##### Table of Contents





UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, DC 20549





FORM 10-Q



|x | QUARTERLY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
|- | ---------------------------------------------------------------------------------------

For the quarterly period ended June 30, 2009

OR



| ̈ | TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
|- | ----------------------------------------------------------------------------------------

For the transition period from  to

Commission File Number 001-05519





CDI Corp.

(Exact name of registrant as specified in its charter)







|                         |  |                                        
|------------------------ |  | ---------------------------------------
|Pennsylvania             |  | 23-2394430                             
|(State of incorporation) |  | (I.R.S. Employer Identification Number)

1717 Arch Street, 35thFloor, Philadelphia, PA 19103-2768

(Address of principal executive offices)

(215) 569-2200

(Registrants telephone number, including area code)





Indicate by check mark whether the registrant
(1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and
(2) has been subject to such filing requirements for the past 90 days.

Yes  x    No   ̈

Indicate by check mark whether the registrant has
submitted electronically and posted on its corporate web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (Section 232.405 of this chapter) during the preceding 12 months (or for
shorter period that the registrant was required to submit and post such files).

Yes   ̈    No   ̈

Indicate by check mark whether the registrant is
a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See the definitions of large accelerated filer, accelerated filer and smaller reporting company in Rule
12b-2 of the Exchange Act.



|                           |  |                      |  |                                              |  |                             
|-------------------------- |  | -------------------- |  | -------------------------------------------- |  | ----------------------------
|Large accelerated filer   ̈ |  | Accelerated filer  x |  | Non-accelerated filer   ̈                     |  | Smaller reporting company   ̈
|                           |  |                      |  | (Do not check if a smallerreporting company) |  |                             

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).

Yes   ̈    No  x

The number of shares outstanding of each of the registrants classes of common stock as of July 31, 2009 was as follows:



|                                               |  |  |  |                  
|---------------------------------------------- |  |  |  | -----------------
|Common stock, $.10 par value per share         |  |  |  | 18,953,531 shares
|Class B common stock, $.10 par value per share |  |  |  | None             









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##### Table of Contents

CDI CORP.

TABLE OF CONTENTS



|                  |  |                       |  |                                                                                                          |  |   
|----------------- |  | --------------------- |  | -------------------------------------------------------------------------------------------------------- |  | --
|Part I:           |  | FINANCIAL INFORMATION |  |                                                                                                         
|                  |  |                       | 
|                  |  | Item 1.               |  | Financial Statements (Unaudited)                                                                         |  |   
|                  |  |                       | 
|                  |  |                       |  | Consolidated Balance Sheets as of June 30, 2009 and December 31, 2008                                    |  | 2 
|                  |  |                       | 
|                  |  |                       |  | Consolidated Statements of Operations for the three and six months ended June 30, 2009 and 2008          |  | 3 
|                  |  |                       | 
|                  |  |                       |  | Consolidated Statements of Shareholders Equity for the three and six months endedJune 30, 2009 and 2008 |  | 4 
|                  |  |                       | 
|                  |  |                       |  | Consolidated Statements of Cash Flows for the six months ended June 30, 2009 and 2008                    |  | 5 
|                  |  |                       | 
|                  |  |                       |  | Notes to Consolidated Financial Statements                                                               |  | 6 
|                  |  |                       | 
|                  |  | Item 2.               |  | Managements Discussion and Analysis of Financial Condition and Results of Operations                    |  | 15
|                  |  |                       | 
|                  |  | Item 3.               |  | Quantitative and Qualitative Disclosures about Market Risks                                              |  | 33
|                  |  |                       | 
|                  |  | Item 4.               |  | Controls and Procedures                                                                                  |  | 33
|                  |  |                      
|Part II:          |  | OTHER INFORMATION     |  |                                                                                                         
|                  |  |                       | 
|                  |  | Item 1.               |  | Legal Proceedings                                                                                        |  | 35
|                  |  |                       | 
|                  |  | Item 1A.              |  | Risk Factors                                                                                             |  | 35
|                  |  |                       | 
|                  |  | Item 2.               |  | Unregistered Sales of Equity Securities and Use of Proceeds                                              |  | 35
|                  |  |                       | 
|                  |  | Item 3.               |  | Defaults Upon Senior Securities                                                                          |  | 35
|                  |  |                       | 
|                  |  | Item 4.               |  | Submission of Matters to a Vote of Security Holders                                                      |  | 36
|                  |  |                       | 
|                  |  | Item 5.               |  | Other Information                                                                                        |  | 36
|                  |  |                       | 
|                  |  | Item 6.               |  | Exhibits                                                                                                 |  | 36
|                  | 
|SIGNATURE         |  | 37                   
|                  | 
|INDEX TO EXHIBITS |  | 38                   



