables us to work
alongside the full value chain of our clients, from
By combining AKKA & Modis, a global market leader
design to prototyping, testing and optimisation of
in technology and digital engineering will be created
production, allowing for unique customer intimacy.
to capture the accelerating demand for digital
transformation – the desired partner that so many There is a big integration project to
organisations are looking for – helping clients rethink
complete during 2022, how are you
what and how they produce and generate value out
of data.
approaching this?
The integration is a major undertaking and multiple
Blending complementary skills and a global footprint,
cross-functional teams and a range of workstreams
Modis and AKKA will create a powerful platform to be
have been established, coordinated by an Integration
a global leader in the Smart Industry. We look forward
Management team, led by representatives from
to joining forces with AKKA as they are as passionate
Modis, AKKA and The Adecco Group.
about technology as we are. This combination of
talent and skills will unleash an extraordinary offering From the day we acquired a controlling stake, subject
of end-to-end solutions, based on our extensive to regulatory approval, we started to establish joint
technology capabilities, cross-sector expertise, and executive leadership, act jointly with clients and work
joint strong experience in some of the largest digital on joint offerings. From that date, we were also able
engineering sectors. Together we will have a uniquely to start to connect our infrastructure, which will be
broad service offering in this field and therefore the important going forward to operate efficiently. Our
answer to all challenges our clients are facing. diverse global leadership team brings deep knowledge
and experience from different industries.
We are bringing together colleagues who are experts
in engineering, product development, digital twin We have scoped the work to be done across many
technology, data analytics, artificial intelligence, and different areas to ensure we maximise our future
other cutting-edge technologies, along with colleagues success. This covers all areas from confirming the
who are experts in automotive, aerospace, software organisational structure to how we will go to market,
and telecom, life science, energy or the financial shape our client offering, and combine our delivery
services. Our focus is on industries that are in huge and operations.
transformation with a need for digital transformation It is an exciting period for all of us as we are in a
and high growth rates. Together we will have the unique position to shape a company that has fantastic
chance to work on the most interesting engineering opportunities ahead. AKKA & Modis, coming together
and IT projects in the world. as Akkodis, will support clients, partners and society in
Our strategy is summarised in a 7x7x4 business matrix their digital transformation journey towards a
(see Figure 1) which displays our focus on seven key sustainable tomorrow, through a shared passion for
growth technologies, seven defined global industries, technology and talent, as we engineer a smarter
and four service lines. We have added Emerging future together.
Technologies to stay on top of key technology trends
such as blockchain or virtual reality. And we keep
focusing on key global industries in Smart Industry
related sectors; a balanced industry split which makes
us more resilient against future economic crises, as all
the industries have different economic cycles.
“ AKKA & Modis combined,

will support clients, partners
and society in their digital
transformation journey
towards a sustainable
tomorrow.”

Figure 1 : Focused strategy, where Modis together with AKKA will operate at the convergence
of IT and Engineering, with a clear focus on future industries and technologies
4 SERVICE LINES
7 KEY TECHNOLOGIES
• Data & AI • Product Design & Assurance
• Software & Application • Industry 4.0 & Connected
Products Consulting Solutions
• Cloud & Infrastructure
• Cybersecurity & Data • Emerging Technologies
Protection
7 KEY GLOBAL INDUSTRIES

• Automotive & Transportation • Banking & Financial Services
• Energy & Clean Technology • Manufacturing & Logistics Talent Academy
• Telecom & Media • Aerospace & Defense
• Life Science & Healthcare
Shreyas Raman (22)

Modis joined forces with its strategic
engineering partner Mercedes-EQ
Formula E Team to launch a unique
campaign: Lead the Charge. Out of
2,000 applicants from 66 countries
assessed by Modis’ global recruiting
teams, Shreyas Raman was chosen to
lead the campaign as the perfect
candidate for this unique opportunity.
Shreyas moved to Brackley in the
United Kingdom and is currently
working with the Mercedes-EQ
https://www.adeccogroup.com/future-of-work/latest-insights/shifting-talent-pipe-
line-strategy/
Formula E Team at the headquarters
of not only Mercedes Formula E but
also Mercedes F1. His main aim is to
support the Mercedes-EQ Formula E
Team in its third season of the ABB
FIA Formula E World Championship.
Furthermore, as a member of the
Mercedes-EQ Formula E sustainability
board, he is driving sustainable change,
creating an initial spark for innovation
Full story here: and contributing to a better life.
www.adeccogroup.com/
future-of-work/latest-
insights/inside-the-shifting-
talent-pipeline-strategy/

38
Annual Report 2021
‘Today & Tomorrow’ – For more information on this artwork, head to pages 181-185
COMPANY REPORT
Sustainability
Enabling
a sustainable future
We are a world in transition, faced with extraordinary business. It is – and must be – an integral part of how
shifts that continue to upend the current way business we do business. We can only be successful as an
is, and should be, done – from climate change and organisation if we are mindful of the broader impact
Covid-19 to societal movements for more equity, of our activities and consistently embed material
access, and equality. The private sector has a critical environmental, social and governance (ESG)
role to play in helping to rebalance the world for the considerations into all that we do, across our value
benefit of all. As a leading talent solutions and chain. Ultimately, this will help deliver economic value
advisory company, and one of the largest employers for our shareholders and stakeholders, and positive
worldwide, we want to lead by example in how we impact for global and local economies.
conduct our business, help our stakeholders navigate
To remain focused, we have translated our purpose
through these turbulent times, and take an active role
into strategic goals that address the work-related
in creating brighter futures for all. We want nothing
sustainability needs of our core stakeholders. For us
less than to make the future work for everyone. This is
as a people business, focus is particularly on all
our starting and end point for what we do.
sustainable employment-related challenges and
Sustainability sits at the heart of opportunities. Recognising the need for a stronger
human-centric approach to climate change mitigation
Future@Work and adaptation, in 2021 we have elevated our
In 2021, we have made our approach to responsible, commitment to climate protection to one of these
sustainable business conduct an integral part of our now five overarching goals.
Future@Work strategy. Sustainability for us is not a
one-off effort or something that sits separate from the
OUR PURPOSE
OUR GOALS
Employer of choice Employability and Trusted partner Social protection Climate protection
Creating a positive, access to work to clients for all Helping to safeguard
respectful, inclusive Unlocking human potential Building on a shared Advocating for a new the planet for future
& healthy work to achieve equal access to commitment to do social contract that generations
environment decent work for all business responsibly provides protection for all
OUR LEVERS FOR IMPACT
Embedding material environmental, Measuring and disclosing Strengthening

social and governance considerations transparently and holistically our ESG governance
across our operations, solutions stakeholder value creation and accountability
and value chain
(see pages 42-49) (see pages 40 and 175ff.) (see pages 40, 72ff. and 96f.)

COMPANY REPORT
Sustainability (continued)
ADECCO GROUP BOARD OF DIRECTORS

Ultimate oversight of ESG, including the Group’s non-financial reporting
CEO & GROUP EXECUTIVE COMMITTEE

Approves and reviews the Group’s ESG ambitions, approach, policies and targets. Ensures
inclusion in the Group strategy, and is accountable for implementation
ESG STEERING COMMITTEE

NEW Ensures that the Group’s ESG approach is effectively integrated in the way we do business
and we achieve our ESG objectives
GROUP SUSTAINABILITY FUNCTION

Develops the strategic sustainability direction for the Group together with key stakeholders.
Responsible for driving and coordinating efforts, ensuring alignment across the Group, engaging
with stakeholders, and reporting on progress
Collaboration, consultation, alignment and reporting
GLOBAL TOPIC LEADS REGIONAL / COUNTRY LEADS

Define approaches, policies, processes and targets for specific Translate the global frameworks into meaningful local action
topics in line with the overarching Group ESG approach and implement relevant policies, processes, targets and actions
at regional/country level
ALL COLLEAGUES
Strengthening how we measure our ambition Evolving how we govern our approach
We are serious about our commitments and hold Clearly assigned responsibilities at every level of the
ourselves accountable for our progress towards our organisation are a must if we are to deliver on our
goals and commitments. In 2021, we introduced a new ambition and commitments. This starts at the top.
ESG Scorecard to better enable us to consistently
To further strengthen accountability for the delivery
track progress towards our goals. For each goal, we
of our objectives, in 2021 we introduced a new ESG
have identified the most immediate drivers that will
Steering Committee. It is chaired by the Group CFO
help determine success and for each such metric, we
and consists of senior representatives from the three
have set short-term (annual) and medium-term (2025)
Global Business Units as well as select leaders of
targets to chart a clear path forward and ensure
relevant Group functions, such as HR, Sales, Finance,
continuous progress. Long-term (2030) targets are
Public Affairs and Sustainability, all reporting either
set for metrics where we already have a consistent
directly to the Group CEO or to Executive
track record to extrapolate from.
Committee members. In 2021, it met four times,
These metrics are in turn reflected in the Group, developing the ESG Scorecard and its targets,
Global Business Unit and/or Function scorecards. reviewing progress and identifying gaps to close,
This allocates responsibility for implementation at agreeing a new due diligence framework, and defining
source and underscores our integrated approach to priorities for 2021/2022.
addressing ESG-related issues. Select ESG-related
How we conduct our business comes down to the
performance metrics are furthermore included
decisions and actions that each of our employees
in the compensation framework of the Group
takes, day to day. In 2021, we thus embarked on a
Executive Committee members (see pages 96-97
journey to increase the awareness and understanding
for more details).
among our colleagues of our approach to sustainable
Given the sensitive nature of some of these targets, business conduct and the role they can play in helping
particularly those that pertain to our core business, to drive progress. For example, we integrated ESG in
the Scorecard as such is not public. However, we a number of global townhalls, issued an ESG
remain committed to continuously strengthening newsletter with best practices from across the Group,
what we measure and disclose in line with evolving and launched new intranet pages that provide tangible
expectations and regulation and in conversation with actions that all employees can take, as well as
key stakeholders. examples dependent on role (e.g. for people
managers) or area of responsibility (e.g. people
working in HR, or IT). We plan to further build on this
in 2022 through raising awareness and education
activities on ESG-related issues. Because to make the
future work for everyone, we need everyone.
Annual Report 2021
41
‘Virtual Root’ – For more information on this artwork, head to pages 181-185
COMPANY REPORT
Operating responsibly
Operating responsibly
At the Adecco Group, our most material contributions All new joiners are asked to complete onboarding
to sustainable development are those that we training in integrity and compliance, complemented by
strategically advance through our core business. As a online training on various related topics that all
leading talent solutions and advisory company we colleagues are required to complete on a regular
prioritise two areas: enabling the sustainable and basis. At the end of 2021, global completion rate was
lifelong employability of individuals and providing at 77% for all courses. In 2021, we launched a new
them with access to quality employment, and enabling Group e-learning module on preventing bribery and
organisations to optimise their talent models to corruption in all its forms, in support of our zero-
achieve their own long-term goals, as outlined in tolerance policy. The e-learning reinforces our
previous sections of this report. In a time when the expectations in this respect and is mandatory for all
world of work is undergoing such significant change, employees. The phased roll-out was completed in
we believe this role is more important than ever. November 2021, with a global year-end completion
rate of 63%; this will continue into 2022. We also
This is supported by an unwavering commitment to
launched a new course for line managers on our
maintaining the highest standards of responsible and
revised Group Commitment Policy to ensure proper
sustainable business conduct. Our ambition is to
decision-making in the interest of the Adecco Group,
establish a culture that consistently integrates
outlining decision-making authorities and thresholds
material environmental, social and governance (ESG)
across the Group.
considerations – risks, opportunities and impacts both
of and on our business – across our full value chain. Building on the valuable experience and insights
We continuously evaluate with key internal and gained the previous year, we conducted our second
external stakeholders whether our focus areas Group-wide survey on integrity and compliance,
continue to be the right ones and seek to evolve and providing our colleagues with the opportunity to share
strengthen our approach in line with evolving their perceptions of how our company lives up to our
legislation, practices, and expectations. We will respective commitments. Close to 18,000 employees
continue to challenge ourselves and strive to be at the participated (51% of the invited population) and
forefront of delivering better futures for all. shared their honest feedback, leaving 8,700
comments. Results showed an improvement over the
Leading with integrity and compliance
To be trusted by our stakeholders, we seek to
conduct ourselves ethically in everything that we do,
in line with both the spirit and letter of applicable laws
and accepted norms for corporate behaviour. The
ambition of our Integrity and Compliance Programme, Ensuring responsible tax practices
launched in 2019, is to help create such a value-based At the Adecco Group, we believe that contributing to public finances
culture: a culture that enables and encourages through responsible tax practices is an integral part of how we seek to
decision-making and business practice that considers make the future work for everyone and a key contribution we as a
not just what is legal, but what is conduct with business can make towards helping achieve the UN Sustainable
integrity, and which demonstrates that our profitability Development Agenda. For most countries, tax contributions are the
and growth are achieved both in a sustainable way main source of funding. By seeking to comply with both the letter and
and in accordance with our values. The Board of spirit of applicable tax laws, we ensure we pay our share so that
Directors, through its Audit Committee, exercises governments can fund critical public services such as education,
oversight over the programme’s implementation, infrastructure, or healthcare.
ongoing management, and effectiveness.
We do not engage in artificial tax-driven structures and transactions,
Our Code of Conduct sets the frame of reference to and we report revenues and pay taxes in the countries where we
which each and every colleague has personally operate and where value is created.
committed, and which underlies the business
EUR millions 2021 2020 2019
decisions we make every day. To ensure our Code of
Conduct remains fit for purpose, in 2021, we Income taxes paid 195 290 256
embarked on the critical journey of updating this Sales taxes paid 2,460 2,061 2,535
seminal document. We created a steering committee Employer payroll and social security
and stakeholder panel made up of colleagues from taxes paid 2,726 2,278 3,049
across our Global Business Units and enabling Total taxes paid 5,381 4,629 5,840
functions that guide the drafting. We will ensure we
invest the necessary time in this process, recognising For more information on our tax strategy, please refer to page 83.
that this will set the tone from the top as regards the
expected behaviour from our people and those
working with and for us for years to come. We expect
this extensive process to conclude in 2022.

prior year, and nearly all items with benchmarks part of or party to activities, wherever they take place,
scored above the respective services industry and that do not adhere to high social and ethical conduct,
global high-performing companies benchmarks. but rather that we work with business partners that
Focus in 2022 will be on strengthening the response share our standards.
rate to increase representation, fostering more To better support and track the implementation
awareness for our ethics reporting tools, and building of new policies, initiatives, and trainings across the
trust in the underlying process. As a first step, we Group, we deployed a governance and reporting tool
trained our integrity and compliance colleagues in for the Integrity and Compliance function. In an effort
how to conduct investigations, building capacity and to further strengthen audit trails and accountability,
expertise on proper investigation protocols at we are working on complementing this with new tools
local levels. that will allow us to better capture processes such as
We recognise that our commitment to responsible conflict of interest disclosures and policy attestations.
business conduct needs to extend across our value As we implement such new initiatives, we partner with
chain. In 2021, we thus embarked on a journey to a diverse group of stakeholders from differing
strengthen our existing practices, laying out a project functions, Global Business Units, and geographies,
framework for action, with implementation starting to make sure they reflect a broad set of experiences,
in 2022. This will enable us to ensure that we are not expertise and contexts.
Transparency in compliance and ethics reporting

Our reputation is one of our most valuable assets, determined not least by the way each of our
employees conducts their respective work responsibilities. Unlawful or improper behaviour by even
a single person can cause the Adecco Group and its stakeholders considerable harm. We therefore
seek to foster an open culture of mutual respect and trust, where people feel encouraged and safe
to seek guidance, to raise any concerns they have relating to possibly improper business conduct,
and to report any actual or suspected misconduct. Concerns can be raised through various channels,
around the clock, including anonymously.
Anyone raising concerns in good faith is making the right decision: we will listen and take any issues
seriously, taking remediating action as required to ensure our practices are in line with our values
and ambitions for responsible business conduct. This may include disciplinary measures, training, or
process improvements (such as amendment of policies and procedures, awareness campaigns, or
implementation of new controls).
Depending on the risk significance (e.g., potential impact on stakeholders, financial impact and/or
reputation damage, seniority of the subjects potentially involved), reported cases are divided into
red, yellow, or green categories, which determines the further handling of a case. Relevant information
on reports is regularly provided to the Board of Directors’ Audit Committee and senior management.
In 2021, the two most reported categories were:
• improper workplace conduct (26%);
• deception (15%), including e.g. embezzlement or time card fraud.
2021 2020 2019
New cases reported 146 192 195

Red cases 3% 2% 1%
Yellow cases 14% 10% 7%
Green cases 83% 88% 92%
Reported through the Adecco Group Compliance & Ethics hotline 68% 67% 67%
Reported through other channels (e.g. management or integrity
and compliance officers across the Group) 32% 33% 33%
Cases closed 100 171 188
Proven 35% 26% 31%
Not proven 30% 37% 25%
Inconclusive 7% 12% 20%
Not related to misconduct / not appropriate for investigation 28% 25% 24%

COMPANY REPORT
Operating responsibly (continued)
Respecting human and labour rights predictability – and ultimately walking away if
We are a business of people for people, touching the necessary. As one of the world’s largest employers, we
working lives of hundreds of thousands of people have a responsibility and opportunity to make a real
every day. We are committed to embedding fair and difference in the fight against racism and have an
ethical recruitment practices and the respect for unwavering commitment to standing up against
workers’ rights in our daily business operations across discrimination of any kind, as expressed in our new 75%
the world. In our commitments and activities, we are global D&I statement, available on our website.
of the organisation
guided by some of the most authoritative international Following the roll-out to managers in 2020, our has received our
resources, such as the core labour conventions of the conscious inclusion training has in the meantime been conscious inclusion
International Labour Organization (ILO) or the UN delivered to 75% of the organisation. Recognising that training
Guiding Principles for Business and Human Rights, as pictures sometimes speak louder than words, we
well as sector-specific standards such as the World furthermore issued inclusive imagery guidance to our
Employment Confederation Code of Conduct and marketing community, to ensure the photo-/
ILO Convention 181 on Private Employment Agencies. videography we source, produce and/or use
We continue to be a steadfast participant in the UN represents and speaks to a diverse range of people
Global Compact, and annually confirm our continued across the globe and reflects our commitment to
commitment to its ten important principles, ever since diversity and inclusion. This went hand in hand with
first signing up in 2003. an audit of imagery already in use.
Numerous policies and procedures translate these With ‘People First’ as one of our three cultural drivers,
expectations into our daily business. In 2021, we the concern for the health and wellbeing of our
embarked on an extensive process to revise and people remained a top priority in 2021, recognising
strengthen our human and labour rights policy to the critical responsibility we have to keep those that
ensure it remains fit for purpose, to better articulate enable our success safe. Our industry is unique, as we
our longstanding commitments and activities, as well typically do not directly control the work environment
as to reflect evolved expectations as regards a we place our associates in. This is acknowledged by
company’s stance and conduct in this fundamental applicable legislation, often placing primary
area. We are thereby engaging with a broad range of responsibility for a healthy and safe workplace with
stakeholders, enabling us to consider a multitude of the client. Nevertheless, we seek to ensure they are
perspectives and seeking to avoid potential blind properly trained and equipped for the respective role
spots. Sign-off and roll-out of the new policy is ahead. In 2021, we formed an Occupational Health
expected in 2022. The respect for human and labour and Safety Community, initially in our six largest
rights will also play a leading role in our revised Code markets, to share best practices, streamline metrics
of Conduct, as outlined in the previous section. and measurement to be able to identify improvement
We believe that our services and solutions bring many areas, and innovate new approaches. In partnership
benefits, particularly in the areas of employability and with Adecco Training, they developed a quiz for
access to work, and thus livelihoods. In 2021, we for associates to build their awareness for healthy and
example launched Adecco Inclusion and several new safe practices at work, tailored to different industry
partnerships that will enable us to scale up our existing needs; roll-out has already been completed for three
offering focused on increasing the labour market markets. For an overview of how we seek to ensure
participation of currently underrepresented groups the wellbeing of our colleagues, please see page 18.
through up- and re-skilling and placing them into jobs We recognise the important role that social dialogue
with our clients. We also work with our clients to create plays in safeguarding human and labour rights. In
the enabling environment for diverse talent to thrive. 2021, we continued our active engagement in social
But we are also mindful of the potential risks to human sectoral dialogue for agency workers in numerous
rights in the context of our business operations. In countries and as a partner at the European Sectoral
2020, we began with the comprehensive mapping of Social Dialogue for Agency Work facilitated by the
material labour law and human rights risks and European Commission. On the European level, social
corresponding controls in our flexible and permanent partners WEC-Europe and UNI-Europa agreed their
placement business in the APAC region. In 2021, we new work programme for 2021-2023. Additionally,
expanded this to our markets in Eastern Europe and the sector contributed to a joint statement by all
the Middle East, with completion in Western Europe social partners in the services industry. Our Adecco
and the Americas expected in the first half of 2022. Group European Works Council (AEWC) continued
This will enable us to develop a more comprehensive to enable meaningful social dialogue between the
risk matrix and corresponding strategy to reduce the Adecco Group management and European employees
most common risks across our operating countries. through elected employee representatives, based on
the spirit of good faith and mutual trust. In 2021, we
For example, the risk for discrimination in our industry had several meetings to continue our exchanges
is real. This was one of the key insights gained from including dialogue on the impact of Covid-19 as well
our integrity and compliance survey. In response as European-level transnational matters. We had
to this, in 2021 we provided guidance to all our seven meetings between the management and the
employees about what to do if they feel pressured AEWC Steering Group, consisting of five members
to recruit in a discriminatory way or in a way that is who work on behalf of all employee representatives.
against our values. The guidance focuses on reaching The Adecco Group organised two meetings for all
out for support, focusing conversations with clients on AEWC employee representatives – one exceptional
their business outcomes and how our services are virtual meeting to discuss the business and ongoing
delivering against these expectations with quality and impact of Covid-19, and one hybrid annual plenary
meeting at which we signed a joint summary with
44 Annual Report 2021 commitments for the future.
Contributing to the Sustainable Development Agenda 2030
The ‘Agenda 2030’ and its underlying 17 Sustainable Development Goals, adopted by the member states of the UN in 2015,
set out a clear path towards ending extreme poverty, fighting inequality and injustice, and protecting our planet. There are
many touchpoints between the SDGs and the world of work, which connects all social partners and is the principal provider
of livelihoods and security. It’s crucial, now more than ever, for labour market stakeholders to come together and realise the
tremendous opportunity – and responsibility – they have to create a more sustainable future. As one of its prominent actors, we
are fully committed to playing our part, to harness our expertise and resources to contribute to the achievement of this important
vision. We focus particularly on those goals where we can have the biggest impact, while directly and indirectly contributing to
many more:
Partnership for the goals

Advocating for social
Peace and justice partnership and leading in
No poverty
Leading with integrity and the world of work
compliance and being Fighting for formalised
Targets: 17.1, 17.7 employment to reduce
accountable as an
organisation poverty Good health and
Target: 1.3 wellbeing
Targets: 16.5, 16.6, 16.7, 16b
Creating work
environments that foster
17 1
physical and mental
wellbeing
Target: 3.4
16
2 3 Quality education
15
4 Advocating for inclusive
and equitable quality
Climate action 14 Making
education and promoting
lifelong learning
Committed to a human- opportunities for all
the Future Work
5
centric transition and
reducing our emissions by
50%
13 for Everyone
Target: 4.4
Gender equality
Targets: 13.2, 13.3
6 Fighting discrimination
12 and advancing gender

equality within our
Responsible 11 7 organisation and across
the world of work
consumption
Leading by example and 9 Target: 5.5
promoting responsible
business conduct across our
value chain
Targets: 12.5, 12.6 10
8
Reduced inequalities Decent work and
Tackling inequalities and economic growth
(un)conscious biases within Enabling lifelong employability,
our organisation and in the sustainable employment and
world of work decent work for all through
Targets: 10.2, 10.3, 10.4, our core business
10.7 Targets: 8.5, 8.6, 8.8
In 2021, we launched a new SDG-focused campaign shining a light on our collective responsibility, as shapers and participants in
the world of work. It leverages our expertise to make employment a key driver of sustainable development and provides insights
for next steps employers can take towards the achievement of the 2030 agenda.
For more information on the campaign, please visit https://www.adeccogroup.com/future-of-work/latest-insights/

COMPANY REPORT
Helping advance meaningful public policy • “Delivery pending – How to drive a better instant
To be able to deliver on our purpose of making the delivery platforms world of work”: the gig economy,
future work for everyone, we depend on governments and especially instant delivery, provides new
creating the enabling environment, crafting balanced opportunities to serve consumer needs and turn
policy, and ensuring well-structured and functioning available work into real jobs. But the sector has
labour markets that can provide opportunities and been grappling with challenges regarding workers’
protections for all types of workers. Given the expectations. As stakeholders look to navigate their
complexity of the challenges the world, and not least way to the most appropriate framework for the
the world of work, faces today, governments instant delivery platforms industry and move to
increasingly seek the expertise and support of active policy standard-setting, we propose a range of
labour market participants with deep expertise such solutions for creating a more balanced relationship
as the Adecco Group. between delivery platforms and affiliated workers,
and advocate for three guiding principles that best
Our public affairs activities, advocacy, and thought meet the needs of all parties at stake.
leadership are all aimed at policy-making processes
relevant to the Group’s core business of building a
better world of work for all. We are a leading voice in Guiding principles for better instant delivery platforms
the need for workforce up-skilling and re-skilling at
scale, and a vocal advocate for a new social contract
that provides for adequate social protection for all, 1 2 3
pointing the way towards a future that works for
everyone. We are transparent about the positions we Social protection as Clear criteria are The price for
advocate for and regularly publish our viewpoints on the baseline for all needed to define platform services
our website. In 2021, we launched position papers on forms of (platform) worker status should reflect the
a wide range of labour market topics, including: work cost of social
• “Remote work – How to make it work for everyone”: protection
the Covid-19 pandemic has disrupted the way
companies organise work and by now data suggests
that remote or hybrid forms are here to stay. This
We are keen to take responsibility within our broader
paper outlines the challenges inherent in these new
industry. Our actions include interactions with and
work models (such as inequalities; productivity;
towards institutional stakeholders and relevant
cost, wages and taxes; and cybersecurity), provides
policymakers, such as government bodies and elected
an overview of existing legislation, and suggests
officials, as well as with other stakeholders such as
several factors governments should consider in
social partners, think thanks and academics. Both the
structuring legislative frameworks for remote work
Group and our brands hold memberships and play
to ensure these boost productivity, foster a better
active roles in various trade and industry associations,
work-life balance and address talent scarcity, while
at global and local levels. These groups play an
safeguarding that this transition is inclusive, fair and
important role in representing our industry in the
profitable for all.
public debate, as they advocate for public policies
• “The career guidance imperative – Maximising that support innovation and that will benefit workers,
investments in work transition support”: work businesses (including ours) and society as a whole.
transitions occur today more frequently than ever
before, and the size of the skills mismatch challenge Since 2020, we for example hold the presidency of
cannot be overstated. Consequently, governments the World Employment Confederation (WEC), our
are putting significant efforts into supporting the global industry federation, and since 2021 now also
necessary workforce shifts, often by strengthening have a seat in the WEC-Europe Executive Committee,
active labour market policies or significantly which ensures that the Adecco Group is truly taking
incentivising skilling. We advocate that career its responsibility in organising the sector. In 2021, we
guidance, if used strategically within public work also joined the delegation of Swiss employers participating
transition support mechanisms, can help ensure the in the International Labour Conference discussion
most effective use of public resources and be a focused on skills. We furthermore continue to be
direct lever for a fast economic transition, and offer active in the wider business community, partnering
concrete recommendations to all labour market e.g. with the International Organisation of Employers
stakeholders on how to tackle this. and holding a membership in BusinessEurope,
including many of their national member federations.
To ensure our public affairs activities are reflective of
our expectations as regards integrity, compliance, and
responsible business conduct, in 2021, we finalised
and rolled out our Public Affairs Principles and
Guidelines, publicly available on our website. These
define how we liaise with political and institutional
decision-makers and what we expect of ourselves and
our partners in our public affairs-related activities
throughout the world. To this effect, they include a
mandatory third-party due diligence process for any
public affairs agency we work with.

Managing environmental opportunities Yet, there is still a significant disconnect between
and risks climate goals and the needs of workers. Many
institutions (in both the private and public sectors)
Climate change is one of the most defining challenges
make ambitious commitments towards emissions
facing society today and upending the current way
reductions and more circular business models, often
business is and should be done. While the
however without a clear understanding of what that
environmental footprint of a service company like
means in terms of their workforces – the skills they
ours and the interlinkages between the world of work
have, the skills they need, and how to bridge the gap
and climate change might not be as evident compared
– as well as for their supply chains, communities and
to those of other industries, we recognise the
consumers. Governments and employers must pay
responsibility we have to help safeguard the planet for
more attention to the role human capital and skills
future generations, and the difference we can make
play in delivering sustainable change.
by acting responsibly. And we have a long tradition of
doing so. As a reflection thereof, in 2021 we elevated To raise awareness of this, at the beginning of 2021
Climate Protection to one of our overarching we published a policy paper, “Skills for the Green
sustainability goals. To achieve this, we focus on two Economy”. This outlines concrete recommendations
distinct pillars: for all stakeholders aimed at helping foster resilience
and readying the labour market for what lies ahead.
I. Helping facilitate a human-centric green transition
The paper also includes tangible case studies from the
At the Adecco Group, we believe that climate action highly impacted energy and automotive industries to
must be labour market action. The move towards a illustrate the points made. We further advocated for
net zero economy demands a tremendous industrial the active consideration of the impact on people and
transformation that will likely exacerbate existing their skills e.g., in an online dialogue we hosted
societal challenges. It is critical that we take a together with representatives from the European
human-centric approach to climate change mitigation Commission, the European Parliament, and the
and adaptation and prioritise investments in people to private sector, as well as spoke to this effect on a
ensure that the green transition is a just and inclusive panel at the UN Climate Conference COP26 in
one. We must marry the E with the S dimension rather Glasgow, where we were present for the first time.
than see them as distinct. This will not happen by
default but will require decisive action by everyone.
Key actions needed to realise the opportunities of the

Green Economy
Governments
• Enable flexible and functional labour markets and sophisticated education systems
• Deliver inclusive social protection systems that protect workers, not jobs
• Include human capital development strategies into national climate action plans
Employers
• Start mapping skills requirements and get re-skilling and re-employment
underway ahead of the curve
• Provide entry points into the labour market by embracing apprenticeships,
Vocational Education and Training (VET) and other forms of work-based learning
• Promote flexibility and leverage workforce expertise by putting the individual
at the centre of your business transformation
• Make sustainable employment and skills investment a brand advantage to
attract the right talent and retain skills for future success
Individuals
• Be pro-active and take ownership of your own skillset by continually seeking
skilling opportunities
• Realise that skills expire and that lifelong learning is a prerequisite for long-
term employability

COMPANY REPORT
Complementing our advocacy work, we also directly • Reducing business travel and using lower-carbon
up- and re-skill workers into the jobs of the future and alternatives: while we permitted business travel
support our clients with their talent needs as they again given the high value of in-person engagement
work through this transition. LHH (Talent Solutions), and collaboration with clients, colleagues, and key
for example, enables sustainable re-industrialisation stakeholders, we instituted new guidelines that
that helps save livelihoods and accelerates the require that any travel must be prioritised for 50%
transition towards a greener and more circular purpose, impact and people. These also stipulate
economy. Working with clients and public authorities, that prior to any booking the environmental and Carbon emissions
LHH (Talent Solutions) identifies ways to mitigate the carbon impact must be considered (in addition to reduction target by
social impact when “unsustainable” businesses close health and safety standards), keeping in mind the 2030 with 2018 as
and layoffs are unavoidable. existing option of remote working. the base year
By mapping existing skills and offering up- and • Increasingly decarbonising our car fleet: all of our
re-skilling and career guidance to workers, new key markets now have policies in place that foresee
employment opportunities can be found that address the overall reduction of their car fleet and the
the needs of the local economy and provide workers replacement of remaining vehicles with low-carbon
with a new perspective. In 2021, LHH (Talent alternatives. Australia for example was able to
Solutions) for example successfully transitioned reduce its car fleet by 80%.
workers from a closing coal mine in Spain to newly • Improving energy efficiency within our facilities and
created solar power jobs in the same region, thus switching to lower-carbon alternatives: our US
maintaining meaningful and sustainable economic operations for example significantly optimised their
activity in the region, boosting the Spanish green office space to account for changed working needs,
energy sector, and supporting the labour while our UK operations moved to 100% renewable
market’s attractiveness. energy sourcing, with our German operations
A holistic, collaborative, and human-centred approach following suit as of 2022.
is key to success and ensuring that the green We furthermore embarked on a comprehensive
transition works for everyone. process to revise our global environmental policy in
collaboration with stakeholders across the Group, to
II. Managing our own environmental footprint
further articulate our approach to the management of
At the Adecco Group, we recognise the impact we environmental risks and opportunities and specify
have on the environment through our operations and minimum standards and expectations.
business relationships. We are committed to
becoming carbon neutral by 2030, by reducing our Beyond the strategic efforts we can drive centrally,
carbon emissions by 50% (with 2018 as baseline), we see our employees as playing a critical part in
both in terms of absolute emissions and intensity (per helping us reduce our environmental footprint.
unit of revenue and FTE, for Scopes 1 and 2), and In 2021, we therefore launched a number of
offsetting remaining emissions. We set this ambitious awareness-raising and engagement activities, such as
reduction target in line with the methodology of the e.g., a global “You pledge-we plant” initiative, where
Science Based Targets initiative (SBTi), consistent we committed to plant a tree for every employee
with the level of decarbonisation required to keep pledging a concrete action they can take to help
global temperature increase to 1.5°C compared with reduce our environmental impact or promote
pre-industrial levels. We are in the process of otherwise sustainable behaviours in the workplace.
exploring the necessary steps towards a formal
submission to the SBTi, and as part of this the
requirements for further strengthening our targets
and efforts to account for external developments and
expectations towards a net-zero commitment.
ESG ratings and indices
We are mindful that the Covid-19 pandemic had a
In 2021, our ESG-related performance
tremendous downward impact on our emissions over
was recognised with the following rating
the past two years, and will likely have a lasting impact
results and distinctions:
beyond. We expect emissions to increase again as
we transition out of the pandemic, but will work hard • CDP Climate Change: B-
to try to limit these effects and continue on the • EcoVadis: Gold rating
year-on-year emissions reduction path we have set • FTSE4Good Index Series constituent
out for our organisation. We will focus on those areas
• MSCI ESG rating: AA
where we see the biggest reduction potential given
the nature of our business: • Sustainalytics: ‘Outperformer’

Our environmental data
The Adecco Group reports in line with the
Greenhouse Gas Protocol. Data is collected across reductionsvstarget
our 19 largest markets, representing more than 90% metrictonnesScopes&
of our workforce and more than 85% of global
revenues. To account for 100% of our operations,

missing values of reporting countries are modelled,

and the total of all reporting countries is then

extrapolated for non-reporting countries of the
Adecco Group. This is calculated based for example
on office square footage, number of FTEs, and

recognised standards (e.g., Greenhouse Gas Protocol

and ecoinvent database), taking into consideration

factors such as country energy mix or heating degree
day per country.

Over the course of the reported year (20201), we Emissions Actual
saw an overall year-on-year emissions reduction of Targetemissions
41%, significantly outperforming our target. This was Target
largely driven by offices being vacated aside from
essential teams required (Scope 1) and business travel COemissionssplitbysource
restrictions (Scopes 1 and 3) as a consequence of the
Covid-19 pandemic. FG
A –TransportOwnVehicles–
We are continuously working on increasing data E
D B –PurchasedElectricity–
transparency, quality, and coverage of our
A C–BusinessTravel–
environmental performance reporting to reduce our C
reliance on extrapolations. To this effect, in 2021, we D–HeatingandCooling–
implemented data quality and methodology
improvements that led to slightly restated data for the E –PaperandToner–
last years, and an adjustment of our current 2030 F –ElectronicDevices–
B
target. We also started collaborating with experts to
G–WasteandWater–
explore options to measure the commuting of our
associates as well as strengthen our processes to
enable limited external assurance of our data COemissionssplitbyscope
over time.
Absolute CO2 emissions A –TotalScope–
(metric tonnes, Scopes 1, 2 &32)
B –TotalScope–
2020 A
change
2018 relative to C C–TotalScope–
20201 2019 (base year) base year
Scope 1 30,384 58,1704 63,3414 -52%

Scope 23 25,154 30,944 31,663 -21%
Scope 3 37,382 68,7684 74,8914 -50% B
Absolute
global
emissions 92,920 157,8824 169,8954 -45%
Intensityperformancevstarget
1 2021 data will be available in Q2 2022. metrictonnesScopes&
2 Scope 1: direct emissions from owned or controlled sources
(e.g. business cars, heating using oil and/or natural gas)
Scope 2: indirect emissions from the generation of purchased

energy (e.g. conventional and renewable electricity, energy
for cooling)
Scope 3: other indirect emissions occurring in the value chain
(e.g. air travel). This does currently not include e.g. employee/
associate commuting or emissions from our supply chain.
3 The Adecco Group calculates Scope 2 emissions according to

Greenhouse Gas Protocol’s market-based methodology.
4 In 2021, we implemented data quality and methodology
improvements which led to slightly restated data for 2018

and 2019.

ActualpermillionEURrevenue TargetpermillionEURrevenue
ActualperFTE TargetperFTE

50
Annual Report 2021
‘Facing the Future’ – For more information on this artwork, head to pages 181-185
COMPANY REPORT
Operating and financial review
in millions, except share and per share information
Strengthening of margin through

delivery of the strategy
Note: all growth rates are year on year on an organic basis, unless otherwise stated
Overview EBITA margin excluding one-offs was 4.6%, up 100 bps, or 90 bps
organically, with the gross margin expansion partly offset by the
The Adecco Group delivered a strong performance in 2021, despite investments in sales capacity to capture the growing demand as
the continuing public health crisis linked to Covid-19. Revenues, gross economies recover and in digital transformation.
margin and EBITA margin all improved when compared to prior year,
driven by the delivery of the strategy and the economic recovery. Free cash flow was EUR 590, illustrating the partly counter-cyclical
Meanwhile, investments in the digitalisation and transformation nature of cash generation. DSO was 51 days, 1 day below 2020. During
of the Group continued. the year the Group distributed EUR 365 in dividends. Net debt ended
the year at EUR 48, representing a ratio of 0.0x net debt to EBITDA
Revenues increased by 7% on a reported basis, and were up 9% excluding one-offs.
organically, driven by a broad-based recovery across client industries.
The revenue trend by quarter was impacted by the comparison base in Revenues increased by 2% in Q4 2021 organically and 1% TDA. During
the previous year: growth was 2% in the first quarter, 29% in the second 2021, the Group focused on protecting profitability, through agile cost
quarter (as it was the quarter most affected by the Covid-19 economic management and commercial discipline. As the pandemic eased in the
crisis in 2020) and then softened to 9% growth in the third quarter and second half of 2021, the Group accelerated investment in a focused
1% growth in the last quarter, all on a trading days adjusted (TDA) basis. and disciplined way to improve growth momentum.
Adecco’s revenues were up 9%, LHH (Talent Solutions)'s revenues rose For 2022, macro-economic indicators point to robust economic
8%, while Modis’ revenues grew by 8%. Group revenues for full-year growth, despite geopolitical uncertainty and lingering pandemic-related
2021 were 7% below full-year 2019. challenges. In Q1 2022, the Group expects solid revenue growth on a
Gross margin was up 100 basis points (bps) in reported terms, and year-on-year basis, with modest sequential improvement. The Group’s
up 110 bps organically, driven by portfolio, better mix and pricing. margin will reflect continued investment, particularly in Adecco, that is
anticipated to accelerate sustainable, profitable growth.
Variance
in EUR millions unless stated FY 2021 FY 2020 Reported Organic
Summary of income statement information
Revenues 20,949 19,561 7% 9%

Gross profit 4,281 3,789 13% 15%
EBITA excluding one-offs 953 709 34% 38%
EBITA 881 570 54% 59%
Net income/(loss) attributable to Adecco Group shareholders 586 (98) n.m.

Diluted EPS (EUR) 3.60 (0.61) n.m.
Dividend per share1 (CHF) 2.50 2.50 0%
Gross margin 20.4% 19.4% 100 bps 110 bps

EBITA margin excluding one-offs 4.6% 3.6% 100 bps 90 bps
EBITA margin 4.2% 2.9% 130 bps 130 bps
Summary of cash flow and net debt information
Free cash flow before interest and tax paid (FCFBIT) 795 873
Free cash flow (FCF) 590 563
Net debt 48 376
Days sales outstanding 51 52

Cash conversion 83% 123%
Net debt to EBITDA excluding one-offs 0.0x 0.4x
1 Dividend per share for 2021 as proposed by the Board of Directors.
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Operating and financial review (continued)
Income Statement SG&Abreakdown FY

Revenues
Full year 2021 revenues of EUR 20,949 were up 9% year on year. G A –Remunerationexpenses–
E
Currency fluctuations had a negative impact of approximately 1%, D
C B –PremisesExpenses–
while acquisitions and divestments had a negative impact of 1%.
B A C–Office&Administrative
Performance by service line varied significantly, reflecting the nature and
Expenses–
development of the crisis. Flexible Placement revenues were up 8% to
EUR 17,263, comprising a 8% increase in the average bill rate, while the D–Depreciation–
temp hours sold growth was flat YoY. Permanent Placement revenues E –Marketing–
were up 47% versus the prior year, at EUR 583. Counter-cyclical Career
Transition revenues decreased by 20%, to EUR 314. Revenues in F –BadDebtExpense–
Outsourcing, Consulting & Other Services grew by 14% to EUR 2,471 G–Other–
while in Training, Upskilling and Reskilling grew by by 34% to EUR 318.
EBITA
Adecco’s revenues were up 9%, LHH (Talent Solutions)'s revenues
EBITA excluding one-offs was EUR 953 in 2021, up 38% compared
rose 8%, while Modis’ revenues grew by 8%.
to 2020. The EBITA margin excluding one-offs was 4.6% in 2021,
Gross profit compared to 3.6% in 2020, driven by revenue growth, higher gross
margin and disciplined SG&A management, while continuing investments
Gross profit amounted to EUR 4,281, up 15%. The gross margin was
in the Group’s strategic initiatives.
20.4%, up 100 bps compared to 2020 in reported terms. Currency
had a 10 bps negative impact, while acquisitions had a neutral impact. The EBITA conversion ratio excluding one-offs (EBITA excluding one-offs
On an organic basis, the gross margin was therefore up 110 bps. divided by gross profit) was 22.3% in 2021 compared to 18.7% in 2020.
The 110 bps increase in organic gross margin in 2021 comprised: an One-offs amounted to EUR 72 in 2021 and EUR 139 in 2020. EBITA
increase in Flexible Placement gross margin of 80 bps; a positive impact was EUR 881 in 2021 compared to EUR 570 in 2020. The EBITA
of 70 bps from Permanent Placement and a negative impact of 50 bps margin was 4.2% in 2021 and 2.9% in 2020.
from Career Transition. Outsourcing, and Other Services had a positive
impact of 10 bps.
Amortisation of intangible assets and impairment
of goodwill
Gross margin drivers YoY Amortisation of intangible assets was EUR 70 compared to EUR 81 in
in basis points 2021 2020 2020. In 2021, an impairment charge for EUR 31 was recognised, due
Flexible Placement 80 20 to brand discontinuation in LHH (Talent Solutions). In 2020, a goodwill
Permanent Placement 70 (40) impairment for EUR 362 was recognised, relating to the Adecco DACH
Career transition (50) 50 reporting segment and an intangible asset impairment of EUR 9 was
recognised in conjunction with the acquisition of Hired.
Other 10 –
Organic 110 30 Operating income
Acquisitions & divestments – (10) Operating income was EUR 780 in 2021 compared to EUR 118 in 2020,
Currency (10) – driven by the higher EBITA.
Reported 100 20 Interest expense and other income/(expenses), net
Selling, general, and administrative expenses Interest expense was EUR 32 in 2021, compared to EUR 30 in 2020.
Other income/(expenses), net, includes interest income, foreign exchange
Selling, general, and administrative expenses (SG&A) excluding one-offs
gains and losses, proportionate net income of investee companies,
were EUR 3,350 in 2021 (excluding EUR 23 proportionate net income
and other non-operating income/(expenses), net. In 2021, other
of equity method investment in FESCO Adecco), up 10% compared to
income/(expenses), net, amounted to an income of EUR 5.
2020, as the Group continued to invest in its digital transformation and
In 2020, other income/(expenses), net, amounted to an
in sales capacity to capture the growing demand for talent as economies
expense of EUR (20).
recovered. SG&A excluding one-offs as a percentage of revenues was
16.0% in 2021, compared to 15.8% in 2020. In 2021, FTE employees Provision for income taxes
increased by 8% year on year. Compared to 2020, the branch network
Provision for income taxes was EUR 165 in 2021, the same as in 2020.
decreased by 6%.
The effective tax rate is impacted by recurring items, such as tax rates in
In 2021, one-offs amounted to EUR 72, of which the main drivers were the different jurisdictions where the Company operates, and the income
restructuring costs of EUR 53, M&A-related costs of EUR 17, and other mix within jurisdictions. It is also affected by discrete items which may
one-offs of EUR 2. occur in any given year but are not consistent from year to year. In 2021,
In 2020, one-offs amounted to EUR 139, of which the main drivers were the effective tax rate was 22%. Discrete events decreased the effective
restructuring costs of EUR 129, M&A-related costs of EUR 9, and other tax rate by around 6%. In 2020, the effective tax rate excluding
one-offs of EUR 1. goodwill impairment was 38%. Discrete events increased the effective
tax rate by around 1%.
Remuneration expenses were EUR 2,489 in 2021, representing 73%
of total SG&A, compared to EUR 2,233 in 2020, representing 69%
of total SG&A. Marketing expenses were EUR 104 in 2021, compared
to EUR 88 in 2020. Bad debt expense was EUR 2 in 2021 compared
to EUR 31 in 2020.
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Net income attributable to Adecco Group shareholders ROIC was 20.3% for 2021, up 580 basis points year on year. The
and basic EPS increase primarily reflected higher rolling four quarters EBITA excluding
one-offs, supported by strong management of average invested capital.
Net income/(loss) attributable to Adecco Group shareholders in 2021
was EUR 586, compared to EUR (98) in 2020, with the increase driven The following table presents the calculation of invested capital and ROIC:
by the higher EBITA and the impact of the goodwill impairment in 2020. In EUR millions 2021 2020
Basic earnings per share (EPS) was EUR 3.62 in 2021 compared to EUR Invested Capital as at 31 December
(0.61) in 2020.
Goodwill 2,483 2,339
Intangible assets, gross 481 488
Cash flow statement and net debt Property, equipment, and leasehold
330 305
Analysis of cash flow statements improvements, net
The following table illustrates cash flows from or used in operating, Operating lease right-of-use assets 339 395
investing, and financing activities: Other assets (non-current) 793 753
in EUR millions 2021 2020 Net working capital1 447 279
Summary of cash flow information Invested Capital 4,872 4,560
Cash flows from operating activities 722 720
In EUR millions 2021 2020
Cash used in investing activities (206) (162)
Cash from/(used) in financing activities 980 (290) ROIC for the fiscal years ended
31 December
Cash flows from operating activities were EUR 722 in 2021, compared to Average invested capital1 4,704 4,874
EUR 720 in 2020. DSO was 51 days for the full year 2021 and was 52 EBITA excluding one-offs2 953 709
days in 2020. ROIC 20.3% 14.5%
Cash used in investing activities totalled EUR (206), compared to EUR 1 Trade accounts receivable and Other current assets, less Accounts payable and
(162) in 2020. In 2021, cash settlements on derivative instruments was accrued expenses
an outflow of EUR 23 compared to an inflow of EUR 24 in 2020. Capital 2 Rolling four quarters
expenditures amounted to EUR 132 in 2021 and EUR 157 in 2020. In
2021 the acquisitions of QAPA and BPI Group amounted to outflows of Net debt
EUR 54 and EUR 45, respectively and the proceeds from divestiture of Net debt decreased by EUR 328 to EUR 48 as at 31 December 2021.
the Legal Solutions business amounted to an inflow of EUR 122. In 2021, The ratio of net debt to EBITDA excluding one-offs was 0.0x, compared
other acquisitions, divestments, and other investing activities totalled a to 0.4x at 31 December 2020. The 31 December 2021 lower net debt
net outflow of EUR 74. In 2020, acquisitions, divestments, and other level is mainly a result of the funding secured in September 2021 for the
investing activities totalled a net outflow of EUR 29. acquisition of AKKA Technologies in 2022. The following table presents
Cash flows from financing activities totalled EUR 980, compared to the calculation of net debt based upon financial measures in accordance
cash used in financing activities of EUR 290 in 2020. In 2021, the with US GAAP:
Company issued long-term debt of EUR 1,484 (primarily related to in EUR millions 2021 2020
the acquisition of AKKA Technologies), net of issuance costs, repaid Net debt
long-term debt of EUR 261 and issued shares for EUR 229 (also Short-term debt and current maturities
related to the acquisition of AKKA Technologies), net of issuance of long-term debt 348 294
costs. In 2020, the Company issued long-term debt of EUR 259,
Long-term debt, less current maturities 2,751 1,567
net of issuance costs, and repaid long-term debt of EUR 117. The
Company paid dividends of EUR 365 in 2021 and EUR 381 in 2020, Total debt 3,099 1,861
and purchased treasury shares for EUR 81 in 2021 (under the 2021 Less:
share buyback programme). Cash and cash equivalents 3,051 1,485
Short-term investments – –
Return on Invested Capital
Net debt 48 376
Return on Invested Capital (ROIC) measures the Group’s ability
to efficiently use its invested capital. ROIC is defined as rolling four
During 2021, the Group placed two tranches each of EUR 500 fixed
quarter EBITA excluding one-offs divided by average invested capital.
rate notes, maturing in 2028 and 2031. At the same time it placed a
Invested capital comprises Goodwill, Intangible assets (gross), Property, subordinated fixed-to-reset rate hybrid bond of EUR 500 maturing
equipment, and leasehold improvements, Operating lease right-of-use in 2082. The placements were primarily related to the financing of
assets, Net working capital excluding cash (Trade accounts receivable the acquisition of AKKA Technologies.
and Other current assets, less Accounts payable and accrued expenses),
Planned cash outflows in 2022 include distribution of dividends for
and Other non-current assets.
2021 in the amount of CHF 2.50 per share. The maximum amount
Invested capital was EUR 4,872 as at 31 December 2021, compared to of dividends payable based on the total number of outstanding shares
EUR 4,560 as at 31 December 2020. The year-on-year increase was (excluding treasury shares), as at 31 December 2021 of 165,081,432 is
primarily attributable to higher net working capital requirements to CHF 413. Payment of dividends is subject to approval by shareholders
support revenue growth. Net working capital as a percentage of at the Annual General Meeting.
revenues was 2.1%, compared to 1.4% in the prior year.
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omnichannel operating model with central hubs (Talent Factories),

