SThree at a glance

Strategic Report
Governance
Financial Statements

Unlocking our purpose bybringing skilled
people together
to build the future
A resilient performance against a record prior year and challenging
global macro-economic backdrop.

We have led our industry for nearly 40 years, specialising in STEM before anyone else – we are proud pioneers.
We accelerate careers, enrich lives and enable people to make a difference to the world around them – that goesfor our own colleagues as well as our candidates.

Net feeseNPS

Basic earnings
per share42.4p

43

Our People
Pages 28-31

Operating profit

Net cash

NPS

FY22: £78m

FY22: £65m

FY22: 52£83m

Engaging,
developingand empowering
our people.

FY22: 51

FY22: 41.0p

£76m

48

Delivering highquality customer
service supported
by investmentin the righttechnology.

Taking action on climate

8%reduction in CO2*
(FY22: 44% reduction*)
Science-based GHG reduction targets
approved for scopes 1, 2 & 3, aligned
to a 1.5°C scenario.

Doubled the share of
renewable business*

Our Places

Our Platform

Our People

Our Position

Lives positively
impacted

To be a leader in markets wechoose to serve

Create a world-classoperational platform
through data, technology
and infrastructure

Find, develop and retain
great people

Leverage our position in STEM
to deliver sustainable value toour candidates and clients(FY22: 32,970)

We focus our decision making
on disciplined investments into
target regions and STEM skill
verticals. Our global house ofwell-respected brands provides
us with deep STEM expertiseand broad networks of clientsand candidates.

We accelerate digitaltransformation to drive greater
operational excellence,
productivity and customer
experience. Using innovativetechnology and insightful data,
we enable knowledge-fuelled
consultants to perform attheir best.

We create a high-performance,inclusive culture. We invest
in talent acquisition strategy,
best training and development
initiatives, and offer competitive
reward and incentives to attract
the best talent in the bestmarkets.

Define what we want each of
our brands to be famous forand drive our reputation as theundeniable first choice for clientsand candidates within STEM.

Our FY24 goal
To grow Group market sharefaster than our peer group3 (on anet fee basis compared to FY19).

Our FY24 goal
In the short term, progression of
our conversion ratio4 is expected
to be affected by current macroeconomic headwinds.

Our FY24 goal
Achieve and maintain an upper
quartile eNPS in the professional
services sector/industry.

Our FY24 goal
To positively impact 150,000 lives
since FY19.

25,725

Through delivering
recruitment solutions
and community
programmes
in FY23.

(FY22: 88% growth*)
Through delivering STEM skills
required in the transition to a
low-carbon economy.
* Since FY19

Chief Financial Officer’s statement
Pages 34-37

1.	Read more about how we apply our purpose
in day-to-day activities and what progress weare making towards achieving SThree’s ESG
commitments in the case studies that feature
throughout this Annual Report. You can identify
these by looking for this QR code icon.

02

SThree plc

Our vision is to be the#1 STEM talent provider
in the best STEM markets.

We deliver our purpose through four strategic pillars

Group operational highlights in FY23

FY22: £431m

Our purpose is groundedin our ESG commitments,
which are focused on
encouraging diversity
in STEM (Sciences,Technology, Engineeringand Mathematics),
reducing our own
environmental impact
and contributing to a net
zero future by facilitating
green careers1.

Highlights

Group financial highlights in FY232£419m

Our purpose is focusedon making the mostof favourable market
megatrends and investingin our platform for future
operational excellence,
to allow us to provide a
quality service and deliver
sustainable value to ourstakeholders.

Our Position
Pages 32-33

In the mid to long term, we aim
to build a business that canachieve its conversion ratio at
21% or higher.

Our commitment to being a responsible
business (including TCFD) Pages 52-75

2.	The Group also uses alternative performancemeasures (APMs) to help explain its businessperformance. Further information on APMs,
including a reconciliation to the financialstatements (where appropriate), can be foundon pages 193 to 195.

3.

Peer group reflects top two to four listed peersin each region.

4.

See ‘Alternative performance measures’ notefor details on applied methodology, pages 193to 195.

Further reading
Strategy overview, pages 18 to 19

Annual Report and Accounts 202303