1



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##### Table of Contents

PART 1. FINANCIAL INFORMATION



|Item 1. | FINANCIAL STATEMENTS(Unaudited)
|------- | -------------------------------

CDI CORP. AND SUBSIDIARIES

Consolidated Balance Sheets

(Unaudited)

(in thousands, except
share data)



|                                                                                                                                              |  |              |         |   |                  |   |         |  
|--------------------------------------------------------------------------------------------------------------------------------------------- |  | ------------ | ------- | - | ---------------- | - | ------- | -
|                                                                                                                                              |  | June 30,2009 |         |   | December 31,2008 |  
|Assets                                                                                                                                        |  |              |         |   |                  |   |         |  
|Current assets:                                                                                                                               |  |              |         |   |                  |   |         |  
|Cash and cash equivalents                                                                                                                     |  | $            | 77,932  |   |                  | $ | 61,761  |  
|Accounts receivable, less allowance for doubtful accounts of $6,731 - June 30, 2009; $6,614 - December 31, 2008                               |  |              | 182,277 |   |                  |   | 193,338 |  
|Prepaid expenses and other current assets                                                                                                     |  |              | 5,812   |   |                  |   | 7,499   |  
|Prepaid income taxes                                                                                                                          |  |              | 5,236   |   |                  |   | 4,267   |  
|Deferred income taxes                                                                                                                         |  |              | 6,646   |   |                  |   | 6,428   |  
|                                                                                                                                              |  |              |         |   |                  |   |         |  
|Total current assets                                                                                                                          |  |              | 277,903 |   |                  |   | 273,293 |  
|Property and equipment, net                                                                                                                   |  |              | 32,703  |   |                  |   | 33,974  |  
|Deferred income taxes                                                                                                                         |  |              | 6,453   |   |                  |   | 6,445   |  
|Goodwill and other intangibles                                                                                                                |  |              | 61,825  |   |                  |   | 59,523  |  
|Other non-current assets                                                                                                                      |  |              | 9,646   |   |                  |   | 9,964   |  
|                                                                                                                                              |  |              |         |   |                  |   |         |  
|Total assets                                                                                                                                  |  | $            | 388,530 |   |                  | $ | 383,199 |  
|                                                                                                                                              |  |              |         |   |                  |   |         |  
|Liabilities and Shareholders Equity                                                                                                          |  |              |         |   |                  |   |         |  
|Current liabilities:                                                                                                                          |  |              |         |   |                  |   |         |  
|Cash overdraft                                                                                                                                |  | $            | 3,880   |   |                  | $ | 1,965   |  
|Accounts payable                                                                                                                              |  |              | 27,052  |   |                  |   | 27,950  |  
|Withheld payroll taxes                                                                                                                        |  |              | 3,527   |   |                  |   | 1,291   |  
|Accrued compensation and related expenses                                                                                                     |  |              | 33,467  |   |                  |   | 32,425  |  
|Other accrued expenses and other current liabilities                                                                                          |  |              | 13,088  |   |                  |   | 16,362  |  
|                                                                                                                                              |  |              |         |   |                  |   |         |  
|Total current liabilities                                                                                                                     |  |              | 81,014  |   |                  |   | 79,993  |  
|Deferred compensation and other non-current liabilities                                                                                       |  |              | 11,599  |   |                  |   | 11,821  |  
|                                                                                                                                              |  |              |         |   |                  |   |         |  
|Total liabilities                                                                                                                             |  |              | 92,613  |   |                  |   | 91,814  |  
|                                                                                                                                              |  |              |         |   |                  |   |         |  
|Commitments and Contingencies (Note 10)                                                                                                       |  |              |         |   |                  |   |         |  
|Shareholders equity:                                                                                                                         |  |              |         |   |                  |   |         |  
|Preferred stock, $.10 par value - authorized 1,000,000 shares; none issued                                                                    |  |              |        |   |                  |   |        |  
|Common stock, $.10 par value - authorized 100,000,000 shares; issued 21,409,706 shares - June 30, 2009; 21,361,408 shares - December 31, 2008 |  |              | 2,141   |   |                  |   | 2,136   |  
|Class B common stock, $.10 par value - authorized 3,174,891 shares; none issued                                                               |  |              |        |   |                  |   |        |  
|Additional paid-in-capital                                                                                                                    |  |              | 56,268  |   |                  |   | 54,377  |  
|Retained earnings                                                                                                                             |  |              | 293,192 |   |                  |   | 298,981 |  
|Accumulated other comprehensive loss                                                                                                          |  |              | (3,470  | ) |                  |   | (11,743 | )
|Less common stock in treasury, at cost - 2,456,175 shares at June 30, 2009 and December 31, 2008                                              |  |              | (52,366 | ) |                  |   | (52,366 | )
|                                                                                                                                              |  |              |         |   |                  |   |         |  
|Total CDI shareholders equity                                                                                                                |  |              | 295,765 |   |                  |   | 291,385 |  
|Noncontrolling interest (Note 6)                                                                                                              |  |              | 152     |   |                  |   |        |  
|                                                                                                                                              |  |              |         |   |                  |   |         |  
|Total shareholders equity                                                                                                                    |  |              | 295,917 |   |                  |   | 291,385 |  
|                                                                                                                                              |  |              |         |   |                  |   |         |  
|Total liabilities and shareholders equity                                                                                                    |  | $            | 388,530 |   |                  | $ | 383,199 |  
|                                                                                                                                              |  |              |         |   |                  |   |         |  