Segment performance
and digital channels, as well as refocusing its sales force on higher growth
All growth rates are year on year on an organic basis, unless sectors. In Latin America, revenues were 18% higher. Legislative changes
otherwise stated. in Mexico that prohibited temporary staffing had a significant negative
Adecco impact on the result. Permanent placement revenues were up by 94%.
In Adecco, total revenues increased by 9% with growth driven by France EBITA excluding one-offs amounted to EUR 69 in 2021, down 23%
and Southern Europe & EEMENA. EBITA excluding one-offs amounted year on year. Reported EBITA of EUR 66 included one-offs of EUR 3.
to EUR 834 in 2021, up 43% year on year. Reported EBITA of EUR 820 In 2021 the EBITA margin excluding one-offs was 2.8%, a decrease of
included one-offs of EUR 14. In 2021 the EBITA margin excluding one-offs 70 basis points year on year. Gross margin expansion was fully offset
was 4.9%, an increase of 110 basis points year on year reflecting positive by incremental investment in digital and sales capacity as part of the
operating leverage from higher volumes, better mix, productivity gains and turnaround plan that will drive improved performance in 2022.
cost discipline. Further details by region can be found below.
Adecco APAC
Adecco France Growth was strong in Australia & New Zealand, where revenues
In 2021, revenues increased by 15%, to EUR 4,665, reflecting the market increased by 16%. In Japan and Asia growth was solid, with revenues
recovery, led by growing demand from logistics and manufacturing up by 7% in both regions. In India, revenues declined by 9%, linked to
clients while automotive was challenged. the exit of certain lower-margin activities.
EBITA excluding one-offs amounted to EUR 277 in 2021, up 50% EBITA excluding one-offs amounted to EUR 110 in 2021, up 15%
year on year. Reported EBITA of EUR 270 included one-offs of EUR 7. year on year. Reported EBITA of EUR 108 included one-offs of EUR 2.
In 2021 the EBITA margin excluding one-offs was 5.9%, an increase of In 2021 the EBITA margin excluding one-offs was 5.7%, an increase of
130 basis points year on year driven by positive operating leverage and 30 basis points year on year supported by improved mix and cost
partially mitigated by investments in growth and increased employee efficiencies.
profit sharing linked to regulatory changes.
Adecco Northern Europe Revenues benefited from strong growth in Global Professional
Revenues performance varied across the region. Revenues in Benelux Recruitment, up 17%, and US Professional Recruitment, up 19%,
and the Nordics rose by 2% and 11%, respectively. Revenues from the with both segments leveraging strong market demand for permanent
UK & Ireland were 6% lower, impacted by tough comparison period placement. Pontoon’s revenues grew by 5%, led by MSP and RXO.
from exceptional contract wins in the prior year. Permanent placement Career Transition and Learning & Talent Development revenues were
revenues were strongly up, by 61%. 10% lower, as the strength of the US economic recovery curtailed
demand for career transition services. Revenues in General Assembly
EBITA excluding one-offs amounted to EUR 86 in 2021, up 65% were 7% lower, with softer demand from B2C courses outweighing
year on year. Reported EBITA of EUR 80 included one-offs of EUR 6. higher demand in B2B and B2G.
In 2021 the EBITA margin excluding one-offs was 3.4%, an increase of
130 basis points year on year driven by better mix, productivity gains EBITA excluding one-offs amounted to EUR 150 in 2021, down 1% year on
and cost discipline. year. Reported EBITA of EUR 118 included one-offs of EUR 32. In 2021 the
EBITA margin excluding one-offs was 8.3%, a decrease of 90 basis points
Adecco DACH year on year mainly reflecting a shift in business mix away from career
Revenues in Germany increased by 10%, Switzerland and Austria grew transition and including investments in digital.
by 4%. While demand was strong in manufacturing and healthcare, Modis
automotive was muted.
Revenue growth was broad based, led by the Americas, where revenues
EBITA excluding one-offs amounted to EUR 57 in 2021. Reported were 14% higher. In APAC, revenues grew by 5%, while in the EMEA
EBITA of EUR 61 included one-offs of EUR -4. In 2021 the EBITA margin region, revenues grew by 6%. Technology Consulting activities grew
excluding one-offs was 4.0%, an increase of 440 basis points year on year by 9%, Tech Talent Services by 6% and the Tech Academy by 127%.
driven by improved mix and pricing, as well as the benefit of restructuring
actions in Germany during 2020. EBITA excluding one-offs amounted to EUR 142 in 2021, up 20% year
on year. Reported EBITA of EUR 132 included one-offs of EUR 10. In 2021
Adecco Southern Europe & EEMENA the EBITA margin excluding one-offs was 6.5%, an increase of 80 basis
In Italy, revenues increased by 30%, while Iberia was up 11% and points year on year, benefiting from positive pricing and mix, improved
EEMENA 2%. Growth was driven by strong demand in manufacturing bench utilisation, and reflecting continued investment in sales and
and logistics. Permanent placement revenues were up by 56%. global resources.
EBITA amounted to EUR 235 in 2021, up 40% year on year when Outlook
compared to prior year EBITA excluding one-offs. In 2021 the EBITA Revenues increased by 2% in Q4 2021 organically and 1% trading
margin was 6.0%, an increase of 90 basis points when compared to days adjusted. During 2021, the Group focused on protecting
prior year EBITA excluding one-offs, supported by higher volumes, profitability, through agile cost management and commercial
better mix from successful diversification (e.g. outsourcing, training), discipline. As the pandemic eased in the second half of 2021,
pricing and cost discipline. the Group accelerated investment in a focused and disciplined
way to improve growth momentum.
Adecco Americas
For 2022, macro-economic indicators point to robust economic
In North America, revenues were 6% lower, with the recovery held
growth, despite geopolitical uncertainty and lingering pandemic-related
back by lower exposure to the more dynamic areas of the economy,
challenges. In Q1 2022, the Group expects solid revenue growth on a
such as logistics and transportation, subdued activity in the automotive
year-on-year basis, with modest sequential improvement. The Group’s
sector and lowered workforce availability. Measures to improve the
margin will reflect continued investment, particularly in Adecco, that is
US performance are underway, with the business implementing an
anticipated to accelerate sustainable, profitable growth.
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revenuesplitbysegment Flexible Placement organic variance YoY by segment
Organic variance
Hours sold Bill rate Revenues
H A –AdeccoFrance–
A
G B –AdeccoNorthernEurope– Adecco France 14% 1% 15%
F C–AdeccoDACH– Adecco Northern Europe -4% 2% -1%
B D–AdeccoSouthernEurope& Adecco DACH 5% 3% 7%
E EEMENA– Adecco Southern Europe & EEMENA 15% 5% 21%
C
E –AdeccoAmericas– Adecco Americas -9% 6% -3%
D
Adecco APAC -14% 20% 3%
F –AdeccoAPAC–
Adecco 0% 8% 8%
G–LHHTalentSolutions–
LHH (Talent Solutions) -4% 10% 6%
H–Modis– Modis -2% 7% 5%
Adecco Group 0% 8% 8%
Revenues by segment
Revenues in EUR millions Variance % of total revenues
Constant Organic
2021 2020 EUR currency Organic TDA1 2021 2020
Adecco France 4,665 4,042 15% 15% 15% 15% 22% 21%
Adecco Northern Europe 2,507 2,494 0% -1% 0% 0% 12% 13%
Adecco DACH 1,426 1,324 8% 8% 8% 8% 7% 7%
Adecco Southern Europe & EEMENA 3,925 3,347 17% 18% 19% 18% 19% 17%
Adecco Americas 2,492 2,574 -3% 1% 1% 1% 12% 13%
Adecco APAC 1,931 1,888 2% 7% 7% 6% 9% 9%
Adecco 16,946 15,669 8% 9% 9% 9% 81% 80%
LHH (Talent Solutions) 1,798 1,713 5% 7% 8% 8% 9% 9%
Modis 2,205 2,179 1% 4% 8% 9% 10% 11%
Adecco Group 20,949 19,561 7% 8% 9% 9% 100% 100%
1 TDA = trading days adjusted.
Organic revenue variance YoY, trading days adjusted

2021
Q1 Q2 Q3 Q4 FY
Adecco France 0% 61% 10% 5% 15%

Adecco Northern Europe 0% 20% -1% -15% 0%
Adecco DACH 0% 33% 10% -4% 8%
Adecco Southern Europe & EEMENA 13% 39% 21% 6% 18%
Adecco Americas 0% 19% -3% -7% 1%
Adecco APAC -2% 5% 9% 11% 6%
Adecco 2% 33% 8% 0% 9%
LHH (Talent Solutions) 0% 21% 9% 4% 8%
Modis -3% 12% 14% 14% 9%
Adecco Group 2% 29% 9% 1% 9%
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Revenues by service line

Revenues in EUR millions Variance % of total revenues
Constant
2021 20201 EUR currency Organic 2021 2020
Flexible Placement 17,263 16,281 6% 7% 8% 82% 83%

Permanent Placement 583 406 44% 47% 47% 3% 2%
Career Transition 314 386 -19% -17% -20% 1% 2%
Outsourcing, Consulting & Other 2,471 2,247 10% 13% 14% 12% 12%
Services
Training, Upskilling & Reskilling 318 241 32% 34% 34% 2% 1%
Adecco Group 20,949 19,561 7% 8% 9% 100% 100%
1 2020 Flexible Placement and Outsourcing, Consulting & Other have been restated to conform with current period presentation.
EBITA, one-offs, and EBITA excluding one-offs by segment

EBITA excluding one-offs One-offs EBITA
in EUR millions 2021 2020 2021 2020 2021 2020
Adecco France 277 185 (7) (5) 270 180

Adecco Northern Europe 86 51 (6) (14) 80 37
Adecco DACH1 57 (6) 4 (39) 61 (45)
Adecco Sourthern Europe & EEMENA 235 170 – (7) 235 163
Adecco Americas 69 91 (3) (15) 66 76
Adecco APAC 110 101 (2) (4) 108 97
Adecco 834 592 (14) (84) 820 508
LHH (Talent Solutions) 150 159 (32) (36) 118 123
Modis 142 123 (10) (19) 132 104
Corporate (173) (165) (16) – (189) (165)
Adecco Group 953 709 (72) (139) 881 570
1 FY’21 one-offs in Adecco DACH were reduced by EUR 4M due to the release of restructuring accruals in Germany in Q3’21, driven by lower-than-expected severance costs
relating to prior year restructuring.
EBITA and EBITA margin excluding one-offs by segment

EBITA excluding one-offs in EUR millions EBITA margin excluding one-offs
Variance Variance
Constant
2021 2020 EUR currency 2021 2020 bps
Adecco France 277 185 50% 50% 5.9% 4.6% 130

Adecco Northern Europe 86 51 67% 65% 3.4% 2.1% 130
Adecco DACH 57 (6) n.m. n.m. 4.0% -0.4% 440
Adecco Southern Europe & EEMENA 235 170 39% 40% 6.0% 5.1% 90
Adecco Americas 69 91 -24% -23% 2.8% 3.5% (70)
Adecco APAC 110 101 9% 15% 5.7% 5.4% 30
Adecco 834 592 41% 42% 4.9% 3.8% 110
LHH (Talent Solutions) 150 159 -5% -2% 8.3% 9.2% (90)
Modis 142 123 15% 20% 6.5% 5.7% 80
Corporate (173) (165) 5% 6%
Adecco Group 953 709 34% 37% 4.6% 3.6% 100
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EBITA and EBITA margin by segment
EBITA in EUR millions EBITA margin
Variance Variance
Constant
2021 2020 EUR currency 2021 2020 bps
Adecco France 270 180 50% 50% 5.8% 4.5% 130

Adecco Northern Europe 80 37 114% 113% 3.2% 1.5% 170
Adecco DACH 61 (45) n.m. n.m. 4.3% -3.5% 780
Adecco Southern Europe & EEMENA 235 163 44% 45% 6.0% 4.9% 110
Adecco Americas 66 76 -14% -14% 2.7% 3.0% (30)
Adecco APAC 108 97 12% 19% 5.6% 5.1% 50
Adecco 820 508 61% 63% 4.8% 3.2% 160
LHH (Talent Solutions) 118 123 -4% -1% 6.6% 7.2% (60)
Modis 132 104 26% 32% 6.0% 4.8% 120
Corporate (189) (165) 14% 16%
Adecco Group 881 570 54% 58% 4.2% 2.9% 130
FTE employees and branches by segment

FTE employees Branches
Variance Variance
2021 20201 Reported Organic 2021 20202 Reported Organic
Adecco France 4,730 4,026 17% 17% 970 982 -1% -1%
Adecco Northern Europe 2,989 3,044 -2% -1% 458 505 -9% -8%
Adecco DACH 1,705 1,795 -5% -5% 338 370 -8% -8%
Adecco Southern Europe & EEMENA 4,789 4,409 9% 10% 940 972 -3% -3%
Adecco Americas 4,293 3,839 12% 12% 731 741 -1% -1%
Adecco APAC 3,188 3,158 1% 1% 179 186 -3% -3%
Adecco 21,694 20,271 7% 7% 3,616 3,756 -4% -3%
LHH (Talent Solutions) 7,042 6,619 6% 6% 548 621 -12% -12%
Modis 2,767 2,677 3% 5% 225 284 -21% -21%
Corporate 1,122 850 32% 32%
Adecco Group 32,625 30,417 7% 8% 4,389 4,661 -6% -6%
1 2020 FTE employees in Adecco Southern Europe & EEMENA have been restated to conform with current period presentation.
2 2020 Branches in UK&I have been restated to conform with current period presentation.
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Controls and compliance Forward-looking statements

The Company is committed to maintaining the highest standards of Information in this Annual Report may involve guidance, expectations,
ethical business conduct. The Company’s Chief Human Resources beliefs, plans, intentions or strategies regarding the future. These
Officer and the Head of Group Compliance Reporting oversee forward-looking statements involve risks and uncertainties. All
worldwide business ethics and compliance practices and report forward-looking statements included in this Annual Report are based
regularly on these topics, depending on their nature, to the Audit on information available to the Company as at 9 March 2022, and
Committee or to the Governance and Nomination Committee. the Company assumes no duty to update any such forward-looking
In addition, the Company’s Head of Group Internal Audit reports statements. The forward-looking statements in this Annual Report are
directly to the Audit Committee. not guarantees of future performance, and actual results could differ
materially from the Company’s current expectations. Numerous factors
The Board of Directors and management of the Company are
could cause or contribute to such differences. Factors that could affect
responsible for establishing and maintaining adequate Internal Control
the Company’s forward-looking statements include, among other things:
Over Financial Reporting. Management has assessed the effectiveness
of the Company’s Internal Control Over Financial Reporting as at • global GDP trends and the demand for temporary work;
31 December 2021. In making this assessment, management used • changes in regulation affecting temporary work;
the principles established in the updated Internal Control – Integrated • intense competition in the markets in which the Company operates;
Framework (May 2013) issued by the Committee of Sponsoring
Organizations of the Treadway Commission (COSO). Based on this
• integration of acquired companies;
assessment, management has concluded that, as at 31 December 2021, • changes in the Company’s ability to attract and retain qualified
the Company’s Internal Control Over Financial Reporting is effective. internal and external personnel or clients;
The Company’s internal control system is designed to provide
• the potential impact of disruptions related to IT; and
reasonable assurance to the Company’s management and the • any adverse developments in existing commercial relationships,
Board of Directors regarding the reliability of financial reporting disputes or legal and tax proceedings.
and the preparation and fair presentation of its published consolidated
financial statements. All internal control systems, no matter how well
designed, have inherent limitations. Therefore, even those systems
determined to be effective may not prevent or detect misstatements
and can provide only reasonable assurance with respect to financial
statements preparation and presentation. Furthermore, projections
of any evaluation of effectiveness to future periods are subject to
the risk that controls may become inadequate because of changes
in conditions, or that the degree of compliance with the policies or
procedures may deteriorate.
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Cash generation and capital allocation
Cash generation
and capital allocation
The Adecco Group consistently delivers strong cash generation.
In 2021, cash flow from operating activities was EUR 722 million, at least in line with the prior year period, even if EPS temporarily
broadly unchanged year on year and reflecting reduced days sales declines and the payout ratio is exceeded.
outstanding, mitigated by increased use of cash to fund growth. The Adecco Group paid EUR 365 million in dividends during 2021. For
Free cash flow was EUR 590 million, up 5% year on year. Cash 2021, a dividend of CHF 2.50 will be proposed to shareholders at the
conversion was 83%, approaching the Group’s 90% target level.
Annual General Meeting on 13 April 2022. The proposal is in line with
FreeCashFlowBeforeInterestandTaxpaid
the Group’s progressive dividend policy, representing a payout ratio of
andConversionRatio 56% of 2021 Adjusted EPS.
A number of acquisitions and divestments were completed in 2021

to reinforce the Group’s core business activities and accelerate delivery

of its Future@Work strategy:

• In July, the Group announced the intention to acquire AKKA
Technologies, and merge the business with Modis;

• In August, the Group announced the acquisition of BPI Group, an
HR advisory company in France, and the planned divestment of its

US-based Legal Solutions business;

• In September, the Group announced the acquisition of QAPA, the
number two provider of fully digital workforce solutions in France.

In February 2020, the Board of Directors approved a share buyback
FreeCashFlowBeforeInterestandTaxpaidEURm
programme of up to EUR 600 million, which was started on 7 April
Cashconversionrightscale 2021. On 28 July 2021, in relation to the acquisition of AKKA, the
programme was put on hold; 1,424,388 shares for CHF 88 million
The Group assesses returns using a Return on Invested Capital were acquired under this programme and are intended for subsequent
(ROIC) calculation. ROIC was 20.3% for 2021, up 580 basis points cancellation, following shareholder approval at the Annual General
year on year with the increase primarily reflecting higher full-year Meeting on 13 April 2022.
EBITA excluding one-offs, supported by strong management of
SharebuybackprogrammesEURm
average invested capital.
The Adecco Group’s capital allocation priorities are:

1 Fund organic growth at attractive returns
2 Progressive dividend policy
3 Selective M&A, creating value
4 Return excess cash to shareholders
The Group’s progressive dividend policy has two elements. As earnings

grow over time, our dividend per share (DPS) will also grow, within the
bounds of a payout ratio of 40-50% of adjusted earnings per share

(EPS). Second, we are committed to holding our Swiss Franc DPS
Dividendanddividendpayout

Note:

• 2012 programme was completed in September 2013;

• 2013 programme was completed in November 2014;
• 2014 programme was completed in January 2016;

• 2017 programme was completed in March 2018;

• 2018 programme was completed in March 2019;

• 2020 programme has a total value of EUR 600 million

and was partly executed over April – July 2021.

DividendspershareCHF
Dividendpayoutratiorightscale
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COMPANY REPORT
Shares
Shares
By implementing Future@Work, the Adecco Group aims to achieve
its financial ambitions and create value for its shareholders.
Adecco Group share capital Shareholder base

The Adecco Group’s market capitalisation, based on issued shares, The Adecco Group had approximately 17,000 shareholders as of
was CHF 7.8 billion at the end of 2021 (previous year, CHF 9.7 billion). 31 December 2021. The largest 20 shareholders held approximately
60% of the issued and outstanding share capital as of year end 2021.
The number of shares issued at year end 2021 was 168,224,177,
including treasury shares. Par value per registered share is The largest shareholders, with an over 3 percent holding in the Group to
CHF 0.10, and each registered share represents one vote. the best of Adecco Group’s knowledge, as at 31 December 2021 were:
The Group repurchased 1,424,388 shares under the share buyback Group BlackRock Inc., Silchester International Investors LLP, Akila
Finance S.A., The Capital Group Companies Inc., and UBS Fund
programme announced February 2021. The Group intends to ask
Management (Switzerland) AG.
shareholders to approve the cancellation of 1,424,388 shares at
the Annual General Meeting 2022. In September 2021, the Group To our knowledge, we are not directly or indirectly owned or controlled
conducted an Accelerated Book Build, issuing new shares from its by any government or by any other corporation or person.
authorised share capital to investors, which increased its share count
by 5,100,000.
Shareholder concentration
as of year end 2021 in % of shares issued
Adecco Group shares are listed on the SIX Swiss Exchange.
Top 5 investors 27%
Share developments Rest of top 10 investors 15%
The Adecco Group share price fell by 21% to CHF 46.60 during 2021, Rest of top 20 investors 17%
while the SMI MID market index rose by 20%.
Rest of top 50 investors 19%
The average daily trading volume amounted to 629,902 shares. The Others 22%
total trading volume in the Adecco Group in 2021 was 159,995,125
shares, with a yearly share turnover of 97%. Shareholder structure
as of year end, in % of shares issued 2021 2020
Share developments in 2021 (CHF)
Institutional
Year end 46.60
Year high 66.42 • Europe 61% 62%
Year low 42.80 • North America 23% 21%
Average daily trading volume 629,902 shares • Rest of World 3% 3%
Retail 5% 5%
SharepriceperformanceCHFincomparison
Insider and Treasury 2% 1%
toSMIMIDindexrebased
Unassigned 6% 8%

Analysts’ recommendations
The Adecco Group’s development is closely monitored by investment
specialists, with their findings and recommendations offering insights
to investors. Nineteen analysts regularly publish reports on the Group.
They comprise: ABN Amro – ODDO BHF, Alpha Value/Baader, Bank
of America, Barclays, Citigroup, Credit Suisse, Deutsche Bank, Exane

BNP Paribas, Goldman Sachs, HSBC, JP Morgan, Jefferies, Kepler
Cheuvreux, Morgan Stanley, Morningstar, RBC Capital Markets, Stifel,
UBS and Zürcher Kantonalbank.
// // // // //
Of these analysts, at the start of 2021, 56% had buy recommendations,
AdeccoGroupsharepriceinCHF 31% had a neutral view, and 13% recommended selling shares. At the end
SMIMidrebasedtoAdeccoGroupshareprice of 2021, 53% had buy recommendations, 40% had a neutral view, and
7% recommended selling the shares.
Credit ratings and financing

The Adecco Group enjoys strong credit ratings. Standard & Poor’s rates
the Group at BBB+ with stable outlook while Moody’s rating is Baa1, also
with stable outlook. The Adecco Group aims to maintain an investment-
grade credit rating, and targets a net debt/EBITDA ratio of 1.0x accordingly.
The Group pays close attention to balancing maturities and to achieving
appropriate diversification of currencies, markets and types of financing
instruments to optimise its financing cost structure.
62 Annual2021 Annual
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‘The Nomad Age’ – For more information on this artwork, head to pages 181-185
COMPANY REPORT
Risk management and principal risks
Identify, mitigate
and manage risk
Our risk management process is used to identify and mitigate our exposures and,
where possible, to turn risks into business opportunities. By effectively managing our
risks, we are able to maintain our resilience through challenging periods such as that
presented by Covid-19, and ensure we continue to create value for our stakeholders.
Enterprise risk management – an iterative and
integrated management practice
Embedded in the strategic planning process, the enterprise
fic Risk
risk management process at the Adecco Group is a management
on
ati
practice. It provides assurance to all key stakeholders that
we will achieve our performance, profitability, and targets and
nti
objectives related to environmental, social and governance (ESG)
ide
considerations. While the focus is on analysing, managing and
mitigating risks, we pay equal attention to identifying opportunities
Mon
itor
for business development. ing
The process is conducted on a regular basis, steered by Group
management and overseen and approved by the Board of Directors.
Country and business line management teams are involved as well as
Group management and corporate functions, to ensure consistency Risk
and comprehensive coverage by leveraging the expertise of the ana
lysis
people in the organisation close to the risks. This is consolidated
through an unbiased and honest view of those risks that can have
a significant impact on their operations and their ability to meet
tion
objectives. Where needed, action plans are developed, and

ga
progress is reviewed during regular operational business meetings.

Risk
miti
The enterprise risk management assessment, including the action

plan, is reported back to the Board of Directors.
Key business risks

The following describes our major business risks and how we manage them. These are regularly reviewed and updated as deemed necessary
to account for changes in the risk environment, reflecting new and/or emerging influencing factors such as for example the Covid-19
pandemic, geopolitical developments, or major acquisitions.
Key business risks Description Mitigation
Geopolitical, Demand for many of our HR solutions is highly The Adecco Group has leading positions in most major geographical markets and
social and correlated with changes in economic activity. HR service lines. The diversity of our exposures provides some natural hedge to
Meanwhile, career transition is counter-cyclical in the risk of changing economic conditions. Nonetheless, we place a high priority on
economic nature. At the same time, we operate in a labour market closely monitoring economic developments, how these influence our clients’
uncertainty going through significant change, accelerated by the demands, and their impact on our financial results. Our crisis management
impact of the Covid-19 pandemic: the workforce skills approach, supported by an active dialogue between corporate and regional
an organisation requires today may be obsolete in few management, allows us to stay abreast of any business developments and swiftly
years’ time. The economic, social and political adjust our capacity levels as required. The response to the Covid-19 pandemic
environment is increasingly volatile and staffing confirmed the Group’s readiness for a recession and its ability to both ensure a
companies must adjust their capacity to fluctuations in continued stable dividend distribution and create value for its stakeholders. This is
demand, which can occur rapidly and over which they assessed on an ongoing basis.
may have limited visibility.
Client The Adecco Group’s results and prospects depend on We emphasise the importance of acting as a partner to clients to help them satisfy
attraction and attracting and retaining clients. Client satisfaction, as a their workforce solutions needs. On a regular basis we measure client NPS. The
result of services we have rendered, is a key driver of results are used to train and support sales teams, to draft and execute sales action
retention client retention and therefore needs to be monitored plans, and to further enhance the services we deliver. At the same time, we
closely. The changing world of work also provides an continuously strive to broaden the services we offer and industries we serve (e.g.,
opportunity for new sources of growth and the through acquisitions), improve our delivery channels and to optimise sales systems
attraction of new clients. and processes, leading to enhanced client attraction. The customer has been
placed as the cornerstone of our Future@Work strategy, as we seek to leverage
360° HR solutions whilst transforming into a more brand-driven organisation. We
recognise our clients’ increased expectations as regards responsible business
conduct across their supply chain and are intent on meeting their objectives
through our integrated sustainability framework.
Key business risks Description Mitigation
Associate We depend on our ability to attract and retain We aim to attract the best talent through various sources, ranging from the
attraction candidates and associates who possess the skills and traditional physical branch to online platforms and technologies using digital tools
experience to meet our clients’ needs. With talent responsibly. Our value proposition for candidates and associates goes beyond
and retention shortages in some highly qualified skillsets, providing providing employment opportunities or consecutive assignments. We also provide
suitably qualified associates can be challenging. training and career coaching, and help solve skills shortages with our up- and
re-skilling solutions which improve access to diverse candidates, including in some
of the most in-demand fields such as digital and IT skills. We regularly measure our
candidate NPS to help identify and respond to their needs.
Employee Our success depends on the talent and motivation of At the Adecco Group we have developed a comprehensive talent framework
attraction and our people. Hiring and retaining the right talent in the aimed at enabling us to remain the leading employer in our industry. We provide a
right job may significantly influence the business unique offering and rich experiences, helping our people thrive and develop across
retention prospects of the Adecco Group. Talent and skills are multiple brands and geographies. We measure our progress via regular internal
becoming an increasingly limited resource, as companies employee surveys, which gauge employees’ engagement and satisfaction with their
compete for the best people. The loss of key colleagues, workplace. In response to Covid-19, we created and rolled out an entire suite of
with valuable experience in the global HR services tools and resources to support our colleagues during these continuously
industry or with strong customer relationships, could challenging times. Find out more on pages 17-21.
cause significant disruption to our business.
Information IT plays a pivotal role in today’s business operations. Key We undertake ongoing assessments of our global security and IT infrastructure and
Technology business processes, such as client and candidate continue to holistically improve our approach to security. This includes
management, and search and match between roles and strengthening data security measures and helping ensure rapid detection and
candidates, are dependent on IT systems and efficient response. To protect business continuity, critical business applications are
infrastructure. Among other consequences, a significant stored in cloud applications and regional datacentres with failover capability.
system interruption could result in material disruptions Regular reviews of agreements with IT service providers and enhancements to
to our business. service-level and contract management are embedded in our IT processes, as is the
continuous improvement of user security awareness.
Changes in The HR solutions industry requires appropriate The Adecco Group monitors and evaluates, at regional and local level, any
regulatory/ regulation, with the ultimate goal of enhancing quality changes in the regulatory and legal environment, and promotes actions and
standards to the benefit of society, workers, private initiatives directed at improving working and employability conditions, while
legal and employment agencies and their clients. A changing ensuring competitiveness and growth of economies. We are a founding member of
political political environment might lead to inappropriate or the World Employment Confederation and hold leadership mandates in the
environment unbalanced regulation, potentially impacting our regional and national associations representing our sector. Our engagement
business model. extends to global institutions such as the International Labour Organization, the
OECD, the International Organisation of Employers and the G20-B20, as well as
BusinessEurope. Find out more on page 46.
Compliance The Adecco Group is exposed to various legal risks, Our global Integrity and Compliance Programme sets our ambition level and
with laws and including possible breaches of law in the areas of overarching framework for our employees to comply with all applicable legislation
employment and discrimination, competition and and internal policies. Training courses on material issues create awareness among
regulations bribery. The Group holds information on a large number employees of the risks of non-compliance. In particular, the Adecco Group requires
of candidates and associates, bringing additional risks in all employees to adhere to our Code of Conduct. Regular legal updates, as well
the rapidly developing area of data privacy laws. as periodic audits of branches and local operations, are among our preventive
measures. Any issue or concern can be reported confidentially through our publicly
available ethics reporting channels. Find out more on pages 42-43.
Disruptive New distribution channels and data-driven business At the Adecco Group, the potential of digital is embraced as part of Future@Work
technologies models are emerging as HR solutions go digital. This through a combination of internal ventures, partnerships and targeted M&A.
creates the risk that some of the Adecco Group’s Continuous investment in our IT platform allows us to increase our efficiency and
services could in the future be offered differently and / effectiveness and provides the infrastructure for a comprehensive and coordinated
or by new competitors. Over the longer term, these response to the emergence of new technologies. The Group is placing further
disruptive technologies could present a threat to the emphasis on the growing digital scope of our business and focusing aggressively on
market share and profitability of the Adecco Group. new opportunities for growth. At the same time, we will continue to look to build
more synergies between the Group’s online and offline businesses, and to further
develop opportunities with leading technology partners.
Data protection With increasing digitalisation, the ability to provide a The Adecco Group is continually investing in cyber security-related processes
and cyber data environment meeting the highest security and and systems. With investments in compliance resources, business processes and
regulatory standards, such as GDPR, is critical. Any technology, the Group is complying with relevant data privacy principles
security failure to do so, whether due to a lack of appropriate established by law. To mitigate the risks, a global privacy strategy has been defined
technology, controls or human error, could result in a which consists of embedding privacy in the Group’s day-to-day operations,
loss of trust among our candidates, associates, securing compliance with applicable laws, and working to turn data privacy and
employees and clients, as well as financial penalties. compliance into a competitive advantage in the long run.
There is an increased level of specialisation and
sophistication in the cyber-crime economy, especially in
human-operated ransomware attacks.
Environmental, The Group needs to identify, manage and respond to The Group has a long-standing commitment to doing business sustainably. An
social and ESG risks and opportunities impacting its business and integrated sustainability framework focused on the issues most material to our
stakeholders, and live up to its public commitments such business and stakeholders guides our actions and ensures strong alignment
governance as towards the UN Global Compact. Demonstrating this between key business and ESG risks and opportunities. Embedded governance
(ESG) factors ability strengthens the Group’s reputation, helps structures and a comprehensive measurement framework enable focused
safeguard our licence to operate, drive profitable implementation, as we move towards a culture that consistently considers ESG
growth and deliver value for all our stakeholders. dimensions across our business and extend our approach to acquisitions and joint
ventures within our sphere of influence. Find out more on pages 38-49.

64
Annual Report 2021
‘The Living Sphere’ – For more information on this artwork, head to pages 181-185
CORPORATE GOVERNANCE
Applicable Corporate Governance standards
Applicable Corporate
Governance standards
This Corporate Governance disclosure reflects the (https://aoi.adeccogroup.com), (iii) the content of the
requirements of the Directive on Information Relating to Remuneration Report, (iv) an annual binding say of the
Corporate Governance, issued by the SIX Swiss Exchange shareholders on the compensation of the members of
as amended on 18 June 2021 and entered into force 1 the Board and of the Executive Committee (EC), and (v)
October 2021. The principles and the more detailed rules provisions regarding employment terms. The Ordinance
of Adecco Group AG’s Corporate Governance are defined forbids certain compensation payments (such as severance
in Adecco Group AG’s Articles of Incorporation (AoI; payments) and obliges pension funds to exercise their
https://aoi.adeccogroup.com), its internal policies and voting rights and to disclose their voting behaviour. Non-
organisational rules, and in the Charters of the Committees compliance with the provisions of the Ordinance may
of the Board of Directors (Board) which are outlined in entail criminal sanctions.
sections 3.4.1 to 3.4.4 (see pages 74 to 75 of this Annual Statements throughout this Corporate Governance
Report). Adecco Group AG’s principles as a general rule disclosure using the term ‘the Company’ refer to the
take into account the recommendations set out in the Adecco Group, which comprises Adecco Group AG, a
Swiss Code of Best Practice for Corporate Governance Swiss corporation, its consolidated subsidiaries, as well
as amended in 2016 (published on 29 February 2016; as variable interest entities for which the Adecco Group
https://www.economiesuisse.ch/de/publikationen/ is considered the primary beneficiary.
swiss-code-best-practice-corporate-governance).
Corporate Governance information is presented as
Additionally, on 20 November 2013, the Swiss Federal of 31 December 2021, unless indicated otherwise, as
Council approved the Ordinance Against Excessive the statutory fiscal year of Adecco Group AG is the
Compensation at Listed Corporations (the Ordinance) calendar year.
which entered into force on 1 January 2014. The Ordinance
was issued to implement the key elements of the so-called The Corporate Governance information included in this
Minder-Initiative, a constitutional amendment approved by report is presented in Euro, except for information on
the Swiss electorate in March 2013. The Ordinance is shares, share capital and dividends, which is provided
applicable to listed companies with a registered office in in Swiss Francs. Income, expenses and cash flows are
Switzerland and has introduced a number of obligations and translated using average exchange rates for the period,
requirements such as (i) the individual and yearly election or at transaction exchange rates, and assets and liabilities
of the members of the Board, the Chair, the members of are translated using the year-end exchange rates.
the remuneration committee and the independent proxy
agent by the shareholders, (ii) the amendment of the AoI
Annual
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Structure, shareholders and capital
Structure, shareholders
and capital
1. Structure and shareholders 1.2 Significant shareholders
As of 31 December 2021, the total number of shareholders
1.1 Legal and management structure
directly registered with the share register of Adecco Group AG
Adecco Group AG is a stock corporation (Aktiengesellschaft) was approximately 17,000; the major shareholders during 2021
organised under the laws of Switzerland with its registered office at and their shareholdings were disclosed to Adecco Group AG as listed
Bellerivestrasse 30, 8008 Zürich, Switzerland. in the following table, which shows the last notifications published on
Adecco Group AG is listed on the SIX Swiss Exchange (symbol ADEN, the SIX website up to 31 December 2021.
security number 1213860; ISIN CH0012138605). As of 31 December 2021, Please note that percentages of shareholdings refer to the date of
the market capitalisation of Adecco Group AG, based on the number of disclosure unless indicated otherwise, up to 31 December 2021, and
shares issued, including treasury shares, and the closing price of shares may have changed in the meantime.
on the SIX Swiss Exchange, amounted to approximately CHF 7.8 billion.
On 1 March 2022, this market capitalisation amounted to approximately For further details pertaining to the below-listed disclosures, refer
CHF 7.0 billion. to the following websites:
The Company is a leading provider of human capital solutions including https://www.six-exchange-regulation.com/en/home/publications/

flexible placement, permanent placement, career transition, outsourcing, significant-shareholders.html?companyId=ADECCO
consulting, training, up-/re-skilling, and other services. or
http://adeccogroup.com/investors/shareholder-debt-info/
The Company is organised in three Global Business Units – Adecco, disclosure-shareholding/
LHH (Talent Solutions) and Modis. This structure is complemented or
by service lines. http://ir.adeccogroup.com/.
The primary segments consist of: Adecco France; Adecco Northern Date of Percentage of voting rights
Europe; Adecco DACH; Adecco Southern Europe & EEMENA; Investor SIX publication as disclosed
Adecco Americas; Adecco APAC; LHH (Talent Solutions); and Modis. Akila Finance S.A. 28.05.2014 4.31% equity,
0.26% sale positions1
The service lines consist of: Flexible Placement; Permanent Placement;
Career Transition; Outsourcing, Consulting & Other Services; and Group BlackRock Inc. 18.10.2019 5.19% purchase positions,
Training, Up-skilling & Re-skilling. 0.07% sale positions2
The Company provides services to businesses and organisations located Silchester International 06.10.2021 5.01%
throughout Europe, North America, Asia Pacific, South America and Investors LLP
North Africa. The Capital Group 22.06.2021 3.1%3
Companies, Inc.
As of 31 December 2021, the Company’s EC was composed as follows
(for more details, see section 4.1): UBS Fund Management 26.08.2020 3.09%4
(Switzerland) AG
• Alain Dehaze, Chief Executive Officer; 1 As per current share capital: 4.85% equity, 0.3% sale positions. Beneficial owners
• Coram Williams, Chief Financial Officer; have been disclosed.
2 As per current share capital: 5.04% equity, 0.07% sale positions.
• Christophe Catoir, President of Adecco;
3 As per current share capital: 3.01%
• Sergio Picarelli, President of LHH (Talent Solutions) until 28 February 4 As per current share capital: 3.00%
2022, succeeded by Gaëlle de la Fosse, President of LHH and
member of the EC as of 1 February 2022;
• Jan Gupta, President of Modis;
• Valerie Beaulieu, Chief Sales and Marketing Officer;
• Stephan Howeg, Chief of Staff and Communications Officer until
28 February 2022;
• Gordana Landen, Chief Human Resources Officer;
• Teppo Paavola, Chief Digital Officer; and
• Ralf Weissbeck, Chief Information Officer.
The Company comprises numerous legal entities around the world.
The major consolidated subsidiaries of the Adecco Group are listed
on page 166 of this Annual Report. No subsidiary has shares listed on
a stock exchange.
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Report 2021Report
As of 31 December 2021, Adecco Group AG is not aware 2. Capital structure
of any person or legal entity, other than those stated above,
that directly or indirectly owned 3% or more of voting rights 2.1 Share capital
in Adecco Group AG, as defined by the Swiss disclosure As of 31 December 2021, the share capital of Adecco
requirements. Adecco Group AG is not Group AG registered with the Commercial Register amounted
aware of shareholders’ agreements, other than those to CHF 16,822,417.70 divided into 168,224,177 fully paid
described in the aforementioned disclosures, between its up registered shares with a nominal value of CHF 0.10
shareholders pertaining to Adecco Group AG shares held. per share.
According to Art. 120 of the Swiss Federal Act on Financial Effective 8 September 2021, the share capital of the
Market Infrastructures and Market Conduct in Securities Company has been increased by CHF 510,000.00
and Derivatives Trading (FMIA; applicable since 1 January through issuance of 5,100,000 shares out of authorised
2016), anyone who directly or indirectly or acting in concert capital (see section 2.2).
with third parties acquires or disposes of shares or
acquisition or sale rights relating to shares of a company 2.2 Authorised and conditional capital
with its registered office in Switzerland whose equity The Board of Directors is authorised to increase the share
securities are listed in whole or in part in Switzerland, or capital in an amount not to exceed CHF 305,620.00
of a company with its registered office abroad whose equity through the issuance of up to 3,056,200 fully paid
securities are mainly listed in whole or in part in Switzerland, registered shares with a nominal value of CHF 0.10 per
and thereby reaches, falls below or exceeds the thresholds share by not later than 9 April 2023. Authorised capital
of 3%, 5%, 10%, 15%, 20%, 25%, 331/3%, 50% or 662/3% of amounts to a maximum of CHF 305,620.00, which
the voting rights, whether exercisable or not, must notify equates to 1.82% of the existing share capital of CHF
this to Adecco Group AG and to the Disclosure Office of 16,822,417.70. Increases in partial amounts shall be
the SIX Swiss Exchange. Such notification must be made permitted. For details on the terms and conditions of the
no later than four trading days after the obligation to issuance/creation of shares under authorised capital, refer
disclose arises. to Art. 3bis of the AoI (https://aoi.adeccogroup.com).
For further information refer to section 7.1. The conditional capital of CHF 1,540,000 divided into
1.3 Cross-shareholdings 15,400,000 registered shares with a nominal value of
CHF 0.10 each is reserved for the exercise of option or
As of 31 December 2021, there were no cross- conversion rights granted in relation to financial instruments
shareholdings exceeding 5% of a party’s share capital. such as bonds or similar debt instruments of Adecco Group
AG or its affiliates. Conditional capital amounts to a
maximum of CHF 1,540,000, which equates to about
9.15% of the existing share capital of CHF 16,822,417.70.
The subscription rights of the shareholders regarding the
subscription of the shares are excluded. The shareholders’
preferential bond subscription rights in the issue of the
bonds or similar debt instruments may be limited or
excluded by the Board. The conditional capital is available
for share issuance upon conversion of financial instruments
Adecco Group AG or its subsidiaries may issue in the
future. For details on the terms and conditions of
the issuance/creation of shares under conditional capital,
refer to Art. 3quater of the AoI (https://aoi.adeccogroup.com).
If both, the authorised and the conditional capital were
utilised as of 31 December 2021, the total increase would
amount to a maximum of CHF 1,845,620.00, which is
equal to approximately 10.97% of the existing share capital
of CHF 16,822,417.70.
The Board will only make use of the authorisations to
increase the share capital excluding pre-emptive rights up
to 10% of the registered share capital.
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Structure, shareholders and capital (continued)
2.3 Changes in capital

Adecco Group AG’s share, authorised and conditional capital structure as of the dates indicated below were as follows:
Issued shares Authorised capital Conditional capital
in CHF millions, except shares Shares Amount Shares Amount Shares Amount
1 January 2018 171,156,187 17.1 8,557,809 0.9 15,400,000 1.5

Share cancellation and change in authorised capital (4,580,260) (0.5) (229,013) (0.02) n.a. n.a.
31 December 2018 166,575,927 16.6 8,328,796 0.8 15,400,000 1.5
Share cancellation and change in authorised capital (3,231,750) (0.3) (161,596) (0.02) n.a. n.a.
31 December 2019 163,344,177 16.3 8,167,200 0.8 15,400,000 1.5
Share cancellation (220,000) (0.02) (11,000) (0.0011) n.a. n.a.
31 December 2020 163,124,177 16.3 8,156,200 0.8 15,400,000 1.5
Share capital increase and change in authorised capital 5,100,000 0.5 (5,100,000) (0.5) n.a. n.a.
31 December 2021 168,224,177 16.8 3,056,200 0.3 15,400,000 1.5
2.4 Shares and participation certificates Corporate bodies and partnerships or other groups of persons or joint
owners who are interrelated to one another through capital ownership,
Adecco Group AG shares have a nominal value of CHF 0.10
voting rights, uniform management, or otherwise linked, as well as
each. All shares are fully paid registered shares and bear the
individuals or corporate bodies and partnerships who act together
same dividend and voting rights. Pursuant to Art. 7 of the AoI
to circumvent the regulations concerning the nominees (especially as
(https://aoi.adeccogroup.com), the right to vote and all other rights
syndicates), are treated as one nominee, respectively as one person
associated with a registered share may only be exercised by a
within the meaning of this article (refer to Art. 4 sec. 4 of the AoI;
shareholder, usufructuary or nominee who is registered in the share
https://aoi.adeccogroup.com).
register as the shareholder, usufructuary or nominee with right to vote.
For further information regarding the procedure and conditions
As of 31 December 2021, there were no outstanding
for cancelling statutory privileges and limitations on transferability
participation certificates.
of shares, refer to the AoI; https://aoi.adeccogroup.com.
2.5 Bonus certificates
2.7 Convertible bonds and options
Adecco Group AG has not issued bonus certificates (Genussscheine).
Adecco Group has no outstanding convertible bonds or options.
2.6 Limitations on registration, nominee registration
and transferability
Each Adecco Group AG share represents one vote.
Acquirers of registered shares are recorded in the share register
as shareholders with the right to vote upon request, provided that
they declare explicitly to have acquired the registered shares in
their own name and for their own account (Art. 4 sec. 2 of the AoI;
https://aoi.adeccogroup.com). Upon such declaration, any person
or entity will be registered with the right to vote.
The Board may register nominees with the right to vote in the share
register to the extent of up to 3% of the registered share capital as set
forth in the Commercial Register. Registered shares held by a nominee
that exceed this limit may be registered in the share register if the
nominee discloses the names, addresses and the number of shares of
the persons for whose account the nominee holds 0.5% or more of
the registered share capital as set forth in the Commercial Register.
Nominees within the meaning of this provision are persons who do
not explicitly declare in the request for registration to hold the shares
for their own account or with whom the Board has entered into
a corresponding agreement (refer to Art. 4 sec. 3 of the AoI;
https://aoi.adeccogroup.com). The Board may grant exemptions
to this registration restriction (refer to Art. 4 sec. 6 of the AoI;
https://aoi.adeccogroup.com). In 2021, there were no such
exemptions granted.
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Report 2021Report
Board of Directors, Executive Committee and compensation
Board of Directors.
Executive Committee
and compensation
3. Board of Directors
As of 31 December 2021, the Board of Directors of Adecco Group AG consisted of eight members. All members qualify as independent
and non-executive members (see below 3.2). Committee memberships are shown as of 31 December 2021.
5
3
1 7
4
6 8
2
1. Jean-Christophe Deslarzes, 2. Kathleen Taylor, 3. Rachel Duan,

4. Alexander Gut, 5. David Prince, 6. Regula Wallimann,
7. Didier Lamouche, 8. Ariane Gorin.
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Board of Directors, Executive Committee and compensation (continued)
3.1 Biographies of the members of the Board of Directors Rachel Duan

The following sets forth the name, year of birth, entry date, nationality, • Chinese national, born 1970.
professional education and principal positions of those individuals who • Rachel Duan has been a member (non-executive) of the Board of
served as members of the Board as of 31 December 2021. All members Directors and a member of the Compensation Committee since
are elected for a one-year term of office until the end of the next Annual April 2021.
General Meeting of Shareholders. • Rachel Duan holds a Bachelor of Science degree in Economics and
Jean-Christophe Deslarzes International Business from Shanghai International Studies University,
China and an MBA degree from The University of Wisconsin-
• Swiss national, born 1963.
Madison, USA.
• Jean-Christophe Deslarzes has been a member (non-executive) of the • Until June 2020 Rachel Duan was Senior Vice President of General
Board of Directors since April 2015. He has been Chair of the Board
Electric Company (’GE’) and President & CEO of GE’s Global
of Directors since April 2020 and a member of the Governance
Markets, with responsibilities for global emerging markets, including
and Nomination Committee since April 2018. He was Chair of
China, APAC, India, Africa, Middle East and Latin America. Rachel
the Compensation Committee from April 2018 until April 2020
Duan joined GE in 1996 and has worked at GE in the USA, Japan and
(member since April 2016) and a member of the Audit Committee
China. Since 2006, she held senior leadership positions including
from April 2015 until April 2018.
CEO of GE Advanced Materials China and then Asia Pacific, CEO
• Jean-Christophe Deslarzes holds a Master’s degree in Law from the of GE Healthcare China, and CEO of GE China.
University of Fribourg, Switzerland. • Other mandates: Since 2018, Rachel Duan has served as non-
• Jean-Christophe Deslarzes began his career in 1991 as a tax and executive board member and as member of the compensation
legal consultant at Arthur Andersen in Switzerland. From 1994 to 2010, and governance committee (since 2019) of AXA S.A.1, since 2020 as
he worked at Rio Tinto and its predecessor companies, Alcan and non-executive board member of Sanofi1, both France, and since 2021
Alusuisse, in human resources and general management roles in Europe as non-executive board member of HSBC Holdings PLC1, UK.
and Canada, including as Senior Vice President Human Resources and
member of the Executive Committee of Alcan Group as well as President Ariane Gorin
and CEO, Downstream Aluminium Businesses, Rio Tinto, based in • French and United States national, born 1974.
Canada. He served as Chief Human Resources and Organisation • Ariane Gorin has been a member (non-executive) of the Board of
Officer and member of the Executive Board at Carrefour Group,
Directors and a member of the Audit Committee since April 2017
based in France, from 2010 to 2013. From 2013 to 2019, Jean-
and has been Chair of the Digital Committee since April 2019.
Christophe Deslarzes was Chief Human Resources Officer and member
of the Executive Committee of ABB Group, based in Switzerland.
• She obtained an MBA degree from Kellogg School of Management,
Northwestern University, Evanston, IL, USA and a Bachelor’s degree
• Other mandates: From February 2018 until February 2021,
in Economics from University of California, Berkeley, CA, USA.
Jean-Christophe Deslarzes was Chair of the Board of Directors
of ABB India Limited1, India. Since January 2021, he has been a
• From 2000 to 2002 Ariane Gorin served as consultant at
Member of the Executive Faculty at the University of St. Gallen. The Boston Consulting Group in France and in the USA. From 2003
Since May 2021, he has been a Member of the Board of Directors to 2013, Ariane Gorin served in various functions at Microsoft
of Constellium1, headquartered in France. Corporation, USA: initially as Strategic Initiatives Manager for the
Enterprise Services Division in Europe, Middle East and
Kathleen Taylor Africa, thereafter as Business Manager Western Europe, from 2007
• Canadian national, born 1957. to 2010 as Marketing Director and then Sales Director Small and
Midmarket Business and Distribution for France, and finally from
• Kathleen Taylor has been a member (non-executive) of the Board of
2010 to 2013 as Director Office Products and Services for France,
Directors and a member of the Audit Committee since April 2015,
based in France.
and since April 2017 Vice-Chair of the Board of Directors and a
member of the Compensation Committee and the Governance
• Other mandates: Since 2013, Ariane Gorin has been a member of
and Nomination Committee. Furthermore, she was a member of the management team of Expedia Group1, headquartered in the USA.
the Digital Committee from April 2019 until April 2021. In June 2021 Ariane Gorin was named President of Expedia for
Business. She previously was President of the Expedia Business
• Kathleen Taylor obtained a Master’s degree in Business
Services brand and President of the Expedia Partner Solutions and
Administration from Schulich School of Business, a law degree from
Senior Vice President and General Manager, Expedia Affiliate
Osgoode Hall Law School and a Bachelor of Arts (Honours) degree
Network brand, based in the UK. She is a member of Expedia’s Travel
from the University of Toronto, all in Canada.
Leadership Team. From December 2019 until February 2021, Ariane
• Kathleen Taylor is the former President and Chief Executive Officer Gorin was a member of the Supervisory Board of Trivago1, Germany.
of Four Seasons Hotels and Resorts, Canada, where she served in a
1 For current mandates: Listed company.
variety of senior leadership roles from 1989 to 2013.
• Other mandates: Kathleen Taylor has been a member of the Board of
the Royal Bank of Canada1 since November 2001, and its Chair since
January 2014. She has also served as Chair of Altas Partners, Canada,
since April 2019. She has been a director of the Canada Pension Plan
Investment Board since October 2013 and a director of Air Canada1
since May 2016. Kathleen Taylor is a member of the Board of
Trustees of the Hospital for Sick Children and a director and
immediate past Chair of the Board of the SickKids Foundation,
Canada. She is also a member of the Principal’s International Advisory
Board of McGill University and of the Dean’s Advisory Council of the
Schulich School of Business of York University, both in Canada. She is
a member of the National Council of the C.D. Howe Institute, Canada,
and the Co-Chair of its Human Capital Policy Council.
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Alexander Gut David Prince
• British and Swiss national, born 1963. • British national, born 1951.
• Alexander Gut has been a member (non-executive) of the Board of • David Prince has been a member (non-executive) of the Board of
Directors since May 2010. He has been Chair of the Governance and Directors since June 2004. He has served on various committees
Nomination Committee since April 2018 and a member of the Digital and was Chair of the Audit Committee from April 2015 until
Committee since April 2019. He was a member of the Compensation April 2019 where he is still a member. Since April 2017 he has
Committee from April 2015 until April 2019. been a member of the Governance and Nomination Committee.
• Alexander Gut holds a doctorate degree in business administration • David Prince is an associate member of the Chartered Institute of
(Dr. oec. publ.) from the University of Zurich, Switzerland, and is a Management Accountants (CIMA) and the Chartered Institute of
Swiss Certified Public Accountant. Purchasing and Supply (CIPS).
• From 1991 to 2001 he was with KPMG in Zurich and London and • He started his career in the oil and gas industry as part of a
from 2001 to 2003 with Ernst & Young in Zurich, where he became management trainee scheme at British Gas, later attending business
a partner in 2002. From 2003 to 2007 he was a partner with school in the UK. Following accountancy roles at Philips Industries
KPMG in Zurich, where he became a member of the Executive and TRW, he joined Cable & Wireless, holding accountancy, general
Committee of KPMG Switzerland in 2005. management and group marketing positions in the UK and in Hong
• Other mandates: Alexander Gut is the founder and managing Kong. From 1994 to 2000, he worked for Hong Kong Telecom plc
partner of Gut Corporate Finance AG. (HKT) as Group Finance Director, followed by an appointment as
Deputy CEO. In 2000, David Prince became Group CFO of PCCW
Didier Lamouche plc, Hong Kong. From 2002 to 2004, he worked for Cable &
• French national, born 1959. Wireless as Group Finance Director. Since 2004 he has acted as
investment advisor to companies based in Asia, China and Australia.
• Didier Lamouche has been a member (non-executive) of the Board
David Prince was a member of the Board of Directors and Chair of
of Directors since April 2011. He has been Chair of the Compensation
the Audit Committee of ARK Therapeutics, UK until March 2013.
Committee since April 2020 (member since April 2019) and a member
of the Digital Committee since April 2019. He was a member of • Other mandates: He is a member of the Board of Directors of
the Audit Committee from April 2017 until April 2019 and of the SmarTone Telecommunications Holdings Ltd1, Hong Kong and of
Corporate Governance Committee from April 2011 until April 2017. various companies in the Wilson Parking Group, Australia. He has
been a non-executive director of the Board of Sunevision Holdings
• Didier Lamouche obtained a PhD and Engineering degree in
Ltd.1, Cayman Islands since October 2016. Since 2020 he has been
semiconductor technology from the Ecole Centrale de Lyon, France.
a non-executive Director of the China Joint Venture Boards of
• He was CEO of Altis Semiconductor from 1998 to 2003. From FESCO Adecco.
2003 to 2005, he held the position of Vice President of Worldwide
Semiconductor Operations at IBM Microelectronics. From 2005 to Regula Wallimann
2010, Didier Lamouche was Chair and Chief Executive Officer • Swiss national, born 1967.
at Bull. From 2006 he held various Board and Executive roles at
• Regula Wallimann has been a member (non-executive) of the
STMicroelectronics, Switzerland and from December 2011 until
Board of Directors since April 2018. She has been Chair of the
March 2013, he was President of the Executive Board and CEO
Audit Committee since April 2019 (member since April 2018).
of ST-Ericsson S.A., Switzerland. From April 2013 to October 2018,
he was CEO of Idemia (formerly Oberthur Technologies), France. • She obtained a business degree (lic. oec. HSG) from University of
St. Gallen, Switzerland and is a Certified Public Accountant, both
• Other mandates: Since 2019, Didier Lamouche has been chair
Swiss and US.
of the Boards of UTIMACO, Germany and QUADIENT1, France. He
has been a member of the Supervisory Board of ASM International1, • From 1993 to 2017, Regula Wallimann worked for KPMG Switzerland,
the Netherlands, since May 2020 and member of the Board of where she acted during 14 years as global lead partner for various
Directors of ACI Worldwide1 since October 2020. large listed and non-listed international and national clients. From
2012 to 2014, Regula Wallimann was a member of KPMG
Switzerland’s strategic Partners’ Committee.
• Other mandates: Regula Wallimann has been a non-executive board
member and member of the audit committee of Straumann Holding
AG1, Switzerland since 2017, and Chair of the audit and risk
committee since April 2019 and member of the HR and
compensation committee since April 2020. In addition, she has been
a non-executive board member and head of the finance and audit
committee of Swissgrid AG since 2017, Switzerland. Furthermore,
she has been a non-executive board member and member of the
audit committee since April 2018 and member of the nomination
committee since April 2019 of Helvetia Holding AG1, Switzerland.
Since February 2022, she has held Board memberships in Swissport
Group, Switzerland and Luxembourg, incl. Chair of the Audit
Committee of Swissport International Ltd., Switzerland. She has
been a member of the supervisory board of the institute for
Accounting, Control and Auditing of the University of St. Gallen,
Switzerland, since 2010.
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3.2 Other activities and vested interests Committees and regularly attends Committee meetings as a guest
of the Board of Directors without voting power (except for the Governance and Nomination
Committee where he is a regular member). The Chair further ensures
Except for those described in section 3.1 ‘Biographies of the members
that the members of the Board are provided, in advance of meetings,
of the Board of Directors’, no permanent management/consultancy
with adequate materials to prepare for the items tabled. The Board
functions for significant domestic or foreign interest groups, and no
recognises the importance of being fully informed on material matters
significant official functions or political posts, are held by the members
involving the Company and seeks to ensure that it has sufficient
of the Board of Adecco Group AG. The Board regularly assesses the
information to take appropriate decisions by, at the decision of
independence of its members.
the Chair, inviting members of management or other individuals to
As of 31 December 2021, all members of the Board were independent report on their areas of responsibility, conducting regular meetings
and non-executive, none of them (i) having held an executive function of the respective Committees of the Board with management, and
with the Company during the past three years, or (ii) having any retaining outside consultants and independent auditors (‘Auditors’)
other significant or important business relation with the Adecco where appropriate, and ensuring regular distribution of important
Group, or (iii) serving directly or indirectly as or for the auditors information to its members. On behalf of the Board, the Chair exercises
of the Adecco Group. the ongoing overall supervision and control of the course of business and
The Company provides services in the normal course of business the activities of the CEO and the EC and he conducts regular exchanges
on arm’s length terms to entities that are affiliated with certain of its with the CEO and other members of the EC. In urgent situations, the
officers, members of the Board and significant shareholders through Chair may also determine necessary measures and take steps falling
investment or board directorship. within the scope of the competencies of the Board until the Board of
Directors takes a decision. If a timely decision cannot be reached by
The AoI (Art. 16 sec. 4 of the AoI; https://aoi.adeccogroup.com) limit the the Board, the Chair is empowered to take a decision. The Chair is also
number of mandates that may be assumed by members of the Board in charge of chairing the AGM and, together with the CEO, takes an
in directorial bodies of legal entities not affiliated with the Company. active role in representing the Adecco Group to key shareholders,
All members of the Board have complied with these requirements. investors, regulators and industry associations as well as other
external stakeholders.
3.3 Elections and terms of office
Pursuant to the AoI, the Board consists of at least five members (Art. 16 The Board’s committees are the Audit Committee (AC), the Governance
sec. 1 of the AoI; https://aoi.adeccogroup.com). Members of the Board and Nomination Committee (GNC), the Compensation Committee
are elected individually for a term of office of one year, until the end (CC), and the Digital Committee (DC).
of the next AGM, and may be re-elected for successive terms (Art. 16 At its meetings, the Board receives reports on its committees’ work,
sec. 2 of the AoI; https://aoi.adeccogroup.com). Adecco Group AG’s findings, proposals and decisions. Decisions are taken by the Board as
AoI (https://aoi.adeccogroup.com) do not limit the number of terms a whole, with the support of the respective committee. The Chair has
a member may be re-elected to the Board. Candidates to be elected a casting vote. If a member of the Board has a personal interest in a
or re-elected to the Board are proposed by the Board to the AGM. matter, other than an interest in his/her capacity as a shareholder of
For succession-planning considerations, see section 3.4.1. Adecco Group AG, suitable measures are taken; such measures may
In advance of any candidates of the Compensation Committee being include abstention from voting, where adequate. The Board has
proposed by the Board to the AGM for individual election, the Board established numerous policies and rules. The awareness of and
reviews and confirms the specific independence of the Committee’s compliance with them is closely monitored.
members-elect. Each committee has a written charter outlining its duties and
The AGM elects individually the members of the Board, its Chair and responsibilities, and regularly meets with management and, where
the members of its Compensation Committee (Art. 15 sec. 2 of the AoI; appropriate, outside consultants. Committee members are provided,
https://aoi.adeccogroup.com). As of 31 December 2021, the Board is in advance of meetings, with adequate materials to prepare for the
composed of eight members. items on their agenda.
The Board of Directors, in line with best practice, regularly reviews the
3.4 Internal organisational structure allocation of tasks of its committees.
The Board holds the ultimate decision-making authority of Adecco
The Adecco Group pursues an integrated approach to purpose,
Group AG for all matters except those reserved by law or the AoI
responsible and sustainable business conduct, and shared value creation.
(https://aoi.adeccogroup.com) to the shareholders. It determines
Issues considered material from an ESG and stakeholder perspective
the overall strategy of the Company and supervises the management
are aligned with and embedded in the Adecco Group’s overall strategic
of the Company.
priorities and business objectives, as outlined in the Adecco Group’s
The Chair of the Board of Directors is a non-executive member of the respective frameworks and rules regarding ESG (‘Environmental, Social
Board. He performs his role on a part-time basis, providing leadership and Governance’), such as the Group’s ESG Framework, the Code of
to the Board which operates under his direction. The Chair sets the Conduct, or the Diversity & Inclusion Statement. With its members as
agenda of the Board’s meetings and drives key Board topics, especially stewards of the Company, the Board has thus ultimate responsibility
regarding the strategic development of the Adecco Group. Any member for the overall strategic direction and oversight of these matters, but has
of the Board may request that an item be included on the agenda. The assigned certain of these duties and responsibilities to its Governance
Chair works with the Committee chairs to coordinate the tasks of the and Nomination Committee. There is regular engagement between this
Board committee and the relevant management functions who address
these issues on a day-to-day basis, with the Board receiving formal
updates at least twice a year.
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The Adecco Group Board members thereby contribute based on their diverse backgrounds, experience in various industries, professional roles,
and viewpoints. Board members’ experience in human resources and senior leadership roles provide, for example, valuable insights towards the
Adecco Group’s strategic priorities of up- and re-skilling individuals, attracting, engaging and retaining talent, and promoting inclusion and diversity.
Specific expertise in the information technology industry helps to address challenges and opportunities tied to driving responsible digital
transformation. Backgrounds in the travel, hospitality, and extractive industries support in achieving solutions related to topics such as human
rights, health and safety, and environmental impact. Board members’ risk management, financial and audit knowledge provide the basis for ensuring
responsible, sustainable business conduct overall. Taken together, these comprehensive capabilities position the Board of Adecco Group AG to
support the Company’s vision of making the future work for everyone.
In 2021, the Board held 14 meetings in person and via video conferences.
Number and duration of meetings and video conferences during 2021:
Full Board Audit Governance and Compensation Digital
of Directors Committee Nomination Committee Committee Committee
Number of meetings in person1 6 6 6 5 5