See accompanying notes to consolidated financial statements.



2



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##### Table of Contents

CDI CORP. AND SUBSIDIARIES

Consolidated Statements of Operations

(Unaudited)

(in thousands, except per share data)



|                                                                |  |                            |         |                          |      |   |         |  |   |         |   |  |   |        
|--------------------------------------------------------------- |  | -------------------------- | ------- | ------------------------ | ---- | - | ------- |  | - | ------- | - |  | - | -------
|                                                                |  | Three Months EndedJune 30, |         | Six Months EndedJune 30,
|                                                                |  | 2009                       |         |                          | 2008 |   | 2009    |  |   | 2008   
|Revenue                                                         |  | $                          | 215,426 |                          |      | $ | 289,211 |  | $ | 444,078 |   |  | $ | 583,091
|Cost of service                                                 |  |                            | 171,147 |                          |      |   | 221,629 |  |   | 352,372 |   |  |   | 444,254
|                                                                |  |                            |         |                          |      |   |         |  |   |         |   |  |   |        
|Gross profit                                                    |  |                            | 44,279  |                          |      |   | 67,582  |  |   | 91,706  |   |  |   | 138,837
|Operating and administrative expenses                           |  |                            | 43,751  |                          |      |   | 56,826  |  |   | 91,829  |   |  |   | 117,118
|                                                                |  |                            |         |                          |      |   |         |  |   |         |   |  |   |        
|Operating profit (loss)                                         |  |                            | 528     |                          |      |   | 10,756  |  |   | (123    | ) |  |   | 21,719 
|Other income (expense), net                                     |  |                            | (143    | )                        |      |   | 613     |  |   | 116     |   |  |   | 1,861  
|Equity in losses from affiliated companies                      |  |                            | (279    | )                        |      |   |        |  |   | (581    | ) |  |   |       
|                                                                |  |                            |         |                          |      |   |         |  |   |         |   |  |   |        
|Earnings (loss) before income taxes                             |  |                            | 106     |                          |      |   | 11,369  |  |   | (588    | ) |  |   | 23,580 
|Income tax expense                                              |  |                            | 50      |                          |      |   | 4,390   |  |   | 276     |   |  |   | 8,677  
|                                                                |  |                            |         |                          |      |   |         |  |   |         |   |  |   |        
|Net earnings (loss)                                             |  |                            | 56      |                          |      |   | 6,979   |  |   | (864    | ) |  |   | 14,903 
|Less: loss attributable to the noncontrolling interest (Note 6) |  |                            | (3      | )                        |      |   |        |  |   | (3      | ) |  |   |       
|                                                                |  |                            |         |                          |      |   |         |  |   |         |   |  |   |        
|Net earnings (loss) attributable to CDI                         |  | $                          | 59      |                          |      | $ | 6,979   |  | $ | (861    | ) |  | $ | 14,903 
|                                                                |  |                            |         |                          |      |   |         |  |   |         |   |  |   |        
|Basic net earnings (loss) attributable to CDI per share         |  | $                          | 0.00    |                          |      | $ | 0.34    |  | $ | (0.05   | ) |  | $ | 0.73   
|                                                                |  |                            |         |                          |      |   |         |  |   |         |   |  |   |        
|Diluted net earnings (loss) attributable to CDI per share       |  | $                          | 0.00    |                          |      | $ | 0.34    |  | $ | (0.05   | ) |  | $ | 0.73   
|                                                                |  |                            |         |                          |      |   |         |  |   |         |   |  |   |        

See accompanying notes to consolidated financial statements.



3



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CDI CORP. AND SUBSIDIARIES

Consolidated Statements of Shareholders Equity

(Unaudited)

(in thousands)



|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|-------------------------------------------------------------------------- |  | -------------------------- | ------- | - | ------------------------ | - | ------- | ---- |  | - | ------- | - |  | - | ------- | -
|                                                                           |  | Three Months EndedJune 30, |         |   | Six Months EndedJune 30, |  
|                                                                           |  | 2009                       |         |   | 2008                     |   |         | 2009 |  |   | 2008    |  
|Common stock                                                               |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Beginning of period                                                        |  | $                          | 2,139   |   |                          | $ | 2,134   |      |  | $ | 2,136   |   |  | $ | 2,130   |  
|Stock purchase plan                                                        |  |                            | 2       |   |                          |   | 1       |      |  |   | 2       |   |  |   | 1       |  
|Time-vested deferred stock, stock appreciation rights and restricted stock |  |                            |        |   |                          |   | 1       |      |  |   | 3       |   |  |   | 5       |  
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|End of period                                                              |  | $                          | 2,141   |   |                          | $ | 2,136   |      |  | $ | 2,141   |   |  | $ | 2,136   |  
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Additional paid-in-capital                                                 |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Beginning of period                                                        |  | $                          | 55,393  |   |                          | $ | 51,933  |      |  | $ | 54,377  |   |  | $ | 50,898  |  
|Exercise of stock options                                                  |  |                            |        |   |                          |   | 51      |      |  |   |        |   |  |   | 51      |  
|Stock-based compensation                                                   |  |                            | 992     |   |                          |   | 938     |      |  |   | 2,283   |   |  |   | 2,001   |  
|Tax expense from stock plans                                               |  |                            | (117    | ) |                          |   | (7      | )    |  |   | (392    | ) |  |   | (35     | )
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|End of period                                                              |  | $                          | 56,268  |   |                          | $ | 52,915  |      |  | $ | 56,268  |   |  | $ | 52,915  |  
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Retained earnings                                                          |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Beginning of period                                                        |  | $                          | 295,596 |   |                          | $ | 295,186 |      |  | $ | 298,981 |   |  | $ | 289,908 |  
|Net earnings (loss) attributable to CDI                                    |  |                            | 59      |   |                          |   | 6,979   |      |  |   | (861    | ) |  |   | 14,903  |  
|Dividends paid to shareholders                                             |  |                            | (2,463  | ) |                          |   | (2,638  | )    |  |   | (4,928  | ) |  |   | (5,284  | )
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|End of period                                                              |  | $                          | 293,192 |   |                          | $ | 299,527 |      |  | $ | 293,192 |   |  | $ | 299,527 |  
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Accumulated other comprehensive income (loss)                              |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Beginning of period                                                        |  | $                          | (13,509 | ) |                          | $ | 13,814  |      |  | $ | (11,743 | ) |  | $ | 14,426  |  
|Translation adjustments                                                    |  |                            | 10,039  |   |                          |   | 93      |      |  |   | 8,273   |   |  |   | (519    | )
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|End of period                                                              |  | $                          | (3,470  | ) |                          | $ | 13,907  |      |  | $ | (3,470  | ) |  | $ | 13,907  |  
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Treasury stock                                                             |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Beginning of period                                                        |  | $                          | (52,366 | ) |                          | $ | (24,166 | )    |  | $ | (52,366 | ) |  | $ | (22,384 | )
|Shares repurchased                                                         |  |                            |        |   |                          |   |        |      |  |   |        |   |  |   | (1,782  | )
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|End of period                                                              |  | $                          | (52,366 | ) |                          | $ | (24,166 | )    |  | $ | (52,366 | ) |  | $ | (24,166 | )
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Noncontrolling interest                                                    |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Beginning of period                                                        |  | $                          |        |   |                          | $ |        |      |  | $ |        |   |  | $ |        |  
|Contribution from the noncontrolling interest to joint venture (Note 6)    |  |                            | 152     |   |                          |   |        |      |  |   | 152     |   |  |   |        |  
|Translation adjustments                                                    |  |                            | 3       |   |                          |   |        |      |  |   | 3       |   |  |   |        |  
|Net loss attributable to noncontrolling interest                           |  |                            | (3      | ) |                          |   |        |      |  |   | (3      | ) |  |   |        |  
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Total                                                                      |  | $                          | 152     |   |                          | $ |        |      |  | $ | 152     |   |  | $ |        |  
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Comprehensive income (loss)                                                |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Net earnings (loss) attributable to CDI                                    |  | $                          | 59      |   |                          | $ | 6,979   |      |  | $ | (861    | ) |  | $ | 14,903  |  
|Translation adjustments attributable to CDI                                |  |                            | 10,039  |   |                          |   | 93      |      |  |   | 8,273   |   |  |   | (519    | )
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Comprehensive income (loss) attributable to CDI                            |  |                            | 10,098  |   |                          |   | 7,072   |      |  |   | 7,412   |   |  |   | 14,384  |  
|Net loss attributable to noncontrolling interest                           |  |                            | (3      | ) |                          |   |        |      |  |   | (3      | ) |  |   |        |  
|Translation adjustments attributable to noncontrolling interest            |  |                            | 3       |   |                          |   |        |      |  |   | 3       |   |  |   |        |  
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Comprehensive income (loss) attributable to noncontrolling interest        |  |                            |        |   |                          |   |        |      |  |   |        |   |  |   |        |  
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Total comprehensive income (loss)                                          |  | $                          | 10,098  |   |                          | $ | 7,072   |      |  | $ | 7,412   |   |  | $ | 14,384  |  
|                                                                           |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  