Number of video conferences 8 8 2 8
Total number of meetings 14 14 8 13 5
Average duration in hours:
• Meetings in person1 91/2 21/2 2 2 2
• Video conferences 11/2 1 1 2
1 Due to the Covid-19 situation not all Board members could travel, and therefore joined remotely some of the meetings that are typically held in person.
Attendance at meetings and video conferences during 2021:

Full Board Audit Governance and Compensation Digital
of Directors Committee2 Nomination Committee Committee Committee
Number of meetings in total 14 14 8 13 5
Jean-Christophe Deslarzes 14 143 8 133 53

Kathleen Taylor4 14 14 8 12 2
Rachel Duan5 12 43 8
Ariane Gorin 14 14 5
Alexander Gut 14 53 8 5
Didier Lamouche 14 53 13 5
David Prince 14 14 8
Regula Wallimann 14 14
2 In five Audit Committee meetings, Board members not being members of the Audit Committee attended as guests without voting rights.
3 Guest, without voting right.
4 Member of the Digital Committee until 8 April 2021.
5 Member of the Board of Directors and member of the Compensation Committee since 8 April 2021.
The Board discussed and assessed its own (including its committees’) and its members’ performance in 2021, as every year. The Board concluded that
the Board performed well and has the necessary resources and capacities available.
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3.4.1 Governance and Nomination Committee (GNC) The GNC defines its annual programme and roadmap according to
The GNC’s primary responsibility is to assist the Board in carrying focus topics of the year. In 2021, the GNC held eight meetings and video
out its responsibilities as they relate to ESG, public affairs, business conferences. The CEO represents the EC in the meetings. The Chief
environment, relations with shareholders and other stakeholders, Human Resources Officer typically participates in the meetings for
nomination, succession and talent development. The GNC is amongst specific topics. The Chief Financial Officer and the Head of ESG
other duties charged with: participate in the meetings for ESG topics.
• Reviewing the Company’s corporate governance structures and All members of the GNC, including the Chair, are considered
principles and independence rules, including principles and measures independent as per paragraphs 1 and 2 of section 3.2 and the
on ESG, as well as reassessing such principles and rules, including independence requirements of the Swiss stock exchange.
the Company’s Code of Conduct (https://www.adeccogroup.com/ As of 31 December 2021, the members of the GNC were:
our-company/code-of-conduct/), to ensure that they remain Name Position
relevant and in line with legal and stock exchange requirements;
Alexander Gut Chair of the GNC
• Recommendations as to best practice are also reviewed to
Jean-Christophe Deslarzes Member
ensure compliance;
David Prince Member
• Overseeing the Company’s monitoring of market and regulatory
developments, focusing on questions of market-related risks, including Kathleen Taylor Member
reputation risks;
3.4.2 Audit Committee (AC)
• Analysing the composition and type of shareholders;
The AC’s primary responsibility is to assist the Board in carrying out
• Overseeing the Company’s strategy, initiatives, targets and reviewing its responsibilities as they relate to the Company’s accounting policies,
the principles related to ESG and responsible business conduct, by internal controls and financial reporting practice, thus overseeing
identifying and prioritising the Company’s social, regulatory, economic management regarding the:
and ecological challenges and opportunities and reporting on its efforts;
• Integrity of the Company’s financial statements and other financial
• Jointly with the Audit Committee periodically review the Group’s
reporting and disclosure to any governmental or regulatory body
progress against ESG targets;
and to the public and other users thereof;
• Providing recommendations to the Board regarding its size and • Adequacy and effectiveness of the systems of the Internal Controls
composition. For this purpose, the GNC has developed and monitors,
Over Financial Reporting (ICOFR);
based on the needs of the Board and the attributes of its members,
criteria such as independence and diversity in all its aspects including • Performance of the Company’s internal audit function;
senior leadership experience in a global enterprise, experience in • Qualifications, engagement, compensation, independence and
areas of strategic importance for the Company, in particular in HR, performance of the Company’s Auditors, their conduct of the annual audit
Digital and IT or in geographical regions of importance, financial and their engagement for any other services (refer to section 8. ‘Auditors’);
expertise, transformation and change expertise as well as gender for • Company’s compliance with legal and regulatory requirements
the selection of potential candidates to be elected or re-elected as relating to accounting, auditing, financial reporting and disclosure,
members of the Board and its committees. The GNC is mandated or other financial and non-financial matters.
to identify individuals who meet such criteria and to recommend • Jointly with the Governance and Nomination Committee, the AC
them to the Board as candidates for election to ensure that the long- periodically reviews the Group’s progress against ESG targets.
term succession planning provides for a balance of necessary
competencies and an appropriate diversity of its members over time. The AC has established a roadmap which determines the Committee’s
The candidates to the Board must possess the necessary profile, main discussion topics throughout the year. In 2021, the AC held
qualifications and experience to discharge their duties. Newly 14 meetings and video conferences. For specific topics, the CEO
appointed Board members receive an appropriate induction into represents the EC in the meetings. The Chief Financial Officer (CFO),
the business and affairs of the Company. Furthermore, the GNC is the Head of Group Internal Audit, the Group General Counsel and
mandated to review candidates proposed and to assess and advise the partners of the Auditors typically participate in the meetings. For
the Board on whether they meet such criteria; compliance reporting matters, the Head of Group Compliance Reporting
• Providing recommendations to the Board regarding the selection of participates in the meetings. Usually, the Board’s Chair participates in
candidates for the EC, the proactive succession planning for such, as the Committee’s meetings as guest without voting right.
well as ensuring targeted development and retention plans are All members of the AC, including the Chair, are considered independent
executed and regularly monitored for this audience. For this purpose, as per paragraphs 1 and 2 of section 3.2 and the independence
the GNC is mandated together with the Chair of the Board and the requirements of the Swiss stock exchange.
CEO to ensure and to periodically review the succession plan for the
As of 31 December 2021, the members of the AC were:
members of the EC and other key functions, both for emergencies as
well as mid- and long-term potential successors. The GNC monitors Name Position
the balance of skills, knowledge, experience and diversity within the Regula Wallimann Chair of the AC
EC as indicated in the respective succession plans. In particular, the Ariane Gorin Member
GNC makes recommendations for nomination and dismissal of the David Prince Member
CEO, the members of the EC in coordination with the Chair of the
Kathleen Taylor Member
Board and the CEO unless the latter is concerned;
• Ensuring that self-evaluations of the Board and of its committees are 3.4.3 Compensation Committee (CC)
carried out and monitored, with a view to appropriate measures The CC’s primary responsibility is to assist the Board in carrying out its
of improvement. responsibilities as they relate to the Company’s compensation matters
at executive level. In case of discussions and negotiations on individual
compensation packages of the EC, the CC exclusively considers the
best interest of the Company. The CC is mainly responsible for the
following functions:
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• Providing recommendations to the Board regarding the general 3.5 Responsibilities of the Board and the CEO
compensation policy of the Company, including incentive
In addition to the determination of the overall strategy of the
compensation plans and equity-based plans, including plan details
Company and the supervision of management, the Board addresses
pertaining to e.g. holding periods, adjustment procedures, reclaim
key matters such as acquisitions and divestitures, long-term financial
provisions, cancellation of payments, and ESG considerations;
commitments, management structure, risk management, budget
• Assisting the Board in preparing the proposals to be presented to approval, compensation policy, corporate identity policy, guidelines and
the AGM for approval of remuneration of the Board and of the EC. policy statements. The Board determines the strategy and objectives of
In addition to being independent as per paragraphs 1 and 2 of section the Company and the overall structure of the Adecco Group developed
3.2 and the independence requirements of the Swiss stock exchange, by the CEO together with the EC. With the support of the AC, it
no member has accepted any consulting, advisory or other compensatory reviews and approves the statutory financial statements of Adecco
fee from the Company (other than fees for service on the Board). As the Group AG and the consolidated financial statements of the Adecco
members of the CC are also not affiliated persons of the Company, they Group. The Board also considers other matters of strategic importance
are independent. to the Company. Subject to the powers reserved to the Board, the
Board has delegated the coordination of the day-to-day business
The CC has established a roadmap which determines the Committee’s operations of the Company to the CEO (Art. 16 sec. 3 of the AoI;
main discussion topics throughout the year. In 2021, the CC held 13 https://aoi.adeccogroup.com). The CEO is responsible for the
meetings and video conferences. For specific subjects, the CEO implementation of the strategic and financial plans approved by the
represents the EC in the meetings. The Chief Human Resources Officer Board and represents the overall interests of the Company vis-à-vis
and the Group SVP Total Rewards typically participate in the meetings. third parties.
Members of management do not participate in CC meetings when
their individual compensation matters are discussed. Usually, the 3.6 Information and control instruments
Board’s Chair participates in the Committee’s meetings as guest The Board’s instruments of information and control vis-à-vis
without voting right. management consist of the following main elements:
As of 31 December 2021, the members of the CC were: • All members of the Board regularly receive information about
Name Position current developments;
Didier Lamouche Chair of the CC • The CEO reports to the Chair of the Board on a regular basis,
Kathleen Taylor Member and extraordinary events are communicated immediately;
Rachel Duan Member • Formal meetings of the Board and of the Board’s committees include
sessions with the CEO and with other members of the EC or other
3.4.4 Digital Committee (DC) individuals, at the invitation of the Chair;
The DC’s primary responsibility is to assist the Board in carrying out its • Informal meetings and phone conferences are held between
responsibilities as they relate to the Company’s digital and technology members of the Board and the CEO, as well as with other members
strategy, particularly relating to: of the EC;
• Oversee management’s investments in development and adoption • The management information system of the Company which includes
of digital capabilities, either as a disrupter or as an enabler to increase (i) the monthly financial results including key performance indicators
efficiency, improve client and candidate satisfaction and drive growth and (ii) a structured quarterly operational review of the major
in the core business; business units. Summarised consolidated monthly reports are
distributed to each member of the Board; further details are
• Digital ventures: Oversee the performance of and investment in
provided to the members of the Board upon request;
current and future digital ventures, whether acquisitions or organic
investments; Oversee management’s plan for how the digital • The Group Internal Audit function as established by the Board; the
ventures and global Adecco Group brands interact and leverage Head of Group Internal Audit reports to the AC and has periodic
each other’s capabilities; meetings with its Chair; the responsibilities of Group Internal Audit
are defined by the AC as part of its oversight function in coordination
• Data: Oversee management’s investment in data and data science
with the CEO and CFO. Group Internal Audit is concerned with
as an enabler to differentiate and outperform, ensuring data use
the assessment of how the Company (i) complies with pertinent
abides by relevant regulatory frameworks;
laws, regulations and stock exchange rules relating to accounting,
• Partnerships: Oversee management’s structuring of relationships auditing, financial reporting and disclosure or other financial matters,
with global technology platforms; (ii) conducts its related affairs, and (iii) maintains related controls;
• Receive updates on emerging technologies and trends, their potential • The Company has a risk management process in place which is
impact on or application within the Adecco Group, and management’s adequate for the size, complexity and risk profile of Adecco Group
plan for capitalising on these. AG and focuses on managing risks as well as identifying opportunities:
The DC has established a roadmap which determines the Committee’s refer to the Company Report, section ‘Risk management and principal
main discussion topics throughout the year, structured around the focus risks’ and to Note 21 ‘Enterprise risk management’ to the consolidated
areas above. In 2021, the DC held five meetings. The CEO, the CFO, the financial statements of the Adecco Group. The process is embedded
Chief Digital Officer, the Chief Information Officer, the Chief Human in the Company’s strategic and organisational context and covers the
Resources Officer and the Chief of Staff and Communications Officer significant risks for the Company including financial, operational and
typically participate in the DC meetings. Usually, the Board’s Chair strategic risks. The Board oversees management’s risk analysis and the
participates in the Committee’s meetings as guest without voting right. key measures taken based on the findings of the risk review process;
• External Audit: refer to section 8. ‘Auditors’.
As of 31 December 2021, the members of the DC were:
Name Position
Ariane Gorin Chair of the DC

Alexander Gut Member
Didier Lamouche Member
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4. Executive Committee
Alain Dehaze Coram Williams
Gordana Landen Sergio Picarelli
Jan Gupta Teppo Paavola
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Stephan Howeg Christophe Catoir
Valerie Beaulieu Ralf Weissbeck
Members of the Executive Committee

(as of 31 December 2021)
Alain Dehaze Stephan Howeg
Chief Executive Officer Chief of Staff and
Communications Officer
Coram Williams
Chief Financial Officer Gordana Landen
Chief Human Resources Officer
Christophe Catoir
President of Adecco Teppo Paavola
Chief Digital Officer
Gaëlle de la Fosse Sergio Picarelli

President of LHH Ralf Weissbeck
(Talent Solutions) Chief Information Officer
Jan Gupta Gaëlle de la Fosse

President of Modis (since 1 February 2022)
President of LHH
Valerie Beaulieu
Chief Sales and Marketing
Officer
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4. Executive Committee Christophe Catoir

• French national, born 1972.
4.1 Biographies of the members of the
• Regional Head of France and Northern Europe from September 2015
Executive Committee until December 2020. Member of the EC since September 2015
The following sets forth the name, year of birth, year of entry to the and President of Adecco since January 2021.
Company, nationality, professional education and principal positions of • Christophe Catoir joined Groupe Adecco France as Internal Auditor
those individuals who served as members of the EC of the Company in 1995.
as per 31 December 2021.
• Christophe Catoir graduated from the IESEG School of
Alain Dehaze Management, France.
• Belgian national, born 1963. • Between 1995 and 2005, Christophe Catoir held positions as
• Chief Executive Officer since September 2015, Regional Head of Finance Manager and Regional Manager. In 2005, he was appointed
France from August 2011 to August 2015, Regional Head of Northern Head of Permanent Placement activities in France and became a
Europe from October 2009 to July 2011. Member of the EC since member of the Groupe Adecco France management team in 2007.
October 2009. In 2009, Christophe Catoir was appointed Managing Director of
Adecco South-East France. In 2012, he was appointed Managing
• Alain Dehaze joined the Adecco Group in September 2009 as Director for Professional Staffing Groupe Adecco France.
Regional Head of Northern Europe.
• Alain Dehaze trained as a commercial engineer at the ICHEC Sergio Picarelli (until 28 February 2022)
Brussels Management School, Belgium. • Italian national, born 1967.
• From 1987 until 2000, Alain Dehaze held senior positions in a • Regional Head of North America, UK and Ireland Professional
number of European countries at Henkel and ISS. In 2000, he Staffing and global oversight of Lee Hecht Harrison, General
became Managing Director of Creyf’s Interim in Belgium (now Assembly, Badenoch + Clark, Spring Professional and Pontoon
Start People). From 2002 to 2005, he was Chief Executive Officer from January 2019 until December 2020. Member of the EC
of Solvus. Following the acquisition of Solvus by USG People, the from October 2009 and President of LHH (Talent Solutions) from
Netherlands, in 2005, he became the Chief Operating Officer of January 2021 until February 2022. President LHH Recruitment
USG People, with overall responsibility for operations, including the Solutions since March 2022 (as non-EC Member).
integration of Solvus. From September 2007 until 2009, he was • Sergio Picarelli graduated in business administration from Bocconi
CEO of the staffing services company Humares, the Netherlands. University, Milan, Italy.
Alain Dehaze was Vice President of the Board of the European
Confederation of Private Employment Agencies (Eurociett) and
• In 1993, Sergio Picarelli joined the Adecco Group in Italy, starting
member of the Board of the International Confederation of as Managing Director of an Adecco Group Company (Permanent
Private Employment Agencies (Ciett) between December 2010 Placement). In 1997, he was appointed Chief Sales and Marketing
and December 2015. From January 2016 until June 2019, Alain Director Italy. From 2002 to 2004 Sergio Picarelli served as Regional
Dehaze was Chair of the Global Apprenticeship Network (GAN). Head for Central Europe and was thereafter appointed Chief
From August 2017 until January 2019, he was a member of the ILO Operating Officer of the Adecco Group Staffing Division Worldwide.
Global Commission on the Future of Work. From 2005 to 2009 he served as Country Manager of Adecco Italy
& Switzerland (Switzerland until the end of 2008). He was Regional
• Other mandates: Alain Dehaze serves as steward of the World Head of Italy, Eastern Europe and MENA and India from October
Economic Forum’s (WEF) New Economy and Society Platform and 2015 until December 2018 (India until December 2017) and Chief
is a member of the WEF’s International Business Council (IBC). Sales Officer from October 2009 to September 2015.
Coram Williams Jan Gupta
• British national, born 1974. • German national, born 1967.
• Chief Financial Officer and member of the EC since May 2020. • President of Modis and member of the EC since May 2019.
• Coram Williams joined the Adecco Group in May 2020 as • Jan Gupta joined the Adecco Group in May 2019 as President
Chief Financial Officer. of Modis.
• Coram Williams holds an MBA from London Business School and • Jan Gupta graduated in Engineering and Economics and holds a PhD
a BA (Hons) from the University of Oxford, both in Great Britain. in Mechanical Engineering, both from Aachen University, Germany.
• Coram Williams trained as an auditor with Arthur Andersen and held • From 1997 to 2014, Jan Gupta held various senior leadership
several other senior leadership positions in finance and operations at positions at global division level with Freudenberg Group, Germany.
Pearson Plc until 2013. Coram Williams was CFO of Penguin Random From 2014 to 2018, Jan Gupta served as Chief Operating Officer
House from 2013 to 2015, based in New York, US. From 2015 until and member of the board of Schunk Group, Germany.
April 2020 he served as CFO of Pearson Plc.
• From 2014 to 2018, Jan Gupta led two advisory boards of small
• Other mandates: Coram Williams has been a non-executive member high-tech companies in the automotive and semiconductor industry
of the board of the Guardian Media Group, UK, since 2017, and is in Austria and the Netherlands.
chair of its audit committee.
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Valerie Beaulieu Teppo Paavola
• French national, born 1967. • Finnish national, born 1967.
• Chief Sales and Marketing Officer and member of the EC since • Chief Digital Officer and member of the EC since January 2019.
16 November 2020. • Teppo Paavola joined the Adecco Group as Chief Digital Officer in
• Valerie Beaulieu joined the Adecco Group as Chief Sales and January 2019.
Marketing Officer in November 2020. • Teppo Paavola holds an MBA from INSEAD, France and a Master’s
• Valerie Beaulieu holds a Master’s in English from Université de degree in Economics from Helsinki School of Economics, Finland.
Haute-Bretagne, France and an International Commerce degree • Teppo Paavola held several executive positions at Nokia between
from the Chamber of Commerce & Industry, Réunion Island. 2004 and 2012, Finland, including Vice President and General
• Valerie Beaulieu started her career as a journalist working at Radio Manager of Mobile Financial Services. From 2012 to 2014 he was
France and the French daily newspaper Ouest-France. She was Vice-President, Head of Global Business Development, M&A and
Marketing Director at ECS-Allium from 1991 until 1996. Valerie Developer Relations at PayPal, United States and from 2014 to 2018
Beaulieu held various leadership roles at Microsoft across North Chief Development Officer at BBVA Group, Spain.
America, Asia and Europe from 1996 and was Chief Marketing • Other mandate: He is a board member of 3 Step IT and Fortum1,
Officer of Microsoft US from October 2018 until October 2020. both in Finland.
• Other mandate: Valerie Beaulieu is a member of the Board of
Directors of ISS AS1, Denmark. Ralf Weissbeck
• German national, born 1969.
Stephan Howeg (until 28 February 2022) • Chief Information Officer since January 2020 and member of the
• Swiss and German national, born 1965. EC since January 2021.
• Chief of Staff & Communications Officer since January 2020 and • Ralf Weissbeck joined the Adecco Group as Chief Technology
member of the EC from September 2015 until February 2022. Officer in February 2019.
• He was a member of the Board of Trustees of the Adecco Group • Ralf Weissbeck holds a BA Hons in Industrial Engineering from the
Foundation, Switzerland. University of Applied Sciences Würzburg-Schweinfurt, Germany.
• Stephan Howeg joined the Adecco Group in February 2007 as • Ralf Weissbeck was Vice-President Projects, Planning and Quality
Senior Vice President of Corporate Communications and Global at Schenker AG, Germany from 2002 until 2005. From 2005 until
Marketing Partnerships. In 2008, he was appointed Global Head 2013 he was, among other positions, Executive Vice President IT
of Group Communications and in September 2015 Chief Marketing Services and CIO Global Forwarding, Freight at Deutsche Post DHL,
& Communications Officer and member of the EC. Germany. From 2013 until 2019 he was, among other positions,
• Stephan Howeg has a Master’s degree in History, Philosophy & CIO Maersk Group IT Infrastructure Services, Maidenhead, UK,
Sociology from the University of Zurich, Switzerland, as well as having and CIO at APM Terminals, The Hague, the Netherlands, at A.P.
completed a four-year apprenticeship in mechanics, and executive Moller Maersk Group.
programs in general management, leadership and digital marketing at
IMD, INSEAD and Harvard Business School. Gaëlle de la Fosse (since 1 February 2022)
• Between 1997 and 2001, Stephan Howeg was Head of Corporate • French national, born 1974.
Communications & Marketing at Sunrise Communications, • President of LHH and member of the EC since February 2022.
Switzerland. In 2001 he joined Ascom, Switzerland, as Global Head • Gaëlle de la Fosse joined the Adecco Group in February 2022 as
Marketing, Corporate Communications & Investor Relations. From President of LHH.
2003 to 2007, he served as Head of Corporate Communications • Gaëlle de la Fosse holds an MBA degree from HEC and a Master’s
& Public Affairs for Cablecom (today UPC), Switzerland.
degree in Politics and Economy from Sciences Po, both in Paris, France.
• Other mandates: Since 2018, Stephan Howeg has been a member • From 2019 to 2021, Gaëlle de la Fosse served as CEO of Celio,
of the Board of economiesuisse, and he has been a member of
France. From 2009 to 2019, Gaëlle de la Fosse was a Partner in
the Board of Trustees of the Fritz-Gerber Stiftung since 2020,
consumer goods and retail consulting at Roland Berger, based in Paris,
both in Switzerland.
France. From 2001 to 2009, Gaëlle de la Fosse held a number of
Gordana Landen senior positions at Capgemini Consulting, based in Paris, France.
• Swedish national, born 1964.
• Chief Human Resources Officer and member of the EC since
January 2019.
• Gordana Landen joined the Adecco Group as Chief Human
Resources Officer in January 2019.
• Gordana Landen holds a Bachelor’s degree in Human Resource
Development and Labour Relations from Stockholm University, Sweden.
• Gordana Landen held a number of senior positions at Ericsson in
Sweden, the UK and the United States from 1993 to 2008. Between
2008 and 2015, she was Senior Vice President Group Human
Resources and a member of the Executive Management Team at
Svenska Cellulosa Aktiebolaget (SCA), Sweden. From 2015 to 2018,
Gordana Landen served as Group Chief Human Resources Officer
at Signify (formerly Philips Lighting), The Netherlands.
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4.2 Other activities and vested interests 5. Compensation, shareholdings and loans
Except those described above in 4.1 ‘Biographies of the members of the Please refer to the Remuneration Report (pages 84 to 107).
Executive Committee’, no further permanent management/consultancy
functions for significant domestic or foreign interest groups, and no The AoI (Art. 14bis of the AoI; https://aoi.adeccogroup.com) define the
principles of the AGM’s say on pay.
significant official functions or political posts are held by the members
of the EC of Adecco Group AG. The AoI (Art. 20bis of the AoI; https://aoi.adeccogroup.com) define the
The AoI (Art. 16 sec. 4; https://aoi.adeccogroup.com) limit the principles applicable to performance-related pay and to the allocation of
number of mandates that may be assumed by members of the EC equity securities, convertible rights and options, as well as the additional
in directorial bodies of legal entities not affiliated with the Company amount for payments to members of the EC appointed after the AGM’s
vote on pay.
and its subsidiaries. The members of the EC have complied with
these requirements. In Art. 20 sec. 1 and 20bis sec. 1, the AoI (https://aoi.adeccogroup.com)
determine rules on post-employment benefits for members of the Board
4.3 Management contracts
and of the EC.
There are no management contracts between the Company and
The AoI do not foresee the granting of loans and credit facilities to
external providers of services.
members of the Board and of the EC; advances for this group of
individuals in connection with administrative or judicial proceedings
are allowed (Art. 20 sec. 2 of the AoI; (https://aoi.adeccogroup.com)).
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Further information
Further information
6. Shareholders’ rights shareholders at the 2022 AGM, consisting of a dividend of CHF 1.25
which shall be allocated from Adecco Group AG’s reserves from capital
Please also refer to the AoI (https://aoi.adeccogroup.com). contribution to free reserves and subsequently distributed to
Information rights shareholders, and a dividend of CHF 1.25 which shall be directly
distributed from available earnings 2021.
Swiss law allows any shareholder to obtain information from the
Board during the General Meeting of Shareholders provided that no Say on pay
preponderant interests of Adecco Group AG, including business secrets, Each year, the AGM will be asked to approve the proposals
are at stake and the information requested is required for the exercise submitted by the Board concerning the Maximum Total Amounts
of shareholders’ rights. Shareholders may only obtain access to the of Remuneration (MTAR) of the Board and of the EC (Art. 14bis of
books and records of Adecco Group AG if authorised by the Board the AoI; https://aoi.adeccogroup.com).
or the General Meeting of Shareholders. Should Adecco Group AG
refuse to provide the information rightfully requested, shareholders may Liquidation and dissolution
seek a court order to gain access to such information. In addition, if the The AoI do not limit Adecco Group AG’s duration (Art. 1, sec. 1 of
shareholders’ inspection and information rights prove to be insufficient, the AoI; https://aoi.adeccogroup.com).
each shareholder may petition the General Meeting of Shareholders
to appoint a special commissioner who shall examine certain specific Adecco Group AG may be dissolved and liquidated at any time by
transactions or any other facts in a so-called special inspection. If the a resolution of a General Meeting of Shareholders taken by at least
General Meeting of Shareholders approves such a request, Adecco two-thirds of the votes. Under Swiss law, Adecco Group AG may also
Group AG or any shareholder may within 30 days ask the court of be dissolved by a court order upon the request of holders of Adecco
competent jurisdiction at Adecco Group AG’s registered office to Group AG shares representing at least 10% of Adecco Group AG’s share
appoint a special commissioner. Should the General Meeting of capital who assert significant grounds for the dissolution of Adecco Group
Shareholders deny such a request, one or more shareholders who hold AG. The court may also grant other relief. The court may at any time,
at least 10% of the equity capital, or shares with an aggregate nominal upon request of a shareholder or obligee, decree the dissolution of
value of at least CHF 2 million, may within three months petition the Adecco Group AG if the required corporate bodies are missing (see
court of competent jurisdiction to appoint a special commissioner. also Art. 731b of the Swiss Code of Obligations). Adecco Group AG
Such request must be granted and a special commissioner appointed may also be dissolved following bankruptcy proceedings.
if the court finds prima facie evidence that the Board has breached Swiss law requires that any net proceeds from a liquidation of Adecco
the law or did not act in accordance with Adecco Group AG’s AoI Group AG, after all obligations to its creditors have been satisfied, be
(https://aoi.adeccogroup.com). The costs of the investigation are used first to repay the nominal equity capital of Adecco Group AG.
generally allocated to Adecco Group AG and only in exceptional Thereafter, any remaining proceeds are to be distributed to the holders
cases to the petitioner(s). of Adecco Group AG shares in proportion to the nominal value of those
Adecco Group AG shares.
Dividend payment
Adecco Group AG may only pay dividends from statutory reserves from Further capital calls by Adecco Group AG
capital contribution, and statutory and voluntary retained earnings, in Adecco Group AG’s share capital is fully paid up. Hence, the shareholders
accordance with Art. 675 of the Swiss Code of Obligations. have no liability to provide further capital to Adecco Group AG.
Companies whose principal purpose consists of participations in
Subscription rights
other companies may freely use the statutory reserves from capital
contribution and statutory retained earnings to the extent they exceed Under Swiss law, holders of Adecco Group AG shares have pre-emptive
20% of the paid-in share capital. Pursuant to Art. 671 para. 1 of the Swiss rights to subscribe to any issuance of new Adecco Group AG shares in
Code of Obligations, 5% of the annual profits shall be allocated to the proportion to the nominal amount of Adecco Group AG shares held by
statutory retained earnings until the statutory reserves from capital that holder. A resolution adopted at an AGM with a supermajority may
contribution and the statutory retained earnings have reached 20% suspend these pre-emptive rights for material reasons only. Pre-emptive
of the paid-in share capital. In addition, pursuant to Art. 671 para. 2 and rights may also be excluded or limited in accordance with Adecco Group
para. 4 of the Swiss Code of Obligations, companies whose principal AG’s AoI (Art. 3bis sec. 4, Art. 3quater sec. 2 and Art. 14 sec. 3 of the AoI;
purpose consists of participations in other companies shall allocate to https://aoi.adeccogroup.com).
the statutory reserves from capital contribution and statutory retained 6.1 Voting rights and representation restrictions
earnings the following: (1) any surplus over nominal value upon the issue
of new shares after deduction of the issuance cost, to the extent such For further details refer to section 2.6 ‘Limitations on registration, nominee
surplus is not used for depreciation or welfare purposes; (2) the excess registration and transferability’. The AoI (https://aoi.adeccogroup.com)
do not foresee any other restrictions to voting rights.
of the amount which was paid-in on cancelled shares over any reduction
on the issue price of replacement shares. The statutory reserves from Pursuant to the AoI, a duly registered shareholder may be represented by
capital contribution and statutory retained earnings amounted to (i) the shareholder’s legal representative, (ii) a third person who needs
CHF 659 million as of 31 December 2021 and to CHF 409 million not be a shareholder with written proxy, or (iii) the Independent
as of 31 December 2020, thereby exceeding 20% of the paid-in Proxy Representative based on a proxy fulfilling the requirements
share capital in both years. as set out in the invitation to the AGM (Art. 13 sec. 2 of the AoI;
https://aoi.adeccogroup.com). At an AGM, votes are taken by poll.
In 2021 the AGM approved a dividend for 2020 of CHF 2.50 per share
outstanding (totalling CHF 403 million, EUR 364 million). For 2021,
the Board of Directors of Adecco Group AG will propose two dividends
for a total of CHF 2.50 per share outstanding for the approval of
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Further information (continued)
6.2 Legal and statutory quorums 6.5 Registration in the share register
The AGM shall constitute a quorum regardless of the number Shareholders will be registered in the share register of Adecco Group
of shareholders present and regardless of the number of shares AG until the record date defined in the invitation to a General Meeting
represented (Art. 14 sec. 1 of the AoI; https://aoi.adeccogroup.com). of Shareholders to be published in the ‘Swiss Official Gazette of
There are no quorums in Adecco Group AG’s AoI which require a Commerce’ (‘Schweizerisches Handelsamtsblatt’). Only shareholders
who hold shares registered in the share register with a right to vote
majority greater than set out by applicable law (Art. 14 sec. 3 of the AoI;
at a certain date, or their representatives, are entitled to vote. There
https://aoi.adeccogroup.com). Note, however, that any vote with respect
are no specific rules regarding the granting of exemptions from the
to maximum compensation approvals is subject to an absolute majority
above deadline.
of votes cast whereby abstentions shall not be counted as votes cast
(Art. 14bis sec. 3 of the AoI; https://aoi.adeccogroup.com). 7. Changes of control and defence measures
In addition to the powers described above, the AGM has the power
to vote on amendments to Adecco Group AG’s AoI (including the 7.1 Duty to make an offer
conversion of registered shares into bearer shares), to elect the The AoI of Adecco Group AG do not contain any opting-up clause
members of the Board, the Chair of the Board, the members of the in the sense of Art. 135 para. 1 FMIA as in force since 1 January 2016
Compensation Committee, the Independent Proxy Representative, (https://aoi.adeccogroup.com). Therefore, pursuant to the applicable
the statutory auditors and any special auditor for capital increases, to provisions of the FMIA, if any person acquires shares of Adecco Group
approve the Annual Report, including the statutory financial statements AG, whether directly or indirectly or acting together with another
and the consolidated financial statements of the Adecco Group, person, which, added to the shares already owned, exceed the
and to set the annual dividend. In addition, the AGM has competence threshold of 331/3% of the voting rights of Adecco Group AG,
in connection with the special inspection and the liquidation of irrespective of whether the voting rights are exercisable or not, that
Adecco Group AG. person must make an offer to acquire all of the listed equity securities
of Adecco Group AG. There is no obligation to make a bid under the
6.3 Convocation of the General Meeting of Shareholders foregoing rules if the voting rights in question are acquired as a result
Notice of a General Meeting of Shareholders must be provided of a donation, succession or partition of an estate, a transfer based upon
to the shareholders by publishing a notice of such meeting in the matrimonial property law, or execution proceedings, or if an exemption
‘Swiss Official Gazette of Commerce’ (‘Schweizerisches Handelsamtsblatt’) at is granted.
least 20 days before the meeting. The notice must state the items on the
agenda and the proposals of the Board and the shareholders who 7.2 Change of control clause
demanded that a General Meeting of Shareholders be called or asked There are no change of control clauses in place in favour of
for items to be put on the agenda. Admission to the General Meeting of members of the Board or members of the EC. In accordance with the
Shareholders is granted to any shareholder registered in Adecco Group Company’s AoI (https://aoi.adeccogroup.com), long-term incentive plans
AG’s share register with voting rights at a certain record date, which of the Company may provide for an accelerated vesting in case of
will be published together with the invitation to the General Meeting a change of control (see section 4.4 ‘Long-Term Incentive Plan’ in
of Shareholders in the ‘Swiss Official Gazette of Commerce’ the Remuneration Report).
(‘Schweizerisches Handelsamtsblatt’).
8. Auditors
6.4 Agenda of the General Meeting of Shareholders Each year, the AGM of Adecco Group AG elects the statutory auditor
Under Swiss corporate law, an ordinary General Meeting of (Auditors). On 8 April 2021, the AGM elected Ernst & Young Ltd, Zürich,
Shareholders shall be held within six months after the end of each fiscal as statutory auditor of the Company for the business year 2021.
year (Annual General Meeting of Shareholders). Extraordinary General Ernst & Young Ltd has served the Company as its Auditor since
Meetings of Shareholders may be called by the Board or, if necessary, by 2002, the engagement being renegotiated annually. In line with Swiss
the statutory auditors. In addition, an Extraordinary General Meeting of regulation, periodic rotation of the auditor in charge (lead auditor) of
Shareholders may be called by a resolution of the shareholders adopted maximum seven years is executed. Jolanda Dolente, licensed audit
during any prior General Meeting of Shareholders or, at any time, by expert, is in her third year as the lead auditor after two years as global
holders of shares representing at least 10% of the share capital. co-coordinating partner. Marco Casal has for the first time assumed the
The Swiss Code of Obligations governs the right to request that a global co-coordinating partner role.
specific item be put on the agenda of a General Meeting of Shareholders In 2022, the Company intends to invite several audit firms, including
and discussed and voted upon. Holders of Adecco Group AG shares whose Ernst & Young, to participate in a tender process that will lead to the
combined shareholdings represent an aggregate nominal value of at least selection of an audit firm to be proposed for election at the Annual
CHF 100,000 (Art. 11 sec. 2 of the AoI; https://aoi.adeccogroup.com) General Meeting 2024 as statutory auditor of the Company for the
or holders of Adecco Group AG shares representing at least 10% of business year 2024.
the share capital have the right to request that a specific proposal be
discussed and voted upon at the next General Meeting of Shareholders; The total fee for the Group audit of the Company and for the statutory
such inclusion must be requested in writing at least 40 days prior to audits of the Company’s subsidiaries for the business year 2021
the meeting and shall specify the agenda items and proposals of such amounted to EUR 7.1 million. For the business year 2021, additional fees
shareholder(s) (Art. 11 sec. 2 of the AoI; https://aoi.adeccogroup.com). of EUR 0.6 million were charged for audit-related services such as
advice on matters not directly related to the Group audit and primarily
relate to certifications required by tax and government authorities to
confirm the correct application of specific tax and government rules.
Fees for tax services and other services amounted to EUR 0.1 million,
mainly related to the application for an employee wage subsidy.
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The AC oversees the Company’s financial reporting process on behalf of 10. Tax strategy
the Board. In this capacity, the AC discusses, together with the Auditors,
the conformity of the Company’s financial statements with accounting The Company operates a Group-wide policy on tax that is regularly
principles generally accepted in the United States, and the requirements reviewed by the Board’s AC. Relevant guiding principles, processes and
of Swiss law. controls have been defined and implemented throughout the Company.
Tax matters are regularly discussed at the AC meetings. The Company
The AC regularly meets with the Auditors, at least eight times a year, to reports revenues and pays taxes in the countries where it operates
discuss the results of their examinations, and the overall quality of the and value is created. The Company seeks to protect value for its
Company’s financial reporting. During 2021, the Auditors attended all shareholders and fully complies with both the tax law in all countries
meetings and phone conferences of the AC. The Auditors regularly have where it operates and international standards, namely OECD standards.
private sessions with the AC or its Chair, without the CEO, the CFO, The Company’s internal transfer pricing guidelines stipulate that all
or any other member of the EC attending. The AC assessed with the intercompany transactions must be performed at arm’s length. These
Company’s Auditors the overall scope and plan for the 2021 audit of guidelines are under constant review and follow the recommendations
the Company. The Auditors are responsible for expressing an opinion issued by the OECD. By communicating in a transparent way, the
on the consolidated financial statements prepared in accordance with Company works towards fostering mutually constructive and open
accounting principles generally accepted in the United States and the relationships with tax authorities and also with the purpose of reducing
requirements of Swiss law. Further, the Auditors are required, under the risk of challenge and dispute. The Company also seeks to remove
the auditing standards generally accepted in the United States, to uncertainty and financial risk by entering into contemporaneous tax audit
discuss, based on written reports, with the AC their judgements as programmes or advanced agreements with tax authorities where possible.
to the quality, not just the acceptability, of the Company’s accounting We believe that contributing to public finances through paying taxes
policies as applied in the Company’s financial reporting, including the responsibly is an integral part of our purpose of making the future work
consistency of the accounting policies and their application and the for everyone. The Company does therefore not engage in artificial tax-
clarity and completeness of the financial statements and disclosures. driven structures and transactions.
Further, the Auditors are responsible for expressing opinions on the
standalone financial statements of Adecco Group AG. The Company files the Country by Country Report (CBCR) in
Switzerland. The information is automatically exchanged with the
The AC oversees the work of the Auditors and it reviews and assesses, tax authorities of the majority of the countries where the Company
at least annually, their independence, qualification, performance and operates. By filing an accurate and comprehensive CBCR, the Company
effectiveness. It discusses with the Auditors the Auditors’ independence ensures that the relevant tax information is appropriately disclosed.
from management and the Company, and monitors audit partner Since the information is automatically exchanged, the Company
rotation. The AC considers the compatibility of non-audit services with considers it currently not necessary to publish the CBCR on its website.
the Auditors’ independence and pre-approves all audit and non-audit The Company has also implemented the EU Mandatory Disclosure
services provided by the Auditors. Services may include audit-related Directive (DAC 6) allowing to ensure local compliance in the countries
services, tax services and other services. where the Company is required to report directly. We are committed
The AC proposes the Auditors to the Board for election by the to continuously exploring ways to strengthen what we disclose and
General Meeting of Shareholders and is responsible for approving the where to build trust and accountability with our stakeholders.
audit fees. Each year a proposal for fees for audit services is submitted
by the Auditors and validated by the CFO, before it is submitted to
11. Blocking periods
the AC for approval. 11.1 Ordinary blocking periods
9. Information policy At the Company, the ordinary blocking periods shall begin on the last
day of any fiscal quarter of Adecco Group AG and shall end one trading
The AGM for the fiscal year 2021 is planned to be held on 13 April 2022
day after the public release of earnings data for such fiscal quarter.
without shareholders being physically present. Shareholders can only
exercise their voting rights via the Independent Proxy Representative. The ordinary blocking periods shall apply to directors, officers or
The details will be published in the ‘Swiss Official Gazette of Commerce’ colleagues of the Company and cover listed securities and related
(‘Schweizerisches Handelsamtsblatt’) at least 20 days before the meeting. financial instruments including derivatives (‘Securities’) of Adecco
Group AG (‘Adecco Securities’).
Adecco Group AG provides quarterly media releases on the Company’s
consolidated and divisional results as per the following agenda: 11.2 Extraordinary blocking periods
5 May 2022 Q1 2022 results; The Corporate Secretary of the Board of Directors or the CFO, after
4 August 2022 Q2 2022 results; consultation with the Group General Counsel, the Head of Group
3 November 2022 Q3 2022 results. Treasury, the Group Head of Communications, and the Head of Investor
Relations, of Adecco Group AG are authorised to prohibit specific
groups of individuals which may include directors, officers and
For further investor information, including to subscribe to notifications,
colleagues of the Company from trading in Adecco Securities and/or
refer to http://ir.adeccogroup.com.
specified Securities of other listed companies, if the Company is
To order a free copy of this Annual Report and for further information, involved in an undisclosed material transaction or due to other inside
please refer to the contact addresses listed on the inside back cover information. Such prohibition shall be lifted by the Corporate Secretary
of the Annual Report (http://ir.adeccogroup.com). The Company’s or the CFO one trading day after (i) the information on such transaction
registered office is: Adecco Group AG, Bellerivestrasse 30, or other circumstance has been publicly released, or (ii) the related
CH-8008 Zürich. transaction has been definitively stopped or the related circumstances
have ceased to exist, respectively.
Annual
AnnualReport
Report2021
2021 83
83
84
Annual Report 2021
‘Progressive Landscapes’ – For more information on this artwork, head to pages 181-185
REMUNERATI ON REPORT
Introduction
Remuneration Report
1. Introduction remuneration for the CEO of CHF 5,054,798. The improved
performance of the STIP, together with the voluntary salary
Dear shareholders,
reduction of 20% for six months in 2020, contributed to a higher
On behalf of the Board of Directors (Board) and the Compensation gross cash remuneration for the CEO in 2021 compared to 2020.
Committee, I am pleased to present the Remuneration Report of the
Adecco Group for 2021. It follows a similar structure to last year’s The 2021 total remuneration for the EC members (comprising the
report, which was supported by over 90% of shareholders at the CEO, the nine active EC members and one former EC member that
Annual General Meeting (AGM) of April 2021. stepped down in 2020) was CHF 23,531,063. Stronger EBITA
margin performance and higher achievements for strategic and
At the AGM 2021, we welcomed a new Board member, Rachel Duan, functional performance KPIs contributed to higher annual STI payouts
to the Compensation Committee. in 2021 compared to 2020.
Overview of 2021 No one-off awards were issued to active or former EC members in 2021
The Compensation Committee continued to engage in direct dialogue apart from the limited one-off grants awarded to select members of the
with shareholders and proxy advisors to obtain feedback on the EC in 2021 for outstanding performance in 2020 (awarded as part of
remuneration structure for the Executive Committee (EC) and the the 2021 LTIP grant and disclosed in last year’s report).
Remuneration Report. Feedback from shareholders and proxy advisors
Remuneration Report and Outlook 2022
indicates that the current remuneration structure is aligned with the
Company’s remuneration principles and the strategic business cycle, Considering the feedback received from shareholders and proxy
Future@Work. The discussions have positively contributed to the advisors, we enhanced this year’s Remuneration Report by clearly
changes in the long-term incentive plan (LTIP) for 2021 and 2022. demonstrating the link with the current remuneration structure and
our strategic cycle, Future@Work. Furthermore, our roadmap to
During 2021, the Covid-19 pandemic continued to cause widespread achieve environmental, social and governance (ESG) goals is
economic disruption and present new challenges that have had a included to provide more detail of how our ESG journey is integrated
significant impact on our people, clients, communities and into our current strategy and reflected in EC remuneration.
performance. As a result, the path to recovery will remain somewhat
uneven in the months ahead. The EC members’ focus continues to Reflecting our obligation and commitment to shareholders regarding
be on securing the wellbeing and safety of our colleagues, associates transparency in EC remuneration, we would like to draw attention to
and candidates and ensuring business continuity for our clients the following enhancements and changes for 2022:
throughout the crisis. • Revenue growth for the Adecco Global Business Unit will be
2021 was the first full year implementing our long-term measured relative to industry peers in 2022. Measurement of top-
Future@Work strategy and the new brand-centric organisation line performance relative to industry peers at the Group level is
structured around three Global Business Units: Adecco, LHH (Talent unchanged for 2022;
Solutions) and Modis. Each Global Business Unit made good progress • A new STIP KPI has been introduced in 2022 to measure the
executing its specific targets, delivering a record gross margin and success of the integration of AKKA;
sector-leading EBITA margin that reflects the strength of this portfolio • The shareholding requirement for all EC members has increased
and our focus on higher value services. The EBITA margin achievement by 50%. The CEO will now be required to hold a minimum of
for the Group exceeded the stretch target resulting in 150% payout for 60,000 Adecco Group AG shares and other EC members will be
this key performance indicator (KPI). required to hold a minimum of 15,000 Adecco Group AG shares
The acquisition of AKKA Technologies and QAPA demonstrate our within five years of the March 2022 annual grant; and
intention to position our Global Business Units as worldwide leaders • The blocking period for all LTIP participants has been reduced
in their respective industry segments. In parallel, Adecco continues prospectively from two years to one year, in line with competitive
to address and deploy digital business models, tools and go-to- benchmarks and with the intention to ensure attractiveness and
market strategies. The 2022 STIP balanced scorecard will include a retention. The blocking period for the CEO is unchanged at two
new KPI to measure the success of integrating AKKA and Modis years.
(together forming Akkodis on 24 February 2022) by reducing Amendments are described in more detail in section 6 – Outlook
expenses through synergies. In addition, the Akkodis revenue growth 2022.
target for 2022 will reflect a combined revenue target aligned to the
acquisition plan approved by the Board in 2021. More detailed information on the Compensation Committee’s
activities and on our remuneration approach is contained within this
The Compensation Committee has sought to ensure that the Remuneration Report. The report will be submitted to a non-binding,
remuneration structure appropriately reflects the Adecco Group’s consultative vote by shareholders at the AGM 2022. We trust that
Future@Work strategic priorities. Significant employee turnover you will find this report informative and thank you for your support.
induced by the Covid-19 crisis has required us to review our reward
programmes to ensure they remain attractive and support retention. Sincerely,
2021 Executive performance

The CEO will be awarded a 2021 annual STI of CHF 1,334,205 which is
just below target based on actual STIP KPI achievements for 2021.
This annual STIP performance outcome and the share awards
granted in 2021 under the LTIP, combined with the annual base
Didier Lamouche
salary and social contributions, resulted in a 2021 total conferred
Chair of the Compensation Committee

Introduction (continued)
Remuneration
at a glance
Remuneration principles
Reward for performance Alignment to shareholders’ Internal fairness and external

The STIP and LTIP seek to recognise interests competitiveness
and reward Group, Global Business The LTIP is delivered in the form of The remuneration is internally
Unit or customer performance. Thus, share-based remuneration and thus consistent and externally
as a general rule, individual targets aligns the interests of management competitive. Base salaries are
are not used in the incentive plans. with those of shareholders. generally set at the median level of
The STIP incentivises management Furthermore, based on the the relevant function in the
for achieving the annual financial shareholding guideline, EC members reference market, which is either
targets and for attaining strategic are required to hold a minimum local, regional or global. Local
and functional goals over a time number of Adecco Group AG shares benefits are defined in line with local
horizon of one year, and fosters which encourages an owner-manager regulations and competitive practice.
collaboration between the Global culture. Total remuneration is reviewed
Business Units. The LTIP incentivises periodically to ensure
management to create long-term competitiveness in attracting and
shareholder value. retaining talent while maintaining
internal equity.
Remuneration linked to strategy