See accompanying notes to consolidated financial statements.



4



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CDI CORP. AND SUBSIDIARIES

Consolidated Statements of Cash Flows

(Unaudited)

(in thousands)



|                                                                                       |  |                          |        |   |      |   |         |  
|-------------------------------------------------------------------------------------- |  | ------------------------ | ------ | - | ---- | - | ------- | -
|                                                                                       |  | Six Months EndedJune 30, |       
|                                                                                       |  | 2009                     |        |   | 2008 |  
|Operating activities:                                                                  |  |                          |        |   |      |   |         |  
|Net earnings (loss)                                                                    |  | $                        | (864   | ) |      | $ | 14,903  |  
|Adjustments to reconcile net earnings (loss) to cash provided by operating activities: |  |                          |        |   |      |   |         |  
|Depreciation                                                                           |  |                          | 5,468  |   |      |   | 5,698   |  
|Amortization                                                                           |  |                          | 270    |   |      |   |        |  
|Deferred income taxes                                                                  |  |                          | (226   | ) |      |   | 589     |  
|Equity in losses of affiliated companies                                               |  |                          | 581    |   |      |   |        |  
|Stock-based compensation                                                               |  |                          | 1,573  |   |      |   | 2,010   |  
|Foreign currency options                                                               |  |                          | 18     |   |      |   | (35     | )
|Changes in operating assets and liabilities:                                           |  |                          |        |   |      |   |         |  
|Accounts receivable, net                                                               |  |                          | 13,860 |   |      |   | (3,899  | )
|Prepaid expenses                                                                       |  |                          | 1,833  |   |      |   | (1,034  | )
|Accounts payable                                                                       |  |                          | (1,018 | ) |      |   | (2,773  | )
|Accrued expenses and other current liabilities                                         |  |                          | (603   | ) |      |   | (8,223  | )
|Income taxes receivable/payable                                                        |  |                          | (1,361 | ) |      |   | 751     |  
|Other assets, non-current liabilities and other                                        |  |                          | 226    |   |      |   | 223     |  
|                                                                                       |  |                          |        |   |      |   |         |  
|Net cash provided by operating activities                                              |  |                          | 19,757 |   |      |   | 8,210   |  
|                                                                                       |  |                          |        |   |      |   |         |  
|Investing activities:                                                                  |  |                          |        |   |      |   |         |  
|Additions to property and equipment                                                    |  |                          | (3,946 | ) |      |   | (5,958  | )
|Investment in trademarks                                                               |  |                          |       |   |      |   | (1,726  | )
|Other                                                                                  |  |                          | 274    |   |      |   | 323     |  
|                                                                                       |  |                          |        |   |      |   |         |  
|Net cash used in investing activities                                                  |  |                          | (3,672 | ) |      |   | (7,361  | )
|                                                                                       |  |                          |        |   |      |   |         |  
|Financing activities:                                                                  |  |                          |        |   |      |   |         |  
|Dividends paid to shareholders                                                         |  |                          | (4,928 | ) |      |   | (5,283  | )
|Shares repurchased under the stock repurchase program                                  |  |                          |       |   |      |   | (1,782  | )
|Cash overdraft                                                                         |  |                          | 1,915  |   |      |   | 640     |  
|Proceeds from exercises of employee stock options                                      |  |                          |       |   |      |   | 51      |  
|Tax benefit from equity compensation plans                                             |  |                          |       |   |      |   | 10      |  
|                                                                                       |  |                          |        |   |      |   |         |  
|Net cash used in financing activities                                                  |  |                          | (3,013 | ) |      |   | (6,364  | )
|                                                                                       |  |                          |        |   |      |   |         |  
|Effect of exchange rate changes on cash                                                |  |                          | 3,099  |   |      |   | (121    | )
|                                                                                       |  |                          |        |   |      |   |         |  
|Net increase (decrease) in cash and cash equivalents                                   |  |                          | 16,171 |   |      |   | (5,636  | )
|Cash and cash equivalents at beginning of period                                       |  |                          | 61,761 |   |      |   | 127,059 |  
|                                                                                       |  |                          |        |   |      |   |         |  
|Cash and cash equivalents at end of period                                             |  | $                        | 77,932 |   |      | $ | 121,423 |  
|                                                                                       |  |                          |        |   |      |   |         |  
|Supplemental disclosure of cash flow information:                                      |  |                          |        |   |      |   |         |  
|Cash paid for income taxes, net                                                        |  | $                        | 1,254  |   |      | $ | 7,193   |  

See accompanying notes to consolidated financial statements.



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##### Table of Contents

CDI CORP. AND SUBSIDIARIES

Notes to Consolidated Financial Statements

(Amounts in thousands, except share and per share amounts, unless otherwise indicated)

(Unaudited)



|1. | Basis of Presentation
|-- | ---------------------

The accompanying consolidated interim
financial statements of CDI Corp. (CDI or the Company) are unaudited. The balance sheet as of December 31, 2008 is derived from the audited balance sheet of the Company at that date. These statements have been prepared
in accordance with the rules and regulations of the Securities and Exchange Commission pertaining to reports on Form 10-Q and should be read in conjunction with the Companys consolidated financial statements and the notes thereto for the year
ended December 31, 2008, as included in the Companys Form 10-K filed on March 11, 2009. Certain information and footnote disclosures normally included in financial statements prepared in accordance with generally accepted accounting
principles have been condensed or omitted pursuant to such rules and regulations. Certain prior period information has been reclassified to conform to the current period presentation. In addition, the consolidated statement of cash flows for the six
months ended June 30, 2008 was revised to reflect the investment in trademarks as an investing activity item rather than an operating activity item. The effect was to increase net cash provided by operating activities by $1,726 and
increase net cash used in investing activities by $1,726.

The consolidated financial statements for the unaudited interim periods presented include all
adjustments (consisting only of normal, recurring adjustments) necessary for a fair presentation of financial position, results of operations and cash flows for such interim periods.