The Adecco Group’s remuneration Group’s commitment to deliver leading three equally-weighted long-term
philosophy is to appropriately recognise total shareholder returns. financial-performance objectives: relative
and reward performance. It reflects the total shareholder return (rTSR), return on
The Adecco Group’s transformation to a
Company’s commitment to attract, invested capital (ROIC) and cash
digital organisation is supported by other
motivate and retain talent in order conversion ratio (CCR). These metrics
financial-based KPIs that specifically
to support the achievement of are aligned to the financial goals of
measure progress of the transformation
Future@Work (the strategic business Future@Work, ensuring that the financial
and of the Adecco Group’s digitalisation
cycle launched at the end of 2020). interests of management are aligned with
of client and candidate interactions, as
Variable incentives are an important those of shareholders.
well as the use of digital products
element of the remuneration structure. internally. In addition, three of five key Variable incentives are balanced by fixed
This philosophy is translated into KPIs sustainability goals are reflected in the pay to ensure an appropriate pay mix for
that are designed to deliver key strategic 2021 STIP balanced scorecard for all EC the CEO and the other EC members.
and functional objectives. members: employer of choice, The annual base salary and benefits
A significant portion of total employability and access to work, and support the attraction and retention
remuneration for EC members, including trusted partner to clients. of the best global talent to help deliver
the CEO, is tied to the achievement of the Future@Work strategy.
Long-term, share-based remuneration is
financial objectives. linked to business performance through
The variable incentive element is
“at risk” pay (i.e. performance-based Our three strategic priorities of Future@Work:
remuneration). The annual STIP payout
Three distinct go-to-market strategies and value propositions/offerings;
increases or decreases based on the
achievement of financial, strategic and
functional KPIs. The STIP focuses
leadership on outperforming the Focus on strengthening customer experience, delivering
competition and delivering strong differentiated services and the digital enablement of everything
revenue and EBITA margin. The financial we do; and
goals of Future@Work, specifically the
stretched revenue growth and EBITA Delivering social impact alongside a strong commitment to
margin targets, make up 70% of the continue to reduce our environmental footprint and enhance
2021 STIP balanced scorecard for all EC our societal contribution.
members underpinning the Adecco

Executive remuneration for the financial year 2021
ANNUAL ANNUAL STIP LTIP BENEFITS

BASE SALARY See more on pages See more on pages See more on page 100
See more on page 93 93 to 95 98 to 100
CHF 7.0 million CHF 5.9 million CHF 7.2 million CHF 2.8 million
Payforperformance
AnnualSTIP
CEO
TotalEC

-LTIP
TotalEC

Actual executive remuneration pay mix for the financial year 2021
CEO TotalEC
AnnualBaseSalaryand AnnualBaseSalaryand
Benefits– Benefits–
AnnualSTIP– AnnualSTIP–
LTIP– LTIP–
Atrisk/ Atrisk/
Performance-based– Performance-based–
Remuneration in 2021
The remuneration awarded to the EC in the financial year 2021 is within the limits approved by the shareholders at the AGM in
April 2020.
Period Approved amount (CHF) Actual amount (CHF)
2021 35,000,000 23,531,063

Remuneration governance
2. Remuneration governance remuneration (see Illustration 1) is governed by the Articles of

Incorporation, which are available on the Company website: https://
2.1 Legal framework
www.adeccogroup.com/investors/shareholder-information/
The Adecco Group’s Remuneration Report is written in accordance articles-of-incorporation/, and the Compensation Committee
with the requirements of the Swiss Ordinance against Excessive Charter.
Compensation in Listed Companies and the Directive on Information
relating to Corporate Governance, issued by the SIX Swiss The following limits are applicable to EC variable remuneration
Exchange. The Adecco Group’s principles regarding remuneration according to the Articles of Incorporation:
further take into account the recommendations set out in the Swiss • At target, the EC may earn up to 125% of its aggregate annual
Code of Best Practice for Corporate Governance of the Swiss base salary as an annual cash bonus and for the CEO, up to 120%
Business Federation (economiesuisse). In addition, the Remuneration of his annual base salary. If targets are exceeded, the EC may earn
Report comprises information as required under the Swiss Code of up to 150% of its aggregate annual base salary as an annual cash
Obligations. bonus and for the CEO, up to 140% of his annual base salary.
Statements throughout this Remuneration Report using the terms • Long-term incentive plans foresee remuneration in the form of
“the Company” or “the Group” refer to the Adecco Group, which restricted shares or rights to shares in Adecco Group AG. At
comprises Adecco Group AG, a Swiss corporation, its consolidated grant, the fair value of the awarded share units shall not exceed
subsidiaries, as well as variable interest entities for which the 150% of the aggregate annual base salary of the EC nor shall it
Adecco Group is considered the primary beneficiary. exceed 160% of the annual base salary of the CEO. Vesting is
to be conditional upon the fulfilment of certain conditions over
2.2 Role of the shareholders
a number of financial years.
The shareholders annually and prospectively approve the Maximum
Remuneration paid to members of the Board is comprised of
Total Amount of Remuneration (MTAR). For the EC, the amount is
remuneration due until the time of the next AGM plus any estimated
approved for the following financial year and for the Board it is
social insurance payments and other fringe benefits. The Board may
approved for the period from this AGM until the next AGM. The
determine that a portion of the remuneration is to be paid in the
shareholders also vote for the Remuneration Report in a
form of shares according to the Articles of Incorporation.
retrospective consultative vote. Authority for decisions related to
2.3 Role of the Board and Compensation Committee
Illustration 1: Remuneration authorisation levels within In line with the provisions of the Articles of Incorporation, the Board
the parameters set by the Articles of Incorporation has entrusted the Compensation Committee to provide support in
establishing and reviewing the Company’s remuneration principles
CEO CC Board AGM and incentive plans, in preparing the remuneration proposals put
forward at the AGM, in determining the remuneration of the EC and
Remuneration P R A the Board and in setting and assessing the performance objectives
philosophy and principles relevant for the remuneration of the EC.
The Compensation Committee generally acts in a preparatory and
advisory capacity while the Board retains the decision-making
Incentive plans P R A authority on remuneration matters, except for the MTAR of the EC
and the Board, which are subject to the approval of the shareholders
at the AGM.
MTAR of the EC P R A The Compensation Committee is comprised entirely of independent
Board members who are elected individually by the shareholders at
the AGM, for a term of office of one year ending after completion of
CEO remuneration P A the next AGM. Further details on the Compensation Committee’s
composition, responsibilities and activities are provided in the
Corporate Governance Report.
Individual remuneration P R A The Compensation Committee is comprised of three Board
of EC members
members for the period AGM 2021 to AGM 2022: Didier
Lamouche, Kathleen Taylor and Rachel Duan. Didier Lamouche has
MTAR of the Board served as a member since 2011 and as the Chair of the
P R A
Compensation Committee since 2020. Kathleen Taylor has served
as a member since 2015 and Rachel Duan joined as a member from
AGM 2021. Jean-Christophe Deslarzes, the Chair of the Board, is a
Individual remuneration P A permanent invitee and participates in the Compensation
of Board members Committee’s meetings as a guest without voting rights.
The CEO, the Chief Human Resources Officer and the Group SVP
Remuneration Report P A Total Rewards usually attend the Compensation Committee
meetings. The Chair of the Compensation Committee may decide to
invite other executives, as appropriate. Members of management do
not participate in Compensation Committee meetings when their
P Proposes R Reviews own individual remuneration matters are discussed.
The Compensation Committee meets as often as business requires,
A Approves Retrospective consultative vote but at least six times a year. In 2021, the Compensation Committee
held 13 meetings. The Chair of the Compensation Committee

Remuneration philosophy
participates in at least two planning meetings prior to each 3.2 Approach to remuneration-setting
Compensation Committee meeting. Details on meeting attendance The Board reviews the individual remuneration levels of the CEO,
of the individual Compensation Committee members are provided the other EC members and its own members periodically. The
in the Corporate Governance Report. Compensation Committee reviews the remuneration of the CEO
The Chair of the Compensation Committee reports to the full Board and other EC members prior to submission to the Board.
after each Compensation Committee meeting. The minutes and the Remuneration is looked at in comparison to the relevant
materials of the meetings are available to all members of the Board. remuneration levels of similar positions at external peer companies
(refer to section 3.3), leveraging data provided by an external,
2.4 Role of external advisors specialised company. The remuneration of EC members and Board
The Compensation Committee may decide to consult external members is reviewed by the Compensation Committee against
advisors, mandated by management, from time to time for specific relevant benchmark data on a biennial basis.
remuneration matters. In 2021, the Compensation Committee
During all these reviews, the Board focuses on the specific needs of
retained Willis Towers Watson, an international independent
the business, affordability for the Company and the individual’s
external consultant, to provide compensation benchmark data,
profile (i.e. skills and experience). Individual performance and growth
and Obermatt, an independent Swiss financial research firm,
potential are also taken into account.
to calculate the achievement and vesting level under the LTIP.
These consultants’ independence and performance are reviewed For the CEO and other EC members, the goal is to position annual
periodically by the Compensation Committee to determine whether base salary around the market median and target direct
to renew or rotate the advisors. In 2021, Willis Towers Watson compensation (i.e. annual base salary, the target annual short-term
also provided compensation benchmark data for the broader incentive and the target long-term incentive) between the median
employee population, but Obermatt had no other mandate and the 75th percentile in order to promote a culture of pay-for-
with the Adecco Group. performance and to ensure that compensation levels remain
competitive. In 2021, the target direct compensation of the EC,
3. Remuneration philosophy including the CEO, ranged from 60% to 119% (2020: 63% to 119%)
3.1 Remuneration linked to strategy of the market median of the pan-European peer group.
The Adecco Group’s remuneration philosophy is to appropriately The remuneration of Board members is set to attract and retain
recognise and reward performance. It reflects the Company’s diverse individuals with international experience whose skills
commitment to attract, motivate and retain talent in order to match the Company’s strategy and needs. The remuneration
support the achievement of the Company’s Future@Work strategy of individual Board members is set to be competitive against
(refer to Remuneration at a Glance). The remuneration philosophy benchmark companies and to reflect the time and effort required
translates into three principles that support this objective. from Board members in fulfilling their Board and Committee
responsibilities as well the scope of their role for the Adecco Group.
3.1.1 Reward for performance
The STIP and LTIP seek to recognise and reward Group, Global
Business Unit or customer performance. Thus, as a general rule,
individual targets are not used in the incentive plans. The STIP
incentivises management for achieving the annual financial targets
and for attaining strategic and functional goals over a time horizon of
one year, and fosters collaboration between the three Global
Business Units: Adecco, LHH (Talent Solutions) and Modis.
Future@Work will further drive our financial performance through a
firm commitment to deliver both growth and improved margins in
order to provide attractive returns to our shareholders. The
short-term and long-term performance measures driving
remuneration and their link to our three strategic priorities is
presented in section 4.
3.1.2 Alignment to shareholder’s interests
The LTIP is delivered in the form of share-based remuneration and
thus aligns the interests of management with those of shareholders.
The LTIP incentivises management to drive long-term financial
productivity and generate strong cash flow to support the
transformation of the business, grow market share and generate
long-term value for shareholders.
Furthermore, based on the shareholding guideline, EC members are
required to hold a minimum number of Adecco Group AG shares
which encourages an owner-manager culture.
3.1.3 Internal fairness and external competitiveness
Total remuneration is reviewed periodically to ensure
competitiveness in attracting and retaining talent while maintaining
internal equity. Base salaries are generally set at the median level of
the relevant function in the reference market, which is either local,
regional or global. Internal equity is also taken into consideration to
help create a fair working environment. Final compensation reflects
the specific skills and responsibilities required for a role and the
experience of the individual. Local benefits are defined in line with
local regulations and competitive practice.
Remuneration philosophy (continued)
3.3 Approach to peer group selection The remuneration of the Board is compared to a peer group of
Peer groups are a critical tool for assessing the appropriateness of Swiss-listed companies of similar size and complexity. In Switzerland,
individual remuneration levels and relative business performance. the Board is the ultimate supervisory and organisational body,
Each peer group is designed in accordance with the respective assuming responsibility for all matters not expressly reserved to
purpose and requirements. Proposing the appropriate peer groups other corporate bodies. Swiss law stipulates the non-transferable,
for remuneration benchmarking and performance analysis is an absolute duties of the Board. These duties present certain risks, joint
important activity for the Compensation Committee. Annually, peer responsibility and to a certain extent personal liability and
groups are reviewed by the Compensation Committee for accountability for the Company’s actions, specific to Swiss law.
substantial changes due to merger and acquisition activity and Therefore, the peer group for Board remuneration is composed
unusual fluctuations in remuneration levels. This is to ensure that the exclusively of companies based in Switzerland due to the
existing peer groups are still relevant. Every three to five years, the comparability of Swiss legal requirements, including individual and
suitability and composition of each peer group, outlined in joint liabilities under Swiss law.
Illustration 2, are reviewed in depth to ensure that the selected peer Finally, financial performance may be assessed relative to
groups continue to be meaningful and meet the criteria defined by competitors or peers. This analysis enables the Compensation
the Compensation Committee. Finally, peer groups for the EC and Committee to measure the alignment of EC remuneration with the
the Board are set so that the Adecco Group is positioned around achievement of key financial performance indicators relative to the
the market median in terms of revenue. comparator peer groups. This is essentially applied to two metrics
The remuneration of the CEO and the other EC members is used in the STIP and LTIP calculations: relative revenue growth and
benchmarked against a peer group of 34 companies relative total shareholder return (rTSR).
which are selected from various industry groups such as business The Compensation Committee also periodically reviews the
support services, retail and other general industry sectors (see composition of its peer groups used for revenue growth and rTSR
Illustration 3). The Adecco Group aims to hire executives from a performance benchmarking. For revenue growth, the Compensation
wide range of industries and markets. Several of the current EC Committee believes that comparing the Adecco Group to its direct
members were hired from the European market. The Compensation competitors, Randstad and ManpowerGroup, is in the best interests
Committee believes that in order to maintain competitiveness, it is of shareholders. This is because other companies, operating in a
important to benchmark EC remuneration against a representative similar industry, are not comparable in terms of size and global
number of Swiss and European companies. The current peer group reach. For rTSR performance benchmarking, a shareholder view is
is restricted to companies based in Europe to better reflect where applied in term of business similarity, investment profile and risk
the Adecco Group finds its executive talent. criteria, in order to define the peer group. In this case, company size
becomes less important while business similarity and risk profile
become more important.

Illustration 2: Peer groups for remuneration benchmarking and performance analysis
Relative revenue Relative TSR

Remuneration growth performance performance Remuneration
Purpose benchmarking (EC) benchmarking (EC) benchmarking (EC) benchmarking (Board)
Peer Group Pan-European companies Peers operating in the same Industry affiliates Swiss-listed companies
sector
Rationale Companies selected represent To analyse financial Peer group for TSR Comparability of Swiss legal
market for talent (where the performance relative to peer performance should reflect requirements, including
Company looks to recruit group performance and the business and risk profile of responsibility and individual
executives, and those to which validate financial performance the Adecco Group liability under Swiss regulation
the Company may lose talent) goals
Criteria Organisational size (in terms of Direct competitors operating Business and economic cycle Operating in similar regulatory
revenue, number of full-time in the same industry, similar similarity, operating in environment, subject to similar
employees, total assets) and to business model and professional services and complexities, joint responsibility
some extent, industry type operational size (in terms of specifically in human resources and personal accountability
revenue) or employment services under applicable legal framework
Last reviewed by June 2021 February 2021 February 2021 September 2021
the Compensation
Committee
Illustration 3: Peer companies for remuneration benchmarking and performance analysis
Peer set for 2021
Pan-European peer
group (EC)
K IN G
ABB, Acciona, Accor, MA R
Adidas, Barry Callebaut, CH
Bunzl, Bureau Veritas, EN Peers operating in
the same sector (EC)
B
N
Capgemini, Carrefour, ManpowerGroup, Randstad

REMUNERATIO
Coca-Cola, Deutsche
Post, Diageo, Engie,
MARKING
Ericsson, Experian,
Ferguson, Ferrovial, Industry affiliates (EC)
Geberit, Henkel, Ipsen, Amadeus FiRe, ASGN, Hays,
H
Lonza, Merck, Novartis, Kelly Services, Korn Ferry,

NC
Randstad, Royal Mail, ManpowerGroup, PageGroup,

BE
Sanofi, Scania, Schindler, C Persol, Randstad, Robert Half,

E
AN
Serco, SITA, Sodexo, PERFORM Synergie, TrueBlue
Sulzer, TUI, Wood
Swiss-listed companies
(Board)
ABB, Credit Suisse,
DKSH, Kuehne+Nagel,
LafargeHolcim, Novartis,
Richemont, Roche,
Schindler, Swatch,
Swiss Life, Swiss Re,
Swisscom, UBS, Zurich

Executive Committee’s remuneration
4. Executive Committee’s remuneration

The remuneration structure for the EC members includes fixed and variable elements:
ANNUAL BASE TOTAL

SALARY
+ BENEFITS + ANNUAL STIP + LTIP = REMUNERATION
Fixed Variable, subject to performance
The table below summarises the remuneration structure in place for the CEO and the other EC members. See section 5.3 for total conferred
remuneration figures.
Fixed
Pay element Link to remuneration philosophy Link to Future@Work strategy
Annual base salary The annual base salary is internally consistent and externally To support the attraction and retention of the best global
competitive. Base salaries are generally set at the median talent with the capability to deliver the Adecco Group’s
level of the relevant function in the reference market. Future@Work strategy.
Individual skills, experience and performance are also taken
into account.
Benefits Local benefits are defined in line with local regulations and Other benefits, including retirement benefits and social
competitive practice. contributions, protect EC members against risk.
Variable, subject to performance

Pay element Link to remuneration philosophy Link to Future@Work strategy
Strategy Customer Social
Annual STIP The STIP consists of an annual cash bonus based on the
achievement of financial, strategic and functional targets:
Revenue growth/Revenue ✓ ✓
EBITA margin ✓ ✓
Gross margin ✓ ✓
Ventures’ gross profit ✓ ✓
Days sales outstanding (DSO) ✓
IT budget variance ✓
Digital adoption ✓ ✓
Transformation ✓ ✓ ✓
Colleague retention rate ✓ ✓ ✓
Net promoter score, NPS® ✓ ✓
Gender parity in the global leadership ✓ ✓ ✓
Peakon (eNPS) ✓ ✓
IT stability/security ✓ ✓
LTIP Performance share awards with three-year cliff-vesting and additional blocking period.
The LTIP consists of three equally-weighted financial performance metrics:
Relative total shareholder return (rTSR) ✓
Return on invested capital (ROIC) ✓ ✓
Cash conversion ratio (CCR) ✓

4.1 Annual base salary 4.2.3 Target setting
The annual base salary reflects the scope of the role and its Financial targets are set at the beginning of each financial year and
responsibilities, the experience and skills required to perform the aligned with the overall budget approved by the Board. Non-
role and the profile of the individual in terms of their seniority and financial strategic and functional targets are aligned with the most
experience. The annual base salary is paid in cash, typically in important priorities in any performance year.
monthly instalments, and serves as a reference for determining the 4.2.4 Annual bonus payout
target variable incentives. For each performance objective, a target level of performance is
4.2 Short-term incentive plan (STIP) determined, which represents the expected performance (target), as
well as a minimum level of performance (baseline), below which the
The STIP, a cash-based incentive, is based on a short-term incentive
payout is 0%, and a maximum level of performance (cap) above
target (STI target) expressed as a percentage of the annual base
which the payout is capped at 150%. The targets are set as a
salary. The STI target is linked to business performance to ensure
function of the Company’s goals (as approved by the Board),
accountability for the Adecco Group’s results. The Adecco Group
business environment, tactical focus and yearly milestones in the
uses a financial, a non-financial and an overall assessment to
context of the Future@Work strategic plan. While actual
determine business performance over a time horizon of one year.
performance could exceed the maximum defined in the STIP, payout
4.2.1 On-target opportunities is capped at 150%.
The STI target is the amount paid if performance targets are met. A 100% total payout is obtained when each objective is achieved at
For the CEO, the STI target corresponds to 90% of his annual base target level. A total payout of 150% requires an achievement at or
salary (2020: 80%). For the other EC members, the STI targets are above the maximum level on all objectives. An achievement level
in the range of 50% to 85% of their annual base salary (2020: 75% below the baseline on all objectives results in a 0% payout.
to 85%). The CEO received an STI target increase from 80% to
90% to bring his STI target closer to external market practice in Each performance objective is measured independently and carries a
2021. specific weight in the overall payout. For example, if one performance
objective with 10% weighting in the STIP balanced scorecard is at
Achievement may exceed performance targets. The amount paid if target level (i.e. 100% payout), then the overall payout on this
achievement exceeds performance targets is capped at 150% of the element is 10% (10% x 100% = 10%). If all performance objectives
STI target. For the CEO, a 150% STI cap corresponds to an STI are achieved at target then the overall payout is 100%.
payout equal to 135% (2020: 120%) of his annual base salary. For
the other EC members, the STI cap corresponds to an STI payout in
the range of 75% to 128% (2020: 113% to 128%) of their annual base Illustration 4: Actual STIP payout calculation
salary. The Articles of Incorporation limit the STI amount paid in
percentage terms of annual base salary for the CEO and other EC Annual base salary
members (refer to section 2.2).
4.2.2 Performance measures
The CEO and each EC member receive a STIP balanced scorecard X STI target (% of annual base salary)
containing financial and non-financial objectives (refer to Illustration
5). Each EC member’s STIP balanced scorecard is composed of
financial objectives (weight: 70%) and non-financial strategic and
functional objectives (weight: 30%). The selection and weight of X Overall achievement (%)
individual financial and non-financial objectives depends on the role
of the EC member (refer to Illustration 6). Financial objectives are
related to the Group, Global Business Unit or customer financial = Actual STIP payout
performance. Geographical financial performance has been replaced
by Global Business Unit and customer financial performance to
support our Future@Work strategic priorities. An additive The Board, upon recommendation of the Compensation Committee,
performance mechanism replaced the two-dimensional performance retains discretion to adjust STIP payouts (positively and negatively)
matrix in 2021 to help further incentivise financial performance. In in the case of extraordinary events or developments. This allows for
the new design, relative revenue growth and EBITA margin remain special situations that were not sufficiently factored into the targets
pivotal features. Relative revenue growth and EBITA margin like all to be taken into account. However, this does not include generally
financial (and non-financial) metrics are now independently unfavourable market developments.
measured against targets to determine overall performance.
Discretion is bound by the limits defined in the Articles of
Strategic objectives include performance goals encompassing the Incorporation. Downward discretion of 29% was applied by the
“social factor” in environmental, social and governance standards Board on the 2021 STIP payout of one EC member in a holistic
(refer to section 4.3). Functional objectives are related to the EC assessment of underlying financial performance compared to targets
member’s area of responsibility. The number of strategic and set at the beginning of the year.
functional metrics is limited to three each with the aim of supporting
The STIP includes malus as well as claw-back provisions in the event
collective goals amongst the EC as the Company continues its
of fraudulent behaviour or other types of intentional misconduct.
transformation journey.
2021 STIP balanced scorecard
Current achievement versus target is described for 2021 (refer to
This section presents the STIP balanced scorecard for the CEO and
Illustration 6). Backward-looking and forward-looking financial
the other EC members and highlights the performance objectives.
targets are considered commercially sensitive and therefore, are not
The Board follows a robust process to select appropriate KPIs and
disclosed.
set financial targets. In addition to the financial targets, each EC
member has three strategic and functional targets, nearly all of
which are related to the Adecco Group’s environmental, social and
governance (ESG) priorities.

Executive Committee’s remuneration (continued)
Illustration 5: 2021 key performance indicators (KPIs)

CEO CFO CHRO CoSCO CSMO CIO CDO Presidents
Financial KPIs (70%)

Revenue growth relative to average peers (Group) ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Revenue growth (Global Business Unit level) ✓
EBITA margin (Group, Global Business Unit level) ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Revenue (customer level) ✓
Gross margin (customer level) ✓
Ventures’ gross profit ✓
Days sales outstanding, DSO (Group level) ✓ ✓ ✓ ✓
IT budget variance (Group level) ✓
Digital adoption (Group level) ✓ ✓ ✓
Transformation (Group level) ✓ ✓
Strategic and Functional KPIs (30%)
Colleague retention rate (Group level) ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Net promoter score, NPS®
(Group, Global Business Unit level) ✓ ✓ ✓ ✓ ✓ ✓
Gender parity in the global leadership
(Group level) ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Peakon (Group level) ✓
IT stability & security (Group level) ✓
Illustration 6: 2021 STIP balanced scorecard

KPI Weight
KPI Weight for other EC Achievement
for CEO members versus target
Financial KPIs (70%)

Revenue growth relative to average peers (Group) 25% 5%-25% Below
Revenue Growth (Global Business Unit level) 20% Slightly below
EBITA margin (Group, Global Business Unit level) 35% 15%-35% Above
Revenue (customer level) 20% Below
Gross margin (customer level) 20% Above
Ventures’ gross profit 15% Above
Days sales outstanding, DSO (Group level) 10% 10% Above
IT budget variance (Group level) 20% Below
The IT budget variance measures the total IT spend (operational expenses) of the Adecco Group
versus the agreed budget approved by the Board. The variance will be adjusted by cost for
applications that have been covered elsewhere in other operating expenses but have been
transferred into the remit of IT and hence into the IT budget during the year. The process is
operated and governed by the finance IT function which reports to the Group CFO.
Digital adoption (Group level) 5%-15% Above

The digital adoption metric measures the progress of the Adecco Group in their digitalisation
efforts of external client and candidate interactions, as well as the usage of digital products by
internal colleagues. The metric is globally applicable, quantifiable and trackable at a monthly level.
Digital adoption acts as a leading indicator to prioritise, understand and track growth potential as
well as cost-saving opportunities for the Adecco Group. Across 2021, the Adecco Group reached
a volume of 23.8 million digital activities which resulted in a performance above target.
Transformation (Group level) 10% Met

The transformation metric measures the progress of the Group’s Future@Work transformation
during 2021. It is composed of three equally-weighted elements. The first element is to
successfully reach key milestones of the Group’s strategic initiatives. The second element
is the financial impact realised from the strategic initiatives. The third element is the Peakon
strategy score, measuring awareness and support of the Future@Work strategy and
transformation amongst all colleagues.

KPI Weight
KPI Weight for other EC Achievement
for CEO members versus target
Strategic and Functional KPIs (30%)

Colleague retention rate (Group level) 10% 10% Slightly below
The colleague retention rate measures the capacity of the organisation to keep colleagues
employed during a defined measurement period. It tracks our ability to retain talent, knowledge
and skills within the business. Furthermore, it tracks our capacity to upgrade and reskill the
Company’s workforce to further accelerate the business transformation and the Future@Work
strategy. Across 2021, we achieved 72.6% and saw an overall similar achievement as 2020
(73.0%), but slightly below target for 2021. Finally, we are leveraging our own internal data and
employee engagement survey, to identify further areas of opportunity to support Group-wide
retention.
Net promoter score, NPS® (Group, Global Business Unit level) 10% 10% Slightly below
Net Promoter Score (NPS®) measures customer experience linked to business growth. This proven
metric provides the core measurement for our customer experience management programmes. An
independent third-party provider ensures that feedback from our clients is collected in a
consistent and reliable fashion. It is the Adecco Group’s objective to continuously improve its
NPS®. Becoming a truly customer-centric business is at the centre of the Future@Work strategy.
Gender parity in the global leadership (Group level) 10% 10% Above
As part of our partnership with Paradigm for Parity®, a business coalition focused on eliminating
the gender gap in corporate leadership, we have committed to achieve gender parity (50/50) in
leadership levels by 2030. The representation at our global leadership level increased to 36.1% in
2021. To ensure progression, our focus is on both the pipeline of women below the global
leadership level and the women currently in the global leadership population.
Workday Peakon (eNPS) (Group level) 10% Above
Workday Peakon is our global platform to actively listen to our colleagues and understand their
motivations, feelings, and overall engagement. The Workday Peakon survey is conducted globally
on a quarterly basis. Our people are our biggest strength and we have made it one of our global
strategic priorities to build a positive and inspiring work environment. We are committed to making
the Adecco Group a great place to work for all of our colleagues.
IT stability & security (Group level) 10% Above
IT stability & security focuses on ensuring that we provide our colleagues throughout the Adecco
Group with stable, secure and available IT services to allow them to work free from interruption.
The IT stability metric is calculated by capturing accumulated hours lost throughout the year due
to the unavailability of critical applications or services. The 2021 target was set not to exceed a
maximum of 858 lost business hours due to unavailability with a stretch target of a maximum of 811
lost business hours due to unavailability. The total amount of lost business hours in 2021 due to
unavailability is 408 which represents a 56% improvement over the prior year period.

4.3 Environmental, social and governance (ESG) considerations embedded into our remuneration framework
At the Adecco Group, we aspire to make the future work for everyone and lead by example in how we conduct our business and address
society’s most pressing challenges. For us, this translates into working towards important goals that address the work-related sustainability
needs of our core stakeholders and help safeguard the planet for future generations. Ultimately, this will help deliver economic value for our
shareholders and other stakeholders, and create positive impact for local and global economies.
OUR SUSTAINABILITY GOALS
Employer of choice Employability and Trusted partner Social protection Climate protection
Creating a positive, access to work to clients for all Safeguarding the
respectful, inclusive Unlocking human Building on a shared Advocating a new planet for future
and healthy work potential to achieve commitment to social contract that generations
environment equal access to work conduct business provides protection
for all responsibly for all
Please refer to the Company Report for more details.
To chart a clear path forward and ensure continued progress against our ambitions and agreed objectives, we have identified the most
immediate drivers that will help determine success for each sustainability goal. For each such metric, in turn, we have set short-term (one
year) and medium-term (2025) targets. In select cases we have also confirmed long-term (2030) targets (i.e. number of people up/reskilled,
gender parity and carbon reductions), in line with public commitments. This data is consolidated in our ESG Scorecard. Most of these metrics
are also reflected in the Group, Global Business Unit and/or Group Function Scorecards, allocating responsibility for implementation at
source and underscoring our integrated approach to addressing ESG-related issues.
Complementing this and to ensure an additional layer of accountability for key priorities, the STIP balanced scorecard for EC members also
contains performance objectives that are related to select ESG measures of the Group, in addition to the core financial, strategic and
functional goals. Achievement versus target is available in Illustration 6. Given the sensitive nature of some of these targets, particularly
those that pertain to our core business, the ESG Scorecard as such is not made public. However, we remain committed to continuously
strengthening what we measure and will continue to disclose in line with evolving expectations.

As a people company our sustainability goals are naturally geared towards the social aspects of our agenda, as set out below:
Sustainability Goal EC STIP KPI Application

Employer of choice Colleague retention All EC members
Our success begins and ends with our people. To lead the world of work and create rate
value for all of our stakeholders, we want to set the standard as a world-class
Gender parity in the All EC members
employer for our current and future talent. Our ambition is to create a positive,
global leadership
respectful and healthy work environment that inspires and enables a diverse,
engaged and talented team, united by our purpose of making the future work for Workday Peakon CHRO
everyone. (eNPS)
Employability and access to work Revenue growth All EC members

Through our core business, we help people fulfil their potential – improving
employability by equipping individuals with the skills that they need to succeed in
the labour market and providing access to work by offering flexible and permanent
placement into jobs. Skills investment and development are also decisive factors in
enabling the transition to a low-carbon, green economy. Revenue growth is a strong
indication that our services are reaching more people, enabling sustainable and
productive employment.
Trusted partner to clients Net promoter score All EC members except

Customer-centricity is key to building a sustainable long-term business. We want to (NPS®) the CHRO and CIO
be our clients’ trusted long-term partner, building on a deep understanding of their
needs and a shared commitment to conducting business responsibly. We support
them in areas such as their journey to building more inclusive, diverse talent pools, as
well as by providing them with the skills and expertise to help them transform the
way we power our homes, businesses and lifestyles towards more progressive,
sustainable models. In line with global best practice standards, we use the NPS®
methodology to measure and benchmark customer satisfaction.
Our commitment to fairness is further demonstrated by the successful completion of the equal pay analysis in Switzerland as required by the
newly introduced reporting requirements of the Swiss Federal Act on Gender Equality. We have completed this important analysis and the
results confirm that we are fully compliant with Swiss equal pay standards. Ernst & Young provided assurance regarding the analysis and
affirmed that Adecco Group AG complies with the applicable legal requirements. Mazars provided assurance that the Adecco Ressources
Humaines SA, a subsidiary of the Adecco Group AG and the only other legal entity based in Switzerland, also complies with the applicable legal
requirements.
In the years ahead, and aligned with our global ambitions, we are committed to continuously re-evaluating how we reflect material environmental,
social and governance considerations in our remuneration framework and strengthening our practices that are considered conducive to our
purpose and stakeholders. For more details on the Adecco Group’s approach to ESG, please visit www.adeccogroup.com/sustainability.

4.4 Long-term incentive plan (LTIP) From 2021, in addition to rTSR, the LTIP contains two additional
The purpose of the LTIP is to reward long-term value creation and to performance metrics: return on invested capital (ROIC) and cash
enhance alignment of the interests of EC members with those of conversion ratio (CCR), to align more effectively the long-term
shareholders. The LTIP is a performance-based share plan providing financial performance objectives of the EC with the Future@Work
for conditional rights to receive a certain number of Adecco Group strategy. All three metrics are equally weighted at 33.3%. While
AG shares after a three-year cliff vesting period, subject to fulfilling rTSR remains part of the LTIP for 2021, the addition of ROIC will
the performance conditions and upon continued employment of the help drive long-term financial productivity and CCR will incentivise
participant at the vesting date. strong cash flow to support the transformation of the business, grow
market share and generate long-term value for shareholders.
For the grant awarded in 2021, the performance period started on
1 January 2021 and ends on 31 December 2023. 4.4.3 LTIP structure and general conditions
The formula to determine the number of PSUs to be granted is as follows:
4.4.1 2019-2021 LTIP performance cycle
The 2019 LTIP award is subject to rTSR performance of the Adecco Illustration 9: Calculation formula
Group compared to its peers (refer to Illustration 2). The percentile
ranking of the Adecco Group TSR against the peer group is STEP 1
measured at the end of each year of the three-year performance Annual base salary (CHF) x LTI target (%) = LTI target value at
period. The annual percentile ranking determines the achievement Grant (CHF)
level for that year.
STEP 2
At the end of the performance period, the average achievement
level over the three-year performance period is calculated to LTI target value at Grant (CHF)/20-TD average share price
determine the overall vesting level for the award. (CHF) = Target number of PSUs at Grant
Illustration 7 presents the annual ranking achievements,

The average share price is calculated as the arithmetic mean of daily
corresponding annual achievement levels and overall vesting level
closing share prices 20 trading days (20-TD) prior to the grant in March
based on the average annual performance for the 2019 LTIP award.
each year. The 2021 grant was awarded on 31 March and the period of
Illustration 7: Final vesting 2019 LTIP award 20-TD selected for the final calculation was from 3 March 2021 to 30
Achievement March 2021. The resulting average share price was CHF 63.15.
Year Percentile (as a % of target)
At the grant date, the LTI target amounts to 130% of the annual
2019 64.7 69.4%
base salary for the CEO (2020: 130%) and ranges from 75% to
2020 58.8 57.6% 100% for the other EC members (2020: 75% to 100%).
2021 0.0 0.0%
On the CEO’s appointment in 2015, the Board established his
Overall vesting level 42.3% compensation initially below that of his predecessor and below market.
For the 2019 LTIP award vesting in 2022 (LTIP 2019–2021), the The LTI target was then gradually increased to 130% in 2019. The Board
vesting level was 42.3% considering the Adecco Group TSR decided not to further increase the LTI target in 2021 for the CEO.
performance against the peer group. Therefore, out of the 141,117 Company shares vested under the 2021 LTIP plan are subject to an
performance share units (PSUs) granted in 2019 to the current EC additional two-year blocking period. In 2022, the blocking period is
members (including the CEO), 59,696 have vested, with an reduced from two years to one year for any new grants made from
estimated vesting value of CHF 2.8 million based on the share price March 2022 onwards for all LTIP participants (apart from the CEO
at year end 2021. Illustration 8 presents the historical annual overall who remains at two years). Refer to section 6 for more details on this
vesting level (as a % of target). amendment to the LTIP conditions.
Illustration 8: Vesting level for performance share awards granted The plan foresees that those participants who, before the end of the
Overall vesting level performance period, terminate their employment with the Company
Grant year Vesting year (as a % of target) of their own volition, and those who receive notice of termination for
2013 2016 33.0% cause, will no longer be entitled to the vesting of awards made under
2014 2017 58.0% the LTIP. In case of termination by the employer without cause, a
2015 2018 58.0% time-weighted pro-rata portion of the unvested performance share
awards will vest at the regular vesting date in accordance with the
2016 2019 17.5%
level of target achievement.
2017 2020 35.2%
2018 2021 42.3% In line with the Articles of Incorporation and as specified in the LTIP
plan rules, in the case of a predefined Change of Control before
2019 2022 42.3%
an award under the LTIP has vested, the time-weighted pro-rata
2020 2023 Pending1 portion of the unvested performance share award may vest on
1 Performance period is still ongoing. Numbers will be available after the end of the Change of Control date depending on the level of target
the performance period (refer to section 4.5.1). achievement at the date of the relevant corporate event, as
determined by the Compensation Committee.
4.4.2 2021 LTIP improvements
Throughout 2020, the Compensation Committee carefully The LTIP includes claw-back provisions for any award or any benefit
evaluated the effectiveness of the LTIP in helping drive the received or entitled to be received in the case of fraudulent
Company’s financial goals for the Future@Work strategic cycle. In behaviour or other types of intentional misconduct. Performance
deciding on refinements to the LTIP for 2021, feedback from share awards that do not vest due to lack of fulfilment of the
shareholders and our external compensation advisors, as well as the performance conditions lapse immediately. The LTIP plan rules are
evolving environment in which the Company operates, have been subject to the applicable law in the given country of employment.
taken into account. The Board, upon the recommendation of the The CEO and the other EC members may not use personal
Compensation Committee, decided to amend the performance investment strategies to undermine or hedge the risk alignment
criteria to strengthen the link between the Future@Work strategy, effects of unvested deferred remuneration or any vested shares
performance and pay. subject to the blocking period.
Illustration 10: LTIP performance period
Performance period for the grant awarded in 2021
2021 2022 2023 2024 2025 2026
Grant date Three-year cliff vesting period Vesting date Two-year Blocking ends
(31 March 2021) (15 March 2024) blocking period (14 March 2026)
rTSR, ROIC, CCR
Number of Number of
performance vested shares
share units
Illustration 11: Overview of 2021 performance metrics
Performance
metric Weighting Description Vesting
rTSR 33.3% The TSR performance of the Adecco Vesting schedule for rTSR performance under the LTIP
Group is compared to a peer group of Vesting
Rank Percentile (as a % of target)
companies. The peer group comprises
1 100.0 200
the 12 companies listed in Illustration 3.
The peer group is fixed for the duration 2 91.7 200
of the LTIP grant cycle. The vesting level 3 83.3 200
is determined based on the percentile 4 75.0 200
ranking of the Adecco Group compared 5 66.7 160
to its peer companies over a period of
6 58.3 120
three years.
7 50.0 80
8 41.7 60
9 33.3 40
10 25.0 0
11 16.7 0
12 8.3 0
13 0.0 0
ROIC 33.3% ROIC measures the Group’s ability to Vesting is based on a linear payout curve from 0% to
efficiently use invested capital. ROIC 200%. If the threshold is met, vesting (as a % of target)
is a non-US GAAP measure and is is equal to 40%. At target, vesting (as a % of target) is
calculated as the rolling four quarter equal to 100% and if the target is exceeded, the vesting
EBITA excluding one-offs divided by can be up to a maximum of 200%.
the average invested capital. The ROIC To determine the final vesting outcome, ROIC would be
target, threshold and cap have been set calculated based on the average of the three annual
with careful reference to historical annual outcomes in the performance period (as at 31
and forecasted ROIC achievements. December).
CCR 33.3% Cash conversion measures how Vesting is based on a linear payout curve from 0% to
effectively profits are converted into 200%. If the threshold is met, vesting (as a % of target)
cash flow. Cash conversion is a non-US is equal to 40%. At target, vesting (as a % of target) is
GAAP measure and is calculated as free equal to 100% and if the target is exceeded, the vesting
cash flow before interest and tax paid can be up to a maximum of 200%.
divided by EBITA excluding one-offs. To determine the final vesting outcome, CCR would be
The CCR target, threshold and cap calculated based on the average of the three annual
have been set with careful reference outcomes in the performance period (as at 31
to historical annual and forecasted December).
CCR achievements.

4.5 LTIP performance conditions 2021-2023 LTIP award

The vesting is capped at 200% (as a % of target) for all performance From 2021, in addition to rTSR, the LTIP contains two additional
metrics. performance metrics: return on invested capital (ROIC) and cash
conversion ratio (CCR), to align more effectively the long-term
For rTSR, the achievement and the vesting level are calculated by
financial performance objectives of the EC with the Future@Work
Obermatt (refer to section 2.4). The TSR calculation, provided by
strategy. After the first year of the three-year LTIP performance
Obermatt, is based on a one-month average share price before the
cycle, rTSR for the Adecco Group is tracking below the median of its
start and end of the overall three-year period for both Adecco
peer group. ROIC and CCR are tracking at target. The final vesting
Group’s TSR and its peers’ TSR, taking into consideration dividends
level is determined at the end of the three-year performance period.
for the period under review. Pay is linked to performance with
vesting percentages increasing relative to the Adecco Group’s rank Performance measure Tracking
amongst its peers. The Adecco Group continues to allow gradual
vesting as this helps to dissuade participants from taking excessive rTSR (33.3%)
risks.
ROIC (33.3%)
For ROIC and CCR, the achievement and vesting levels are
calculated internally based on the actual audited financial results as CCR (33.3%)
at 31 December.
At or above target Below target
4.5.1 Interim update regarding ongoing LTIP cycles
The calculation methodology for rTSR performance is based on a 4.6 Benefits
point-to-point assessment, with a comparison of the one-month As the EC is international in its nature, its members participate in the
average share price before the start and the end of the overall benefit plans available in the country of their employment contract.
three-year performance period for both the Adecco Group and the Benefits consist mainly of retirement and insurance plans that are
peers. Therefore, the final rTSR achievement remains open until the designed to provide a reasonable level of protection for employees
end of the performance period. Interim rTSR results provide an and their dependents in case of retirement, death or disability.
estimate of the vesting outcome by measuring the difference
between the one-month average share price before the start of the The EC members with a Swiss employment contract participate in
overall three-year performance period and the end of the current the Adecco Group’s pension plans offered to all employees in
performance year. Switzerland. In 2021, the CEO and the other EC members all had a
Swiss employment contract. Pension contributions are based on the
Final ROIC and CCR achievements are based on the average annual annual base salary, excluding variable cash remuneration.
performance of these metrics over the three-year performance
period. Therefore, annual ROIC and CCR outcomes are locked in at EC members are also provided with certain additional benefits
the end of each performance year. The final vesting percentages for which could include a Company car allowance, car lease, housing
ROIC and CCR components are only determined at the end of the allowance, relocation costs, education costs, representation
overall three-year performance period once the final annual allowance or health insurance. The monetary value of these other
outcome is confirmed. elements of remuneration is disclosed at fair value in the
remuneration tables, where they are applicable.
Below the interim performance against the stretch targets is
reported for the ongoing LTIP cycles. 4.7 Contractual agreements
The EC members have employment contracts of unlimited duration
2020-2022 LTIP award
which are all subject to a notice period of up to 12 months. They are
rTSR was chosen as the key performance metric for the 2020-2022 not contractually entitled to sign-on awards nor severance payments
LTIP performance cycle because it remains an appropriate based on their individual contracts (but may be entitled to seniority-
performance metric to link the long-term remuneration of related payments due to foreign laws as applicable), or to Change of
management to value creation for shareholders. At the end of 2021, Control payments (for LTIP vesting see section 4.4.3). Finally, their
rTSR for the Adecco Group is tracking below the median of its peer contract may foresee non-competition provisions of up to one year
group. The final vesting level is determined at the end of the post termination of their contract. As of 2021, the Group may
three-year performance period. compensate the EC member’s economic loss due to non-
competition provisions by paying monthly instalments that
Performance measure Tracking
are 1/12 of the EC member’s annual base salary.
rTSR (100%)

Remuneration and shareholding of members of the EC
5. Remuneration of members of the EC 5.3 EC remuneration for the financial year 2021
5.1 EC membership changes in 2021 In 2021, EC members’ total remuneration amounted to CHF 22.9
million (2020: CHF 18.1 million). This amount consisted of base
Ten EC members were in office on 31 December 2021, including one
salaries of CHF 7.0 million (2020: CHF 7.2 million), short-term
new EC member who joined the EC during the year. Corinne
incentives of CHF 5.9 million (2020: CHF 3.1 million), long-term
Ripoche, Enrique Sanchez and Ian Lee stepped down from their
incentives of CHF 7.2 million (2020: CHF 5.1 million), other
functions as EC members at the end of December 2020 and
remuneration of CHF 0.6 million (2020: CHF 0.8 million) and social
continued their employment with the Adecco Group. Ralf
contributions of CHF 2.2 million (2020: CHF 1.9 million). EC
Weissbeck, Chief Information Officer (CIO), was appointed as an
members’ total remuneration increased by 26.9% compared to
EC member in January 2021.
2020. Looking at the different components, the following elements
In determining the compensation for departing EC members, the can be noted:
Compensation Committee ensures that contractual entitlements as
The total amount paid as base salary in 2021 decreased by 3.1%
described in section 4.7 are respected and that all payments are in
compared to the amount of base salary paid in 2020. This is mainly
line with the incentive plan rules and the Swiss Ordinance against
due to the lower number of active EC members in 2021 compared
Excessive Compensation in Listed Companies.
to 2020.
5.2 Replacement awards
In 2021, the STIP payout for the CEO was 98.8% of target
When an individual forfeits compensation at a former company as a (2020: 47.3%) and ranged from 78.0% to 119.4% for the other EC
result of joining the Adecco Group, the Board may offer members (2020: 38% to 53%), giving an average of 101.9% for the
replacement awards on a comparable basis to mirror the value of entire EC including the CEO (2020: less than 50%).
compensation forfeited. Restricted share units (RSUs) are awarded
to replace share-based awards forfeited and due to vest within 12 Share awards granted in 2021 amount to CHF 7.2 million compared
months of their employment start date at the Adecco Group. In all to CHF 5.1 million in 2020. This increase is driven by a higher value
other cases, PSUs are awarded to replace share-based awards at grant per share in 2021 (CHF 49.68) compared to 2020 (CHF
forfeited. The Board aims to compensate with what is required to 26.85) and minor, one-off grants awarded to select members of the
match the economic value of awards forfeited by the individual, EC in 2021 for outstanding performance in 2020 (awarded as part
taking into account relevant factors. These relevant factors include of the 2021 LTIP grant).
the replacement award vehicle (i.e. cash, RSUs or PSUs), whether the For the CEO, his actual direct cash compensation was 99.4% of his
forfeited award is contingent on meeting performance conditions or target direct cash compensation (see Illustration 13).
not, the expected value of the forfeited award, the timing of
For the financial year 2021, the total variable component (annual
forfeiture and the termination conditions.
bonus and share awards at grant value) represented 57.4% of the
One newly appointed EC member was granted a replacement award total remuneration of the EC (2020: 45%) and 188.3% of the base
in the form of PSUs and RSUs to replace forfeited compensation at salary (2020: 114%).
their former employer. Compensation due to vest in 2020 but
This is aligned with the pay-for-performance philosophy of the
forfeited upon the termination from the former company in 2020
Adecco Group and reflects the alignment of remuneration plans to
has been replaced in RSUs and compensation due to vest from 2021
shareholders’ interests.
onwards has been replaced in PSUs. The first tranche of the RSUs
awarded, representing 50% of RSUs granted, vested at grant in At the AGM of 16 April 2020, shareholders approved an MTAR of
March 2021 and the remaining 50% vest in March 2022. They are CHF 35 million for the financial year 2021. The total remuneration
not subject to a blocking period after vesting. paid to the EC, including remuneration of former members (see
Illustration 14), for this term was CHF 23.5 million and is therefore
PSUs are subject to the same performance metric and performance
within the approved limits.
period as the Adecco Group’s corresponding grants vesting in 2022
and 2023. They are subject to cliff vesting, financial performance Payments made to former members in 2021 amount to CHF 0.6
metrics and a two-year blocking period following vesting. The level million compared to CHF 0.5 million in 2020.
of awards is detailed in Illustration 12. Remuneration paid to former EC members in 2021 is slightly higher
Should employment terminate prior to vesting, vesting of awards than remuneration paid to former EC members in 2020.
will be subject to the terms and conditions described in the LTIP Remuneration paid to former EC members in 2021 comprises
plan rules. remuneration paid to one EC member who stepped down in 2020
while remuneration paid to former EC members in 2020 covered
Illustration 12: Replacement awards
remuneration to two EC members for six months each in accordance
Total grant
Replacement awards Vesting period Blocking period value (CHF)
with their respective termination agreements.
28,137 PSUs 2021-2023 Two-years 995,832 Illustration 13: CEO remuneration versus target for annual base
3,425 RSUs 2021-2022 213,608 salary and annual STI
Total 1,209,440 Contractual/Target Actual received Actual received
(CHF) (CHF) (%)
Annual base salary 1,500,000 1,500,000 100.0%

Annual STI 1,350,000 1,334,205 98.8%
Total 2,850,000 2,834,205 99.4%

Remuneration and shareholding of members of the EC (continued)
Illustration 14: EC remuneration for the financial years 2021 and 2020 (audited)
Alain Dehaze, CEO1 Total Executive Committee2
in CHF 2021 2020 2021 2020
Gross cash remuneration:3

• Annual base salary4 1,500,000 1,350,000 6,980,000 7,204,738
• Annual STI 1,334,205 567,164 5,892,467 3,051,589
Remuneration in kind and other5 144,034 147,675 587,500 771,692
Share awards granted in 2021 and 2020:6

• Share awards (PSUs) under the LTIP 1,652,059 1,043,928 6,039,101 3,788,566
• Replacement award granted to a new EC member (PSUs and RSUs)7 1,209,440 1,341,346
Social contributions:
• Old age insurance/pensions and other 292,658 229,472 1,597,191 1,427,910
• Additional health/accident insurance 16,198 14,374 98,392 100,317
• On LTIP awards granted in 2021 and 2020, potentially vesting in later
periods, estimated (based on closing price at grant) 115,644 73,075 507,398 363,606
Total conferred 5,054,798 3,425,688 22,911,489 18,049,764
Conferred to an EC member, who ceased to be an

EC member during 2021 and 2020 619,574 548,054
Conferred, grand total 5,054,798 3,425,688 23,531,063 18,597,818
1 Highest conferred individual compensation 2021 and 2020.
2 Including the CEO. Notice periods of up to 12 months apply.
3 Including employee’s social contributions.
4 CEO voluntarily waived 20% of his annual base salary and nearly all other EC members voluntarily waived 15% of their annual base salaries for a period of six months in
2020.
5 Includes car allowance for private use, car lease financed by the Company, housing allowance, relocation, education, health insurance, representation allowance and
benefits.
6 Value in CHF of Adecco Group AG share awards granted in 2021 under the LTIP 2021 with grant date 31 March 2021 (LTIP 2020 grant date: 16 March 2020).
Valuation of the share awards granted on 31 March 2021 (2020: 16 March 2020):
• The grant date values of the PSU awards are calculated based on the closing price of the Adecco Group AG share on the day of grant multiplied by the respective
probability factors. These factors reflect the likelihood that the respective rTSR, ROIC and CCR (rTSR only in 2020) targets will be met at the end of the
performance period. For 2021, the probability factor for rTSR, ROIC and CCR combined is 99.7% (2020: 101.4%). The probability factor for the rTSR component of
the PSU awards has been determined using a Monte Carlo simulation, whereas for ROIC and CCR the estimation is based on the distribution of potential
performance outcomes forecasted by the Adecco Group based on historical data and the business outlook at the time targets are set. A discount of 12% is applied
which takes into consideration that PSU awards are not entitled to dividends during the vesting period, and an additional discount of 11% is applied to take into
account the two-year post-vesting restriction. The per share value of PSU awards granted in 2021 amounts to CHF 49.68 (2020: CHF 26.85).
7 Replacement award granted on 31 March 2021 to one EC member comprised 3,425 RSUs and 28,137 PSUs.
The PSUs are subject to the same performance metric and period as Adecco’s 2019 LTIP grant (22,590 PSUs) and 2020 LTIP grant (5,547 PSUs).
• The grant date value of the RSU award is calculated based on the closing price of the Adecco Group AG share on the day of grant. A discount of 2% is applied to
take into consideration that the RSU award is not entitled to dividends during the one-year vesting period. The per share value of the RSU awards granted in 2021
amounts to CHF 62.37.
• For 22,590 PSUs linked to the 2019 LTIP performance metric, the probability factor on the day of grant is 55.4%. A discount of 4% is applied which takes into
consideration that PSU awards are not entitled to dividends during the vesting period, and an additional discount of 11% is applied to take into account the two-year
post-vesting restriction. The per share value of PSU awards granted in 2021 subject to the same performance metric and performance period as the 2019 LTIP grant
is CHF 30.12.
• For 5,547 PSUs linked to the 2020 LTIP performance metric, the probability factor on the day of grant is 109.1%. A discount of 8% is applied which takes into
consideration that PSU awards are not entitled to dividends during the vesting period, and an additional discount of 11% is applied to take into account the two-year
post-vesting restriction. The per share value of PSU awards granted in 2021 subject to the same performance metric and performance period as the 2020 LTIP
grant is CHF 56.85.