The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions about future events. These
estimates and the related underlying assumptions affect the amounts of assets and liabilities reported, disclosures about contingent assets and liabilities, and reported amounts of revenues and expenses. Such estimates include the valuation of
accounts receivable, goodwill, intangible assets, and other long-lived assets, legal contingencies and assumptions used in the calculations of income taxes. These estimates and assumptions are based on managements estimates and judgment.
Management evaluates its estimates and assumptions on an ongoing basis using historical experience and other factors, including the current economic environment, which management believes to be reasonable under the circumstances. Management adjusts
such estimates and assumptions when facts and circumstances dictate. Illiquid credit markets, volatile foreign currency and energy markets and declines in consumer spending have combined to increase the uncertainty inherent in such estimates and
assumptions. As future events and their effects cannot be determined with precision, actual results will differ, and could differ significantly, from these estimates. Results for the three and six months ended June 30, 2009 are not necessarily
indicative of results that may be expected for the full year.



|2. | Recent Accounting Pronouncements
|-- | --------------------------------

Effective January 1, 2008,
the Company adopted the provisions of Statement of Financial Accounting Standards (SFAS) No. 157, Fair Value Measurements (SFAS No. 157) for financial assets and liabilities, as well as for any other assets and
liabilities that are carried at fair value on a recurring basis. Effective January 1, 2009, the Company adopted the provisions of SFAS No. 157 for nonfinancial assets and liabilities. SFAS No. 157 defines fair value, establishes a
framework for measuring fair value in generally accepted accounting principles and expands disclosures about fair value measurements. The adoption of SFAS No. 157 did not have a material impact on the Companys consolidated financial
statements. (See Note 3  Fair Value Disclosures for additional information on fair value measurements.)

Effective January 1, 2009, the Company
adopted the provisions of SFAS No. 161, Disclosures about Derivative Instruments and Hedging Activities, an amendment of SFAS No. 133(SFAS No. 161). SFAS No. 161 changes the disclosure requirements for
derivative instruments and hedging activities. The adoption of SFAS No. 161 did not have a material impact on the Companys consolidated financial statements. (See Note 4  Derivative Instruments for additional information on
derivative instruments.)

Effective January 1, 2009, the Company adopted the provisions of Financial Accounting Standards Board (FASB)
Staff Position (FSP) No. 142-3, Determination of the Useful Life of Intangible Assets(FSP No. 142-3). FSP No. 142-3 amends the factors that an entity should consider in developing renewal or extension
assumptions used in determining the useful life of recognized intangible assets under SFAS No. 142,Goodwill and Other Intangible Assets (SFAS No. 142). The adoption of FSP No. 142-3 did not have a material impact
on the Companys consolidated financial statements.

Effective January 1, 2009, the Company adopted the provisions of FSP Emerging Issues Task
Force (EITF) No. 03-6-1, Determining Whether Instruments Granted in Share-Based Payment Transactions Are Participating Securities (FSP EITF No. 03-06-1), which clarifies EITF No. 03-6,
Participating Securities and the Two-Class Method Under FAS No. 128. Under FSP EITF No. 03-06-1, unvested share-based payment awards that contain rights to receive non-forfeitable dividends (whether paid or unpaid) are
considered participating securities, and the two-class method of computing earnings per share is required for all periods presented. The



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CDI CORP. AND SUBSIDIARIES

Notes to Consolidated Financial Statements

(Amounts in thousands, except share and
per share amounts, unless otherwise indicated)

(Unaudited)



impact of the new method is immaterial and therefore the Company has not disclosed a reconciliation between the treasury stock method and the two class
method.

Effective June 30, 2009, the Company adopted the provisions of SFAS No. 165, Subsequent Events(SFAS No. 165).
SFAS No. 165 defines: the period after the balance sheet date during which management of a reporting entity should evaluate events or transactions that may require potential recognition or disclosure in the financial statements; the
circumstances under which an entity should recognize events or transactions occurring after the balance sheet date in its financial statements; and the disclosures that an entity should make about events or transactions that occurred after the
balance sheet date. The adoption of SFAS No. 165 did not have a material impact on the Companys consolidated financial statements.