Outlook 2022
6. Outlook 2022
The EC remuneration system is reviewed by the Compensation Committee on a regular basis to ensure alignment with strategic business
objectives, the external market and best practice in compensation design. Throughout 2021, the Compensation Committee carefully
evaluated the effectiveness of the current variable incentive plans in helping drive the Company’s financial and non-financial goals for
the Future@Work strategic cycle. A series of roadshows were organised in November 2021 to meet shareholders and engage them in
constructive dialogue, and to respond to their interests concerning executive remuneration. In deciding on refinements to the existing
variable programmes for 2022, feedback received from shareholders, proxy advisors and our external compensation advisors as
well as the evolving environment in which the Company operates have been taken into account. The following table outlines key changes
to the design of the variable incentive plans for 2022:
Variable incentive
plan Outlook 2022
Annual STIP The STIP design will remain largely unchanged for 2022. The financial, strategic and functional KPIs will remain
largely aligned with the KPIs set for 2021, established at the start of the Future@Work strategic cycle.
To reflect the Adecco Group’s new objective to successfully integrate AKKA, deliver 2022 cost savings and
mitigate key risks (e.g. talent retention measures), a new KPI will be added to the 2022 STIP balanced
scorecard for the CEO, the CFO, the CHRO, the CIO and the President of Akkodis, the new Global Business
Unit formed by uniting AKKA and Modis on 24 February 2022.
The final 2022 STIP balanced scorecard for the CEO and other EC members will be shared in 2023 (refer to
Illustration 6 for the 2021 STIP balanced scorecard).
LTIP The LTIP design will remain unchanged for 2022. The LTIP design for EC members will continue to include
three equally-weighted financial performance metrics: relative total shareholder return (rTSR), return on
invested capital (ROIC) and cash conversion ratio (CCR). These financial performance metrics continue to align
to the strategic long-term financial performance objectives of the Adecco Group.
As noted above, and to better align with current market practice, the CEO is now required to hold a minimum
of 60,000 (2020: 40,000, i.e. a 50% increase) Adecco Group AG shares. Other EC members must hold
15,000 (2020: 10,000) Adecco Group AG shares within five years from the date of the March 2022 annual
grant. This new shareholding requirement is approximately equal to 250% (2021: 160%) of the annual base
salary of the CEO and 150% (2021: 100%) of the annual base salary of other EC members on average. The
increase in shareholding levels has been balanced with an adjustment to the LTIP plan duration from five years
to four years by reducing the blocking period from two years to one year, on a go-forward basis only (apart
from the CEO who remains at two years). This reduction of the blocking period from two years to one year for
all other EC members and non-EC LTIP participants has been decided considering the significant turnover
seen following the Covid-19 crisis, especially where the use of a blocking period is not common market practice.
By reducing the blocking period for LTIP participants the LTIP is even more attractive and effective at retaining
and attracting talent. The blocking period for the CEO will remain at two years but subject to a regular review.
The Compensation Committee considered that the increase in shareholding levels further strengthens
long-term thinking and behaviour amongst the EC members. Should the level of shareholding not be met within
five years, the sale of any shares held by the EC member (including those recently received via the LTIP) is
prohibited until the holding requirement is fulfilled. If the shareholding guideline is not reached within five
years, the Board may decide to either extend the blocking period of the shares already vested until the
required level is met or require EC members to purchase shares from the market.

Remuneration of the Board of Directors
7. Remuneration of the Board of Directors 7.2 Outlook for the term from AGM 2022 to AGM 2023
7.1 Remuneration system For the term from AGM 2022 to AGM 2023, it is anticipated that
the remuneration structure for the Board will remain the same as for
The remuneration system for the Board of Directors is unchanged
the term from AGM 2021 to AGM 2022.
compared to 2020 and has remained consistent for seven years. To
ensure independence in exercising their supervisory duties over 7.3 Remuneration of the Board of Directors for 2021 and
executive management, the members of the Board receive fixed shareholdings as at 31 December 2021
remuneration for their term of office without entitlement to variable For the amounts paid to the individual members of the Board in the
remuneration. Two thirds of the Board fee is paid in cash and one period under review (1 January 2021 to 31 December 2021), refer to
third is paid in shares subject to a three-year blocking period. The Illustration 16.
blocking period supports the alignment of Board members’ interests
with those of shareholders. In 2021, the Board’s total remuneration amounted to CHF 4.71
million (2020: CHF 4.58 million). Of this total, CHF 2.91 million was
The remuneration in cash is paid out quarterly (for the Chair of the paid out in cash (2020: CHF 2.82 million), CHF 1.48 million was
Board: monthly) and is subject to regular contributions to social awarded in restricted shares (2020: CHF 1.43 million) and social
security where applicable. The shares are transferred on a quarterly contributions amounted to CHF 0.32 million (2020: CHF 0.32
basis. Board members are not insured under the Company million). While the remuneration structure (annual Board fee and
retirement plans. Committee fees) remained unchanged, the total Board remuneration
When determining the individual Board members’ remuneration, increased slightly (excluding social contributions) compared to the
their various functions and responsibilities within the Board and its last year. This is solely due to the composition of the Board in 2021
Committees are taken into consideration. The remuneration levels versus 2020 as there was no increase to fees for the Board
for the term of office from AGM 2021 to AGM 2022 are compared to the prior year.
summarised in Illustration 15. At the AGM of 16 April 2020, shareholders approved an MTAR of
CHF 5.1 million for the Board for the term from AGM 2020 to
AGM 2021. The remuneration paid to the Board for that term was
CHF 4.71 million and is therefore within the approved limits.
At the AGM of 8 April 2021, shareholders approved an MTAR of
CHF 5.1 million for the Board for the term from AGM 2021 until
AGM 2022. The remuneration paid to the Board for this ongoing
term is anticipated to be approximately CHF 4.9 million. The final
amount will be disclosed in the Remuneration Report 2022.
Illustration 15: Structure and levels of remuneration for the Board

Cash (in CHF) Shares1 (in CHF)
Fees for the Board term (gross)

Chair of the Board2 960,000 500,000
Vice-Chair of the Board2 300,000 150,000
Other members of the Board 166,670 83,330

Additional Committee fees (gross)
Audit Committee Chair3 133,333 66,667
Other Committee Chairs3 100,000 50,000
Other Committee members 33,330 16,670
1 Paid in Adecco Group AG shares with a three-year blocking period.
2 No entitlement to additional fee for Committee work.
3 Amount includes fee for Committee membership for the Chair.

Illustration 16: Board of Directors’ remuneration for the financial year 2021 and 2020 (audited)
in CHF
Remuneration Remuneration Remuneration Total Social
Name Function1 period in cash in shares2 remuneration3 contributions4
Jean-Christophe Deslarzes7 Chair 2021 960,000 500,052 1,460,052 94,983

Chair 2020 755,000 412,565 1,167,565 75,718
Kathleen Taylor Vice-Chair 2021 300,000 150,122 450,122 28,226
Vice-Chair 2020 300,000 150,139 450,139 29,836
Rachel Duan6 Member 2021 150,000 75,104 225,104 15,047
Ariane Gorin DC Chair 2021 300,000 150,122 450,122 60,544

DC Chair 2020 300,000 150,139 450,139 60,638
Alexander Gut GNC Chair 2021 300,000 150,122 450,122 29,942
GNC Chair 2020 300,000 150,139 450,139 29,836
Didier Lamouche9 CC Chair 2021 300,000 150,122 450,122 0
CC Chair 2020 283,333 141,804 425,137 0
David Prince5 Member 2021 300,000 150,122 450,122 62,790
Member 2020 300,000 150,139 450,139 62,985
Regula Wallimann AC Chair 2021 300,000 150,122 450,122 29,942
AC Chair 2020 300,000 150,139 450,139 29,836
Rolf Dörig8
Former Chair 2020 280,000 125,026 424,880 27,800
Total 2021 2,910,000 1,475,888 4,385,888 321,474
Total 2020 2,818,333 1,430,090 4,268,277 316,649
1 For more information on the functions of the individual members of the Board in the Board’s Committees, refer to the Corporate Governance Report.
2 For 2021, paid with 27,720 Adecco Group AG shares at an average price of CHF 54.72 per share; for 2020, paid with 32,050 Adecco Group AG shares at an average
price of CHF 46.25 per share.
3 Gross amounts, including Directors’ social contributions required by law. Total remuneration for Rolf Dörig includes benefits-in-kind amounting to CHF 19,854.
4 Company’s social contributions required by law. No contributions are paid to pension plans. No social contributions paid in France for Didier Lamouche in 2021 or
2020.
5 The total remuneration includes remuneration received for membership in the China Joint Venture Boards of FESCO Adecco as a non-executive Director in the
amount of CHF 100,000.
6 Board member since 8 April 2021.
7 Chair from April 2020.
8 Chair until April 2020.
9 Chair of the CC from April 2020.
8. Additional disclosures for the EC and Board members 8.5 EC Shareholding

8.1 Additional fees and remuneration of the EC and Board 8.5.1 EC Shareholding guideline
members (audited) A shareholding guideline was implemented in 2018.
Apart from the remuneration disclosed in sections 5.3 and 7.3, no For 2021, EC members are required to own a minimum number of
member of the EC and the Board has received any additional Adecco Group AG shares within five years of appointment to the
remuneration in 2021. EC, as set out in the table below:
8.2 Loans granted to the EC and Board members (audited) llustration 17: EC Shareholding guideline
In 2021, the Company did not grant any guarantees, loans, advances Guideline for 2021 Guideline for 2022
or credits to current or former EC or Board members. No such loans CEO 40,000 shares 60,000 shares
were outstanding as at 31 December 2021. Other EC members 10,000 shares 15,000 shares
8.3 Remuneration of former members of the EC and Board The CEO is required to hold a minimum of 60,000 Adecco Group
(audited) AG shares and the other EC members are required to hold a
In 2021, no payments were made to former EC members other than minimum of 15,000 Adecco Group AG shares within five years from
disclosed in section 5.3 to an EC member that stepped down in the date of the March 2022 annual grant.
2020 under the former EC member’s termination agreement
Illustration 18 presents actual shares owned by EC members as at
(2020: CHF 188,438). No other payments (or waivers of claims)
31 December 2021. In order to determine whether the minimum
were made to EC members, Board members or closely linked
shareholding guideline is met, all vested shares are considered as
parties.
beneficially owned, regardless of whether they are blocked or not.
8.4 Shares allocated to members of the EC, Board and closely Unvested awards are excluded. The Compensation Committee
linked parties (audited) reviews compliance with the shareholding guideline on an annual
In 2021, shares were allocated to EC members (refer to Illustration basis.
14) under the LTIP and part of the remuneration of the Board 8.5.2 Shares owned by EC members at 31 December 2021 and
members was paid in Adecco Group AG shares (refer to Illustration 31 December 2020
16). No further Adecco Group AG shares were allocated to current
The following table shows the total number of shares and unvested
or former members of the EC and Board or closely linked parties.
share units owned by the CEO and the other EC members as at 31
December 2021.
Additional disclosures for the EC and Board members (continued)
Illustration 18: Shares/Unvested PSUs and RSUs owned by EC members as at 31 December 2021 and 31 December 2020
(in shares/unvested PSUs/RSUs)
Unvested Unvested
Shareholding as at PSUs/RSUs as at Total as at Shareholding as at PSUs/RSUs as at Total as at
Name 31 December 20211 31 December 2021 31 December 2021 31 December 2020 31 December 2020 31 December 2020
Alain Dehaze 95,841 133,303 229,144 70,010 144,380 214,390

Coram Williams 6,593 51,677 58,270 49,250 49,250
Christophe Catoir 17,309 35,643 52,952 12,479 31,979 44,458
Sergio Picarelli 35,301 45,322 80,623 28,400 49,166 77,566
Jan Gupta 1,500 16,895 18,395 16,450 16,450
Valerie Beaulieu 1,713 39,034 40,747
Stephan Howeg 18,402 23,485 41,887 12,957 23,213 36,170
Gordana Landen 4,388 46,679 51,067 48,022 48,022
Teppo Paavola 40,286 40,286 36,988 36,988
Ralf Weissbeck2 2,458 4,751 7,209
Enrique Sanchez3 17,837 38,074 55,911
Ian Lee3 26,049 26,049
Corinne Ripoche3 1,843 8,576 10,419
Total 183,505 437,075 620,580 143,526 472,147 615,673
1 Indicating the number of registered shares held, with a nominal value of CHF 0.10 each.
2 Ralf Weissbeck was appointed to the EC on 1 January 2021. His shareholdings were not monitored prior to the appointment.
3 Ceased to be a member of the EC in 2020.
8.5.3 Share awards held by and granted to EC members as 8.6.2 Shares owned by Board members as at 31 December 2021
at 31 December 2021 and 31 December 2020
This section provides information on the share awards granted to EC The members of the Board are required to disclose to the Company
members in 2021 and held as at 31 December 2021. any direct or indirect purchases and sales of equity-related
securities of Adecco Group AG. The reported share ownership of
Illustration 19: Awards granted in 2021
the members of the Board, including related parties, is presented in
Share awards held as at 31 December 2021 granted in 2021 under
Illustration 20.
the LTIP:
Name Share awards Illustration 20: Shares owned by Board members as at 31
Alain Dehaze 33,254 December 2021 and 31 December 2020
(in shares)
Total EC 153,122
Shareholding as at Shareholding as at
Name 31 December 20211 31 December 20201
8.6 Board Shareholding
Jean-Christophe Deslarzes 35,328 18,461
8.6.1 Board Shareholding guideline
Kathleen Taylor 16,122 13,310
Effective since AGM 2019, the Board members are required to
Rachel Duan 1,481
hold a minimum of 5,000 Adecco Group AG shares within three
years of introduction of the shareholding guideline (approved in Ariane Gorin 9,941 8,924
2019) or within three years of their first election to the Board. To Alexander Gut 32,478 29,666
calculate whether the minimum shareholding guideline is met, all Didier Lamouche 13,198 12,386
shares granted as part of their remuneration are considered as David Prince 19,464 16,652
beneficially owned, regardless of whether they are blocked or not. Regula Wallimann 10,027 7,215
All Board members reached the minimum shareholding guideline
Total 138,039 106,614
by the end of 2021, apart from Rachel Duan who joined the Board
in April 2021 and only needs to fulfil the guideline by the end of 1 Indicating the number of registered shares held, with a nominal value of
2024. The Board reviews compliance with the shareholding CHF 0.10 each.
guideline on an annual basis. 8.7 Remuneration or loans to closely linked parties (audited)
In 2021, no remuneration was paid out, no shares allocated, and no
guarantees, loans, advances or credits were granted to closely linked
parties. No such loans were outstanding as at 31 December 2021.

Report of the Statutory Auditor on the Remuneration Report to the General Meeting of Adecco Group AG, Zürich
We have audited the remuneration report of Adecco Group AG for the year ended 31 December 2021. The
audit was limited to the information according to articles 14–16 of the Ordinance against Excessive
Compensation in Stock Exchange Listed Companies (Ordinance) contained in the tables labeled “audited” on
pages 102 to 106 of the remuneration report.
Board of Directors’ responsibility
The Board of Directors is responsible for the preparation and overall fair presentation of the remuneration
report in accordance with Swiss law and the Ordinance. The Board of Directors is also responsible for designing
the remuneration system and defining individual remuneration packages.
Auditor’s responsibility
Our responsibility is to express an opinion on the remuneration report. We conducted our audit in accordance
with Swiss Auditing Standards. Those standards require that we comply with ethical requirements and plan and
perform the audit to obtain reasonable assurance about whether the remuneration report complies with Swiss
law and articles 14–16 of the Ordinance.
An audit involves performing procedures to obtain audit evidence on the disclosures made in the remuneration
report with regard to compensation, loans and credits in accordance with articles 14–16 of the Ordinance. The
procedures selected depend on the auditor’s judgment, including the assessment of the risks of material
misstatements in the remuneration report, whether due to fraud or error. This audit also includes evaluating the
reasonableness of the methods applied to value components of remuneration, as well as assessing the overall
presentation of the remuneration report.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our
opinion.
Opinion
In our opinion, the remuneration report for the year ended 31 December 2021 of Adecco Group AG complies
with Swiss law and articles 14–16 of the Ordinance.
Ernst & Young Ltd
/s/ Jolanda Dolente /s/ Marco Casal

Jolanda Dolente Marco Casal
Licensed audit expert Licensed audit expert
(Auditor in charge)
Zürich, Switzerland
9 March 2022

108
Annual Report 2021
‘Get Ready (Monochrome)’ – For more information on this artwork, head to pages 181-185
FINANCIAL STATEMENTS
Selected financial information
Selected financial information

For the fiscal years (in EUR) 2021 2020 2019 2018 2017
Statements of operations
Revenues 20,949 19,561 23,427 23,867 23,660
EBITA1 881 570 988 987 1,151
Operating income 780 118 904 665 990
Net income/(loss) attributable to Adecco Group shareholders 586 (98) 727 458 788
As of (in EUR) 31.12.2021 31.12.2020 31.12.2019 31.12.2018 31.12.2017
Balance sheets
Cash and cash equivalents and short-term investments 3,051 1,485 1,351 652 962
Trade accounts receivable, net 4,076 3,870 4,310 4,432 4,440
Operating lease right-of-use assets 339 395 432
Goodwill 2,483 2,339 2,846 2,994 2,895
Total assets 11,865 9,792 10,571 9,718 9,890
Short-term debt and current maturities of long-term debt 348 294 172 267 394
Accounts payable and accrued expenses 4,226 3,990 4,106 4,084 4,066
Total operating lease liabilities 381 429 461
Long-term debt, less current maturities 2,751 1,567 1,577 1,509 1,562
Total liabilities 8,065 6,574 6,623 6,129 6,308
Total shareholders’ equity 3,800 3,218 3,948 3,589 3,582
For the fiscal years (in EUR) 2021 2020 2019 2018 2017
Cash flows from operations

Cash flows from operating activities 722 720 880 727 737
Cash flows from/(used in) investing activities (206) (162) 324 (344) (113)
Cash flows from/(used in) financing activities 980 (290) (524) (682) (695)
Other indicators
Capital expenditures 132 157 156 158 100
As of 31.12.2021 31.12.2020 31.12.2019 31.12.2018 31.12.2017
Other indicators
Net debt (in EUR)2 48 376 398 1,124 994
Additional statistics
Number of FTE employees at year end (approximate) 33,000 30,000 35,000 35,000 34,000
1 EBITA is a non-US GAAP measure and refers to operating income before amortisation and impairment of goodwill and intangible assets.
2 Net debt is a non-US GAAP measure and comprises short-term and long-term debt, less cash and cash equivalents and short-term investments. The calculation of net debt based
upon financial measures in accordance with US GAAP is presented on page 53.
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109
Consolidated financial statements
Consolidated balance sheets

As of (in EUR) Note 31.12.2021 31.12.2020
Assets
Current assets:
• Cash and cash equivalents 3,051 1,485
• Trade accounts receivable, net 4 4,076 3,870
• Other current assets 596 399
Total current assets 7,723 5,754
Property, equipment, and leasehold improvements, net 5 330 305

Operating lease right-of-use assets 9 339 395
Equity method investments 8 118 109
Other assets 674 645
Intangible assets, net 3, 6 198 245
Goodwill 3, 6 2,483 2,339
Total assets 11,865 9,792
Liabilities and shareholders’ equity

Liabilities
Current liabilities:
• Accounts payable and accrued expenses:
• Accounts payable 879 766
• Accrued salaries and wages 685 657
• Accrued payroll taxes and employee benefits 1,344 1,244
• Accrued sales and value-added taxes 463 493
• Accrued income taxes 58 52
• Other accrued expenses 7 797 778
• Total accounts payable and accrued expenses 4,226 3,990
• Current operating lease liabilities 7, 9 152 178
• Short-term debt and current maturities of long-term debt 10 348 294
Total current liabilities 4,726 4,462
Operating lease liabilities 7, 9 229 251

Long-term debt, less current maturities 10 2,751 1,567
Other liabilities 359 294
Total liabilities 8,065 6,574
Shareholders’ equity
Adecco Group shareholders’ equity:
• Common shares 11 11 10
• Additional paid-in capital 11 814 582
• Treasury shares, at cost 11 (159) (89)
• Retained earnings 3,361 3,139
• Accumulated other comprehensive income/(loss), net 11 (237) (433)
Total Adecco Group shareholders’ equity 3,790 3,209
Noncontrolling interests 10 9
Total shareholders’ equity 3,800 3,218
Total liabilities and shareholders’ equity 11,865 9,792
The accompanying notes are an integral part of these consolidated financial statements.
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Consolidated statements of operations
For the fiscal years ended 31 December (in EUR) Note 2021 2020 2019
Revenues 2, 19 20,949 19,561 23,427

Direct costs of services (16,668) (15,772) (18,923)
Gross profit 4,281 3,789 4,504
Selling, general, and administrative expenses 7 (3,423) (3,239) (3,519)

Proportionate net income of equity method investment FESCO Adecco 8 23 20 3
Amortisation of intangible assets 6 (70) (81) (64)
Impairment of goodwill 6 (362)
Impairment of intangible assets 6 (31) (9) (20)
Operating income 19 780 118 904
Interest expense (32) (30) (35)

Other income/(expenses), net 16 5 (20) 207
Income before income taxes 753 68 1,076
Provision for income taxes 17 (165) (165) (348)

Net income/(loss) 588 (97) 728
Net income attributable to noncontrolling interests (2) (1) (1)

Net income/(loss) attributable to Adecco Group shareholders 586 (98) 727
Basic earnings/(loss) per share 18 3.62 (0.61) 4.48

Basic weighted-average shares 18 162,096,188 161,426,423 162,211,290
Diluted earnings/(loss) per share 18 3.60 (0.61) 4.47

Diluted weighted-average shares 18 162,727,104 162,011,135 162,542,226
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Consolidated financial statements (continued)
Consolidated statements of
comprehensive income
For the fiscal years ended 31 December (in EUR) Note 2021 2020 2019
Other comprehensive income/(loss), net of tax:

• Currency translation adjustment of long-term intercompany loans
(net of tax of, 2021: EUR 1, 2020: EUR 1, 2019: less than EUR (1)) (9) (9) 4
• Currency translation adjustment of net investment hedges (net of tax of, 2021: EUR (1),
2020: EUR (5), 2019: EUR (1)) 14 9 52 9
• Currency translation adjustment related to share cancellation 2
• Currency translation adjustment excluding long-term intercompany loans,
net investment hedges, and share cancellation (net of tax of, 2021: less than EUR 1, 2020:
less than EUR (1), 2019: EUR 2) 148 (234) 61
• Change in prior service cost on pension (net of tax of, 2021: EUR 3, 2019: EUR 4) 13 3 (4)
• Change in net actuarial gain/(loss) on pension (net of tax of, 2021: EUR (9), 2020: EUR 2,
2019: EUR 1) 13 26 (14) (10)
• Change in fair value of securities (net of tax of, 2021: less than EUR 1, 2020: less than EUR (1),
2019: less than EUR (1)) 15 3 1 1
• Change in fair value of cash flow hedges (net of tax of, 2021: EUR (3), 2020: EUR 5, 2019:
EUR 2) 14 16 (16) (3)
Total other comprehensive income/(loss) 196 (220) 60
Total comprehensive income/(loss) 784 (317) 788
Less comprehensive income attributable to noncontrolling interests (2) (1) (1)

Comprehensive income/(loss) attributable to Adecco Group shareholders 782 (318) 787
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Report 2021Report
Consolidated statements of cash flows
For the fiscal years ended 31 December (in EUR) 2021 2020 2019
Cash flows from operating activities

Adjustments to reconcile net income/(loss) to cash flows from operating activities:

• Depreciation and amortisation 186 209 171
• Impairment of goodwill 362
• Impairment of intangible assets 31 9 20
• Gain on divestiture of Soliant (248)
• Loss on buyback of long-term debt 10
• Bad debt expense 5 33 25
• Stock-based compensation 21 16 12
• Deferred tax provision/(benefit) (39) (12) (54)
• Other, net 10 49 70
Changes in operating assets and liabilities, net of acquisitions and divestitures:

• Trade accounts receivable (170) 235 91
• Accounts payable and accrued expenses 119 38 57
• Other assets and liabilities (29) (122) (2)
Cash flows from operating activities 722 720 880
Cash flows from investing activities

Capital expenditures (132) (157) (156)
Proceeds from sale of property and equipment 2 2 1
Acquisition of QAPA, net of cash and restricted cash acquired (54)
Acquisition of BPI Group, net of cash and restricted cash acquired (45)
Proceeds from divestiture of Soliant, net of cash and restricted cash divested 544
Proceeds from divestiture of the Legal Solutions business, net of cash and restricted cash divested 122
Cash settlements on derivative instruments (23) 24 (39)
Other acquisition and investing activities, net of cash and restricted cash acquired (76) (31) (26)
Cash flows from/(used in) investing activities (206) (162) 324
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Consolidated statements of cash flows

(continued)
Cash flows from financing activities

Borrowings of short-term debt under the commercial paper programme 25
Repayment of short-term debt under the commercial paper programme (25)
Other net increase/(decrease) in short-term debt (16) (2)
Borrowings of long-term debt, net of issuance costs 1,484 259 353
Repayment of long-term debt (261) (117) (215)
Buyback of long-term debt (211)
Dividends paid to shareholders (365) (381) (360)
Purchase of treasury shares (93) (46) (87)
Share capital increase, net of issuance costs 229
Other financing activities, net 2 (3) (4)
Cash flows from/(used in) financing activities 980 (290) (524)
Effect of exchange rate changes on cash, cash equivalents and restricted cash 91 (116) 18
Net increase in cash, cash equivalents and restricted cash 1,587 152 698
Cash, cash equivalents and restricted cash:

• Beginning of year 1,568 1,416 718
• End of year 3,155 1,568 1,416
The following table provides a reconciliation of cash, cash equivalents and restricted cash to the amounts reported in the Company’s consolidated
balance sheets:
Reconciliation of cash, cash equivalents and restricted cash at beginning of year:

Current assets:
• Cash and cash equivalents 1,485 1,351 652
• Restricted cash included in Other current assets 42 18 10
Non-current assets:
• Restricted cash included in Other assets 41 47 56
Cash, cash equivalents and restricted cash at beginning of year 1,568 1,416 718
Reconciliation of cash, cash equivalents and restricted cash at end of year:

Current assets:
• Cash and cash equivalents 3,051 1,485 1,351
• Restricted cash included in Other current assets 61 42 18
Non-current assets:
• Restricted cash included in Other assets 43 41 47
Cash, cash equivalents and restricted cash at end of year 3,155 1,568 1,416
Supplemental disclosures of cash paid

Cash paid for interest 10 20 19
Cash paid for income taxes 195 290 256
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Consolidated statements of changes
in shareholders’ equity
Accumulated
other
comprehensive Total
Additional Treasury Retained income/(loss), Noncontrolling shareholders’
in EUR Common shares paid-in capital shares, at cost earnings net interests equity
1 January 2019 10 578 (141) 3,407 (273) 8 3,589
Comprehensive income:
Net income 727 1 728
Other comprehensive income 60 60
Total comprehensive income 788
Stock-based compensation 12 12
Vesting of share awards (11) 11
Treasury shares purchased on second trading line (61) (61)
Other treasury share transactions (15) (15)
Cash dividends, CHF 2.50 per share (363) (363)
Share cancellation 140 (142) (2)
Other 1 (1)
31 December 2019 10 580 (66) 3,629 (213) 8 3,948
Net loss (98) 1 (97)
Other comprehensive loss (220) (220)
Total comprehensive loss (317)
Vesting of share awards (14) 13 (1)
Share cancellation 10 (11) (1)
31 December 2020 10 582 (89) 3,139 (433) 9 3,218
Net income 586 2 588
Other comprehensive income 196 196
Total comprehensive income 784
Vesting of share awards (21) 22 1
Treasury shares purchased on second trading line (81) (81)
Capital increase 1 229 230
Other 3 (1) 2
31 December 2021 11 814 (159) 3,361 (237) 10 3,800
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Notes to consolidated financial statements

Note 1 – The business and summary of significant accounting policies

Business
The consolidated financial statements include Adecco Group AG, a Swiss corporation, its consolidated subsidiaries, as well as variable interest
entities in which the Adecco Group is considered the primary beneficiary (collectively, the Company). The Company’s principal business is providing
human resource services including Flexible Placement, Permanent Placement, Career Transition, Outsourcing, Consulting & Other Services, and
Training, Up-skilling & Re-skilling services to businesses and organisations throughout Europe, North America, Asia Pacific, South America, and North
Africa. At the end of 2021, the Company’s worldwide network consists of approximately 4,300 branches and approximately 33,000 full-time
equivalent (FTE) employees in 59 countries and territories.
As part of the new strategic programme Future@Work, the Company realigned its business along three distinct Global Business Units (GBU):
Adecco, LHH (Talent Solutions) and Modis. Effective 1 January 2021, the Company updated its primary segment reporting to align with the
corresponding changes in Executive Committee responsibilities.
As a result of this change, the primary segment reporting transitioned to a brand-driven organisational model structured around solutions-based
business groups comprising Adecco (further split by geography: France; Northern Europe; DACH; Southern Europe & EEMENA; Americas; and
APAC), LHH (Talent Solutions) and Modis. The structure is complemented by secondary segment reporting of the Company’s service lines (comprising
Flexible Placement; Permanent Placement; Career Transition; Outsourcing, Consulting & Other Services; and Training, Up-skilling & Re-skilling).
Basis of presentation
The consolidated financial statements are prepared in accordance with US generally accepted accounting principles (US GAAP) and the provisions
of Swiss law.
Reporting currency
The reporting currency of the Company is the Euro, which reflects the significance of the Company’s Euro-denominated operations. Adecco Group
AG’s share capital is denominated in Swiss Francs and the Company declares and pays dividends in Swiss Francs.
Foreign currency translation
The Company’s operations are conducted in various countries around the world and the financial statements of foreign subsidiaries are reported in
the applicable foreign currencies (functional currencies). Financial information is translated from the applicable functional currency to the Euro, the
reporting currency, for inclusion in the Company’s consolidated financial statements. Income, expenses, and cash flows are translated at average
exchange rates prevailing during the fiscal year or at transaction exchange rates, and assets and liabilities are translated at fiscal year-end exchange
rates. Resulting translation adjustments are included as a component of accumulated other comprehensive income/(loss), net, in shareholders’
equity. Exchange gains and losses on intercompany balances that are considered permanently invested are also included in equity.
Hyperinflationary economies
Local subsidiaries in hyperinflationary economies are required to use the Euro as their functional currency and remeasure the monetary assets
and liabilities not denominated in Euro using the applicable rate in accordance with the Financial Accounting Standards Board (FASB) Accounting
Standards Codification (ASC) 830, “Foreign Currency Matters” (ASC 830). All exchange gains and losses resulting from remeasurement are
recognised in net income.
Principles of consolidation
The consolidated financial statements include 100% of the assets, liabilities, revenues, expenses, income, loss, and cash flows of Adecco Group AG,
its consolidated subsidiaries and entities for which the Company has been determined to be the primary beneficiary under ASC 810, “Consolidation”
(ASC 810). As of 31 December 2021, the consolidated subsidiaries include all majority-owned subsidiaries of the Company. Noncontrolling interests
for entities fully consolidated but not wholly owned by the Company are accounted for in accordance with ASC 810 and are reported as a
component of equity. Intercompany balances and transactions have been eliminated in the consolidated financial statements.
The Company accounts for variable interest entities (VIEs) in accordance with ASC 810, which requires the consolidation of a VIE in which an entity
is considered the primary beneficiary. The primary beneficiary of a VIE is the enterprise that has both the power to direct the activities of a VIE that
most significantly impact the VIE’s economic performance and the obligation to absorb losses or the right to receive benefits from the VIE that could
potentially be significant to the VIE. An entity is required to perform a qualitative and a quantitative analysis to determine whether it has a controlling
financial interest in a VIE.
Investments
The Company records investments in affiliates over which it is able to exercise significant influence using the equity method of accounting. Under the
equity method of accounting, investments are recorded at cost and are subsequently increased or reduced to reflect the Company’s share of income
or losses of the investee. The proportionate share of earnings is presented within “Other income/(expenses), net”, unless the investee is considered
integral to the Company’s operations, in which case the proportionate share of earnings is presented as a separate component of operating income
on the face of the consolidated statements of operations. Profits on transactions with equity affiliates are eliminated to the extent of the Company’s
ownership in the investee. Dividends from equity method investees are reflected as reductions of the carrying values of the applicable investments.
The cost method of accounting is applied for investments in entities which do not have readily determinable fair values and over which the Company
is not able to exercise significant influence (generally investments in which the Company’s ownership is less than 20%).
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Use of estimates
The preparation of financial statements in conformity with US GAAP requires management to make judgements, assumptions, and estimates that
affect the amounts reported in the consolidated financial statements and accompanying notes. On an ongoing basis, management evaluates its
estimates, including those related to allowance for doubtful accounts, accruals and provisions, impairment of goodwill and indefinite-lived intangible
assets, contingencies, pension accruals, and income taxes. The Company bases its estimates on historical experience and on various other market-
specific assumptions that are believed to be reasonable under the circumstances. Due to the continuing effects of the Covid-19 pandemic and
related government response measures there is currently a higher degree of uncertainty in making the judgements, assumptions and estimates
required in the consolidated financial statements and accompanying notes. Given the dynamic nature of these circumstances, more frequent and
potentially more significant reassessments and adjustments to estimates in future periods may occur. The results of management’s estimates form
the basis for making judgements about the carrying value of assets and liabilities that are not readily apparent from other sources. Actual results may
differ from those estimates.
Recognition of revenues
The Company generates revenues from sales of Flexible Placement services, Permanent Placement services, Career Transition services,
Outsourcing, Consulting & Other Services and Training, Up-skilling & Re-skilling services. Refer to Note 2 for further details.
Marketing expenses
Marketing expenses totalled EUR 104, EUR 88 and EUR 105 in 2021, 2020, and 2019, respectively. These costs are included in selling, general,
and administrative expenses (SG&A) and are generally expensed as incurred.
Government subsidies and grants
Government subsidies and grants are recognised when it is probable that the Company will comply with the respective qualifying conditions set
forth by the grantor. Government subsidies and grants earned, which are intended to compensate for expenses incurred, are recorded net against
the related expenses in the same period in which those expenses are incurred.
Cash, cash equivalents, restricted cash and short-term investments
Cash equivalents consist of highly liquid instruments having an original maturity at the date of purchase of three months or less.
The Company’s policy is to invest excess funds primarily in investments with maturities of 12 months or less, and in money market and fixed income
funds with sound credit ratings, limited market risk, and high liquidity.
Restricted cash balances generally consist of deposits made in connection with lease/rent agreements and other refundable deposits, legal claims,
cash received from customers but owed to subcontractors, cash subsidies (mainly related to governmental financial supporting programmes)
received from authorities but owed to third parties, and funds set aside in connection with outstanding options and warrants arising from acquisitions.
Trade accounts receivable
Trade accounts receivable are recorded at net realisable value after deducting an allowance for doubtful accounts. The Company makes judgements
on an entity-by-entity basis as to its ability to collect outstanding receivables and provides an allowance for doubtful accounts based on a specific
review of significant outstanding invoices. For those invoices not specifically reviewed, provisions are provided at differing percentages based on
the age of the receivable. In determining these percentages, the Company analyses its historical collection experience and current economic trends.
Where available and when cost effective, the Company utilises credit insurance. Accounts receivable balances are written-off when the Company
determines that it is unlikely that future remittances will be received, or as permitted by local law.
Property, equipment, and leasehold improvements
Property and equipment are carried at historical cost and are depreciated on a straight-line basis over their estimated useful lives (generally
three to ten years for furniture, fixtures, and office equipment; three to five years for computer equipment and software; and 20 to 40 years for
buildings). Leasehold improvements are stated at cost and are depreciated over the shorter of the useful life of the improvement or the remaining
lease term, which includes the expected lease renewal. Expenditures for repairs and maintenance are expensed as incurred.
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(continued)
Capitalised software costs

The Company capitalises purchased software as well as internally developed software. Internal and external costs incurred to develop
internal use software during the application development stage are capitalised. Application development stage costs generally include software
configuration, coding, installation, and testing. Costs incurred for maintenance, testing minor upgrades, and minor enhancements are expensed
as incurred. Capitalised software costs are included in property, equipment, and leasehold improvements, net. Capitalised costs are depreciated
on a straight-line basis over the estimated useful life commencing once the software is ready for its intended use, generally three to five years.
Goodwill and indefinite-lived intangible assets
Goodwill represents the excess of the purchase price in a business combination over the value assigned to the net tangible and identifiable
intangible assets of businesses acquired less liabilities assumed. We complete our final assessments of the fair value of the acquired assets and
assumed liabilities and our final evaluations of uncertain tax positions and contingencies within one year of the acquisition date. In accordance
with ASC 350, “Intangibles – Goodwill and Other” (ASC 350), goodwill and indefinite-lived intangible assets are not amortised. Rather, the
carrying value of goodwill and indefinite-lived intangible assets is tested annually for impairment.
Goodwill is tested on a reporting unit level using a quantitative impairment test. Reporting units may be operating segments as a whole or an
operation one level below an operating segment, referred to as a component. The carrying value of each reporting unit is compared to the
reporting unit’s fair value as determined using a combination of comparable market multiples, additional market information, and discounted
cash flow valuation models. If the fair value of the reporting unit is lower than the carrying value of the reporting unit, an impairment charge is
recorded in operating income.
Indefinite-lived intangible assets are tested by comparing the fair value of the asset to the carrying value of the asset. In the event that the carrying
value exceeds the fair value, an impairment charge is recorded in operating income.
Definite-lived intangible assets
In accordance with ASC 805, “Business Combinations” (ASC 805), purchased identifiable intangible assets are capitalised at fair value as of the
acquisition date. Intangible assets with definite lives, primarily marketing-related (trade names), and customer relationships, are generally amortised
on a straight-line basis over the estimated period in which benefits are received, which generally ranges from one to ten years.
Impairment of long-lived assets including definite-lived intangible assets
The Company evaluates long-lived assets, including intangible assets with definite lives, for impairment whenever events or changes in circumstances
indicate that the carrying amount of an asset may not be recoverable in accordance with ASC 360-10-35-15, “Impairment or Disposal of Long-Lived
Assets”. The asset is regarded as not recoverable if the carrying amount exceeds the undiscounted future cash flows. The impairment loss is then
calculated as the difference between the asset’s carrying value and its fair value, which is calculated using a discounted cash flow model.
Accounting for restructuring costs
In recording severance reserves for ongoing benefits, the Company accrues a liability when the following conditions have been met: the employees’
rights to receive compensation are attributable to employees’ services already rendered; the obligation relates to rights that vest or accumulate;
payment of the compensation is probable; and the amount can be reasonably estimated. For one-time termination benefits which require employees
to render services beyond a “minimum retention period”, liabilities associated with employee termination benefits are recorded as employees render
services over the future service period. Otherwise, liabilities associated with employee one-time termination benefits are recorded at the point when
management has taken a decision to terminate a specific group of employees, the employees have been notified of the decision, and the type and
amount of benefits to be received by the employees is known. Liabilities for non-lease related contract termination and other exit costs are recorded
at fair value when a contract is formally terminated in accordance with the contract term, or the Company ceases using the right conveyed by the
contract.
Operating leases
The Company enters into operating lease contracts mainly for real estate and motor vehicles resulting in Operating lease right-of-use assets,
Current operating lease liabilities and Operating lease liabilities as presented in the Company’s consolidated balance sheets. Operating lease
right-of-use assets represent the Company’s right to use underlying assets for the lease term. Current operating lease liabilities and Operating
lease liabilities represent the Company’s current and long-term obligations arising from operating lease contracts.
Non-lease components are separated from lease components for real estate lease contracts, while there is no separation between lease and non-
lease components for motor vehicle lease contracts. The Company considers consideration paid in relation to separated non-lease components
to already reflect the market value of the leased property and accordingly no further allocation of the lease component consideration is undertaken.
The remaining lease terms of operating leases vary from one year to 12 years; some contain options to extend the lease term or to terminate the
lease with a notice period. The Company considers lease and non-lease components as well as extension options to lease terms in order to establish
its Operating lease right-of-use assets and the corresponding current and long-term obligations. For most of the Company’s operating leases, an
implicit rate is not readily determined. To determine the present value of future lease payments at the commencement date of an operating lease
contract, the Company uses its incremental borrowing rate. The Company applies the incremental borrowing rate using the portfolio approach to
portfolios of similar assets. The incremental borrowing rate is estimated to approximate the external interest rate for the Company and is adjusted
based on the economic environment where the leased asset portfolio is located.
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Operating lease right-of-use assets are measured at the commencement date of the operating lease contract at the value of the arising
operating lease obligations. Operating lease right-of-use assets are further adjusted for any lease prepayments, lease incentives received, initial
direct costs, and impairment charges incurred. Payments made by the Company to settle operating lease obligations are primarily fixed; however,
certain operating lease contracts contain variable payments which are determined based on variable indicators such as the Consumer Price Index,
fluctuating property tax rates in a real estate lease, or the mileage consumed in a motor vehicle lease. Variable payments are expensed as incurred
and are not included in the Operating lease right-of-use assets or Operating lease obligations measurement. Payments made in lease arrangements
where the lease term is 12 months or less and where an option to purchase the underlying asset does not exist are similarly expensed as incurred.
Operating lease expenses are recognised on a straight-line basis over the lease term and recorded in the consolidated statements of operations,
in Direct costs of services, or Selling, general, and administrative expenses, depending on the nature of the expenses.
Income taxes
The Company accounts for income taxes and uncertainty in income taxes recognised in the Company’s financial statements in accordance with ASC
740, “Income Taxes” (ASC 740). ASC 740 prescribes a recognition threshold and measurement attribute for the financial statements recognition
and measurement of a tax position taken or expected to be taken in a tax return. ASC 740 also provides guidance on derecognition, classification,
interest and penalties, accounting in interim periods, disclosure, and transition.
Current liabilities and assets are recognised for the estimated payable or refundable taxes on the tax returns for the current year. Deferred tax
assets and liabilities are determined based on temporary differences between financial statement carrying amounts of existing assets and liabilities
and their respective tax bases, and includes the future tax benefit of existing net operating losses and tax credit carryforwards. Deferred tax assets
and liabilities are measured using enacted tax rates and laws expected to be in effect in the years in which those temporary differences are expected
to be recovered or settled. A valuation allowance is recorded against deferred tax assets in those cases when management does not believe that
the realisation is more likely than not. While management believes that its judgements and estimates regarding deferred tax assets and liabilities
are appropriate, significant differences in actual experience may materially affect the Company’s future financial results.
In addition, significant judgement is required in determining the worldwide provision for income taxes. In the ordinary course of a global business,
there are many transactions for which the ultimate tax outcome is uncertain. Many of these uncertainties arise as a consequence of intercompany
transactions and arrangements. Although management believes that its tax return positions are supportable, no assurance can be given that the final
outcome of these matters will not be materially different from amounts reflected in the income tax provisions and accruals. Such differences could
have a material effect on the income tax provisions or benefits in the periods in which such determinations are made.
Earnings per share
In accordance with ASC 260, “Earnings per Share” (ASC 260), basic earnings/(loss) per share is computed by dividing net income/(loss) attributable
to Adecco Group shareholders by the number of weighted-average shares for the fiscal year. Diluted earnings/(loss) per share reflects the maximum
potential dilution that could occur if dilutive securities, such as stock options, non-vested shares or convertible debt, were exercised or converted
into common shares or resulted in the issuance of common shares that would participate in net income attributable to Adecco Group shareholders.
Financial instruments
In accordance with ASC 815, “Derivatives and Hedging” (ASC 815), all derivative instruments are initially recognised at fair value as either Other
current assets, Other assets, Other accrued expenses, or Other liabilities in the accompanying consolidated balance sheets regardless of the
purpose or intent for holding the derivative instruments. The derivatives are subsequently remeasured to fair value at the end of each reporting
period. For derivative instruments designated and qualifying as fair value hedges, changes in the fair value of the derivative instruments as well as
the changes in the fair value of the hedged item attributable to the hedged risk are recognised within the same line item in earnings. Any cash flow
impact on settlement of these contracts is classified within the consolidated statements of cash flows according to the nature of the hedged item.
For derivative instruments designated and qualifying as cash flow hedges, the effective portion of the changes in the fair value of derivative
instruments is initially recorded as a component of Accumulated other comprehensive income/(loss), net, in shareholders’ equity and reclassified
into earnings in the period during which the hedged transaction impacts earnings. The ineffective portion of the change in fair value of the derivative
instruments is immediately recognised in earnings. The cash flow impact on settlement of these contracts is classified according to the nature of the
hedged item. For derivative instruments designated and qualifying as net investment hedges, changes in the fair value of the derivative instruments
are recorded as a component of Accumulated other comprehensive income/(loss), net, in shareholders’ equity to the extent they are considered
effective. These gains or losses will remain in equity until the related net investment is sold or otherwise disposed of. The cash flow impact on
settlement of these contracts is classified as cash flows from investing activities.
For derivative instruments that are not designated or that do not qualify as hedges under ASC 815, the changes in the fair value of the derivative
instruments are recognised in Other income/(expenses), net, within the consolidated statements of operations. Any cash flow impact on settlement
of these contracts is classified as cash flows from investing activities.
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(continued)
Fair value measurement

The Company accounts for assets and liabilities which are required to be recorded at fair value in accordance with ASC 820, “Fair Value
Measurements” (ASC 820). Fair value is defined by ASC 820 as the price that would be received to sell an asset or paid to transfer a liability in
an orderly transaction between market participants at the measurement date. ASC 820 establishes a three-level fair value hierarchy that prioritises
the inputs used to measure fair value. The hierarchy requires entities to maximise the use of observable inputs and minimise the use of unobservable
inputs. The three levels of inputs used to measure fair value are as follows:
• Level 1 – Quoted prices in active markets for identical assets and liabilities.
• Level 2 – Quoted prices in active markets for similar assets and liabilities, or other inputs that are observable for the asset or liability, either directly
or indirectly, for substantially the full term of the financial instrument.
• Level 3 – Unobservable inputs that are supported by little or no market activity and that are significant to the fair value of the assets and liabilities.
This includes certain pricing models, discounted cash flow methodologies, and similar techniques that use significant unobservable inputs.
The Company measures fair value using unadjusted quoted market prices. If quoted market prices are not available, fair value is based upon
internally developed models that use, whenever possible, current market-based parameters, such as interest rate curves and currency exchange
rates. The Company also utilises independent third-party pricing services. When appropriate, valuations are adjusted to reflect credit considerations,
generally based on available market evidence.
Investments in private equity, real estate and collective funds held within our pension plans are generally valued using the net asset value (NAV)
per share as a practical expedient for fair value provided certain criteria are met. The NAVs are determined based on the fair values of the underlying
investments in the funds. These assets are not classified in the fair value hierarchy but are separately disclosed.
New accounting guidance
In June 2016, the FASB issued ASU 2016-13, “Financial Instruments – Credit Losses (Topic 326): Measurement of Credit Losses on Financial
Instruments”. The new guidance requires the use of a “current expected credit loss” model for most financial assets. Under the new model, an entity
recognises as an allowance its estimate of expected credit losses, rather than the current methodology requiring delay of recognition of credit losses
until it is probable a loss has been incurred. The new guidance is effective for the Company for fiscal years beginning after 15 December 2022
including interim periods within those fiscal years. The Company plans to adopt this guidance as of 1 January 2023 and is currently assessing the
impact of this guidance on the consolidated financial statements.
In January 2021, the FASB issued ASU 2021-01, “Reference Rate Reform (Topic 848): Scope” amending ASU 2020-04, “Reference Rate Reform
(Topic: 848): Facilitation of the Effects of the Reference Rate Reform on Financial Reporting” issued in March 2020. The guidance provides
temporary optional expedients and exceptions to the US GAAP guidance on contract modifications and hedge accounting to facilitate the transition
away from LIBOR and other rates that are to be discontinued. The Company adopted the new guidance at the time of its publication with no
significant impact. Certain outstanding cross-currency swaps and interest rate swaps that are designated as cash flow hedges or fair value hedges
will transition to new reference rates in 2022. In 2022, the Company expects to apply the optional expedient, which permits changes in (i) the
contractual terms or (ii) in the interest rate used for discounting without dedesignating the hedging relationship.
In October 2021, the FASB issued ASU 2021-08, “Business Combinations (Topic 805): Accounting for Contract Assets and Contract Liabilities from
Contracts with Customers”. The update requires contract assets and liabilities acquired in a business combination to be recognised and measured at
the date of acquisition in accordance with the principles for recognising revenues from contracts with customers. The new guidance is effective for the
Company for fiscal years beginning after 15 December 2023 including interim periods within those fiscal years, with early adoption permitted. The
Company is currently assessing whether to early adopt this guidance and the impact of this guidance on the consolidated financial statements.
In November 2021, the FASB issued ASU 2021-10 “Government Assistance (Topic 832): Disclosures by Business Entities about Government
Assistance”. The update requires entities to disclose certain types of government assistance. Under the update, the Company is required to annually
disclose (i) the type of the assistance received, including any significant terms and conditions, (ii) its related accounting policy, and (iii) the effect such
transactions have on its financial statements. The update is effective either prospectively for all in-scope transactions at the date of adoption or
retrospectively, for annual periods beginning after 15 December 2021. The Company will adopt this update prospectively as of 1 January 2022. The
Company is currently assessing the impact of this guidance on the consolidated financial statements.
Presentation and reclassifications
Certain reclassifications have been made to prior years’ amounts or balances in order to conform to the current year presentation.
Other disclosures required by Swiss law
The detailed disclosures regarding the executive remuneration that are required by Swiss law are included in the Remuneration Report.
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Note 2 – Revenues
Recognition of revenues
Revenues are recognised as the Company satisfies its obligations under a contract with a customer, which is when control of the promised services
is transferred to the customer and in an amount that reflects the expected consideration the Company is entitled to in exchange for those services.
Revenues are recognised and reported net of any sales taxes.
The following table presents the Company’s revenues disaggregated by type of service provided:
in EUR 2021 2020 2019
Flexible Placement 17,263 16,281 19,947

Permanent Placement 583 406 578
Career Transition 314 386 349
Outsourcing, Consulting & Other Services 2,471 2,247 2,283
Training, Up-skilling & Re-skilling 318 241 270
Total revenues 20,949 19,561 23,427
In Note 19, revenues are additionally disaggregated by segment and country.

Flexible Placement
Revenues related to Flexible Placement services are generally negotiated and invoiced on an hourly basis. Associates record the hours they have
worked and these hours, at the rate agreed with the customer, are then accumulated and billed according to the agreed terms. Flexible Placement
contract durations can range from less than one month to multiple years but generally may be terminated earlier if appropriate notice is provided.
Flexible Placement service revenues are recognised over time upon rendering the services and in line with the Company’s right to invoice the
customer. The Company provides Flexible Placement services in the following operating segments: Adecco France; Adecco Northern Europe;
Adecco DACH; Adecco Southern Europe & EEMENA; Adecco Americas; Adecco APAC; LHH (Talent Solutions); and Modis.
Permanent Placement
Revenues related to Permanent Placement services are generally recognised at the point in time the candidate begins full-time employment, or once
the fee is earned and the Company has no further obligations to the customer. Allowance provisions are established based on historical information
for any non-fulfilment of Permanent Placement obligations and presented in Accounts payable and accrued expenses and recorded as a reduction
of revenue. The Company provides Permanent Placement services in the following operating segments: Adecco France; Adecco Northern Europe;
Adecco DACH; Adecco Southern Europe & EEMENA; Adecco Americas; Adecco APAC; LHH (Talent Solutions); and Modis.
Career Transition
Revenues related to Career Transition are negotiated with the client on a project basis and are generally recognised over time upon rendering the
services, such as consulting services where revenue is billed and recognised on an hourly basis or workshops and coaching sessions with stated fees
per service. The Company also offers multi-month career transition packages or similar services in which participants are offered a range of services
for a fixed price. Fees invoiced prior to providing services are deferred and recorded in Accounts payable and accrued expenses until the services
are rendered. These revenues are recognised based on historical usage of offered services by the participants over the duration of service period to
best depict the transfer of services to the customer. Additionally, certain contracts may contain multiple performance obligations, in which case the
Company allocates revenue to each performance obligation based on the standalone selling prices, generally determined based on the prices it
would charge to other customers in similar circumstances. The Company provides Career Transition services in the following operating segments:
Adecco Southern Europe & EEMENA; and LHH (Talent Solutions).
Outsourcing, Consulting & Other Services
Revenues related to Outsourcing, Consulting & Other Services are generally recognised over time upon rendering the services. Customers are billed
through the weekly or monthly billing cycle based on information reported on timesheets multiplied by the contractual billing rate. Revenue is
accrued for services which have been rendered but remain unbilled as of the reporting date. Revenues related to other services include Managed
Service Programmes (MSP) and Recruitment Process Outsourcing (RPO). Other services are generally recognised over time as the services are
performed in the amount to which the Company has a right to invoice. Fees invoiced prior to providing services are deferred and recorded in
Accounts payable and accrued expenses until the services are rendered. The Company provides Outsourcing, Consulting & Other Services in the
following operating segments: Adecco France; Adecco Northern Europe; Adecco DACH; Adecco Southern Europe & EEMENA; Adecco Americas;
Adecco APAC; LHH (Talent Solutions); and Modis.
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Training, Up-skilling & Re-skilling

Revenues related to Training, Up-skilling & Re-skilling services are generally recognised over time upon rendering the services depending on the
nature of the service contract. These service contracts include consulting services in which the Company will bill the customer at an agreed-upon rate
when the services are performed. The service contracts may also include workshops or group coaching sessions for the customer’s employees as well
as other talent development-related offerings, such as skills assessments or resource toolkits. The Company will bill the customer at the stated price
per service or price per participant upon rendering the services. Certain contracts may include customised project work in which the Company
performs a combination of consulting services, assessments, and ongoing coaching sessions. These types of contracts may contain multiple
performance obligations, in which case the Company allocates revenue to each performance obligation based on the standalone selling prices,
generally determined based on the prices it would charge to other customers in similar circumstances. The Company provides Training, Up-skilling &
Re-skilling in the following operating segments: Adecco France; Adecco Northern Europe; Adecco Southern Europe & EEMENA; Adecco Americas;
Adecco APAC; LHH (Talent Solutions); and Modis.
Principal vs agent
The Company determines whether it is a principal or an agent by evaluating if it obtains control of the specified services within an arrangement.
For contracts with customers in which the Company is the principal, the Company reports gross revenues and gross direct costs.
Under arrangements where the Company is an agent, as is generally the case in most MSP contracts, revenues are reported on a net basis.
Discounts, rebates, and other transaction price adjustments are estimated at contract inception and recognised as reductions to sales over the
duration of the contract. The Company uses historical experience to estimate these types of variable consideration and records a liability as the
related revenues are recognised. The Company does not expect significant changes to its estimates of variable consideration to occur.
The Company’s payment terms in its contracts vary by type and location of its customer and the services offered. The Company’s client contracts are
generally short-term in nature with a term of one year or less. The Company provides services in the normal course of business on arm’s-length terms
to entities that are affiliated with certain of its officers, Board members, and significant shareholders through investment or board directorship.
Upon rendering services to its customers, the Company generally recognises its unconditional rights to consideration as receivables presented as
Trade accounts receivable, net. The period between when services are performed, the customer is billed, and when payment is due is not significant.
Practical expedients and exemptions
The Company does not disclose the value of unsatisfied performance obligations for (i) contracts with an original expected duration of one year or
less and (ii) contracts for which the Company recognises revenue at the amount to which it has the right to invoice for services performed. Revenues
from contracts which do not meet one of these two exemptions are not significant. Revenues from long-term flexible placement and outsourcing
contracts will generally be recognised over the next one to three years based on the agreed-upon rates and levels of services performed.
Additionally, the Company recognises incremental costs of obtaining a contract as an expense when incurred if the amortisation period of the
contract asset would be one year or less. �
Note 3 – Acquisitions
The Company made acquisitions in 2021, 2020 and 2019. The Company does not consider any of its 2021, 2020 and 2019 acquisition transactions
to be material, individually or in the aggregate, to its consolidated balance sheets or statements of operations.
The aggregate impact of acquisitions in 2021 and 2020 is as follows:
in EUR 2021 2020
Impact of acquisitions
Net tangible assets/(liabilities) acquired (12) (3)
Identified intangible assets 67 10
Goodwill 106 19
Deferred tax assets/(liabilities), net (14)
Total consideration 147 26
In September 2021, the Company acquired all outstanding shares of QAPA S.A. (QAPA), which is a provider of a fully digital workforce solution in
France, for a consideration of EUR 95, net of EUR 8 cash acquired. Goodwill of EUR 43 and intangible assets of EUR 60 were recorded in connection
with QAPA. QAPA was consolidated by the Company as of 29 September 2021, and the results of QAPA's operations have been included in the
consolidated financial statements since 29 September 2021. The goodwill arising from the acquisition consists largely of acquired technical expertise
and synergies from leveraging the wholly digital workforce solution with Adecco's extensive customer network and candidates database.
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In October 2021, the Company acquired all outstanding shares of BPI Group SAS (BPI), an HR consulting services provider in France, for a
consideration of EUR 51, net of EUR 2 cash acquired. Goodwill of EUR 62 and intangible assets of EUR 7 were recorded in connection with BPI.
BPI was consolidated by the Company as of 12 October 2021, and the results of BPI's operations have been included in the consolidated financial
statements since 12 October 2021. The goodwill arising from the acquisition consists largely of acquired expertise and synergies from increasing scale
benefits and broadened business activities across career transition, talent development and workforce advisory in LHH (Talent Solutions).
Total acquisition-related costs expensed in 2021, 2020 and 2019 were not significant. Acquisition-related costs are included in SG&A within the
consolidated statements of operations.
Note 4 – Trade accounts receivable

in EUR 31.12.2021 31.12.2020
Trade accounts receivable 4,131 3,942

Allowance for doubtful accounts (55) (72)
Trade accounts receivable, net 4,076 3,870
Note 5 – Property, equipment, and leasehold improvements

31.12.2021 31.12.2020
Accumulated Accumulated
in EUR Gross depreciation Gross depreciation
Land and buildings 3 (2) 3 (2)

Furniture, fixtures, and office equipment 90 (69) 106 (81)
Computer equipment 132 (96) 162 (121)
Capitalised software 656 (452) 634 (467)
Leasehold improvements 199 (131) 205 (134)
Total property, equipment, and leasehold improvements 1,080 (750) 1,110 (805)
Depreciation expense was EUR 116, EUR 128 and EUR 107 for 2021, 2020 and 2019, respectively.
In 2020, a write-down of EUR 18 due to changes in the expected use of certain capitalised software was recorded across multiple segments and
included in SG&A within the consolidated statements of operations.
The Company recorded EUR 67, EUR 73 and EUR 52 of depreciation expense in connection with capitalised software in 2021, 2020 and 2019,
respectively. The estimated future depreciation expense related to computer software is EUR 76 in 2022, EUR 61 in 2023, EUR 44 in 2024, EUR 16
in 2025 and EUR 7 in 2026.
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Note 6 – Goodwill and intangible assets

The changes in the carrying amount of goodwill below have been recast to reflect the reorganisation of the Company’s operating segments in 2021,
as outlined in Note 1. Management has determined that this recasting of the carrying amount of goodwill has not resulted in any indication of an
impairment loss. The changes in the carrying amount of goodwill for the years ended 31 December 2021 and 31 December 2020 are as follows:
Adecco
Adecco Southern
Adecco Northern Adecco Europe & Adecco Adecco LHH (Talent
in EUR France Europe DACH EEMENA Americas APAC Adecco Solutions) Modis Total
Changes in goodwill
1 January 2020 217 362 362 53 204 57 1,255 916 675 2,846
Additions 6 6 13 19
Allocation to disposals/deconsolidations (22) (4) (26) (26)
Impairment charge (362) (362) (362)
Currency translation adjustment (13) (16) (2) (31) (62) (45) (138)
31 December 2020 223 327 – 53 188 51 842 867 630 2,339
Additions 43 43 63 106
Allocation to disposals/deconsolidations (72) (1) (73)
Currency translation adjustment 14 (1) 13 (2) 24 51 36 111
31 December 2021 266 341 – 52 201 49 909 909 665 2,483
As of 31 December 2021 and 31 December 2020, the gross goodwill amounted to EUR 4,038 and EUR 3,888, respectively.
As of 31 December 2021, accumulated impairment charges amounted to EUR 1,555 of which EUR 1,406 in Adecco DACH, EUR 22 in Adecco
APAC, and EUR 57 in Adecco Northern Europe, EUR 21 in LHH (Talent Solutions) and EUR 49 in Modis, impacted by fluctuations in exchange rates.
As of 31 December 2020, accumulated impairment charges amounted to EUR 1,549 of which EUR 1,405 in Adecco DACH, EUR 21 in Adecco
APAC, and EUR 54 in Adecco Northern Europe, EUR 21 in LHH (Talent Solutions) and EUR 48 in Modis impacted by fluctuations in exchange rates.
Goodwill is tested annually for impairment or whenever events or changes in circumstances indicate that the carrying amount of goodwill may be
impaired. The Company performed its annual impairment test of goodwill in the fourth quarter of 2021, 2020 and 2019, noting no indication of
impairment. In March 2020, the Company performed an interim goodwill impairment test based on management’s revised five-year projections for
sales and earnings and consequently recognised an impairment in Adecco DACH of EUR 362. The revision of management’s five-year projections for
sales and earnings was driven by the unprecedented degree of uncertainty related to Covid-19, compounding already challenging market dynamics in
Germany.
In determining the fair value of the reporting units, the Company uses expected future revenue growth rates and profit margins, and for the
long-term value a long-term growth rate of maximum 2.5%. For each reporting unit, projected cash flows are discounted to their net present values.
Discount rates used during the Company’s goodwill impairment tests in 2021, 2020 and 2019 ranged from 6.4% to 11.6%.
The carrying amounts of other intangible assets as of 31 December 2021 and 31 December 2020 are as follows:
31.12.2021 31.12.2020
Accumulated Accumulated
in EUR Gross amortisation Gross amortisation
Intangible assets
Marketing-related (trade names) 233 (100) 263 (61)
Customer base 143 (128) 164 (141)
Contract 33 (23) 34 (19)
Acquired technology 69 (29) 24 (19)
Other 3 (3) 3 (3)
Total intangible assets 481 (283) 488 (243)
Amortisation expense was EUR 70, EUR 81 and EUR 64 for 2021, 2020 and 2019, respectively.
The carrying amount of indefinite-lived intangible assets was EUR 82 and EUR 130 as of 31 December 2021 and 31 December 2020, respectively.
Indefinite-lived intangible assets consist of trade names.
The Company performed its annual impairment test of indefinite-lived intangible assets in the fourth quarter of 2021, 2020 and 2019. In 2021,
the brand structure within the LHH (Talent Solutions) Global Business Unit was simplified to one global brand – LHH. As a result, an impairment
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charge of EUR 31 for the Badenoch & Clark brand (an indefinite-lived intangible asset (trade name)) was recognised. In 2021 the Company
determined that there was no other indication of impairment.
The Company’s November 2020 acquisition of Hired and the resulting strategic shift of existing digital business to the acquired technological
platform triggered an impairment charge of EUR 9 in relation to certain existing definite-lived intangible assets (acquired technology, contracts
and trade name) in the fourth quarter of 2020.
In 2019 an impairment of intangible assets (trade names) of EUR 20 was recognised as the Company continued to streamline its brand portfolio.
The estimated future amortisation expense related to definite-lived intangible assets is EUR 66 in 2022, EUR 31 in 2023, EUR 18 in 2024 and EUR 1
in 2025. The weighted-average amortisation period for customer base intangible assets is four years.
Note 7 – Restructuring
In 2020, the Company initiated several restructuring plans in response to the unprecedented economic impact created by the Covid-19 pandemic.
Total restructuring costs incurred by the Company for these plans in 2021 and 2020 amounted to EUR 55 and EUR 129, respectively. Restructuring
expenses are recorded in SG&A and mainly represent headcount reductions and branch optimisation. Given the dynamic nature of the Covid-19
pandemic, the amount of future restructuring expenses in connection with this programme is currently uncertain.
The following table shows the total amount of restructuring costs incurred by segment:
Cumulative costs
incurred to
in EUR 2021 31.12.2021
Restructuring costs
Adecco France 6 11
Adecco Northern Europe 6 20
Adecco DACH (4) 36
Adecco Southern Europe & EEMENA 7
Adecco Americas 3 17
Adecco APAC 2 6
Adecco 13 97
LHH (Talent Solutions) 31 57
Modis 11 30
Corporate
Total restructuring costs 55 1 84
The changes in restructuring liabilities for the years ended 31 December 2021 and 31 December 2020 are as follows:
in EUR 2021 2020
1 January 67 38
Restructuring costs 55 129
Cash payments (50) (72)
Write-off of fixed assets, impairment of operating lease right-of-use assets, and other (24) (28)
31 December 48 67
As of 31 December 2021 and 31 December 2020, restructuring liabilities in connection with these initiatives of EUR 48 and EUR 67, respectively,
were recorded in Other accrued expenses. As of 31 December 2021 and 31 December 2020, the remaining liability related to onerous leases of
EUR 26 and EUR 23, respectively, was recorded in Current operating lease liabilities and Operating lease liabilities.
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Note 8 – Equity method investments

Investments in equity affiliates as of 31 December 2021 and 31 December 2020 primarily include a 49% interest in FESCO Adecco Human
Resource Services Shanghai Co., Ltd, a leading human resources provider in China. The FESCO Adecco investments are considered to be integral
to the Company’s operations. As such, the Company’s proportionate share of FESCO Adecco’s earnings is presented separately as a component
of operating income within the consolidated statements of operations.
The changes in the carrying amount of investments in equity affiliates for the years ended 31 December 2021 and 31 December 2020 are as follows:
in EUR 2021 2020
1 January 109 83
Additional equity method investments 5 15
Proportionate net income of investee companies 23 20
Dividends and distributions received (27) (5)
Currency translation adjustment and other 8 (4)
31 December 118 109
Note 9 – Operating leases

in EUR 2021 2020 2019
The components of Operating lease expenses are as follows:

• Operating lease expenses 192 223 229
• Short-term lease expenses 7 8 12
• Variable lease expenses 2 2 1
• Sublease income (12) (8) (8)
Total operating lease expenses 189 225 234
For the fiscal year ended 31 December (in EUR) 2021 2020 2019
Supplemental information related to operating leases is as follows:

• Cash paid for amounts included in the measurement of operating lease liabilities 198 237 228
• Operating lease right-of-use assets obtained in exchange for operating lease liabilities 177 194 195
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As of 31 December (in EUR) 2021 2020 2019
Operating leases weighted average:

• Lease term 3.7 years 3.5 years 3.6 years
• Discount rate 2.8% 3.3% 4.0%
Maturities of operating lease liabilities as of 31 December 2021 and 31 December 2020 are as follows:
in EUR 31.12.2021 31.12.2020
Within 1 year 154 183

Within 2 years 93 106
Thereafter 26 24
Total future undiscounted lease payments 399 457
• Less imputed interest (18) (28)
Total operating lease liabilities 381 429
Current operating lease liabilities 152 178
Long-term operating lease liabilities 229 251
As of 31 December 2021, future undiscounted operating lease payments that have not yet commenced and are not included in the table above
amounted to EUR 10 (EUR 5 as of 31 December 2020). The Company has certain rights and obligations for these operating leases but has not
recognised an operating lease right-of-use asset or an operating lease liability in the consolidated balance sheet as these operating leases have not
yet commenced.
Note 10 – Financing arrangements

Short-term debt
As of 31 December 2021 and 31 December 2020, bank overdrafts and other short-term borrowings amounted to EUR 49 and EUR 45, respectively.
French commercial paper
In August 2010, Adecco International Financial Services BV, a wholly owned subsidiary of the Company, established a French commercial paper
programme (“Billet de Trésorerie programme”). Under the programme, Adecco International Financial Services BV may issue short-term commercial
paper up to a maximum amount of EUR 500, with maturity per individual paper of 365 days or less. The proceeds are used to fund short-term
working capital and borrowing requirements. The paper is usually issued at a discount and repaid at nominal amount at maturity. The discount
represents the interest paid to the investors on the commercial paper. The programme is guaranteed by Adecco Group AG. No commercial
paper was outstanding as of 31 December 2021 or 31 December 2020.
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Long-term debt
The Company’s long-term debt as of 31 December 2021 and 31 December 2020 consists of the following:
Principal at Fixed
in EUR maturity Maturity interest rate 31.12.2021 31.12.2020
60.5-year guaranteed Euro subordinated fixed-to-reset notes EUR 500 2082 1.0% 493
20-year guaranteed Japanese Yen fixed rate notes JPY 7,000 2039 1.14% 53 55
15-year guaranteed Japanese Yen fixed rate notes JPY 6,000 2033 1.05% 46 47
10-year guaranteed Euro medium-term notes EUR 500 2031 0.5% 497
10.25-year guaranteed Norwegian Krone fixed rate notes NOK 500 2030 2.65% 50 48
10.5-year guaranteed Euro medium-term notes EUR 300 2029 1.25% 302 311
7-year guaranteed Euro medium-term notes EUR 500 2028 0.125% 495
8-year Swiss Franc fixed rate notes CHF 100 2026 0.875% 95 93
5.5-year Swiss Franc fixed rate notes CHF 225 2025 0.875% 213 207
8-year guaranteed Euro medium-term notes EUR 500 2024 1.0% 503 504
7-year guaranteed Euro medium-term notes EUR 300 2022 1.5% 299 300
4-year guaranteed USD medium-term notes USD 300 2021 2.625% 249
Other 4 2
3,050 1,816
Less current maturities (299) (249)
Long-term debt, less current maturities 2,751 1,567
60.5-year guaranteed Euro subordinated fixed-to-reset notes due 2082

On 21 September 2021, Adecco International Financial Services BV, a wholly owned subsidiary of the Company, issued EUR 500 subordinated
fixed-to-reset 60.5-year notes with an initial coupon of 1.0% (2082 subordinated notes), guaranteed by Adecco Group AG, due on 21 March 2082,
with a first rate reset after 5.5 years on 21 March 2027. The notes trade on the London Stock Exchange. The proceeds will be used to finance the
Company’s acquisition of AKKA Technologies.
The Company has entered into cash flow hedges of the 2082 subordinated notes, which are further discussed in Note 14.
20-year guaranteed Japanese Yen fixed rate notes due 2039
On 12 April 2019, Adecco Financial Services (North America), LLC, a wholly owned subsidiary of the Company, issued JPY 7,000 medium-term
20-year notes with a coupon of 1.14% (2039 notes), guaranteed by Adecco Group AG, due on 12 April 2039. The notes were issued within the
framework of the Euro Medium-Term Note Programme. The proceeds were used for general corporate purposes.
The company has entered into cash flow hedges of the 2039 notes, which are further discussed in Note 14.
15-year guaranteed Japanese Yen fixed rate notes due 2033
On 3 October 2018, Adecco Financial Services (North America), LLC, a wholly owned subsidiary of the Company, issued JPY 6,000 medium-term
15-year notes with a coupon of 1.05% (2033 notes), guaranteed by Adecco Group AG, due on 3 October 2033. The notes were issued within the
framework of the Euro Medium-Term Note Programme. The proceeds were used for general corporate purposes.
The Company has entered into cash flow hedges of the 2033 notes, which are further discussed in Note 14.
10-year guaranteed Euro medium-term notes due 2031
On 21 September 2021, Adecco International Financial Services BV, a wholly owned subsidiary of the Company, issued EUR 500 medium-term
10-year notes with a coupon of 0.5% (2031 notes), guaranteed by Adecco Group AG, due on 21 September 2031. The notes were issued within
the framework of the Euro Medium-Term Note Programme and trade on the London Stock Exchange. The proceeds will be used to finance the
10.25-year guaranteed Norwegian Krone fixed rate notes due 2030
On 29 May 2020, Adecco International Financial Services BV, a wholly owned subsidiary of the Company, issued NOK 500 fixed rate notes with
a coupon of 2.65% (2030 notes), guaranteed by Adecco Group AG, due on 29 August 2030. The notes were issued within the framework of the
Euro Medium-Term Note Programme and trade on the London Stock Exchange. The proceeds were used for general corporate purposes.
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10.5-year guaranteed Euro medium-term notes due 2029
On 20 May 2019, Adecco International Financial Services BV, a wholly owned subsidiary of the Company, issued EUR 300 medium-term
10.5-year notes with a coupon of 1.25% (2029 notes), guaranteed by Adecco Group AG, due on 20 November 2029, but callable by the
Company at par within three months prior to maturity. The notes were issued within the framework of the Euro Medium-Term Note Programme
and trade on the London Stock Exchange. The proceeds were primarily used to partially buyback the 2022 notes.
The Company has entered into fair value hedges of the 2029 notes, which are further described in Note 14.
On 21 September 2021, Adecco International Financial Services BV, a wholly owned subsidiary of the Company, issued EUR 500 medium-term
7-year notes with a coupon of 0.125% (2028 notes), guaranteed by Adecco Group AG, due on 21 September 2028. The notes were issued within
the framework of the Euro Medium-Term Note Programme and trade on the London Stock Exchange. The proceeds will be used to finance the
8-year Swiss Franc fixed rate notes due 2026
On 18 September 2018, Adecco Group AG issued CHF 100 fixed rate notes with a coupon of 0.875% (2026 notes) due on 18 September 2026,
but callable by the Company at par within three months prior to maturity. The notes were issued within the framework of the Euro Medium-Term
Note Programme and trade on the SIX Swiss Exchange. The proceeds were used for general corporate purposes.
The Company has entered into fair value hedges of the 2026 notes, which are further discussed in Note 14.
5.5-year Swiss Franc fixed rate notes due 2025
On 27 May 2020, Adecco Group AG issued CHF 225 fixed rate notes with a coupon of 0.875% (2025 notes) due on 27 November 2025, but
callable by the Company at par within three months prior to maturity. The notes were issued within the framework of the Euro Medium-Term Note
Programme and trade on the SIX Swiss Exchange. The proceeds were used for general corporate purposes.
The Company has entered into fair value hedges of the 2025 notes, which are further discussed in Note 14.
On 2 December 2016, Adecco International Financial Services BV, a wholly owned subsidiary of the Company, issued EUR 500 medium-term
8-year notes with a coupon of 1.0% (2024 notes), guaranteed by Adecco Group AG, due on 2 December 2024, but callable by the Company at
par within three months prior to maturity. The notes were issued within the framework of the Euro Medium-Term Note Programme and trade on
the London Stock Exchange. The proceeds were primarily used to partially buyback long-term debt that matured in 2018 and 2019.
On 18 May 2015, Adecco International Financial Services BV, a wholly owned subsidiary of the Company, issued EUR 500 medium-term 7-year
notes with a coupon of 1.5% (2022 notes), guaranteed by Adecco Group AG, due on 22 November 2022, but callable by the Company at par within
three months prior to maturity. The notes were issued within the framework of the Euro Medium-Term Note Programme and trade on the London
Stock Exchange. The proceeds were used for general corporate purposes. In May 2019, the Company bought back EUR 200 nominal value at
105.223% of the outstanding 2022 notes and incurred a loss of EUR 10 on the buyback included in Other income/(expenses), net. The buyback
reduced the nominal value of the outstanding principal of the 2022 notes to EUR 300.
4-year guaranteed USD medium-term notes due 2021
On 21 November 2017, Adecco International Financial Services BV, a wholly owned subsidiary of the Company, issued USD 300 medium-term
4-year notes with a coupon of 2.625% (2021 notes), guaranteed by Adecco Group AG, due on 21 November 2021, but callable by the Company at
par within two months prior to maturity. The notes were issued within the framework of the Euro Medium-Term Note Programme and traded on the
London Stock Exchange. The proceeds were used for general corporate purposes.
On Friday 19 November 2021, the Company repaid the 2021 notes at maturity.
Payments of long-term debt translated using 31 December 2021 exchange rates are due as follows:
in EUR 2022 2023 2024 2025 2026 Thereafter Total
Payments due by year 299 503 213 99 1,936 3,050
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Other credit facilities

Committed multicurrency revolving credit facility
The Company maintains a committed 5-year multicurrency revolving credit facility with two 1-year extension options, with a maturity date of April
2023 and with an initial facility of EUR 600. In March 2020, the second 1-year extension option was exercised, and the maturity date of the credit
facility was extended to April 2025. In October 2021, the Company up-sized the facility from EUR 600 to EUR 900. At the same time the facility
was updated to accommodate the latest IBOR amendment language. All other details remain unchanged. The facility is used for general corporate
purposes including refinancing of advances and outstanding letters of credit. The interest rate is based on EURIBOR for drawings denominated in
Euro, plus a margin between 0.225% and 0.55% per annum, depending on certain net debt-to-EBITDA ratios. The applicable margin levels set out
above will be subject to further variation in accordance with certain “ESG Score” provisions. In addition to the interest rate costs, a utilisation fee of
0.075%, 0.15%, or 0.30% applies for total utilisation of up to 33.33%, 66.67%, and above 66.67% of the facility amount, respectively. No utilisation
fee shall be payable while the facility is unutilised. The letter of credit fee equals the applicable margin, and the commitment fee equals 35% of the
applicable margin. As of 31 December 2021 and 31 December 2020, there were no outstanding borrowings under the credit facility.
Note 11 – Shareholders’ equity

Authorised shares and appropriation of available earnings
As of 31 December 2021, Adecco Group AG had 186,680,377 authorised shares, of which 168,224,177 were registered and issued. As of 31
December 2020, Adecco Group AG had 186,680,377 authorised shares, of which 163,124,177 were registered and issued. As of 31 December 2019,
Adecco Group AG had 186,911,377 authorised shares, of which 163,344,177 were registered and issued.
On 8 September 2021 the Adecco Group AG issued 5,100,000 shares out of the authorised capital with a nominal value of CHF 0.10 raising a
total of EUR 230.
Adecco Group AG may only pay dividends based on the requirements of the Swiss Code of Obligations, Articles of Incorporation, and based on the
shareholders’ equity reflected in the standalone financial statements of Adecco Group AG, the holding company of the Adecco Group, prepared in
accordance with Swiss law. As of 31 December 2021, the standalone financial statements of Adecco Group AG included shareholders’ equity of CHF
3,971 (EUR 3,827), of which CHF 17 represent share capital, CHF (175) represent treasury shares, and CHF 4,129 represent reserves and retained
earnings. Of the CHF 4,129 balance, an amount of CHF 3 representing 20% of share capital, is restricted based on the Swiss Code of Obligations
and cannot be distributed as dividends.
At the 2021 Annual General Meeting of Shareholders (AGM), the shareholders approved a dividend of CHF 2.50 per share outstanding in respect
of the fiscal year 2020. The entire dividend of EUR 364 was directly distributed to shareholders from voluntary retained earnings in April 2021.
For 2021, the Board of Directors of Adecco Group AG will propose two dividends for a total of CHF 2.50 per share outstanding for the approval of
shareholders at the Annual General Meeting of Shareholders, whereas a dividend of CHF 1.25 shall be allocated from Adecco Group AG’s statutory
reserves from capital contribution to free reserves and subsequently distributed to shareholders and a dividend of CHF 1.25 shall be directly
distributed from voluntary retained earnings. The statutory reserves from capital contribution are classified as additional paid-in capital in the
consolidated balance sheets.
Additional paid-in capital
In 2021, in connection with the anticipated acquisition of AKKA Technologies, the Company purchased 1,300,000 physically settled put options
indexed to Adecco Group AG shares (conversion ratio 1:1) classified as equity. All options were unwound prior to maturity with a net gain of EUR 3
recognised in additional paid-in capital.
Treasury shares
In 2021, 2020 and 2019, the number of treasury shares acquired on the regular trading line amounted to 229,884, 1,215,000 and 319,583,
respectively, and the net consideration paid amounted to EUR 11, EUR 46 and EUR 15, respectively.
In 2021, 2020 and 2019, the Company awarded 27,720, 32,050 and 26,559 treasury shares, respectively, to the Board of Directors as part of their
remuneration package (refer to section 8.4, “Remuneration of the Board of Directors for 2021 and shareholding as at 31 December 2021” within the
Remuneration Report). In addition, in 2021, 2020 and 2019, the Company used 463,576, 244,506 and 191,168 treasury shares, respectively, to
settle share awards under the long-term incentive plan (LTIP).
As of 31 December 2021, the treasury shares are intended to be used for the settlement of the Company’s LTIP (for further details refer to Note 12)
as well as for the Board of Directors’ remuneration.
The Company launched the following share buyback programme on a second trading line with the aim of subsequently cancelling the shares and
reducing share capital:
• EUR 150 announced in March 2018 (completed in March 2019); and
• EUR 600 announced in February 2020 (commenced in April 2021 and placed on hold in July 2021).
As of 31 December 2021, 31 December 2020 and 31 December 2019, Adecco Group AG held 1,424,388 shares, no shares and 220,000 shares,
respectively, acquired under the share buyback programmes. The Company acquired 1,424,388 shares for EUR 81 in 2021, no shares in 2020, and
1,378,750 shares for EUR 61 in 2019, respectively, under the share buyback programmes.
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The Board of Directors will propose to the Annual General Meeting of Shareholders of 13 April 2022 a reduction of share capital through the
cancellation of 1,424,388 shares repurchased under the EUR 600 share buyback programme.
No dividends are distributed in relation to treasury shares.
Accumulated other comprehensive income/(loss), net
The components of Accumulated other comprehensive income/(loss), net of tax, are as follows:
in EUR 31.12.2021 31.12.2020 31.12.2019
Currency translation adjustment (216) (355) (112)

Currency translation adjustment of net investment hedges 22 13 (39)
Pension-related adjustments (44) (73) (59)
Change in fair value of securities 5 2 1
Change in fair value of cash flow hedges (4) (20) (4)
Accumulated other comprehensive income/(loss), net (237) (433) (213)
In 2021, 2020 and 2019, an amount of EUR 3 (net of tax of EUR (1)), EUR 3 (net of tax of EUR (1)) and EUR 3 (net of tax of EUR (2)), respectively,
was reclassified from Accumulated other comprehensive income/(loss), net to line item Other income/(expenses), net in the statement of operations,
in connection with Net actuarial gain/(loss) and Prior service cost. In 2021, 2020 and 2019 an amount of EUR (7) (net of tax of EUR 3), EUR 11 (net
of tax of EUR (2)) and EUR 3 (net of tax of less than EUR (1)) was reclassified from Accumulated other comprehensive income/(loss), net to Other
income/(expenses), net in the statement of operations in connection with cash flow hedging activities in 2021, 2020 and 2019, respectively. Additionally,
an amount of less than EUR 1 (net of tax of less than EUR (1)) was reclassified from Accumulated other comprehensive income/(loss), net to Interest
expense in the statement of operations in connection with cash flow hedging activities in 2021. No amounts were reclassified in 2020 and 2019.
Note 12 – Stock-based compensation

As of 31 December 2021, the Company had non-vested share awards outstanding relating to its common shares. Compensation expense of EUR 21,
EUR 16 and EUR 12, was recognised in 2021, 2020 and 2019, respectively, in connection with the non-vested share awards granted in 2021, 2020,
and 2019. The total income tax benefit recognised related to stock compensation amounted to EUR 3 in 2021, EUR 2 in 2020 and EUR 2 in 2019.
Non-vested share award plans
Performance share awards (PSU awards) were granted in March 2021, 2020, and 2019 to the members of the Executive Committee (EC) and to a
further group of senior managers (only in 2021) under the Company’s LTIP. The awards contain an undertaking to deliver a number of Adecco Group
AG shares to the participants of the plan after the end of the performance period (end of performance period for the 2021, 2020, and 2019 awards
on 31 December 2023, 31 December 2022, and 31 December 2021, respectively). The requisite service period represents three calendar years
starting on 1 January 2021, 1 January 2020, and 1 January 2019, respectively. The delivery of the shares will be made provided and to the extent
that the predefined market and performance targets are met. Those awards that do not vest due to lack of fulfilment lapse immediately.
The PSU awards granted in 2021 introduced two financial performance metrics, return on invested capital (ROIC)1 and the cash conversion ratio
(CCR)2 in addition to the relative change in the Company’s shareholder value including reinvested dividends (total shareholder return (TSR)),
compared to that of a predefined group of peers the Company used for the 2019 and 2020 grants (TSR awards). Each of the three metrics are
equally weighted to calculate the achievement percentage.
In addition, service condition awards (restricted share unit awards (RSU awards)) were granted in 2021, 2020, and 2019 to a further group of
senior managers (approximately 284 individuals in total in each respective year) under the LTIP. The vesting of the RSU awards is not subject to
performance targets, but to forfeiture provisions. Provided that the employment relationship continues:
• RSU awards granted to non-French employees will vest in equal portions over a period of three years at the anniversary of the date of grant.
• RSU awards granted to French employees cliff-vest at the second anniversary of the date of grant and their requisite service period represents
two calendar years starting on 1 January 2021 for 2021 awards, 1 January 2020 for 2020 awards, and 1 January 2019 for 2019 awards.
In 2021, a new EC member received replacement awards in the form of RSUs (RSU replacement awards) and TSR awards (TSR replacement awards)
and twelve new employees received RSU replacement awards to compensate for outstanding deferred awards forfeited as a result of joining the
Company. RSU replacement awards granted to the new EC member are subject to a 1-year tiered vesting period, with 50% of the awards vesting
immediately after grant and the remaining 50% vesting after one year at the anniversary of the date of grant. TSR replacement awards granted to
the new EC member are subject to a 2-year tiered vesting period, with 80% of the awards vesting after one year and the remaining 20% vesting
after two years at the anniversary of the date of grant. RSU replacement awards granted to non-EC members vest in equal portions over a period
of 3 years at the anniversary of the date of grant with the exception of two non-EC members with different vesting.
1 ROIC is defined as the rolling four quarter EBITA excluding one-offs divided by the rolling four quarter average of invested capital. Invested capital includes Intangible assets (gross),
Property, equipment, and leasehold improvements, Operating lease right-of-use assets, Net working capital excluding cash (Trade accounts receivable and Other current assets, less
Accounts payable and accrued expenses), Other assets (non-current), and Goodwill, adjusted for Goodwill impairments after 1 January 2021.
2 Cash conversion is calculated as free cash flow before interest and tax paid (FCFBIT) divided by EBITA excluding one-offs. FCF comprises cash flow from operating activities less
capital expenditures.
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In 2020, special RSU awards (sRSU awards) were granted to a group of senior managers (281 individuals in total). The vesting of the sRSU awards
is not subject to performance targets, but to forfeiture provisions. Provided that the employment relationship continues:
• sRSU awards granted to non-French employees will vest in equal portions over a period of three years at the anniversary of the date of grant.
• sRSU awards granted to French employees are subject to a 3-year tiered vesting period, with 67% of the awards vesting after two years and the
remaining 33% vesting after three years at the anniversary of the date of grant.
In 2020, a new EC member received replacement awards in the form of RSUs (RSU replacement awards) and TSR awards (TSR replacement
awards) and nine new employees received RSU replacement awards to compensate for outstanding deferred awards forfeited as a result of
joining the Company. RSU replacement awards granted to the new EC member are subject to a 3-year tiered vesting period, with 50% of the awards
vesting after two years and the remaining 50% vesting after 3 years at the anniversary of the date of grant. TSR replacement awards granted to the
new EC member are subject to a 1.5-year tiered vesting period, with 48% of the awards vesting after 0.5 years and the remaining 52% vesting after
1.5 years at the anniversary of the date of grant. RSU replacement awards granted to non-EC members vest in equal portions over a period of 3 years
at the anniversary of the date of grant.
In 2019, a new EC member and two new employees received replacement awards in the form of RSUs (RSU replacement awards) to compensate for
outstanding deferred awards forfeited as a result of joining the Company. RSU replacement awards granted to the new EC member are subject to
a 3-year tiered vesting period, with 50% of the awards vesting after two years and the remaining 50% vesting after 3 years at the anniversary of the
date of grant. RSU replacement awards granted to non-EC members vest in equal portions over a period of 3 years at the anniversary of the date
of grant.
The plan foresees that participants who terminate their employment with the Company at their own will and those who receive notice of
termination for cause before the end of the performance period (in the case of performance share awards) and before the end of the vesting period
(in the case of RSU awards), will no longer be entitled to the vesting of the awards. In case of an involuntary termination without cause before the end
of the performance period, a time-weighted pro-rata portion of the unvested performance share awards granted in 2021, 2020, and 2019 will vest
at the regular vesting date, depending on the level of target achievement. In the case of an involuntary termination without cause before the end of
the vesting period, a time-weighted pro-rata portion of the unvested RSU awards will vest at the regular vesting date. The Company bases its
forfeiture rate estimations on historically observed rates as well as on employment trends of the plan participants.
PSU awards
The fair value of the PSU awards was determined based on the grant date market price of the Adecco Group AG share, less a discount for not being
entitled to any dividends over the vesting period, multiplied by the probability factors relative TSR, ROIC and CCR (each weighted one-third)
estimated on the date of grant with an additional discount applied due to a 2-year post-vesting restriction on the sale of share awards. The probability
factors of the ROIC and CCR are assessed via an analysis of historical and future ROIC and CCR figures. Refer to section “TSR awards” below for
details relating to the relative TSR component.
Compensation expense of such performance condition share awards is recognised on a straight-line basis over the requisite service period, based
on estimated achievements. The expense impact of changes in the estimated attainment must be recognised as a cumulative catch up of prior
service period.
PSU awards
Weighted-
average grant
date fair value
Number per share
of shares (in CHF)
Summary of the non-vested PSU awards

Granted 168,619 50
Forfeited
Lapsed
Vested
Non-vested share awards outstanding as of 31 December 2021 168,619 50
TSR awards
The fair value of the relative TSR awards was determined based on the grant date market price of the Adecco Group AG share, less a discount for
not being entitled to any dividends over the vesting period, multiplied by the probability factor estimated on the date of grant using the Monte Carlo
simulation, with an additional discount applied due to a 2-year post-vesting restriction on the sale of share awards. The Monte Carlo simulation runs
a very large number of share price simulations based on various parameters (share prices, volatilities, dividends, expected returns, etc.). The average
result of these simulations provides the probability that the Company’s TSR targets will be achieved. The implied volatility was determined by
reference to the implied volatilities of the Company’s peer group as provided by Standard & Poor’s financial research database CapitalIQ. The
expected dividend yield is based on actual dividends paid.
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The risk-free rate is extracted from the Swiss government bond yield curve, which is constructed by interpolation out of the observed trading prices
of various Swiss government bonds. The assumptions used are as follows:
2021 2020 2019
Assumptions used for the estimation of the fair value of the TSR awards
Implied at-the-money volatility 37.8% 24.5% 21.1%
Expected dividend yield 3.65% 4.04% 4.70%
Expected term 3 years 3 years 3 years
Risk-free rate n/a n/a n/a
Since the probability of the market condition being met is considered in the fair value of the TSR awards, compensation expense is recognised on a
straight-line basis over the requisite service period regardless of fulfilment of the market condition.
A summary of the status of the Company’s non-vested TSR awards as of 31 December 2021, 31 December 2020, and 31 December 2019 and
changes during those years is as follows:
Relative TSR awards
Weighted-
average grant
date fair value
Number per share
of shares (in CHF)
Summary of the non-vested TSR awards1

Non-vested share awards outstanding as of 1 January 2019 564,903 24
Granted 224,117 18
Forfeited (5,638) 22
Lapsed (158,507) 24
Vested (33,629) 24
Granted 181,997 27
Lapsed (117,551) 27
Vested (63,862) 27
Granted 28,137 35
Forfeited
Lapsed (116,098) 21
Vested (85,125) 21
1 Includes TSR replacement awards.
RSU awards
The fair value of the RSU awards was determined based on the grant date market price of the Adecco Group AG share less a discount for not
being entitled to any dividends over the vesting period. An additional discount is applied to determine the fair value of the RSU awards granted to
all participants due to a 2-year post-vesting restriction on the sale of share awards. The discount is not applied to determine the fair value of the RSU
replacement awards and the sRSU awards as no post-vesting restriction applies. Compensation expense of such service condition share awards is
recognised on a straight-line basis over the requisite service period, taking into account estimated employee forfeitures.
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A summary of the status of the Company’s non-vested RSU awards as of 31 December 2021, 31 December 2020, and 31 December 2019 and
changes during those years are as follows:
Weighted-
average grant
date fair value
Number per share
of shares (in CHF)
Summary of non-vested RSU awards1

Non-vested share awards outstanding as of 1 January 2019 330,154 52
Granted 276,066 38
Cancelled
Vested (157,539) 52
Granted 870,431 30
Cancelled (3,730) 24
Vested (180,644) 44
Granted 282,192 44
Cancelled (11,271) 28
Vested (378,451) 34
1 Includes RSU replacement awards and sRSU awards.
As of 31 December 2021, the total unrecognised compensation expense related to non-vested share awards amounted to EUR 25. The cost is
expected to be recognised over a weighted-average period of one and a half years. The total fair value of share awards vested in 2021, 2020,
and 2019 amounted to EUR 28, EUR 8 and EUR 9, respectively.
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Note 13 – Employee benefit plans
In accordance with local regulations and practices, the Company has various employee benefit plans, including defined contribution and both
contributory and non-contributory defined benefit plans.
Defined contribution plans and other arrangements
The Company recorded an expense of EUR 77 in 2021, EUR 73 in 2020 and EUR 85 in 2019 in connection with defined contribution plans,
and an expense of EUR 82, EUR 66 and EUR 65 in connection with the Italian employee termination indemnity arrangement in 2021, 2020,
and 2019, respectively.
The Company sponsors several non-qualified defined contribution plans in the USA for certain employees. These plans are partly funded through
Rabbi trusts, which are consolidated in the Company’s financial statements. As of 31 December 2021 and 31 December 2020, the assets held in the
Rabbi trusts amounted to EUR 167 and EUR 142, respectively. The related pension liability totalled EUR 151 and EUR 132 as of 31 December 2021 and
31 December 2020, respectively.
Certain employees in Sweden are covered under the ITP multi-employer pension plan (employer identification number 55927) administered by a
union. The data available from the administrator of the plan (Alecta) is not sufficient to determine the projected benefit obligation or the net assets
attributable to the Company. Consequently, this plan is reported as a defined contribution plan. As of 31 December 2021 and 31 December 2020,
Alecta managed approximately EUR 97,400 and EUR 84,500, respectively, of plan assets on behalf of 2.6 million private individuals and 35,000
companies. Total contributions made by all plan members to this plan in 2020 amounted to EUR 5,975. The information on total contributions made
by all plan members in 2021 has not yet been published by Alecta. Contributions made to this plan by the Company amounted to EUR 1 in 2021, EUR
2 in 2020 and EUR 2 in 2019.
Defined benefit plans
The Company sponsors defined benefit plans principally in Switzerland, India and the UK. These plans provide benefits primarily based on years
of service and level of compensation, and are in accordance with local regulations and practices. The defined benefit obligations and related assets
of all major plans are reappraised annually by independent actuaries. The measurement date in 2021 and 2020 for all defined benefit plans was
31 December. Plan assets are recorded at fair value, and consist primarily of equity securities, debt securities, and alternative investments. The
projected benefit obligation (PBO) is the actuarial present value of benefits attributable to employee service rendered to date, including the effects
of estimated future pay increases. The accumulated benefit obligation (ABO) is the actuarial present value of benefits attributable to employee
service rendered to date, but excluding the effects of estimated future pay increases.
Actuarial gains and losses are recognised as a component of Other comprehensive income/(loss), net, in the period when they arise. Those amounts
are subsequently recognised as a component of net periodic benefit cost using the corridor method.
The components of net periodic benefit cost for the defined benefit plans are as follows:
Swiss plan Non-Swiss plans
in EUR 2021 2020 2019 2021 2020 2019
Components of net periodic benefit cost

Service cost 19 19 19 12 13 13
Interest cost 1 2 7 10 10
Expected return on plan assets (8) (8) (6) (8) (11) (9)
Amortisation of prior service (gain)/cost (1) (1) (1) 1 2 1
Amortisation of net actuarial (gain)/loss 2 1 2 3 2
Net periodic benefit cost 12 11 15 14 17 17
All components of Net periodic benefit cost, other than service cost, are included in the line item Other income/(expenses), net, in the statement
of operations.
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The following table provides a reconciliation of the changes in the benefit obligations, the change in the fair value of plan assets, and the funded
status of the Company’s defined benefit plans as of 31 December 2021 and 31 December 2020:
in EUR 31.12.2021 31.12.2020 31.12.2021 31.12.2020
Pension liabilities and assets

Projected benefit obligation, beginning of year 357 340 275 273
Service cost 19 19 12 13
Interest cost 1 7 10
Participants’ contributions 68 66 5 6
Plan amendments 1
Net actuarial (gain)/loss 8 16 (8) 6
Acquisitions 3
Benefits paid (89) (86) (15) (17)
Settlement (3)
Foreign currency translation 15 1 8 (16)
Projected benefit obligation, end of year 379 357 284 275
Plan assets, beginning of year 374 364 172 178

Actual return on assets 41 8 8 9
Employer contributions 20 20 7 4
Participants’ contributions 68 66 5 6
Benefits paid (89) (86) (15) (10)
Settlement (3)
Foreign currency translation 17 2 10 (15)
Plan assets, end of year 431 374 184 172
Funded status of the plan 52 17 (100) (103)
Accumulated benefit obligation, end of year 367 349 266 261
The following amounts are recognised in the consolidated balance sheets as of 31 December 2021 and 31 December 2020:
in EUR 31.12.2021 31.12.2020 31.12.2021 31.12.2020
Pension-related assets
Other assets 52 17 10 5
Pension-related liabilities
Other accrued expenses (5) (3)
Other liabilities (105) (105)
Total 52 17 (100) (103)
The following amounts are recognised in Accumulated other comprehensive income/(loss), net as of 31 December 2021 and 31 December 2020:
in EUR 31.12.2021 31.12.2020 31.12.2021 31.12.2020
Prior service gain/(cost) (1) 1 (7) (9)

Net actuarial gain/(loss) (19) (44) (31) (41)
Total (20) (43) (38) (50)
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The following table provides values of PBO, ABO and fair value of plan assets for plans with a PBO in excess of the fair value of plan assets and an
ABO in excess of the fair value of plan assets:
PBO exceeds fair value of plan assets ABO exceeds fair value of plan assets
in EUR 31.12.2021 31.12.2020 31.12.2021 31.12.2020
PBO 177 175

ABO 160 162
Fair value of plan assets 67 68 67 68
The overall expected long-term rate of return on plan assets for the Company’s defined benefit plans is based on inflation rates, inflation-adjusted
interest rates, and the risk premium of equity investments above risk-free rates of return. Long-term historical rates of return are adjusted when
appropriate to reflect recent developments.
The assumptions used for the defined benefit plans reflect the different economic conditions in the various countries. The actuarial assumptions used
to determine benefit obligations are as follows:
in % 2021 2020 2019 2021 2020 2019
Weighted-average assumptions used to determine

benefit obligations
Discount rate 0.3 0.0 0.1 2.6 2.2 3.1
Rate of increase in compensation levels 2.1 2.1 2.1 2.3 2.1 2.2
Weighted-average interest crediting rate 1.0 1.0 1.0 8.5 8.5 8.7
The actuarial assumptions used to determine the Net periodic benefit cost are as follows:
in % 2021 2020 2019 2021 2020 2019
Weighted-average assumptions used to determine

net periodic benefit cost
Discount rate 0.0 0.1 0.8 2.2 3.1 1.9
Rate of increase in compensation levels 2.1 2.1 2.1 2.1 2.2 1.5
Expected long-term rate of return on plan assets 2.2 2.2 2.2 6.2 6.6 3.6
Weighted-average interest crediting rate 1.0 1.0 1.0 8.5 8.7 8.6
The investment policy and strategy for the assets held by the Company’s pension plans focus on using various asset classes in order to achieve
a long-term return on a risk-adjusted basis. Factors included in the investment strategy are the achievement of consistent year-over-year results,
effective and appropriate risk management, and effective cash flow management. The investment policy defines a strategic asset allocation and
a tactical allocation through bands within which the actual asset allocation is allowed to fluctuate. The strategic asset allocation has been defined
through asset-liability studies that are undertaken at regular intervals by independent pension fund advisors or by institutional asset managers.
Actual invested positions change over time based on short- and long-term investment opportunities. Equity securities include publicly traded stock
of companies located inside and outside Switzerland. Debt securities include corporate bonds from companies from various industries as well as
government bonds. Alternative investments include interest rate risk management funds (liability-driven investments) and foreign exchange forwards
used to hedge the foreign exchange risk of alternative investments. Real estate funds primarily consist of investments made through a single real
estate fund with daily pricing and liquidity.
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The Swiss and non-Swiss pension plans’ target weighted-average asset allocations as of 31 December 2021, by asset category, are as follows:
Target Target
in % allocation range allocation range
Weighted-average asset allocations

Cash and cash equivalents 0-25 0-100
Equity securities 20-50 5-15
Debt securities 15-50 35-100
Real estate 10-30
Other 0-25 0-100
The actual asset allocations of the plans are in line with the target asset allocations.
The table below sets forth the fair value of the Company’s pension plan assets as of 31 December 2021 and as of 31 December 2020. Certain
investments that are measured at fair value using the Net Asset Value (NAV) per share as a practical expedient have not been categorised in the
fair value hierarchy. The fair value amounts presented in this table provide a reconciliation of the fair value hierarchy to the total value of plan assets.
31 December 2021
in EUR Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total
Asset category
Cash and cash equivalents 28 28 10 10
Equity securities:
• Switzerland 73 73
• Rest of the World 100 100 6 6
Debt securities:
• Government bonds 13 13 43 11 54
• Corporate bonds 80 80 61 4 65
Commodity contracts 15 15
Investment funds 11 16 27 4 16 20
Real estate funds 60 60
Other 6 23 29
Net plan assets subject to levelling 380 16 396 124 37 23 184
Investments using NAV as a

practical expedient:
Private equity 13
Real estate funds 22
Investments at fair value 431 184
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31 December 2020
in EUR Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total
Asset category
Cash and cash equivalents 28 28 17 17
Equity securities:
• Switzerland 68 68
• Rest of the World 83 83 4 4
Debt securities:
• Government bonds 23 23 27 15 42
• Corporate bonds 72 72 58 4 62
Alternative investments:
• Commodity funds/private equity 10 10 5 5
• Investment funds 1 12 13 3 16 19
Real estate funds 54 54
Other 1 22 23
Net plan assets subject to levelling 339 12 351 115 35 22 172
Investments using NAV as a

practical expedient:
Alternative investments:
• Commodity funds/private equity 10
Real estate funds 13
Investments at fair value 374 172
A reconciliation of the change in the fair value measurement of the defined benefit plans’ consolidated assets using significant unobservable inputs
(Level 3) during the years ended 31 December 2021 and 31 December 2020 is as follows:
in EUR Non-Swiss plans
Balance as of 1 January 2020 20

Purchases, sales, and settlements, net 2
Balance as of 31 December 2020 22
Purchases, sales, and settlements, net 1
Balance as of 31 December 2021 23
The Company expects to contribute EUR 20 to its Swiss plan and EUR 10 to its non-Swiss plans in 2022.
Future benefit payments, which include expected future service, are estimated as follows:
in EUR Swiss plan Non-Swiss plans
Expected future benefit payments

2022 25 48
2023 24 33
2024 23 23
2025 20 19
2026 19 17
2027–2031 81 58
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Note 14 – Financial instruments

Risk and use of derivative instruments
The Company conducts business in various countries and funds its subsidiaries in various currencies and is therefore exposed to the effects of
changes in foreign currency exchange rates. In order to mitigate the impact of currency exchange rate fluctuations, the Company assesses its
exposure to currency risk and hedges certain risks through the use of derivative instruments.
As the Company is exposed to interest rate risk through its financial investments and borrowings, the Company manages this risk using derivative
financial instruments such as interest rate swaps. Using inputs such as management guidance, macro environment and financial market conditions as
well as underlying exposure duration, the Company endeavours to optimise its fixed/floating rate mix profile and optimally manage interest expense.
The Company has entered into interest rate swaps to hedge or offset the fixed interest rates on the hedged item, matching the amount and timing of
the hedged item and subsequently allowing it to adapt the profile of its outstanding debt.
The main objective of holding derivative instruments is to minimise the volatility of earnings arising from these exposures in the absence of natural
hedges. The responsibility for assessing exposures as well as entering into and managing derivative instruments is centralised in the Company’s
treasury department. The activities of the treasury department are covered by corporate policies and procedures approved by the Board of
Directors, which prohibit the use of derivative instruments for trading and speculative purposes. Group management approves the hedging strategy
and monitors the underlying market risks.
Fair value of derivative financial instruments
The following table shows the notional amount and the fair value of derivative financial instruments as of 31 December 2021 and 31 December 2020:
Notional amount Fair value
in EUR Balance sheet location 31.12.2021 31.12.2020 31.12.2021 31.12.2020
Derivative assets
Derivatives designated as hedging instruments under ASC 815:
• Foreign currency contracts Other current assets 1,360 580 18 12
• FX options Other current assets 100 205 1 2
• Interest rate swaps Other current assets 150 246 1 5
• Interest rate swaps Other assets 200 442 4 17
• Cross-currency interest rate swaps Other assets 50 48 1
Derivatives not designated as hedging instruments under ASC 815:
• Foreign currency contracts Other current assets 478 796 5 8
• Cross-currency interest rate swaps Other assets 46 48 9 6
Derivative liabilities
Derivatives designated as hedging instruments under ASC 815:
• Foreign currency contracts Other accrued expenses 68 473 2
• FX options Other accrued expenses 100 205
• Interest rate swaps Other liabilities 313 208 5 1
• Cross-currency interest rate swaps Other liabilities 99 103 21 16
Derivatives not designated as hedging instruments under ASC 815:
• Foreign currency contracts Other accrued expenses 1,362 401 11 9
• Cross-currency interest rate swaps Other liabilities 46 48 9 6
Total net derivative asset/(liability) (8) 17
In addition, accrued interest receivable on interest rate swaps of less than EUR 1 and EUR 1 was recorded in Other current assets as of 31 December
2021 and 31 December 2020, respectively. As of 31 December 2021, accrued interest receivable and payable on cross-currency interest rate swaps
of EUR 1 and EUR (1) was recorded in Other current assets and Other accrued expenses, respectively. As of 31 December 2020, accrued interest
receivable and payable on cross-currency interest rate swaps of less than EUR 1 and EUR (1) was recorded in Other current assets and Other accrued
expenses, respectively.
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Fair value hedges
Interest rate swaps that contain a receipt of fixed interest rate amounts and payment of floating interest rate amounts have been designated
as fair value hedges for a portion of the EUR and USD notes issued by Adecco International Financial Services BV and the CHF notes issued by
Adecco Group AG.
The following table shows the gain/(loss) recognised in earnings related to the fair value hedges and the hedged items as of 2021, 2020, and 2019:
2021 2020 2019
Location of gain/(loss) in
Consolidated statements Recognised on Recognised on Recognised on Recognised on Recognised on Recognised on
in EUR of operations derivatives hedged items derivatives hedged items derivatives hedged items
Derivatives designated as
fair value hedges
• Interest rate swap Interest expense (20) 18 9 (8) 18 (17)
In addition, the Company recorded a gain of EUR 3 in 2021, EUR 3 in 2020 and EUR 1 in 2019, in Interest expense related to the amortisation of
terminated hedges.
Furthermore, the net swap settlements that accrue each period are also reported in Interest expense. No significant gains or losses were recorded
in 2021, 2020, or 2019, due to ineffectiveness in fair value hedge relationships. No significant gains or losses were excluded from the assessment of
hedge effectiveness of the fair value hedges in 2021, 2020, or 2019.
The following table shows the amounts recorded in the consolidated balance sheets related to cumulative basis adjustments for fair value hedges as
of 2021, 2020, and 2019:
2021 2020 2019
Cumulative Cumulative Cumulative Cumulative Cumulative Cumulative
amount of fair amount of fair amount of fair amount of fair amount of fair amount of fair
value hedging value hedging value hedging value hedging value hedging value hedging
adjustment adjustment adjustment adjustment adjustment adjustment
gain/(loss) remaining for gain/(loss) remaining for gain/(loss) remaining for
included in the which hedge included in the which hedge included in the which hedge
Carrying carrying amount accounting Carrying carrying amount accounting Carrying carrying amount accounting
amount of of the hedged has been amount of of the hedged has been amount of of the hedged has been
in EUR hedged items items discontinued hedged items items discontinued hedged items items discontinued
Current maturities
of long-term debt 148 2 (1) 249 (4)
Non-current
liabilities:
Long-term debt,
less current
maturities 511 (6) 660 (13) (9) 623 (9) (11)
Cash flow hedges

Cross-currency interest rate swaps designated as cash flow hedges are used to offset foreign currency exchange rate fluctuations on long-term
debt instruments. The Company further uses foreign currency contracts designated as cash flow hedges to mitigate exposure to foreign currency
exchange rate volatility arising from intercompany cash flow within the next 12 months denominated in other currencies than Swiss Francs. Interest
rate swaps designated as cash flow hedges are used to lock in interest rates prior to the issuance of debt.
For derivative instruments designated as cash flow hedges, the effective portion of the changes in the fair value of derivative instruments is
reclassified into earnings in the same period as the hedged transaction impacts earnings.
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The following table shows the gain/(loss) recorded in Other comprehensive income/(loss) and reclassified from Other comprehensive income/(loss)
to earnings related to derivatives designated as cash flow hedges as of 2021, 2020, and 2019:
2021 2020 2019
Reclassified Reclassified Reclassified
Recognised gain/(loss) Recognised gain/(loss) Recognised gain/(loss)
gain/(loss) from Other gain/(loss) from Other gain/(loss) from Other
Location of gain/(loss) in in Other comprehensive in Other comprehensive in Other comprehensive
Consolidated statements comprehensive income/(loss) to comprehensive income/(loss) to comprehensive income/(loss) to
in EUR of operations income/(loss) earnings income/(loss) earnings income/(loss) earnings
Derivatives designated
as cash flow hedges
• Foreign currency Other income/ 3 1 (6) 4 1 1
contracts (expenses), net
• Cross-currency Other income/ 16 (11) (28) 9 (7) 2
interest rate swaps (expenses), net
• Interest rate swaps Interest expense 10
No significant gains or losses were recorded in 2021, 2020, or 2019, due to ineffectiveness in cash flow hedge relationships. In 2021, 2020, and
2019, no significant gains or losses were excluded from the assessment of hedge effectiveness of the cash flow hedges. Within the next 12 months,
the Company expects to reclassify EUR 5 currently reported in Accumulated other comprehensive income/(loss), net into Other income/(loss), net
and EUR 1 currently reported in Accumulated other comprehensive income/(loss), net into Interest expense from cash flow hedges.
Net investment hedges
In 2021, 2020, and 2019, the Company entered into certain derivative contracts that are designated as net investment hedges under ASC 815.
Foreign currency contracts and FX options are used to hedge a portion of certain investments with operations in different currencies against
Swiss Francs.
The following table shows the gain/(loss) recorded in Other comprehensive income/(loss) and reclassified from Other comprehensive income/(loss)
to earnings related to derivatives designated as net investment hedges as of 2021, 2020, and 2019:
2021 2020 2019
Reclassified Reclassified Reclassified
Recognised gain/(loss) Recognised gain/(loss) Recognised gain/(loss)
gain/(loss) from Other gain/(loss) from Other gain/(loss) from Other
Location of gain/(loss) in in Other comprehensive in Other comprehensive in Other comprehensive
Consolidated statements comprehensive income/(loss) to comprehensive income/(loss) to comprehensive income/(loss) to
in EUR of operations income/(loss) earnings income/(loss) earnings income/(loss) earnings
Derivatives designated
as net investment hedges
• Foreign currency Other income/ 10 56 9
contracts (expenses), net
• FX options Other income/ 1
(expenses), net
Other hedge activities

The Company has entered into certain derivative contracts that are not designated or do not qualify as hedges under ASC 815. Foreign currency
contracts and cross-currency interest rate swaps are used to hedge the net exposure of subsidiary funding advanced in the local operations’
functional currency. Contracts are entered into in accordance with the Company’s approved treasury policies and procedures and represent
economic hedges. Gains and losses on these contracts are recognised in earnings and are included in Other income/(expenses), net, in the
accompanying consolidated statements of operations.
The following table shows the gain/(loss) recognised in earnings related to derivatives not designated as hedging instruments as of 2021, 2020,
and 2019:
Gain/(loss) on derivatives recognised in earnings
Location of gain/(loss) in Consolidated
in EUR statements of operations 2021 2020 2019
Derivatives not designated as hedging instruments

• Foreign currency contracts Other income/(expenses), net (29) (1) (14)
• Cross-currency interest rate swaps Other income/(expenses), net (9)
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Credit risk concentration
Financial instruments that potentially expose the Company to concentrations of credit risk consist principally of cash investments, short-term
investments, trade accounts receivable and derivative financial instruments. The Company places its cash and short-term investments in major
financial institutions throughout the world, which management assesses to be of high credit quality, in order to limit the exposure of each investment.
Credit risk, with respect to trade accounts receivable, is dispersed due to the international nature of the business, the large number of customers,
and the diversity of industries serviced. The Company’s receivables are well diversified and management performs credit evaluations of its customers
and, where available and cost-effective, utilises credit insurance.
To minimise counterparty exposure on derivative instruments, the Company enters into derivative contracts with large multinational banks and limits
the level of exposure on short-term investments with each counterparty.
Note 15 – Fair value measurement

Recurring fair value measures
The following table represents the Company’s assets and liabilities that are measured at fair value on a recurring basis as of 31 December 2021 and
31 December 2020:
in EUR Balance sheet location Level 1 Level 2 Level 3 Total
31 December 2021
Assets
Money market funds Cash and cash equivalents 764 764
Derivative assets Other current assets 25 25
Derivative assets Other assets 13 13
Equity securities Other assets 44 44
Liabilities
Derivative liabilities Other accrued expenses 11 11
Derivative liabilities Other liabilities 35 35
31 December 2020
Assets
Money market funds Cash and cash equivalents 463 463
Derivative assets Other current assets 27 27
Derivative assets Other assets 24 24
Liabilities
Derivative liabilities Other accrued expenses 11 11
Derivative liabilities Other liabilities 23 23
In 2021, the Company recognised an unrealised gain of less than EUR 1 on equity securities still held at the reporting date. No equity securities were
sold in 2021.
The Company uses the following methods and assumptions in estimating the fair values of financial assets and liabilities measured at fair value on a
recurring basis:
• Money market funds and equity securities: The fair value of money market funds and equity securities is estimated using quoted market prices.
• Derivative assets and liabilities: The fair values of interest rate swaps and foreign currency contracts are calculated using the present value of
future cash flows based on observable market inputs. FX options are valued based on a Black-Scholes model, using observable market inputs. The
Company adds an adjustment for non-performance risk in the recognised measure of fair value of derivative instruments. The non-performance
adjustment reflects the Credit Default Swap (CDS) applied to the exposure of each transaction. The Company uses the counterparty CDS spread
in the case of an asset position and its own CDS spread in the case of a liability position. As of 31 December 2021 and 31 December 2020, the
total impact of non-performance risk and liquidity risk was an adjustment of less than EUR 1.
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(continued)
Disclosure about financial instruments carried on a cost basis

The following table represents the fair values of the Company’s assets and liabilities carried on a cost basis as of 31 December 2021 and
31 December 2020:
Carrying Total fair
in EUR value Level 1 Level 2 Level 3 value
31 December 2021
Liabilities
Current maturities of long-term debt (excluding finance lease obligations) 299 303 303
Long-term debt, less current maturities (excluding finance lease obligations) 2,751 2,770 2,770
31 December 2020
Liabilities
Current maturities of long-term debt (excluding finance lease obligations) 249 253 253
Long-term debt, less current maturities (excluding finance lease obligations) 1,567 1,647 1,647
The Company uses the following methods and assumptions in estimating fair values of financial instruments carried on a cost basis:
• Short-term debt: The carrying amount approximates the fair value given the short maturity of such instruments.
• Long-term debt, including current maturities of long-term debt (excluding finance lease obligations): The fair value of the Company’s publicly
traded long-term debt is estimated using quoted market prices (refer to Note 10 for details of debt instruments).
Investments measured using net asset value
The following table represents the Company’s investments that are measured using the net asset value per share on a recurring basis as of 2021 and
2020:
Redemptions
Unfunded frequency (if Redemption
in EUR commitments currently eligible) notice period 31.12.2021 31.12.2020
Private equity investment fund 2 not eligible n.a. 13 8

To t a l 13 8
This investment fund makes minority investments in equity and equity-related instruments in micro, small and medium-sized companies. The target
companies operate predominantly in the internet, mobile, SaaS and technology industry. The fair value of the investment has been estimated using
the net asset value per share. The investment is subject to a lockup until 2026 when the fund will be liquidated over the subsequent two years. The
investment can be sold to a third party prior to its liquidation.
Note 16 – Other income/(expenses), net

For the years 2021, 2020, and 2019 Other income/(expenses), net, consist of the following:
in EUR 2021 2020 2019
Foreign exchange gain/(loss), net (8) (14) (9)

Interest income 5 11 14
Proportionate net income of equity method investments 14
Other non-operating income/(expenses), net 8 (17) 188
Total other income/(expenses), net 5 (20) 207
In 2021, Foreign exchange gain/(loss), net includes a loss of EUR 2 from the designation of Argentina as a highly inflationary economy. Other non-
operating income/(expense), net includes a EUR 11 gain from the sale of the Legal Solutions business and related assets, and a EUR 9 expense related
to Digital Venture Incentive Plans.
operating income/(expense), net includes a EUR 17 loss related to assets held for sale in Denmark, Slovakia and Croatia.
operating income/(expense), net includes a EUR 248 gain on sale of Soliant Health Inc. and a EUR 25 expense to The Adecco Group Foundation.
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Note 17 – Income taxes
Adecco Group AG is incorporated in Switzerland and the Company operates in various countries with differing tax laws and rates. A substantial
portion of the Company’s operations are outside Switzerland. Since the Company operates worldwide, the weighted-average effective tax rate will
vary from year to year depending on the earnings mix by country. The weighted-average tax rate is calculated by aggregating pre-tax income or loss
in each country in which the Company operates multiplied by the country’s statutory income tax rate. Income before income taxes in Switzerland
totalled EUR 443, EUR 267, and EUR 301, in 2021, 2020, and 2019, respectively. Foreign source income/(expense) before income taxes amounted
to EUR 310, EUR (199), and EUR 775 in 2021, 2020, and 2019, respectively.
The provision for income taxes consists of the following:
in EUR 2021 2020 2019
Provision for income taxes

Current tax provision:
Domestic 32 27 31
Foreign 172 150 371
Total current tax provision 204 177 402
Deferred tax provision/(benefit):

Domestic (25) 17 (14)
Foreign (14) (29) (40)
Total deferred tax benefit (39) (12) (54)
Total provision for income taxes 165 165 348
The difference between the provision for income taxes and the weighted-average tax rate is reconciled as follows for the fiscal years:
in EUR 2021 2020 2019
Tax rate reconciliation

Income taxed at weighted-average tax rate 183 36 262
Items taxed at other than weighted-average tax rate 35 16 91
Non-deductible expenses and other permanent items 2 6 32
Non-deductible impairment of goodwill 78
Net change in valuation allowance (56) 45 210
Intangible assets tax basis in excess of book basis 18 (17) (216)
Other, net (17) 1 (31)
Total provision for income taxes 165 165 348
In 2021, 2020, and 2019, the reconciling item “items taxed at other than weighted-average tax rate” includes the effects of certain state and local
taxes as well as the French business tax. In accordance with French legislation, a portion of the business tax is computed based on added value and
consequently, under US GAAP, this component is reported as income tax. Furthermore, in 2021, 2020, and 2019, the reconciling item “items taxed
at other than weighted-average tax rate” includes positive impacts related to prior year movements in tax contingencies of EUR 3, EUR 15, and EUR
6, respectively.
In 2021, 2020, and 2019, the reconciling item “non-deductible expenses and other permanent items” includes permanent items related to
intercompany provisions, foreign exchange, and other write-offs that are deductible for tax purposes, but have no impact on the consolidated
financial statements.
In 2021, the positive impact of the reconciling item “net change in valuation allowance” is mainly related to a EUR 37 decrease from changes in
temporary differences in Switzerland and a EUR 23 decrease in valuation allowance on prior year and current year losses in Germany, and
the Netherlands. This was partially offset by a EUR 3 increase in valuation allowance on capital losses in the USA.
In 2020, the negative impact of the reconciling item “net change in valuation allowance” is mainly related to a EUR 17 increase from changes in
temporary differences in Switzerland and a EUR 35 increase in valuation allowance on prior year and current year losses in Germany, Denmark,
the Netherlands and Sweden. This was partially offset by a EUR 7 decrease in valuation allowance on temporary differences and prior year losses
in Australia.
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(continued)
In 2019, the negative impact of the reconciling item “net change in valuation allowance” is mainly related to a EUR 210 increase due to changes in
temporary differences in Switzerland.
In 2021, 2020, and 2019, the reconciling item “intangible assets tax basis in excess of book basis” represents negative impact of EUR 18 and positive
impact of EUR 17 and EUR 216, respectively, due to the recognition of intangible assets in Switzerland.
In 2019, the positive impact of the reconciling item “other, net” includes a positive EUR 25 impact due to changes in deferred taxes primarily due
to the sale of Soliant Health Inc., and a positive EUR 4 impact due to tax rate changes on deferred taxes.
As of 31 December 2021 and 31 December 2020, a deferred tax liability of EUR 20 and EUR 18, respectively, has been provided for non-Swiss
withholding taxes and additional Swiss taxes due upon the future dividend payment of cumulative undistributed earnings which are not considered
permanently reinvested. Furthermore, in 2021 and 2020, the Company has not provided for income and withholding taxes on certain non-Swiss
subsidiaries’ undistributed earnings as such amounts are considered permanently reinvested. As of 31 December 2021 and 31 December 2020, such
earnings amounted to approximately EUR 719 and EUR 697, respectively. It is not practicable to estimate the amount of taxes that would be payable
upon remittance of these earnings.
Temporary differences that give rise to deferred income tax assets and liabilities are as follows:
in EUR 31.12.2021 31.12.2020
Temporary differences
Net operating loss carryforwards and capital losses 173 209
Tax credits 9 9
Depreciation 1 3
Deferred compensation and accrued employee benefits 90 93
Allowance for doubtful accounts 8 8
Accrued expenses 90 85
Elimination of intercompany transactions 15 13
Intangible assets tax basis in excess of book basis 235 244
Operating leases 94 109
Other 15 19
Gross deferred tax assets 730 792
Unrecognised tax benefits provision, net (41) (62)

Valuation allowance (315) (366)
Deferred tax assets, net 374 364
Intangible assets book basis in excess of tax basis (44) (49)

Tax amortisation in excess of financial amortisation (58) (62)
Undistributed earnings of subsidiaries (20) (18)
Operating leases (86) (102)
Other (1) (6)
Deferred tax liabilities (209) (237)
Deferred tax assets/(liabilities), net 165 127
Management’s assessment of the realisation of deferred tax assets is made on a country-by-country basis. The assessment is based upon the weight
of all available evidence, including factors such as the recent earnings history and expected future taxable income. A valuation allowance is recorded
to reduce deferred tax assets to a level which, more likely than not, will be realised.
Valuation allowance on deferred tax assets of foreign and domestic operations decreased by EUR 51 to EUR 315. Included in the change of the
valuation allowance is a net decrease of EUR 34 due to changes in temporary differences primarily in Switzerland, a net decrease of EUR 22 for
current and prior years’ losses mainly in Germany and the Netherlands, a decrease of EUR 7 due to divestitures, offset by a net increase of EUR 12
related to changes in enacted tax rates and foreign currency fluctuations.
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The following table summarises the deferred tax assets and deferred tax liabilities reported by the Company as of 31 December 2021 and
31 December 2020:
in EUR Balance sheet location 31.12.2021 31.12.2020
Deferred tax assets Other assets 201 175

Deferred tax liabilities Other liabilities (36) (48)
Deferred tax assets/(liabilities), net 165 127
As of 31 December 2021, the Company had approximately EUR 674 of net operating loss carryforwards and capital losses. These losses will expire
as follows:
in EUR 2022 2023 2024 2025 2026 Thereafter No expiry Total
Expiration of losses by year 1 1 18 17 12 78 547 674
The largest net operating loss carryforwards and capital losses amount to EUR 625 as of 31 December 2021 in Germany, France, the USA, the UK,
the Netherlands, Switzerland, Norway, Brazil, Hong Kong, Australia, and Sweden. The losses in Norway, Switzerland, and the USA begin to expire in
2024, 2024, and 2034, respectively. The losses in Germany, France, the UK, the Netherlands, Australia, Brazil, Sweden, Hong Kong, and a portion of
the losses in the USA do not expire. In addition, tax credits of EUR 15 are mainly related to the USA, Puerto Rico and Argentina operations and begin
to expire in 2025 for Argentina. Tax credits in the USA do not expire.
As of 31 December 2021, the amount of unrecognised tax benefits including interest and penalties is EUR 110, of which EUR 101 would, if recognised,
decrease the Company’s effective tax rate. As of 31 December 2020, the amount of unrecognised tax benefits including interest and penalties is
EUR 99, of which EUR 85 would, if recognised, decrease the Company’s effective tax rate.
The Company recognises interest and penalties related to unrecognised tax benefits as a component of the Provision for income taxes. As of
31 December 2021 and 31 December 2020, the amount of interest and penalties recognised in the balance sheet amounted to EUR 7 and EUR 4,
respectively. The total amount of interest and penalties recognised in the statement of operations was a net expense of EUR 3 in 2021, EUR 1 in
2020, and EUR 1 in 2019.
The following table summarises the activity related to the Company’s unrecognised tax benefits excluding interest and penalties:
in EUR 2021 2020 2019
Unrecognised tax benefits

Balance as of 1 January 95 102 95
Increases related to current year tax positions 12 13 15
Expiration of the statute of limitations for the assessment of taxes (5) (4) (5)
Settlements with tax authorities (3) (1)
Additions to prior years 3 1
Decreases to prior years (2) (12) (2)
Foreign exchange currency movement (1) (1)
Balance as of 31 December 103 95 102
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(continued)
The Company and its subsidiaries file income tax returns in multiple jurisdictions with varying statutes of limitations. The open tax years by major
jurisdiction are as follows:
Open tax years
Country
Australia 2019 onwards
Belgium 2019 onwards
Canada 2017 onwards
France 2013 onwards
Germany 2010 onwards
Italy 2017 onwards
Japan 2015 onwards
Mexico 2016 onwards
Netherlands 2016 onwards
Spain 2016 onwards
UK 2017 onwards
USA 2020 onwards
In certain jurisdictions, the Company may have more than one tax payer. The table above reflects the statutes of limitations of years open to
examination for the major tax payers in each major tax jurisdiction.
Based on the outcome of examinations, or as a result of the expiration of the statute of limitations for specific jurisdictions, it is reasonably possible
that the related unrecognised tax benefits for tax positions taken regarding previously filed tax returns could materially change in the next 12 months
from those recorded as liabilities for uncertain tax positions in the financial statements. An estimate of the range of the possible changes cannot be
made until issues are further developed or examinations close.
Significant estimates are required in determining income tax expense and benefits. Various internal and external factors may have favourable or
unfavourable effects on the future effective tax rate. These factors include, but are not limited to, changes in tax laws, regulations and/or rates,
changing interpretations of existing tax laws or regulations, results of tax audits, and changes in the overall level of pre-tax earnings.
Note 18 – Earnings per share

The following table sets forth the computation of basic and diluted earnings per share:
2021 2020 2019
in EUR (except number of shares) Basic Diluted Basic Diluted Basic Diluted
Numerator
Net income/(loss) attributable to
Adecco Group shareholders 586 586 (98) (98) 727 727
Denominator
Weighted-average shares 162,096,188 162,096,188 161,426,423 161,426,423 162,211,290 162,211,290
Incremental shares for assumed conversions:
• Employee stock-based compensation 630,916 584,712 330,936
Total average equivalent shares 162,096,188 162,727,104 161,426,423 162,011,135 162,211,290 162,542,226
Per share amounts

Net earnings/(loss) per share 3.62 3.60 (0.61) (0.61) 4.48 4.47
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Note 19 – Segment reporting
As part of the new strategic programme Future@Work, the Company realigned its business along three distinct Global Business Units (GBU):
Adecco, LHH (Talent Solutions) and Modis. Effective 1 January 2021, the Company updated its primary segment reporting to align with the
corresponding changes in Executive Committee responsibilities.
As a result of this change, the primary segment reporting transitioned to a brand-driven organisational model structured around solutions-based
business groups comprising Adecco (further split by geography: France; Northern Europe; DACH; Southern Europe & EEMENA; Americas; and
APAC), LHH (Talent Solutions) and Modis. The structure is complemented by secondary segment reporting of the Company’s service lines
(comprising Flexible Placement; Permanent Placement; Career Transition; Outsourcing, Consulting & Other Services; and Training, Up-skilling & Re-
skilling). Prior year information has been restated to conform with the current year presentation.
The Company evaluates the performance of its segments based on operating income before amortisation of intangible assets, which is defined
as the amount of income before amortisation of intangible assets, interest expense, other income/(expenses), net, and provision for income taxes.
Corporate items consist of certain expenses which are separately managed at corporate level. The Company has not disclosed the segment assets
because management does not currently review segment assets by Global Business Unit. The accounting principles used for the segment reporting
are those used by the Company.
Revenues derived from Flexible Placement represented 82% in 2021, 83% in 2020 and 85% in 2019 of the Company’s revenues. The remaining
portion was derived from Permanent Placement, Career Transition, Outsourcing, Consulting & Other services, and Training, Up-skilling & Re-skilling.
Adecco
Adecco Southern
in EUR France Europe DACH EEMENA Americas APAC Adecco Solutions) Modis Corporate Total
2021 segment reporting

Revenues 4,665 2,507 1,426 3,925 2,492 1,931 16,946 1,798 2,205 20,949
Depreciation (24) (11) (7) (12) (9) (11) (74) (21) (10) (11) (116)
Operating income before
amortisation and impairment of
goodwill and intangible assets 270 80 61 235 66 108 820 118 132 (189) 881
Amortisation of intangible assets (70)
Impairment of intangible assets (31)
Operating income 780
Interest expense and other
income/(expenses), net (27)
Provision for income taxes (165)
Net income 588
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(continued)
Adecco
Adecco Southern

Revenues 4,042 2,494 1,324 3,347 2,574 1,888 15,669 1,713 2,179 19,561
Depreciation (27) (12) (7) (12) (10) (12) (80) (21) (10) (17) (128)
goodwill and intangible assets 180 37 (45) 163 76 97 508 123 104 (165) 570
Impairment of goodwill (362)
income/(expenses), net (50)
Net loss (97)
Adecco
Adecco Southern

Revenues 5,167 3,284 1,612 3,641 3,032 2,029 18,765 2,238 2,424 23,427
Depreciation (18) (10) (6) (10) (8) (10) (62) (18) (8) (19) (107)
goodwill and intangible assets 328 70 12 221 107 82 820 180 142 (154) 988
income/(expenses), net 172
Net income 728
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Information by country is as follows:
Rest of
in EUR France USA UK Germany Japan Italy Switzerland World Total
Revenues
2021 5,035 3,141 1,606 1,217 1,538 2,288 437 5,687 20,949
2020 4,355 3,341 1,630 1,109 1,551 1,774 426 5,375 19,561
2019 5,529 4,266 2,059 1,339 1,482 1,912 502 6,338 23,427
Long-lived assets1
2021 220 304 39 64 61 56 154 244 1,142
2020 348 291 41 46 75 63 96 210 1,170
2019 321 333 43 50 74 58 104 229 1,212
1 Long-lived assets include fixed assets, operating lease right-of-use assets and other assets excluding deferred tax assets.
Note 20 – Commitments and contingencies

As of 31 December 2021, the Company has future purchase and service contractual obligations of approximately EUR 1,177, of which EUR 917 relates
to commitments in connection with the acquisition of AKKA Technologies in 2022 (as outlined in Note 22). The remaining balance is primarily related
to IT development and maintenance agreements, marketing sponsorship agreements, equipment purchase agreements, and other supplier
commitments. Future payments under these arrangements translated using 31 December 2021 exchange rates are as follows:
in EUR 2022 2023 2024 2025 2026 Thereafter Total
Purchase and service contractual obligations 1,123 29 15 5 3 2 1,177
Guarantees and standby letters of credit

The Company has entered into certain guarantee contracts and standby letters of credit that total EUR 680. The guarantees primarily relate to
government requirements for operating a temporary staffing business in certain countries and are generally renewed annually. The standby letters of
credit mainly relate to workers’ compensation. If the Company is not able to obtain and maintain letters of credit and/or guarantees from third
parties, then the Company would be required to collateralise its obligations with cash. Due to the nature of these arrangements and historical
experience, the Company does not expect to be required to collateralise its obligations with cash.
Contingencies
In the ordinary course of business, the Company is involved in various legal actions and claims, including those related to social security charges,
other payroll-related charges, and various employment-related matters. Although the outcome of the legal proceedings cannot be predicted with
certainty, the Company believes it has adequately reserved for such matters.
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(continued)
Note 21 – Enterprise risk management

The Company’s Board of Directors, who are ultimately responsible for the risk management of the Company, has delegated its execution to
Group management whilst maintaining oversight.
The enterprise risk management process is embedded into the Company’s strategic and organisational context. The process is focused on managing
risks as well as identifying opportunities. The Company’s risk management process covers the significant risks for the Company including financial,
operational and strategic risks. All segments perform the risk management process on a regular basis and report their results to Group management.
The Company’s risk management activities consist of risk identification, risk analysis, risk mitigation and risk monitoring.
Group management has provided an extensive risk catalogue, defining risk categories which can have a significant impact on the Company’s results.
These were updated to reflect the learnings and impact of Covid-19 as well as the upcoming acquisition of AKKA Technologies (as outlined in Note
22). Those key recurring risk categories are, amongst others, geopolitical, social and economic uncertainty, client attraction and retention, associate
attraction and retention, employee attraction and retention, information technology, changes in regulatory/legal and political environment,
compliance with laws and regulations, disruptive technologies, data protection and cyber security, and environmental, social and governance (ESG)
factors. All risk categories are considered in the assessment performed by all segments within the Company.
The risk assessment includes the following steps: identification of risks that could impact the financial results or strategic achievements, assessment
of the likelihood of the risk occurrence, assessment of the effectiveness of existing internal controls, and development of action plans needed to
mitigate the risk to an acceptable level.
The risk assessment is aligned with the Company’s organisational structure. The segments report to Group management a comprehensive risk
assessment, including mitigating actions. At Group management level, the individual segment results are reviewed and discussed with segment
management before being consolidated.
The financial reporting risk includes the failure to comply with external reporting requirements due to failure of internal controls and/or lack of
knowledge of financial reporting requirements relating to accounting and reporting. The Company has implemented a Group Policy environment
as well as an Internal Control System in order to mitigate the risk of failure to comply with financial reporting requirements. The Company’s Internal
Control System is designed to provide reasonable assurance to the Company’s management and Board of Directors regarding the reliability of
financial reporting and the preparation and fair presentation of its published consolidated financial statements.
The financial market risk primarily relates to foreign currency exchange rates and interest rates and is further discussed in Note 14. These exposures
are actively managed by the Company in accordance with written policies approved by the Board of Directors. The Company’s objective is to
minimise, where deemed appropriate, fluctuations in earnings and cash flows associated with changes in foreign currency exchange rates and interest
rates. It is the Company’s policy to use a variety of derivative financial instruments to hedge these exposures in the absence of natural hedges.
The Company concluded that the risk management process has worked properly throughout 2021.
Note 22 – Subsequent events

The Company has evaluated subsequent events through 9 March 2022, the date the consolidated financial statements were available to be issued.
On 24 February 2022, the Company announced it had acquired 59.91 percent of the shares issued by AKKA Technologies for EUR 917 (EUR 844 in
cash plus 1,626,772 new ordinary shares in Adecco Group AG (EUR 73) or a purchase price of EUR 49 per share). This acquisition brought the
Company’s total holding of AKKA Technologies to 64.72 percent. As of 31 December 2021, the Company owned 2.91 percent of the shares issued
by AKKA Technologies with a market value of EUR 44 (included within Other Assets) and the remaining 1.90 percent of the shares issued by AKKA
Technologies with a market value of EUR 29 were purchased between 1 January 2022 and 14 February 2022. At the same time, the Company also
announced it will launch a Mandatory Tender Offer for the remaining AKKA Technologies securities for a purchase price of EUR 49 per share. Modis,
the Company’s high-tech services Global Business Unit, will be combined with AKKA, a leader in engineering R&D services, to become a leading
engineering and digital solutions business in the Smart Industry market. Akkodis has been announced as the future global brand for the combined
business, leveraging the existing value of both brands and providing a clear, distinct brand proposition to customers and colleagues that will amplify
future business development. AKKA Technologies will be consolidated by the Company as of 24 February 2022. The initial accounting for the
business combination is incomplete at the time the financial statements are issued.
On 23 February 2022, in connection with the AKKA Technologies purchase price agreement Adecco Group AG issued 1,626,772 new shares for the
value of CHF 76 (EUR 73) from authorised capital.
No other significant events occurred subsequent to the balance sheet date, but prior to 9 March 2022, that would have a material impact on the
consolidated financial statements.
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Statutory auditor’s report on the audit of the consolidated financial statements to the General Meeting of Adecco Group AG, Zürich
Opinion
We have audited the consolidated financial statements of Adecco Group AG (the Company), which comprise the consolidated
balance sheets as of 31 December 2021 and 2020, and the related consolidated statements of operations, comprehensive income,
changes in stockholders’ equity and cash flows for each of the three years in the period ended 31 December 2021 and the related
notes to the financial statements, including a summary of significant accounting policies.
In our opinion, the accompanying consolidated financial statements (pages 110 to 152) present fairly, in all material respects, the
financial position of the Company as of 31 December 2021 and 2020, and the results of its operations and its cash flows for each of
the three years in the period ended 31 December 2021, in accordance with accounting principles generally accepted in the United
States of America and comply with Swiss law.
Basis for opinion

We conducted our audits in accordance with auditing standards generally accepted in the United States of America (US GAAS) and
in accordance with Swiss law and Swiss Auditing Standards. Our responsibilities under those standards are further described in the
Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are required to be independent of the
Company and to meet our other ethical responsibilities in accordance with the relevant ethical requirements relating to our audits.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
Key audit matters

Key audit matters are those matters that were communicated with those charged with governance and, in our professional
judgment, were of most significance in our audit of the consolidated financial statements for the year ended 31 December 2021.
These matters were addressed in the context of our audit of the consolidated financial statements as a whole, and in forming our
opinion thereon, and we do not provide a separate opinion on these matters.
Revenue recognition and recoverability of trade accounts receivable

Area of focus The Company applies judgement regarding the recognition of complex service contracts and in determining
whether a sales arrangement needs to be recognized on a gross or on a net basis (principal versus agent
considerations). Judgement is also applied when accruing revenue (unbilled revenues). Trade accounts receivable
represent 34% of the Group’s total assets and 107% of the Group’s total shareholders’ equity as of December
2021. The Company applies judgement to its ability to collect outstanding receivables and unbilled revenues on
an entity-by-entity basis.
We determined the risk of improper revenue recognition with respect to new or complex service contracts and/or
transactions, completeness and existence of time sheets, manipulation of customer billings, recoverability of
accounts receivable, creditworthiness of the counterparty and unbilled revenues is a key audit matter. Refer to
Note 2 and Note 4 to the consolidated financial statements for the Company’s disclosures on revenue and trade
accounts receivable respectively.
Our audit We assessed the Company’s internal controls over its significant revenue and trade accounts receivable processes,
response also considering the applicable accounting policy for revenue recognition. We selected samples of service
contracts and revenue transactions to assess their occurrence, completeness and measurement. We performed
procedures concerning the existence and valuation of trade accounts receivable, including debtor circularization.
To assess the net realizable value of trade accounts receivable, we evaluated specific individual circumstances of
a debtor, the aging of unbilled revenues and receivables, historical collection data and current economic trends.
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Statutory auditor’s report on the audit of the consolidated financial statements to the General Meeting of Adecco Group AG, Zürich (continued)
Recoverability of goodwill and indefinite-lived intangible assets

Area of focus Goodwill and indefinite-lived intangible assets represented 22% of the Group’s total assets and 68% of the
Group’s total shareholders’ equity as of December 2021. As stated in Note 1 to the consolidated financial
statements, the carrying value of goodwill and indefinite-lived intangible assets is tested at least annually for
impairment.
Effective 1 January 2021, the Company has revised its primary segment reporting to align with the changes in
Executive Committee responsibilities. The reporting units have transitioned to a brand-driven organizational model
structured around solutions-based Business Groups comprising Adecco, Modis, and Talent Solutions.
Furthermore, the Company performed its annual impairment test of goodwill and indefinite-lived intangible assets
in the fourth quarter of 2021 and determined that there was no other impairment.
Key assumptions concerning the impairment test are disclosed in Note 6 to the consolidated financial statements.
In determining the fair value of reporting units and indefinite-lived intangible assets, the Company must apply
judgment in estimating — amongst other factors — future revenues and profit margins, long-term value and long-
term growth, and discount rates taking into consideration the economic environment due to the Covid-19
pandemic. Due to the significance of the carrying values for goodwill and indefinite-lived intangible assets and the
judgment involved in performing the impairment test, this matter was considered significant to our audit.
Our audit We assessed the Company’s internal controls over its annual impairment test and key assumptions applied. We
response evaluated Management’s interpretation of reporting units. We involved EY valuation specialists to assist in
examining the Company’s valuation model and analyzing the underlying key assumptions, including long-term
growth and discount rates.
Further we assessed future revenues and margins, the historical accuracy of the Company’s estimates and its
ability to produce accurate long-term forecasts also considering the unprecedented economic environment. We
evaluated the sensitivity in the valuation resulting from changes to the key assumptions applied and compared
certain key assumptions to corroborating external information such as economic outlooks.
Responsibility of the Board of Directors for the consolidated financial statements

The Board of Directors is responsible for the preparation and fair presentation of the consolidated financial statements in
accordance with accounting principles generally accepted in the United States of America and the provisions of Swiss law, and for
the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of consolidated
financial statements that are free of material misstatement, whether due to fraud or error.
In preparing the consolidated financial statements, the Board of Directors is required to evaluate whether there are conditions or
events, considered in the aggregate, that raise substantial doubt about the Company’s ability to continue as a going concern for one
year after the date that the consolidated financial statements are available to be issued.
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Auditor’s responsibilities for the audit of the consolidated financial statements
Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free of
material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable
assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in
accordance with US GAAS, Swiss Law, and Swiss Auditing Standards will always detect a material misstatement when it exists. The
risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve
collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are considered
material if there is a substantial likelihood that, individually or in the aggregate, they would influence the judgment made by a
reasonable user based on the consolidated financial statements.
In performing an audit in accordance with US GAAS, Swiss Law, and Swiss Auditing Standards, we:
• Exercise professional judgment and maintain professional skepticism throughout the audit.
• Identify and assess the risks of material misstatement of the consolidated financial statements, whether due to fraud or error,
and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence
regarding the amounts and disclosures in the consolidated financial statements.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in
the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company’s internal control.
Accordingly, no such opinion is expressed.
• Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by
management, as well as evaluate the overall presentation of the consolidated financial statements.
• Conclude whether, in our judgment, there are conditions or events, considered in the aggregate, that raise substantial doubt
about the Company’s ability to continue as a going concern for a reasonable period of time.
We are required to communicate with those charged with governance regarding, among other matters, the planned scope and
timing of the audit, significant audit findings, and certain internal control-related matters that we identified during the audit.
Other information in the annual report

The Board of Directors is responsible for the other information in the annual report. The other information comprises all information
included in the annual report, but does not include the consolidated financial statements, the stand-alone financial statements, the
remuneration report and our auditor’s reports thereon.
Our opinion on the consolidated financial statements does not cover the other information, and we do not express an opinion or any
form of assurance thereon.
In connection with our audit of the consolidated financial statements, our responsibility is to read the other information and consider
whether a material inconsistency exists between the other information and the consolidated financial statements, or the other
information otherwise appears to be materially misstated. If, based on the work performed, we conclude that an uncorrected
material misstatement of the other information exists, we are required to describe it in our report.
Report on other legal and regulatory requirements

In accordance with article 728a para. 1 item 3 CO and the Swiss Auditing Standard 890, we confirm that an internal control system
exists, which has been designed for the preparation of consolidated financial statements according to the instructions of the Board
of Directors.
We recommend that the consolidated financial statements submitted to you be approved.
Ernst & Young Ltd

(Auditor in charge)
9 March 2022
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Adecco Group AG (Holding Company) financial statements
Balance sheets
As of (in CHF) Note 31.12.2021 31.12.2020
Assets
Current assets:
• Cash and cash equivalents 21 7
• Receivables
• from subsidiaries 102 82
• from third parties 9 8
• Current financial assets 25 23
• Other current assets
• from subsidiaries 47
• from third parties 10 15
Total current assets 214 135
Non-current assets:
• Loans to subsidiaries, net 2,063 1,581
• Investments in subsidiaries, net 2 9,724 9,716
• Software and other intangible assets, net 33 40
• Fixed assets, net 1 1
• Non-current financial assets 10 7
• Other non-current assets 26 22
Total non-current assets 11,857 11,367
Total assets 12,071 11,502
Liabilities and shareholders’ equity

Liabilities
• Payables
• to subsidiaries 20 19
• to third parties 22 16
• Other current liabilities 133 144
Total current liabilities 175 179
Non-current liabilities:
• Long-term interest-bearing debt
• from subsidiaries 7,549 7,197
• from third parties 4 325 325
• Other non-current liabilities 51 42
Total non-current liabilities 7,925 7,564
Total liabilities 8,100 7,743
Shareholders’ equity
Share capital 17 16
Statutory reserves from capital contribution 7 252 2
Statutory retained earnings 7 407 407
Voluntary retained earnings 7 3,470 3,431
Treasury shares 8 (175) (97)
Total shareholders’ equity 3,971 3,759
Total liabilities and shareholders’ equity 12,071 11,502
The accompanying notes are an integral part of these financial statements.
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Statements of operations
For the fiscal years ended 31 December (in CHF) Note 2021 2020
Royalties and licence fees 405 358

Charges to affiliated companies 352 295
Dividends from subsidiaries 122 4
Interest income from subsidiaries 36 43
Interest income from third parties 22 8
Total income 937 708
Interest expense to subsidiaries (23) (26)

Interest expense to third parties (11) (8)
Salaries and social charges (105) (79)
Other expenses (347) (310)
Depreciation and amortisation (24) (24)
Change of provisions on loans and investments, net (1) (62)
Financial income/(expenses), net 12 2 45
Other income 41 12
Income before taxes 469 256
Direct taxes (29) (26)

Net income 440 230
The accompanying notes are an integral part of these financial statements.
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Adecco Group AG (Holding Company) financial statements (continued)
Notes to financial statements

Note 1 – Summary of significant accounting principles

Adecco Group AG (Zürich, Switzerland) is the parent company of the Adecco Group.
In 2021, Adecco Group AG had on average 293 full-time employees. In 2020, Adecco Group AG had on average 244 full-time employees.
Basis of presentation
The statutory financial statements have been prepared in accordance with the Swiss Code of Obligations (SCO).
Foreign currencies
Foreign currency transactions are accounted for at the exchange rates at the date of the transactions. The gains and losses resulting from the
settlement of such transactions and from the remeasurement of current assets and liabilities denominated in foreign currencies are recognised
in financial income/(expenses), net.
Financial assets/liabilities
Current and non-current financial assets/liabilities contain foreign currency contracts, FX options and cross-currency interest rate swaps, and are
measured at market price. Movements in market prices are recorded in financial income/(expenses), net.
Investments in subsidiaries
Investments in subsidiaries are valued at the lower of cost or fair value, using generally accepted valuation principles.
Share-based payments
Adecco Group AG records a provision for share-based compensation in other non-current liabilities for subsequent settlement with treasury shares.
Any differences between the provision and the acquisition costs for treasury shares are recorded in other expenses at settlement.
Note 2 – Investments in subsidiaries

As of 31 December 2021 and 31 December 2020, the investments in subsidiaries amount to CHF 10,627 and CHF 10,636, respectively, and are
shown net of a provision of CHF 903 and CHF 920, respectively. In 2021, the net decrease of the provisions on investments of CHF 17 consists
of an increase of provisions of CHF 29 and a release of provisions of CHF 46. In 2020, the net increase of the provisions on investments of CHF 22
consists of an increase of provisions of CHF 26 and a release of provisions of CHF 4.
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Direct investments as of 31 December 2021 and 31 December 2020
2021 2020
Ownership & Ownership &
Country Registered office Name of legal entity voting power voting power
Andorra Andorra la Vella Adecco Recursos Humans SA 67% 67%

Argentina Buenos Aires Adecco Argentina SA 81% 81%
Australia Melbourne Adecco Holdings Pty Ltd 100% 100%
Austria Vienna Adecco Holding GmbH 100% 100%
Austria Vienna Tuja Holding GmbH 100% 100%
Belgium Groot-Bijgaarden Adecco Construct NV 100% 100%
Belgium Groot-Bijgaarden Adecco Personnel Services NV 100% 100%
Belgium Groot-Bijgaarden Adecco Professional Staffing NV 58% 58%
Belgium Antwerp Beeple NV 63% 63%
Bermuda Hamilton Adecco Reinsurance Company Limited2 100%
Brazil São Paulo Adecco Recursos Humanos S.A. 100% 100%
Bulgaria Sofia Adecco Bulgaria EOOD 100% 100%
Bulgaria Sofia Adecco Solutions EOOD1 100%
Bulgaria Sofia Modis Bulgaria EOOD 100% 100%
Canada Toronto, ON Adecco Employment Services Limited 100% 100%
Croatia Zagreb Adecco d.o.o. za zaposljavanje3 33% 100%
Croatia Zagreb Adecco Outsourcing d.o.o. 3 33% 100%
Czech Republic Prague Adecco EMEA Business Solutions S.R.O. 100% 100%
Czech Republic Prague Adecco SPOL. S.R.O. 100% 100%
Denmark Copenhagen Adecco A/S1 33%
Finland Helsinki Adecco Finland Oy 100% 100%
France Villeurbanne Adecco Holding France 100% 100%
France Villeurbanne Adecco IT Services 100% 100%
Germany Düsseldorf Adecco Beteiligungs GmbH 100% 100%
Germany Berlin Adecco Group Technology Center GmbH 100% 100%
Greece Athens Adecco HR SATW 100% 100%
Hong Kong Hong Kong Lee Hecht Harrison HK Limited 100% 100%
Hungary Budapest Adecco Szemelyzeti Kozvetito Kft 100% 100%
India Bangalore Adecco India Private Limited 1% 1%
Indonesia Jakarta PT Pontoon Solutions Indonesia1 90%
Japan Tokyo Adecco Ltd 100% 100%
Luxembourg Bertrange Adecco Luxembourg SA 100% 100%
Luxembourg Luxembourg Spring Professional Luxembourg SA 100% 100%
Luxembourg Luxembourg Alexandre Tic (Luxembourg) SA2 100%
Malaysia Kuala Lumpur Agensi Pekerjaan Spring Professional 98% 49%
(Malaysia) Sdn. Bhd.
Malaysia Kuala Lumpur Adecco Asia Business Solutions Sdn. Bhd. 100% 100%
Mexico Mexico City Adecco Latam Business Solutions S.A. de C.V. 100% 100%
Mexico Mexico City Expertos en Actividades Agrícolas, S. de R.L. de C.V. 1 100%
Mexico Mexico City Expertos en Back Oficce, S. de R.L. de C.V. 1 100%
Mexico Mexico City Logisexpert, S. de R.L. de C.V. 1 100%
Mexico Mexico City Servicios de Subcontratación Especializada 100%
TI AG, S. de R.L. de C.V. 1
Mexico Mexico City TAG la salud en tu empresa, S. de R.L. de C.V. 1 100%
Netherlands Utrecht Adecco International Financial Services BV 100% 100%
New Zealand Auckland Adecco NZ Ltd 100% 100%
Norway Oslo Adecco Group Norway AS 100% 100%
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Notes to financial statements (continued)

2021 2020
Ownership & Ownership &
Country Registered office Name of legal entity voting power voting power
Poland Warsaw Adecco Poland Sp. z o.o. 100% 100%

Poland Warsaw Lee Hecht Harrison Polska Sp. z o.o. 100% 100%
Portugal Lisbon Adecco Recursos Humanos 100% 100%
Puerto Rico Manati Adecco Personnel Services Inc. 100% 100%
Romania Bucharest Adecco Resurse Umane SRL 99% 99%
Romania Bucharest Adecco Romania SRL 100% 100%
Romania Timisoara Modis ITO SRL 99% 99%
Serbia Belgrade Adecco Outsourcing d.o.o. Beograd 100% 100%
Singapore Singapore Adecco Group Apac Pte Ltd 100% 100%
Singapore Singapore Lee Hecht Harrison Pte Ltd 100% 100%
Slovakia Bratislava Adecco Slovakia, s.r.o3 33% 100%
Slovenia Ljublijana Adecco H.R. d.o.o 100% 100%
South Korea Seoul Adecco Korea Co. Ltd. 100% 100%
Spain Madrid Adecco Iberia SA 100% 100%
Sweden Stockholm Adecco Sweden AB 100% 100%
Switzerland Lausanne Adecco Ressources Humaines S.A. 100% 100%
Switzerland Lausanne Lee Hecht Harrison Sàrl 100% 100%
Switzerland Lausanne Modis Switzerland S.A. 1 100%
Switzerland Lucerne Adecco Germany Holding Management S.A. 100% 100%
Switzerland Lucerne Adecco Invest S.A. 100% 100%
Switzerland Zug Adecco Group X AG 100% 100%
Switzerland Zug Adecco International AG 100% 100%
Switzerland Zug Modis International AG 100% 100%
Switzerland Zurich Adecco Liquidity Services AG 100% 100%
Switzerland Zurich Just in time staffing AG 100% 100%
Thailand Bangkok Adecco Bangna Limited 19% 19%
Thailand Bangkok Adecco Consulting Limited 48% 48%
Thailand Bangkok Adecco Eastern Seaboard Recruitment Limited 9% 9%
Thailand Bangkok Adecco Recruitment (Thailand) Limited 48% 48%
Thailand Bangkok Adecco New Petchburi Limited 48% 48%
Thailand Bangkok Adecco Phaholyothin Limited 8% 8%
Thailand Bangkok Adecco Praram 4 Recruitment Limited 48% 48%
Thailand Bangkok Spring Professional (Thailand) Limited 48% 48%
Turkey Istanbul Adecco Hizmet ve Danismanlik AS 0% 0%
United Kingdom London Tempfair Limited 23% 23%
USA Wilmington, DE Adecco, Inc 100% 100%
USA San Francisco, CA Locutus, Inc. 3% 3%
USA Wilmington, DE BH Acquisition Purchaser, Inc. <1% <1%
Vietnam Ho Chi Minh City CÔNG TY CỔ PHẦN ADECCO VIỆT NAM 100% 100%
1 New company in 2021.
2 Liquidated in 2021.
3 Partially sold in 2021.
All significant indirect investments of Adecco Group AG are listed in the section “Major consolidated subsidiaries of the Adecco Group”.
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Note 3 – Payables to Adecco Pension Fund
Adecco Group AG has total payables to the Adecco Pension Fund of less than CHF 1 as of 31 December 2021 and less than CHF 1 as of
31 December 2020.
Note 4 – Long-term interest-bearing debt

The long-term debt issued by Adecco Group AG as of 31 December 2021 and 31 December 2020 consists of the following:
Principal at Fixed
in CHF maturity Maturity interest rate 31.12.2021 31.12.2020
5.5-year Swiss Franc fixed rate notes CHF 225 2025 0.875% 225 225
8-year Swiss Franc fixed rate notes CHF 100 2026 0.875% 100 100
Total long-term debt 325 325
Less current maturities
Long-term debt, less current maturities 325 325
5.5-year Swiss Franc fixed rate notes due 2025

On 27 May 2020, Adecco Group AG issued CHF 225 fixed rate notes with a coupon of 0.875% due on 27 November 2025, but callable by the
Company at par within three months prior to maturity. The notes were issued within the framework of the Euro Medium-Term Note Programme
and trade on the SIX Swiss Exchange. The proceeds were used for general corporate purposes.
8-year Swiss Franc fixed rate notes due 2026

On 18 September 2018, Adecco Group AG issued CHF 100 fixed rate notes with a coupon of 0.875% due on 18 September 2026, but callable by
the Company at par within three months prior to maturity. The notes were issued within the framework of the Euro Medium-Term Note Programme
and trade on the SIX Swiss Exchange. The proceeds were used for general corporate purposes.
Note 5 – Lease commitments

Adecco Group AG has total lease commitments of CHF 15 as of 31 December 2021 of which CHF 2 are due within the next 12 months and CHF 13
are due after 12 months. Adecco Group AG has total lease commitments of CHF 3 as of 31 December 2020 of which CHF 1 are due within the next
12 months and CHF 2 are due after 12 months.
Note 6 – Contingent liabilities

The contingent liabilities including guarantees and letters of comfort amount to CHF 3,709 as of 31 December 2021 and to CHF 2,561 as of
31 December 2020.
Adecco Group AG has irrevocably and unconditionally guaranteed the 2039 notes of CHF 55 (JPY 7,000) and accrued interest of less than
CHF 1, and the 2033 notes of CHF 48 (JPY 6,000) and accrued interest of less than CHF 1, issued by Adecco Financial Services (North America),
LLC, a wholly owned subsidiary of Adecco Group AG.
Adecco Group AG has irrevocably and unconditionally guaranteed the 2082 subordinated notes of CHF 519 (EUR 500) and accrued interest of
CHF 1, the 2031 notes of CHF 519 (EUR 500) and accrued interest of CHF 1, the 2030 notes of CHF 52 (NOK 500) and accrued interest of less
than CHF 1, the 2029 notes of CHF 311 (EUR 300) and accrued interest of less than CHF 1, the 2028 notes of CHF 519 (EUR 500) and accrued
interest of less than CHF 1, the 2024 notes of CHF 519 (EUR 500) and accrued interest of less than CHF 1, the 2022 notes of CHF 519 (EUR 500)
and accrued interest of CHF 1.
Approximately CHF 606 of the credit facilities issued to several subsidiaries in Europe, North America, South America, Asia and Australia have
been guaranteed for operational needs.
Additionally, Adecco Group AG has provided guarantees and letters of comfort amounting to CHF 38 relating to government requirements for
operating a temporary staffing business and for operating leases of its subsidiaries, mainly in Europe.
Adecco Group AG is jointly and severally liable for the liabilities of the Swiss VAT group.
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Note 7 – Shareholders’ equity

Statutory reserves from capital contribution and voluntary retained earnings
Pursuant to Swiss tax legislation, the statutory reserves from capital contribution amounted to CHF 252 and CHF 2 as of 31 December 2021 and as
of 31 December 2020, respectively. The balance of CHF 252 is pending confirmation by the Federal Tax Administration.
At the Annual General Meeting of Shareholders of Adecco Group AG held on 8 April 2021 (2021 AGM), the shareholders approved a dividend
of CHF 2.50 per share outstanding in respect of the fiscal year 2020. The dividend of CHF 403 was directly distributed to shareholders from
voluntary retained earnings in April 2021.
For 2021, the Board of Directors of Adecco Group AG will propose two dividends for a total of CHF 2.50 per share outstanding for the approval
of shareholders at the Annual General Meeting of Shareholders, whereas a dividend of CHF 1.25 shall be allocated from Adecco Group AG’s
statutory reserves from capital contribution to free reserves and subsequently distributed to shareholders and a dividend of CHF 1.25 shall be
directly distributed from voluntary retained earnings.
Conditional capital
As of 31 December 2021, Adecco Group AG had conditional capital under Art. 3quater of the Articles of Incorporation of Adecco Group AG of
15,400,000 shares, for a maximum aggregate amount of CHF 1.5 for issue of a maximum of 15,400,000 registered shares, which shall be fully
paid by the exercise of option and conversion rights to be granted in relation to bond issues or other obligations of Adecco Group AG or affiliated
companies. The shares represent conditional capital authorised without time limitation and remain available for issuance upon conversion of any
financial instruments that Adecco Group AG or its subsidiaries may issue in the future.
Authorised capital
As of 1 September 2021, the Board of Directors resolved to increase the share capital by up to CHF 750,000 by issuing up to 7,500,000
registered shares at a nominal value of CHF 0.10 per registered share. On 8 September 2021 the Adecco Group AG issued 5,100,000 shares
with a nominal value of CHF 0.10 raising a total of CHF 253. The existing shareholders’ pre-emptive rights were excluded.
As of 31 December 2021, the Board of Directors is authorised, until 9 April 2023, to increase the share capital to a maximum of less than CHF 1
through the issuance of up to 3,056,200 with a nominal value of CHF 0.10 per share, as approved by the shareholders at the Annual General
Meeting of Shareholders of Adecco Group AG held on 8 April 2021 (2021 AGM).
As of 31 December 2020, the Board of Directors was authorised, until 30 April 2021, to increase the share capital to a maximum of CHF 1 through
the issuance of up to 8,156,200 with a nominal value of CHF 0.10 per share, as approved by the shareholders at the Annual General Meeting of
Shareholders of Adecco Group AG held on 16 April 2019 (2019 AGM).
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Note 8 – Treasury shares
As of 31 December 2021 and 31 December 2020 all treasury shares held by the Adecco Group are held by Adecco Group AG.
Carrying value Average price per
(in CHF millions) Number of shares share (in CHF)
1 January 2020 75 1,261,325

Purchases 49 1,215,000 40
Share cancellation (11) (220,000) 49
Utilisation for stock-based compensation settlement (16) (276,556) 57
31 December 2020 97 1,979,769
Purchases 13 229,884 55
Purchases over second trading line (share buyback) 89 1,424,388 63
Utilisation for stock-based compensation settlement (24) (491,296) 49
31 December 2021 175 3,142,745
In 2021 and 2020, the number of treasury shares acquired by Adecco Group AG on the regular trading line amounted to 229,884 and 1,215,000,
respectively. The highest and lowest price per share paid for the shares acquired in 2021 amounted to CHF 55 and CHF 55, respectively, and for
the shares acquired in 2020 CHF 51 and CHF 32, respectively.
In 2021 and 2020, Adecco Group AG awarded 27,720 and 32,050 treasury shares, respectively, to the Board of Directors as part of their
remuneration package (refer to section 8.4 “Remuneration of the Board of Directors for 2021 and shareholding as at 31 December 2021” in the
Remuneration Report). In addition, in 2021 and 2020, 463,576 treasury shares and 244,506 treasury shares, respectively, were used to settle share
awards under the long-term incentive plan.
As of 31 December 2021, the treasury shares, excluding those acquired on a second trading line with the aim of subsequently cancelling the shares
and reducing share capital, are intended to be used for the settlement of the Company’s long-term incentive plan (for further details refer to Note 12
of the Adecco Group consolidated financial statements) as well as for the Board of Directors’ remuneration.
Adecco Group AG launched the following share buyback programme on a second trading line with the aim of subsequently cancelling the shares and
reducing share capital:
• EUR 600 announced in February 2020 (commenced in April 2021 and placed on hold in July 2021).
As of 31 December 2021 and 31 December 2020, Adecco Group AG held 1,424,388 shares and no shares, respectively, acquired under the share
buyback programme. Adecco Group AG acquired 1,424,388 and no shares in 2021 and 2020, respectively under the share buyback programme.
The highest and lowest price per share paid under the share buyback programme in 2021 amounted to CHF 67 and CHF 57.
The Board of Directors of Adecco Group AG will propose to the Annual General Meeting of Shareholders of 13 April 2022 a reduction of share
capital through the cancellation of 1,424,388 shares repurchased under the EUR 600 share buyback programme.
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Note 9 – Significant shareholders

Adecco Group AG has only registered shares. Not all shareholders register with Adecco Group AG’s share register.
On 31 December 2021, BlackRock Inc.’s shareholding in Adecco Group AG remained above 5%. BlackRock Inc. held 8,477,910 shares as of
18 October 2019.
Silchester International Investors LLP’s shareholding in Adecco Group AG increased to 5.01%. Silchester International Investors LLP held 8,428,125
shares as of 6 October 2021.
For further detailed information, refer to the links listed under section 1.2 “Significant shareholders” of the Corporate Governance Report.
Note 10 – Board of Directors and Executive Committee shareholdings

Board of Directors’ shareholdings
Shareholding as of Shareholding as of
Name and function 31 December 20211 31 December 20201
Jean-Christophe Deslarzes, Chair 35,328 18,461

Kathleen Taylor, Vice-Chair 16,122 13,310
Rachel Duan2 1,481
Ariane Gorin 9,941 8,924
Alexander Gut 32,478 29,666
Didier Lamouche 13,198 12,386
David Prince 19,464 16,652
Regula Wallimann 10,027 7,215
Total 138,039 106,614
2 Member of the Board of the Directors since 8 April 2021.
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Executive Committee’s shareholdings
Shareholding as of Shareholding as of
Name 31 December 20211 31 December 20201
Alain Dehaze 95,841 70,010

Coram Williams 6,593
Christophe Catoir 17,309 12,479
Sergio Picarelli4 35,301 28,400
Jan Gupta 1,500
Valerie Beaulieu 1,713
Stephan Howeg4 18,402 12,957
Gordana Landen 4,388
Teppo Paavola
Ralf Weissbeck2 2,458
Enrique Sanchez3 17,837
Ian Lee3
Corinne Ripoche3 1,843
Total 183,505 143,526
2 Appointed as EC member as of January 2021.
The members of the Board of Directors and of the Executive Committee are required to disclose to Adecco Group AG direct or indirect purchases
and sales of equity-related securities of Adecco Group AG in accordance with the requirements of the SIX Swiss Exchange.
Note 11 – Granted participation rights

In 2021, Adecco Group AG granted to the Executive Committee members employed by Adecco Group AG 153,122 treasury shares for
CHF 8 and to other employees employed by Adecco Group AG 93,842 treasury shares for CHF 5 under the Adecco Group long-term incentive
plan. In 2020, Adecco Group AG granted to the Executive Committee members employed by Adecco Group AG 147,888 treasury shares for CHF
4 and to other employees employed by Adecco Group AG 171,779 treasury shares for CHF 6 under the Adecco Group long-term incentive plan. For
the total number of shares granted in 2021 and in 2020 under the Adecco Group long-term incentive plan refer to Note 12 of the Adecco Group
consolidated financial statements.
Note 12 – Financial income/(expenses), net

Financial income/(expenses), net
2021 2020
Foreign exchange gain 80 27

Foreign exchange loss (39) (41)
Gain/(loss) from Group hedging (39) 59
Total 2 45
Note 13 – Subsequent events

The Company has evaluated subsequent events through 9 March 2022, the date the Adecco Group AG financial statements were available to be
issued. On 23 February 2022, in connection with the AKKA Technologies purchase price agreement Adecco Group AG issued 1,626,772 new shares
for the value of CHF 76 from authorised capital. No other significant events occurred subsequent to the balance sheet date, but prior to 9 March
2022, that would have a material impact on the financial statements.
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Major consolidated subsidiaries of The Adecco Group
Major consolidated subsidiaries of

The Adecco Group
Currency of Share capital
Country Registered office Name of legal entity Ownership1 Type2 share capital in thousands
Australia Melbourne Adecco Industrial Pty Ltd 100% O AUD 5

Australia Melbourne Modis Staffing Pty Ltd 100% O AUD 24,469
Belgium Groot-Bijgaarden Adecco Personnel Services NV4 100% O EUR 21,651
Canada Toronto Adecco Employment Services Limited4 100% O CAD 90,615
Canada Toronto Modis Canada Inc. 100% O CAD 14,884
Colombia Bogotá Adecco Colombia SA 100% O COP 111,700
France Paris LHH (Talent Solutions) 100% O EUR 19,437
France Villeurbanne Modis France 100% O EUR 17,126
France Villeurbanne Adecco Medical 100% O EUR 6,925
France Villeurbanne Adecco France 100% O EUR 89,472
France Villeurbanne Adecco Holding France4 100% H EUR 602,503
Germany Düsseldorf Adecco Personaldienstleistungen GmbH 100% O EUR 31
Germany Düsseldorf DIS AG 100% O EUR 12,300
Germany Düsseldorf Modis GmbH 100% O EUR 540
Germany Düsseldorf Adecco Beteiligungs GmbH4 100% H EUR 25
India Bangalore Adecco India Private Limited 100% O INR 23,806
Italy Milan Adecco Italia S.p.A. 100% O EUR 2,976
Japan Tokyo VSN, Inc. 100% O JPY 1,063,772
Japan Tokyo Adecco Ltd4 100% O JPY 5,562,863
Mexico Mexico City Entreprise Adecco, S.A. de C.V. 100% O MXN 101,854
Netherlands Utrecht Adecco Personeelsdiensten BV 100% O EUR 259
Netherlands Utrecht Adecco HR Solutions B.V. 100% O EUR 2
Netherlands Utrecht Adecco International Financial Services BV4 100% F EUR 2,500
Netherlands Utrecht Adecco Holding Europe BV 100% H EUR 18,807
Norway Oslo Adecco Norge AS 100% O NOK 51,000
Peru Lima Adecco Consulting SA 100% O PEN 2,219
Poland Warsaw Adecco Poland Sp. z o.o.4 100% O PLN 50
Portugal Lisboa Adecco Recursos Humanos - Empresa de 100% O EUR 1,925
Singapore Singapore Adecco Personnel Pte Ltd 100% O SGD 100
Spain Madrid Adecco TT SA Empresa de Trabajo Temporal 100% O EUR 1,759
Spain Madrid Adecco Outsourcing SA 100% O EUR 6,010
Sweden Stockholm Adecco Sweden AB4 100% O SEK 3,038
Switzerland Lausanne Adecco Ressources Humaines S.A.4 100% O CHF 5,795
Switzerland Lucerne Adecco Invest S.A.4 100% H CHF 100
Switzerland Zurich Adecco Liquidity Services AG4 100% F CHF 100
United Kingdom London Adecco UK Limited 100% O GBP 99,600
United Kingdom London Pontoon Europe Limited 100% O GBP 2,574
United Kingdom London Spring Technology Staffing Services Limited 100% O GBP 18,831
United Kingdom London Badenoch and Clark Limited 100% O GBP 4,004
United Kingdom London Olsten (U.K.) Holdings Ltd 100% H GBP 9,213
United States Burlington, MA Entegee, Inc. 100% O USD n/a
United States Jacksonville, FL Modis, Inc. 100% O USD n/a
United States Jacksonville, FL Modis E&T LLC3 100% S USD n/a
United States Jacksonville, FL ADO Professional Solutions, Inc. 100% O USD <1
United States Wilmington, DE Adecco USA, Inc 100% O USD <1
United States Wilmington, DE Lee Hecht Harrison LLC3 100% O USD n/a
United States Wilmington, DE General Assembly Space, Inc. 100% S USD 1
United States Wilmington, DE Pontoon Solutions, Inc. 100% O USD n/a
United States Wilmington, DE Adecco Financial Services (North America) 100% S USD n/a
United States Wilmington, DE Adecco, Inc4 100% H USD <1
1 Voting rights equal to ownership. Voting rights and ownership refer to the Adecco Group.
2 H – Holding; O – Operating; F – Financial; S – Services.
3 Subsidiary is registered as a Limited Liability Company (LLC). No shares have been issued as LLCs have membership interests rather than shares.
4 Adecco Group AG direct investment.
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Adecco Group AG (Holding Company)
Proposed appropriation of
shareholders’ equity
in CHF 2021 2020
Voluntary retained earnings

Voluntary retained earnings of previous years 3,028 3,212
Net income 440 230
Share cancellation (11)
Allocation from statutory reserves from capital contribution to voluntary retained earnings in connection with the
share buyback 2
Total available voluntary retained earnings 3,470 3,431
Dividend distribution of CHF 2.50 per share for 2020 (403)

Proposed dividend distribution of CHF 1.25 per share for 2021 (206) 1
Total voluntary retained earnings to be carried forward 3,264 3,028
In CHF 2021 2020
Statutory reserves from capital contribution

Statutory reserves from capital contribution of previous years 2 2
Allocation from statutory reserves from capital contribution to voluntary retained earnings in connection with the
share buyback (2)
Capital increase 252
Total available statutory reserves from capital contribution 252 2
Proposed allocation from statutory reserves from capital contribution to free reserves and proposed dividend
distribution of CHF 1.25 per share for 2021 (206) 1
Total statutory reserves from capital contribution to be carried forward 46 2
in CHF 2021 2020
Share capital
Share capital from previous years 16 16
Share cancellation (0) 2
Capital increase 1
Share capital, end of year 17 16
1 This represents the amount of dividends payable based on the total number of outstanding shares (excluding treasury shares) of 165,081,432 as of 31 December 2021.
2 The total impact of the share cancellation was below half a million CHF.
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Report of the Statutory Auditor on the Financial Statements to the General Meeting of Adecco Group AG, Zürich
As statutory auditor, we have audited the financial statements of Adecco Group AG, which comprise the balance sheet, statements
of operations and notes (pages 156 to 167), for the year ended 31 December 2021.
Board of Directors’ responsibility

The Board of Directors is responsible for the preparation of the financial statements in accordance with the requirements of Swiss
law and the company’s articles of incorporation. This responsibility includes designing, implementing and maintaining an internal
control system relevant to the preparation of financial statements that are free from material misstatement, whether due to fraud
or error. The Board of Directors is further responsible for selecting and applying appropriate accounting policies and making
accounting estimates that are reasonable in the circumstances.
Auditor’s responsibility
Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance
with Swiss law and Swiss Auditing Standards. Those standards require that we plan and perform the audit to obtain reasonable
assurance whether the financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements.
The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the
financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers the internal control
system relevant to the entity’s preparation of the financial statements in order to design audit procedures that are appropriate in
the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control system.
An audit also includes evaluating the appropriateness of the accounting policies used and the reasonableness of accounting
estimates made, as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence
we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
Opinion
In our opinion, the financial statements for the year ended 31 December 2021 comply with Swiss law and the company’s articles
of incorporation.
Report on key audit matters based on the circular 1/2015 of the Federal Audit Oversight Authority
Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the financial
statements of the current period. These matters were addressed in the context of our audit of the financial statements as a
whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters. For each matter below,
our description of how our audit addressed the matter is provided in that context.
We have fulfilled the responsibilities described in the Auditor’s responsibility section of our report, including in relation to these
matters. Accordingly, our audit included the performance of procedures designed to respond to our assessment of the risks of
material misstatement of the financial statements. The results of our audit procedures, including the procedures performed to
address the matters below, provide the basis for our audit opinion on the financial statements.
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Recoverability assessment of investments in subsidiaries
Area of Adecco Group AG evaluates its investments in subsidiaries for recoverability annually and records an impairment
focus loss when the carrying amount of such assets exceeds the recoverable amount.
In determining the recoverable amount of the investments, the Company must apply judgement in estimating,
among other factors, future revenues and margins, multiples, long-term growth and discount rates, while taking
into consideration the economic environment due to the Covid-19 pandemic.
Due to the significance of the carrying values for investments in subsidiaries and the judgement involved
in performing the recoverability assessment, this matter was considered significant to our audit.
Our audit We evaluated the Company’s controls over its annual recoverability assessment including controls around key
response assumptions applied. We involved valuation specialists to assist in examining the Company’s use of certain key
assumptions, including long-term growth rate and discount rates.
We evaluated the methodology applied and the reasonableness of the underlying assumptions and judgements
by comparing certain key assumptions to corroborating external information such as economic outlooks.
We tested the calculations by checking the mathematical accuracy of the recoverability assessment model.
Our audit procedures did not lead to any reservations concerning the recoverability of investments in subsidiaries.
Report on other legal requirements

We confirm that we meet the legal requirements on licensing according to the Auditor Oversight Act (AOA) and independence
(article 728 CO and article 11 AOA) and that there are no circumstances incompatible with our independence.
In accordance with article 728a para. 1 item 3 CO and Swiss Auditing Standard 890, we confirm that an internal control system
exists, which has been designed for the preparation of financial statements according to the instructions of the Board of Directors.
We further confirm that the proposed appropriation of available earnings complies with Swiss law and the company’s articles of
incorporation. We recommend that the financial statements submitted to you be approved.
Ernst & Young Ltd

(Auditor in charge)
9 March 2022
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ADDITIONAL INFORMATION
Non-US GAAP information and financial measures
Non-US GAAP information

and financial measures
Non-US GAAP information and financial measures EBITDA excluding one-offs
The Company uses non-US GAAP financial measures for management EBITDA excluding one-offs refers to EBITDA adjusted for items
purposes. The principal non-US GAAP financial measures discussed impacting comparability. Management believes that EBITDA excluding
herein are constant currency, organic growth, EBITA, EBITA excluding one-offs is important supplemental information because it excludes
one-offs, conversion ratio, free cash flow, cash conversion, net debt, the effect of items that are not expected to recur in future periods,
net debt to EBITDA excluding one-offs, and dividend payout ratio, and therefore shows more clearly the underlying performance of the
which are used in addition to, and in conjunction, with results Company’s business excluding non-recurring charges.
presented in accordance with US GAAP. Conversion ratio
The aforementioned non-US GAAP financial measures should not be EBITA as a percentage of gross profit. Management believes that
relied upon to the exclusion of US GAAP financial measures, but rather the conversion ratio is important supplemental information because
reflect additional measures of comparability and means of viewing this ratio displays the efficiency with which gross profit is converted
aspects of the Company’s operations that, when viewed together to EBITA. The Company uses this metric to manage productivity
with the US GAAP results, provide a more complete understanding and profitability.
of factors and trends affecting the Company’s business.
Free cash flow (FCF)
Because non-US GAAP financial measures are not standardised, it
FCF comprises cash flow from operating activities less capital
may not be possible to compare the Company’s measures with other
expenditures. Management believes that FCF is important
companies’ non-US GAAP financial measures having the same or
supplemental information because it represents the cash generated
a similar name. Management encourages investors to review the
by the Company after the investments in assets necessary to support
Company’s financial statements and publicly filed reports in their
existing business activities and to pursue internal growth opportunities.
entirety and not to rely on any single financial measure.
Cash conversion
Bill rate
Cash conversion is calculated as free cash flow before interest and
An average hourly billing rate for temporary staffing services indicating
tax paid (FCFBIT) divided by EBITA excluding one-offs. Management
current price levels.
believes that cash conversion is important supplemental information
Pay rate because this represents how much underlying operating profit is
An average hourly payroll rate including social charges for temporary converted into cash flows of the Company before the impact of
staffing services, indicating current costs. interest and taxes paid.
Constant currency Days sales outstanding (DSO)
Constant currency comparisons are calculated by multiplying the Accounts receivable turnover. Management believes that DSO is
prior year functional currency amount by the current year foreign important supplemental information as it represents the average
currency exchange rate. Management believes that constant currency time taken to collect accounts receivable.
comparisons are important supplemental information because these
Net debt
comparisons exclude the impact of changes in foreign currency
Net debt comprises short-term and long-term debt less cash and cash
exchange rates, which are outside the Company’s control, and focus
equivalents and short-term investments. Management believes that net
on the underlying growth and performance.
debt is important supplemental information because this is one metric
Organic growth the Company uses to monitor outstanding debt obligations.
Organic growth figures exclude the impact of currency, acquisitions, and
Net debt to EBITDA excluding one-offs
divestitures. Management believes that organic growth comparisons are
Management believes that net debt to EBITDA excluding one-offs
important supplemental information because these comparisons exclude
is important supplemental information because it is one metric
the impact of changes resulting from foreign currency exchange rate
the Company uses to monitor its ability to meet outstanding
fluctuations, acquisitions, and divestitures.
debt obligations.
EBITA Dividend payout ratio
EBITA refers to operating income before amortisation and impairment
Dividend payout ratio refers to the percentage of adjusted net earnings
of goodwill and intangible assets. Management believes that EBITA
per share paid to shareholders in dividends. Management believes that
is important supplemental information because it focuses on the
dividend payout ratio is important supplemental information because it
underlying growth and performance of the Company’s business.
represents the percentage of the Company’s annual profits being paid
EBITA excluding one-offs out to shareholders in the form of an ordinary dividend.
EBITA excluding one-offs refers to EBITA adjusted for items
Invested capital
impacting comparability. Management believes that EBITA excluding
Invested capital includes Intangible assets (gross), Property, equipment,
one-offs is important supplemental information because it excludes
and leasehold improvements, Operating lease right-of-use assets, Net
the effect of items that are not expected to recur in future periods,
working capital excluding cash (Trade accounts receivable and Other
and therefore shows more clearly the underlying performance of the
current assets, less Accounts payable and accrued expenses), Other
Company’s business.
assets (non-current), and Goodwill, adjusted for Goodwill impairments
EBITDA after 1 January 2021. Management believes that invested capital is
EBITDA refers to operating income before amortisation and impairment important supplemental information because it defines what capital
of goodwill and intangible assets and depreciation. Management believes the Company considers in its calculation of ROIC.
that EBITDA is important supplemental information because it focuses
Return on Invested Capital (ROIC)
on the underlying growth and performance of the Company’s business
ROIC is defined as the rolling four quarter EBITA excluding one-offs
excluding non-cash charges.
divided by the rolling four quarter average of invested capital.
Management believes that ROIC is important supplemental information
because it is one of the metrics the Company uses to assess the value
created from its investments.
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History
History
The evolution of the Adecco Group is characterised by productive acquisitions,

organic growth, industry innovation, and global expansion, creating a story spanning
over 60 years. Today, the Group is a global leader in talent services.
1957 1997–2000
Adia SA is founded in Lausanne, Switzerland, by Henri-Ferdinand The 1997 acquisition of TAD Resources International strengthens the
Lavanchy. The firm grows rapidly in its home country before Adecco Group’s technical and IT staffing business in the USA. In 2000,
expanding abroad. the Adecco Group acquires the IT and general staffing business of the
Olsten Corporation to become the no. 1 staffing services business in
1964 the USA and worldwide leader in the IT sector. The merged companies’
Philippe Foriel-Destezet founds Ecco in Lyon. By the early 1980s, revenues reach over EUR 11.6 billion, reflecting organic growth and
Ecco is the largest supplier of temporary personnel in France. successful acquisitions. Partnerships with Monster.com and Jobs.com
mark the Adecco Group’s intent to be at the forefront of harnessing
1961–1980
the web in the recruitment process.
In the 1960s, Adia opens offices in various European countries and
then in 1972 takes a first step overseas, with a branch in Menlo Park, 2002
California. In 1974, Lavanchy recruits Martin O. Pestalozzi and a phase To keep at the forefront of the trend towards increasing demand for
of expansion by acquisitions begins. In the next 12 years, Adia buys over professional and expert services, the Adecco Group consolidates
85 companies, tripling in size and gaining footholds in more than a dozen its business under three operating divisions: Adecco Staffing; Ajilon
countries. These include France (1975) and the UK (1977), where it buys Staffing/Managed Services; and Career Services/e-Business. Legislative
the market leader: Alfred Marks Bureau Ltd. change in Germany creates a more favourable environment for the
growth of temporary staffing, reflecting greater acceptance of the
Early 1980s
industry’s positive role in generating employment and economic growth.
Adia continues to expand overseas, including Australia, New Zealand,
Japan, Hong Kong, and Canada. Meanwhile, Ecco is focusing on its home 2004
market. By the mid-1980s, it is the market leader in France and a decade The acquisition of PeopleOne Consulting in India signals the
later world no. 2. The growth of both companies is part of a wider trend: Adecco Group’s commitment to play a leading role in the industry’s
temporary staffing becomes the world’s third-fastest-growing industry in development in the emerging markets. As a result of the delay in the
the 1980s. audit of the 2003 financial statements in early 2004, the Adecco
Group strengthens its financial reporting and governance structure.
Late 1980s
Revenues topping USD 1 billion in 1986 make Adia the European leader. 2005–2006
Its success is partly down to a focus on quality and high-value services. In 2005, Klaus J. Jacobs assumes the Chair and CEO roles, initiating a
The 1990s see a growing trend towards specialised skills, e.g. accounting strategy review. The Adecco Group’s focus on professional staffing
and word-processing, including in-house training programmes. services intensifies. To create a strong platform for growth, the Group’s
existing operations are realigned into global business lines defined by
1990s
specific occupational fields, complementing the established office and
Further acquisitions from the late 1980s further strengthen the industrial offering with professional staffing lines.
Company’s presence in highly skilled, specialised fields. Also, moves are
made into socially related programmes for mature workers in the USA, Acquisitions of Altedia and HumanGroup strengthen the Adecco
promoting the benefits of temporary work for retirees and the value for Group’s involvement in professional segments in Europe. In 2006,
companies of tapping into their experience, skills and dedication. In 1991, the acquisition of DIS AG in Germany gives the Adecco Group
recognising the importance of the industry’s role in job creation and its leadership in the German professional staffing industry. Dieter Scheiff
growth potential, Klaus J. Jacobs invests in Adia on the way to becoming is appointed Chief Executive Officer. The Adecco Group adopts a dual
its majority shareholder. strategy focused on professional and general staffing.
1996 2007
Adia and Ecco merge to form the Adecco Group. Two of the world’s Jürgen Dormann is appointed Chair of the Board. As planned,
top three personnel services firms, with complementary geographical Klaus J. Jacobs hands back his mandate. The Adecco Group acquires
profiles, merge to form a strong global leader with annualised revenues Tuja Group, an industry leader in Germany, one of the world’s fastest-
of over EUR 5.4 billion. Operations are combined to form a global growing temporary staffing markets.
network of 2,500 branches. The new company has an exceptional
range and quality of services. The core staffing business places around
250,000 people in work each day.
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History (continued)
2008 2017
The Adecco Group acquires the professional staffing businesses The Adecco Group launches Adia, a ‘recruitment-on-demand’
DNC in the Netherlands and IT specialist Group Datavance in France. platform for temporary staffing, and freelancer platform YOSS.
Country operations take greater responsibility for growing professional
The Adecco Group acquires Mullin International, strengthening its
business, as the dual professional and general staffing model becomes
career transition services, and BioBridges, enhancing its position in
further embedded.
life sciences professional recruitment.
Klaus J. Jacobs, co-founder and Honorary President of the Adecco
Group, passes away. 2018
The Adecco Group acquires Vettery, a US-based talent recruitment
2009 platform, built to connect top employers with tech, sales and finance
Rolf Dörig is appointed Chair of the Board. Patrick De Maeseneire talent. In addition, the Adecco Group acquires General Assembly, a
becomes Chief Executive Officer. The Adecco Group acquires Spring pioneer in education and career transformation, focusing on in-demand
Group in the UK, bolstering the Adecco Group’s UK professional and digital skills. With General Assembly the Adecco Group broadens its
general staffing business. portfolio of brands and services, creating a 360° ecosystem and the
most comprehensive offering in the HR solutions industry.
2010
The acquisition of MPS Group, a leading professional staffing firm The Adecco Group divests its remaining stake in IQN/Beeline
based in the USA, is completed. With MPS’ strength in North America Holdings, LLC.
and the UK, the Adecco Group also becomes the world leader in 2019
professional staffing.
The Adecco Group divests Soliant Health Inc. to concentrate on globally
The Adecco Group sets up a joint venture in Shanghai with leading scalable brands and digital solutions. FESCO Adecco investments
Chinese HR services company Fesco. FESCO Adecco begins operations become integral to the Adecco Group.
on 1 January 2011, with over 100,000 associates and a well-established
local and multinational client base. 2020
The Adecco Group announces its new strategy called Future@Work
2011 with three distinct Global Business Units: Adecco, Talent Solutions
The Adecco Group acquires US-based Drake Beam Morin Inc., taking and Modis.
the worldwide lead in career transition and talent development services.
2021
2012 The Future@Work strategy is launched as the three Global Business
The Adecco Group acquires VSN Inc., a leading provider of professional Units begin operation. Talent Solutions Global Business Unit announces
staffing services in Japan. The acquisition expands the professional it will re-brand under the LHH banner globally.
staffing exposure in the world’s second-largest staffing market.
In July, the Company announces the acquisition of AKKA Technologies,
Henri-Ferdinand Lavanchy, the founder of Adia, passes away. and its intention to combine the business with its Modis Global Business
Unit, creating the global number two in tech and engineering R&D
2014
services, serving Smart Industry. Also in July, Philippe Foriel-Destezet,
The Adecco Group acquires OnForce to expand its Beeline the founder of Ecco and Honorary President of the Adecco Group,
service offering, creating a unique integrated solution for managing passes away.
contingent workforces.
In October, the Group acquires BPI Group, enhancing LHH (Talent
The Jacobs Group sells the vast majority of its 18% stake in Solutions)'s HR consulting and advisory offering in France. In the same
the Adecco Group. month, the Group acquires QAPA, the number two provider of fully
2015 digital workforce solutions in France, to complement the Adecco Global
Business Unit’s existing omnichannel and value-added services strategy.
Alain Dehaze is appointed Chief Executive Officer. The Adecco Group
announces a new composition of the Executive Committee.
The Adecco Group acquires Knightsbridge Human Capital Solutions,
the market leader in career transition, talent and leadership
development, and recruitment services in Canada.
2016
The Adecco Group acquires Penna Consulting Plc, the UK market leader
in career transition, talent and leadership development and recruitment
services, as well as D4, LLC, a leader in eDiscovery litigation support.
The Adecco Group deconsolidates Beeline upon its merger with
IQNavigator, which brings together two of the world’s leading
providers of Vendor Management Systems.
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Key figures
Key figures
in EUR millions unless stated 2021 2020 2019 2018 2017 2016 2015 2014 2013 2012
Revenues 20,949 19,561 23,427 23,867 23,660 22,708 22,010 20,000 19,503 20,536
Gross profit 4,281 3,789 4,504 4,433 4,346 4,276 4,179 3,703 3,560 3,674
EBITA excluding one-offs 953 709 1,069 1,080 1,158 1,134 1,152 966 857 817
EBITA 881 570 988 987 1,151 1,098 1,086 929 824 729
Net income/(loss) attributable to
Adecco Group shareholders 586 (98) 727 458 788 723 8 638 557 377
Basic EPS (EUR) 3.62 (0.61) 4.48 2.77 4.67 4.24 0.05 3.62 3.09 2.00
Diluted EPS (EUR) 3.60 (0.61) 4.47 2.77 4.66 4.24 0.05 3.61 3.08 2.00
1
Dividend per share (CHF) 2.50 2.50 2.50 2.50 2.50 2.40 2.40 2.10 2.00 1.80
EBITDA excluding one-offs 1,069 837 1,176 1,166 1,235 1,219 1,246 1,058 958 920
EBITDA 997 698 1,095 1,073 1,228 1,183 1,180 1,021 925 832
Cash flow from operating activities 722 720 880 727 737 694 797 771 531 565
Free cash flow before interest and tax paid 795 873 999 903 939 941 993 999 695 799
Free cash flow 590 563 724 569 637 618 700 691 450 477
Net debt 48 376 398 1,124 994 887 1,039 971 1,091 967
Shareholders’ equity 3,800 3,218 3,948 3,589 3,582 3,722 3,346 3,839 3,557 3,699
Organic revenue growth 9% -14% -3% 3% 6% 4% 4% 4% -1% -4%

Gross margin 20.4% 19.4% 19.2% 18.6% 18.4% 18.8% 19.0% 18.5% 18.3% 17.9%
SG&A as % of revenues 16.3% 16.6% 15.0% 14.4% 13.5% 14.0% 14.1% 13.9% 14.0% 14.4%
EBITA margin excluding one-offs 4.6% 3.6% 4.6% 4.5% 4.9% 5.0% 5.2% 4.8% 4.4% 4.0%
EBITA margin 4.2% 2.9% 4.2% 4.1% 4.9% 4.8% 4.9% 4.6% 4.2% 3.5%
Dividend payout ratio 56% 82% 52% 48% 46% 50% 45% 49% 47% 49%
Average number of FTE employees 32,625 30,264 34,662 35,104 33,787 33,391 32,266 31,576 31,329 32,987
Days sales outstanding 51 52 53 53 52 52 52 53 54 54

Cash conversion 83% 123% 93% 84% 81% 83% 86% 103% 81% 98%
Net debt/EBITDA excluding one-offs 0.0x 0.4x 0.3x 1.0x 0.8x 0.7x 0.8x 0.9x 1.1x 1.1x
Basic weighted-average shares (millions) 162.1 161.4 162.2 165.4 168.7 170.3 172.5 176.3 180.5 188.4
Diluted weighted-average shares (millions) 162.7 162.0 162.5 165.7 169.1 170.5 172.7 176.6 180.8 188.6
Shares outstanding at year-end (millions) 165.1 161.1 162.1 163.6 165.8 170.3 170.3 173.4 178.1 184.6
In CHF, at year-end:
Share price 46.60 59.16 61.22 45.93 74.55 66.65 68.90 68.85 70.60 48.04
Market capitalisation (millions)2 7,839 9,650 10,000 7,651 12,760 11,408 12,021 12,330 13,362 9,092
Enterprise value (millions)3, 4 7,889 10,055 10,434 8,916 13,923 12,357 13,154 13,495 14,704 10,262
In EUR4, at year-end:
Share price 44.92 54.78 56.17 40.81 63.72 62.29 63.21 57.37 57.40 39.70
Market capitalisation (millions)2, 4 7,556 8,936 9,174 6,798 10,906 10,662 11,028 10,275 10,863 7,514
Enterprise value (millions)3, 4 7,604 9,311 9,572 7,922 11,900 11,549 12,067 11,246 11,954 8,481
1 Proposed by the Board of Directors.
2 Market capitalisation based on issued shares.
3 Enterprise value equals net debt plus market capitalisation at year-end.
4 Exchange rates EUR/CHF
2021: 1.04; 2020: 1.08; 2019: 1.09; 2018: 1.13; 2017: 1.17; 2016: 1.07; 2015: 1.09; 2014: 1.20; 2013: 1.23 and 2012: 1.21.
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We’ve been living in
an extraordinary age.
Let’s use all the advantage
we got. Creativity has
no borders. Just...
Carefully.
‘Digital Nomads’ – For more information on this artwork, head to pages 181-185

Non-financial reporting index
Non-financial reporting index
A t t h e A d e c c o G r o u p , w e h av e a l o n g -s t a n d i n g co m m i t m e n t t o r e p or t i n g o n ou r
p r o gr e s s , d e m o n s tr a t i n g h ow w e c o n t r ib u t e t o w ar d s c r e a tin g m o r e p r o s p e r o us ,
f u l f i l l e d s oc i e t i e s and a m o r e s u s t ai n ab le r e l a t i o ns h i p w i th o u r p l a n e t .
We have published a standalone Sustainability Report since 2008 and have included relevant elements in the Annual Report ever since. This builds
on the recognition that companies that hold themselves accountable to their stakeholders and increase transparency will be more viable – and
valuable – in the long term. To reflect our integrated approach to sustainability and holistic understanding of stakeholder value creation, since the 2019
Annual Report we have folded the Sustainability Report completely into the Annual Report.
To help our stakeholders find the information relevant to them, we have prepared this content index, providing references to the following
recognised frameworks and standards:
• The Sustainability Reporting Standards 2020 of the Global Reporting Initiative (GRI) – an independent organisation that helps businesses
worldwide communicate their impact on critical sustainability issues.
• The Stakeholder Capitalism Metrics framework (SCM) – sponsored by the World Economic Forum’s International Business Council, this
framework provides a core set of metrics and disclosures intended to align mainstream reporting on performance against ESG indicators
with the aim of bringing greater comparability and consistency to ESG reporting.
• The recommendations of the Task Force on Climate-related Financial Disclosures (TCFD) – created by the Financial Stability Board with the
intention to enable financial markets to have access to clear, comprehensive, high-quality information on the impacts of climate change.
• The Sustainability Accounting Standards Board framework for the professional & commercial services industry (SASB) – a guide that identifies
the subset of ESG issues most material to financial performance in each industry.
• The UN Global Compact (UNGC) – a voluntary initiative based on CEO commitments to align strategies and operations with ten universal
principles on human rights, labour, environment, and anti-corruption, and take actions that advance societal goals. Our integrated Annual Report
serves as Communication on Progress towards the UNGC.
• The United Nations Sustainable Development Goals (SDG) – adopted by all United Nations Member States to provide a shared blueprint for
peace and prosperity for people and the planet, now and into the future.
We believe these disclosures provide a reasonable representation of the Adecco Group’s contributions towards sustainable development without
yet adhering to all the standards in their entirety. We remain committed to continuously strengthening what we measure and disclose in line with
evolving expectations and regulation and in conversation with key stakeholders.
This content index refers to information disclosed in several locations and formats, mainly the Adecco Group Annual Report 2021 (‘AR’), our 2021
CDP submission (‘CDP’), as well as on our website www.adeccogroup.com/sustainability ( ).
UNGC SDG Reference and
Indicator Disclosure title principles linkage page number
General disclosures
1. Organisational profile
GRI 102-1 Name of the organisation AR Cover, 66
GRI 102-2 Activities, brands, products, and services 1, 4, 8, 10 AR 10-11, 14, 66, 116, 121-122
GRI 102-3 Location of headquarters AR 66
GRI 102-4 Location of operations AR 11, 116, 121-122, 159-160,
166
GRI 102-5 Ownership and legal form AR 66-67
GRI 102-6 Markets served AR 11, 116, 121-122, 159-160,
166
GRI 102-7 Scale of the organisation AR 4, 51-53, 55-57
GRI 102-8 Information on employees and other workers 8, 10 AR 4, 21, 57
SASB SV-PS-000.A
GRI 102-10 Significant changes to the organisation AR 14, 35-36, 59, 122-123,
125, 152
GRI 102-11 Precautionary principle or approach AR 62-63, 47-48
GRI 102-12 External initiatives 1-6 3, 4, 5, 8, 10, 17 AR 9, 21, 44-46
GRI 102-13 Membership of associations 1-6 3, 4, 5, 8, 10, 17 AR 21, 46
179 2021 Annual Report Annual Report 2021 175

Non-financial reporting index (continued)

2. Strategy
GRI 102-14 Statement from senior decision-maker AR 6-9
GRI 102-15 Key impacts, risks and opportunities 1-6, 8-10 3, 4, 5, 8, 10, 13, 17 AR 6, 9, 11, 22-23, 25, 39,
SCM 45-48, 62-63
TCFD Sa-b, Ra-c
CDP
3. Ethics and integrity
GRI 102-16 Values, principles, standards, and norms of behaviour 1-6, 8, 10 16 AR 15, 20, 39, 42-44
SASB SV-PS-510a.1
GRI 102-17 Mechanisms for advice and concerns about ethics 1-6, 10 16 AR 20, 42-43
SCM
4. Governance
GRI 102-18 Governance structure 16 AR 40, 69-80
GRI 102-19 Delegating authority AR 40, 72-75
GRI 102-20 Executive-level responsibility for economic, environmental, 16 AR 40, 72-75
TCFD Gb and social topics
GRI 102-21 Consulting stakeholders on economic, environmental, 16 AR 8, 18, 42-44, 46
SCM and social topics
GRI 102-22 Composition of the highest governance body and 5, 16 AR 69-75
SCM its committees
GRI 102-23 Chair of the highest governance body 16 AR 70, 72
GRI 102-24 Nominating and selecting the highest governance body 5, 16 AR 72, 74
GRI 102-25 Conflicts of interest 16 AR 72
GRI 102-26 Role of highest governance body in setting purpose, values, 16 AR 40, 72-75
SCM and strategy
TCFD Ga
GRI 102-27 Collective knowledge of highest governance body AR 72-73
GRI 102-28 Evaluating the highest governance body’s performance 16 AR 73-74
GRI 102-29 Identifying and managing economic, environmental, and 16 AR 40, 72-75
TCFD Sa-b, Ra-b social impacts
GRI 102-30 Effectiveness of risk management processes 16 AR 40, 62-63, 152
GRI 102-31 Review of economic, environmental, and social topics AR 72, 74

GRI 102-32 Highest governance body’s role in sustainability reporting AR 40, 74
GRI 102-33 Communicating critical concerns 1-6, 10 8, 16 AR 43, 58, 74
GRI 102-34 Nature and total number of critical concerns AR 43

GRI 102-35 Remuneration policies AR 85-100, 104
SCM
GRI 102-36 Process for determining remuneration AR 85-100, 104
GRI 102-37 Stakeholders’ involvement in remuneration 16 AR 89-91
176
180 Annual2021
Report 2021Report
Annual
5. Stakeholder engagement
GRI 102-40 List of stakeholder groups AR 23, 62-63
GRI 102-42 Identifying and selecting stakeholders AR 22-23, 62-63
GRI 102-43 Approach to stakeholder engagement AR 8, 18, 22-23, 42-44, 46,

SCM 62-63, 74
GRI 102-44 Key topics and concerns raised AR 8, 18, 42-44

6. Reporting practice
GRI 102-45 Entities included in the consolidated financial statements AR 116
GRI 102-46 Defining report content and topic boundaries AR 10-11, 39-40, 116
GRI 102-47 List of material topics 1-10 1, 3, 4, 5, 8, 10, 13 AR 39, 42, 62-63
SCM
GRI 102-48 Restatements of information AR 49, 57, 120
GRI 102-49 Changes in reporting No significant changes were
made in the list of material
topics and/or topic
boundaries
GRI 102-50 Reporting period 1 January-31 December
2021
GRI 102-51 Date of most recent report Published on 16 March
2021
GRI 102-52 Reporting cycle Annual
GRI 102-53 Contact point for questions regarding the report AR 188
GRI 102-54 Claims of reporting in accordance with the GRI Standards AR 175
GRI 102-55 GRI content index AR 175-179
GRI 102-56 External assurance AR 107, 153-155, 168-169
Management approach
GRI 103-1 Explanation of the material topic and its boundary 1-10 AR 39, 42-44, 46-49, 62-
63
GRI 103-2 The management approach and its components 1-10 AR 39-40, 42-44, 46-49,
62-63
GRI 103-3 Evaluation of the management approach 1-10 AR 39-40, 42-44, 46-49,
62-63, 74
Economic performance
GRI 201-1 Direct economic value generated and distributed 1, 4, 8, 10 AR 4, 18, 42, 51-52, 55-56,
SCM 59, 109-111, 121-122, 125,
GRI 201-2 Financial implications and other risks and opportunities due 7-9 13 AR 47-49
TCFD Sa-b, Ra-b to climate change CDP
GRI 201-3 Defined benefit plan obligations and other retirement plans AR 135-139
GRI 201-4 Financial assistance received from government AR 117, 120
SCM
AnnualReport
Annual Report2021
2021 177
181
Non-financial reporting index (continued)

Indirect economic impacts

GRI 203-2 Significant indirect economic impacts 6, 8 1, 3, 4, 5, 8, 10 AR 9, 44-45, 48
SCM
Anti-corruption
GRI 205-1 Operations assessed for risks related to corruption 10 16 AR 42
GRI 205-2 Communication and training about anti-corruption policies 10 16 AR 42

SCM and procedures
GRI 205-3 Confirmed incidents of corruption and actions taken 10 16 AR 43
SCM
Tax
GRI 207-1 Approach to tax 1, 10, 17 AR 42, 83, 119, 145-148
GRI 207-2 Tax governance, control, and risk management 1, 10, 17 AR 74, 83, 119
GRI 207-3 Stakeholder engagement and management of concerns 1, 10, 17 AR 83
related to tax
GRI 207-4 Country-by-country reporting 1, 10, 17 AR 83
SCM
Energy
GRI 302-1 Energy consumption within the organisation 7, 8 7, 8, 12, 13 CDP
GRI 302-2 Energy consumption outside of the organisation 7, 8 7, 8, 12, 13 CDP
GRI 302-3 Energy intensity 7, 8 7, 8, 12, 13 AR 48-49
TCFD Mc) CDP
GRI 302-4 Reduction of energy consumption 7, 8 7, 8, 12, 13 CDP
TCFD Mc)
GRI 302-5 Reductions in energy requirements of products and services 7-9 7, 8, 12, 13 CDP
Emissions
GRI 305-1 Direct (Scope 1) GHG emissions 8 3, 12, 13 AR 48-49
SCM CDP
TCFD Mb
GRI 305-2 Energy indirect (Scope 2) GHG emissions 8 3, 12, 13 AR 48-49
SCM CDP
TCFD Mb
GRI 305-3 Other indirect (Scope 3) GHG emissions 8 3, 12, 13 AR 48-49
SCM CDP
TCFD Mb
GRI 305-4 GHG emissions intensity 8 12, 13 AR 48-49
TCFD Mc CDP
GRI 305-5 Reduction of GHG emissions 8 12, 13 AR 48-49

TCFD Mc CDP
SCM Paris-aligned GHG emissions targets 7, 8 13 AR 48

TCFD Mc CDP
178
182 Annual2021
Report 2021Report
Annual
Environmental compliance
GRI 307-1 Non-compliance with environmental laws and regulations 8 16 We are not aware of
any non-compliance
with environmental
laws and/or
regulations within
our operations.
Employment
GRI 401-1 New employee hires and employee turnover 6 5, 8, 10 AR 21, 57
SCM
SASB SV-PS-330a.2
SASB SV-PS-330a.3 Voluntary and involuntary turnover 6 5, 8, 10 AR 21, 57
Occupational health and safety
GRI 403-1 Occupational health and safety management system 1 3, 8 AR 18, 44
GRI 403-2 Hazard identification, risk assessment, and incident investigation 1 3, 8 AR 18, 44
GRI 403-3 Occupational health services 1 3, 8 AR 18, 44
GRI 403-5 Worker training on occupational health and safety 1 3, 8 AR 18, 44
GRI 403-6 Promotion of worker health 1 3, 8 AR 18, 44

SCM
GRI 403-7 Prevention and mitigation of occupational health and safety 2 3, 8 AR 44
impacts directly linked by business relationships
Training and education
GRI 404-2 Programmes for upgrading employee skills and transition 4, 8, 10 AR 4, 9, 10-11, 19, 25,
assistance programmes 31, 47-48
Diversity and equal opportunity
GRI 405-1 Diversity of governance bodies and employees 6 5, 8 AR 20-21, 69-71, 74,
SCM 76-79
SASB SV-PS-330a.1
Non-discrimination
GRI 406-1 Incidents of discrimination and corrective actions taken 6 5, 8 AR 43-44
SCM
Human rights assessment
GRI 412-1 Operations that have been subject to human rights reviews or 1, 2 16 AR 44
SCM impact assessments
GRI 412-2 Employee training on human rights policies or procedures 1, 2 16 AR 42-44
Local communities
GRI 413-1 Operations with local community engagement, impact 4, 8, 10, 17
assessments, and development programmes
Public policy
GRI 415-1 Political contributions 10 16
SCM
Data security
SASB SV-PS-230a.1-3 Description of approach to identifying and addressing data 16 AR 63
security risks and related policies and practices
AnnualReport
Annual Report2021
2021 179
183
180
Annual Report 2021
‘Falling Into the Future’ – For more information on this artwork, head to pages 181-185
A DDI TI ONAL I NF ORMATI ON
Artist biographies
Personal impressions.
The future of work and 2021
Our Online Art Gallery

www.adeccogroup.com/investors/annual-report/art-gallery/
For many of us, 2021 was characterised by new and sometimes Our artists and designers rose to our challenge and delivered a
challenging ways of working. range of images and designs that are personal to them, their
experience of 2021 and of their take on Future@Work.
We had to adapt to the stop-start disruption of Covid-19 lockdowns,
followed by periods of release and fewer restrictions – only to have How we experience the world of work is different for us all. We are
to lockdown again as a new variant appeared. Some people could grateful our colleagues have the talent to create their visualisation of
not work remotely, some wished they didn’t have to. At one and the this demanding artistic brief.
same time, the Adecco Group embarked on the first year of its
We’d also like to thank them all for generously sharing their striking
Future@Work strategy and transformation.
and thought-provoking images – which were all created as they
To capture this Zeitgeist, we asked our global creative team for their continued to deliver graphics and design projects for the Group,
interpretation of 2021 and the Future@Work theme. during their normal busy schedules.
Cover p.3
Jacob Keeler Vojtěch Antonín Kamas

English, 1970 Czech, 1990
Global Creative Team – Global Creative Team –
Marketing Marketing
‘Enter, Return’ ‘My workplace, my
Photoshop collage choice’
We can’t look into the Blender 3.1, Cycles
future without seeing render and colour
ourselves. We all enter a correction in Photoshop
path into the unknown I built this 3D scene with
and along the way we a fresh spin on the
experience things and Adecco Group logo,
meet others. The future rendering my vision of a
of work will be driven by green future and
social trends and freedom of workplace.
advancements in tech,
but let’s hope not to the
detriment of the
Instagram: @cobber70 environment. Let’s not Instagram: @v.a.kamas
forget to dream!
Portfolio: www.jakekeeler.myportfolio. Portfolio: v.kamas.cz
com Email: vojtech.kamas@adeccogroup.
Email: [email protected] com

Artist biographies (continued)
p.5 p.12
Jonathan de la Mora Atanas Milanov

Mexican, 1983 Bulgarian, 1992
Marketing Marketing
‘The Creation-19’ ‘TAG Prisma’
Photomontage Skeuomorphs, unity
“The creation-19” is a Showcasing the colours
piece that marks the of the future through a
beginning of a new prism inspired by the
post-pandemic reality, Adecco Group’s graphic
where digital automation symbol silhouette.
will be given life and
integrate into our lives
and influence the way we
work.
Instagram: @jonhdelamora Instagram: milanov.design

Portfolio: behance.net/jonhdelamora Portfolio: behance.com/milanov
Email: jonathan.delamora@adeccogroup. Email: [email protected]
com
p.24 p.29
Simon Culdaut Alejandro Gabino

French, 1984 Mexican, 1990
Marketing Marketing
‘The Way’ ‘Sharing the Future’
Photoshop Photomontage
Lots of things will change One of the biggest things
in the future; we cannot to explode during this
have total control on the pandemic has been the
external factors… So a rise of the “Shared
team must focus and Economy”. It has aligned
create their own itself to be the future of
happiness and make how we purchase things
working together a happy but also it has been
experience. Whatever beneficial as an example
will happen in the future, of the future at work. My
work experience will still work represents three
be defined by the people main attributes of this
Instagram: @mangevigne you are working with, and Portfolio: behance.net/algave multi-dollar concept,
Email: [email protected] the way you interact with Email: alejandro.gabino@adeccogroup. from the companies who
them. com participate to what the
future holds.

p.33 p.38
Nathan Tolley Alexandre Espinosa

American, 1976 British/Mexican, 1984
Marketing Marketing
‘The Labor of Cost’ ‘Today & Tomorrow’

Vector illustration, Photomontage
Illustrator These last two years
Looking past the near have accelerated our
future, what does work digital interaction, thus
look like? paving the way to a
whole new World. This
A fearful symmetry of piece explores a
consumable cogs feeding colourful intake into a
the machine, or a future where innovation
hyper-connected is a must.
exchange of thoughts
and ideas to brighten the
path ahead. Is it a vertigo
of expendable talent and
Portfolio: www.thomasnathantolley.com tightening profit margins, Email: alexandre.espinosa@adeccogroup.
Email: [email protected] com
or a synchronous dance
of collaborative progress
and growth?
p.41 p.50
Nuria Martinez Ulises Urdapilleta

Spanish, 1995 Mexican, 1985
Marketing Marketing
‘Virtual Root’ ‘Facing the Future’
Vector illustration Traditional cutout
combined with image collage
This represents the Everyone is covered up;
connection between the through the last two
digital and natural world, years, we have seen how
and how humans can link humanity adapts to the
both worlds and balance digital world, but at the
them. same time, I have seen
how we have lost a small
amount of what makes us
human. This artwork
conveys our diversity,
multiculturalism and the
Instagram: @nuria.zenit Instagram: @ulibert passage through time
behance.net/nuriamartinez2 Email: ulises.urdapilleta@adeccogroup. reshaped uniquely, as we
com face the future at work.
Email: [email protected]

Artist biographies (continued)
p.61 p.64
Barbora Tomečková Elizabeth García

Czech, 1993 Mexican, 1984
Marketing Marketing
‘The Nomad Age’ ‘The Living Sphere’

Vector pixel art created 3D render with
using grids photomontage
Pixel art shadowing We are entering a new

remote/nomad work. reality where the home
Pixel art is used to office will become the
outline the digital age. social backbone within a
The beach setting is an company. My piece seeks
exaggeration that stands to raise awareness of
for remote work and how we need interaction
work-life balance. as social beings to
collaborate and create.
While the concept of
working from home has
Portfolio: www.tb-design.cz/#portfolio Portfolio: elunaO.com brought positive changes,
the reality of self-
Email: barbora.tomeckova@adeccogroup. [email protected]
isolation hubs could
com
become the norm in a
not-too-distant future.
So, let’s adapt our new
way of working with
consciousness.
p84 p.108
Alejandra Otero Caroline Wren

Mexican, 1988 Welsh, 1971
Marketing Marketing
‘Progressive Landscapes’ ‘Get Ready
Ink & Digital illustration (Monochrome)’
Kinetic type
With the pandemic, we
have experienced Kinetic type to evoke
advantages and how things (in the future
disadvantages of working of work) are changing
from home. The future quickly and not always as
caught up with us, and predicted and so cannot
companies are now be pinned down as crisp
uniquely positioned to and exact.
create the right
ecosystem to bring
people back together in a
blink. This artwork
Instagram: @the.o.files expresses having a Portfolio: behance.net/CarolineWren
healthier environment for
Portfolio: behance.net/alejandraotero Email: [email protected]
the labour system’s
Email: [email protected] essential pillar: the
workers.

We’ve been living in
p.174 p.180
an extraordinary age.
Let’s use all the advantage
Jiří Horák Lorena Pineda

we got. Creativity has
no borders. Just...
Carefully.
Czech, 1991 Mexican, 1988

Global Creative Team – Global Creative Team -
Marketing Marketing
‘Digital Nomads’ ‘Falling Into the Future’
Photoshop collage Digital illustration &
montage
As millions of people
around the world were The pandemic
stuck at home during the accelerated the way
pandemic, this situation society works and
brought an amazing communicates, and
opportunity - the luckier through that change, we
ones could just grab a have witnessed a number
laptop and go anywhere. of mental health issues.
Suddenly people who My work brings to light
thought they could never the pitfalls of an
leave their offices can unbalanced lifestyle and
now work from their how it can cut you in half.
Instagram: dream destinations as behance.net/lopineda
@zofreedelacrue | @george.highlander true digital nomads. [email protected]
[email protected]

Addresses
Addresses
Registered office
Adecco Group AG
Bellerivestrasse 30
CH-8008 Zürich
Contact details
Adecco Group AG
Bellerivestrasse 30
CH-8008 Zürich
T +41 44 878 88 88
The Adecco Group Investor Relations

T +41 44 878 88 88
[email protected]
adeccogroup.com/investors
The Adecco Group Press Office

T +41 44 878 87 87
[email protected]
The Adecco Group on the web:

adeccogroup.com
facebook.com/theadeccogroup
twitter.com/adeccogroup
Instagram.com/adeccogroup
Youtube.com/user/AdeccoGroup
Linkedln The Adecco Group

Publisher: The Adecco Group, Zurich This report is printed on Revive 100 Silk and
Evolution Indigo Uncoated 100% recycled. Both
Design: Black Sun Plc, London, Co-Art Direction
materials are manufactured using pre and post-
Francesco Camillo, Global Head of Art & Design
consumer waste at mills certified to both ISO
the Adecco Group
14001 and the Forest Stewardship Council®.
Print: Westerham, London
Printed by Principal Colour.
Principal Colour are ISO 14001 certified, Alcohol
Free and FSC® Chain of Custody certified.
Designed and produced by Black Sun Plc.
March 2022
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A N N U A L RE P O R T 2 0 2 1

2021 ANNUAL REPORT

Cover art: ‘Enter, Return’

Committed to enabling a sustainable future Operating responsibly

Annual Report 2021 1

Making the future

2 Annual Report 2021

Implementing the Future@Work

Revenues Gross margin EBITA1 margin excluding one-offs

€20.9bn 20.4% 4.6%

Cash conversion2 Dividend3 Net debt/EBITDA4

83% CHF 2.50 0.0x

People placed – permanent People placed – flexible External individuals up/reskilled

c.115,000+ c.500,000+ 750,000+

4 Annual Report 2021

DEAR ADECCO GROUP Megatrends and the Covid-19 crisis continue

6 Annual Report 2021

Find out more on:

8 Annual Report 2021

Annual Report 2021 9

Delivering global HR solutions

Sustainability sits at the OUR SUSTAINABILITY GOALS

OUR GLOBAL BUSINESS UNITS

OUR SERVICE LINES

FP Flexible Placement PP Permanent Placement CT Career Transition

10 Annual Report 2021

Gig and platform economy Geopolitical and economic uncertainty

OUR GLOBAL FOOTPRINT

OC Outsourcing, Consulting & Other Services TR Training, Up-skilling & Re-skilling

Annual Report 2021 11

How we are making the

Adecco LHH (Talent Solutions) Modis

Customer Experience Differentiation Digital

CULTURE See more page 17

People First Growth Mindset Collective Spirit

Annual Report 2021 13

Adecco AKKA is a global leader in engineering R&D services

Read more about our Global Business Units on pages 26 to 37

14 Annual Report 2021

People First Growth Mindset Collective Spirit

Entrepreneurial, diverse, Customer first, agile, One vision, collaborative,

Annual Report 2021 15

16 Annual Report 2021

People and culture

People First Growth Mindset Collective Spirit

Entrepreneurial, diverse, Customer first, agile, and One vision, collaborative,

Annual Report 2021 17

Powering an engaged, inclusive, As we continue to review and develop our wellbeing

18 Annual Report 2021

Annual Report 2021 19

20 Annual Report 2021

“ As a people business (14 points above

Global Leaders Gender parity

Peakon – employee engagement survey

Annual Report 2021 21

Delivering sustainable value in

Market context Our Strategy

Gig and platform Geopolitical and

22 Annual Report 2021

Annual Report 2021 23

Income Statement SG&Abreakdown FY