In July 2009, the FASB issued SFAS No. 168, The FASB Accounting Standards CodificationTMand the Hierarchy of Generally Accepted Accounting Principles a replacement of FASB Statement No. 162(SFAS No. 168). Pursuant to SFAS
No. 168, the FASB Codification will become the sole source of authoritative US GAAP and all references to authoritative literature will need to be in the codification format. The provisions of SFAS No. 168 will be effective for the
Companys third fiscal quarter beginning July 1, 2009 and is not expected to have a material impact on the Companys consolidated financial statements.



|3. | Fair Value Disclosures
|-- | ----------------------

The Company is exposed to risks associated
with foreign currency fluctuations. The Companys exposure to foreign currency fluctuations relates primarily to its operations denominated in British pounds sterling and Canadian dollars. Exchange rate fluctuations impact the US dollar value
of reported earnings derived from these foreign operations as well as the Companys investment in the net assets related to these operations. The Company engages in hedging activities with respect to certain of its foreign operations.

During the first quarter of 2009, the Company entered into zero cost collar option contracts (options) to hedge portions of its British pound
sterling and Canadian dollar currency forecasted earnings. The options were for various amounts in local currency on a quarterly basis and expire respectively at the end of the first, second and third quarters in 2009. During the second quarter of
2009, the Company unwound the British pound sterling options set to expire in the second and third quarters, and entered into an option to hedge portions of its forecasted earnings in Canadian dollars for the fourth quarter. During the first quarter
of 2008, the Company entered into zero cost collar option contracts to hedge portions of its British pound sterling, Euro, Canadian dollar and Australian dollar currency forecasted earnings. The options were for various amounts in local currency on
a quarterly basis and expired respectively at the end of the first, second, third and fourth quarters in 2008. These options have a range of foreign exchange rates, which provide a hedge against foreign results that are translated at rates outside
the range. These options do not have a premium. Under SFAS No. 133, Accounting for Derivative Instruments and Hedging Activities(SFAS No. 133), these instruments are accounted for at fair value. Because the
Company could not designate these options as hedges for accounting purposes, foreign exchange revaluation gains or losses are reflected in earnings currently, while the impact of translating the foreign based income into US dollars is recognized
throughout the year. For the six months ended June 30, 2009, the Company recorded a net loss of $64 related to these options, consisting of a realized loss of $46 and an unrealized loss of $18. The net losses were recorded in other income
(expense), net in the consolidated statements of operations. For the six months ended June 30, 2008, the Company recorded a net gain of $69 related to these options, consisting of a realized gain of $34 and an unrealized gain of $35. The net
gains were recorded in other income (expense), net in the consolidated statements of operations.

The Company maintains a nonqualified Deferred
Compensation Plan for highly compensated employees. The assets of the plan are held in the name of CDI at a third party financial institution. Separate accounts are maintained for each participant to reflect the amounts deferred by the participant
and all earnings and losses on those deferred amounts. The plan assets are recorded in other non-current assets and the related liability amounts are recorded in deferred compensation and other non-current liabilities in the consolidated balance
sheets. The following tables outline by major category, the assets and liabilities measured at fair value on a recurring basis as of December 31, 2008 and June 30, 2009:



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CDI CORP. AND SUBSIDIARIES

Notes to Consolidated Financial Statements

(Amounts in thousands, except share and
per share amounts, unless otherwise indicated)

(Unaudited)



|                                                       |  |                                        |       |   |                                                             |   |                                             |  |   |                                         |   |  |   |  
|------------------------------------------------------ |  | -------------------------------------- | ----- | - | ----------------------------------------------------------- | - | ------------------------------------------- |  | - | --------------------------------------- | - |  | - | -
|                                                       |  |                                        |       |   | Fair Value Measurements At June 30, 2009 Using             
|Description                                            |  | Fair ValueMeasurements atJune 30, 2009 |       |   | Quoted Prices inActive Markets forIdentical Assets(Level 1) |   | Significant OtherObservable Inputs(Level 2) |  |   | SignificantUnobservable Inputs(Level 3)
|Assets                                                 |  |                                        |       |   |                                                             |   |                                             |  |   |                                         |   |  |   |  
|Foreign currency zero cost option contracts            |  | $                                      | (18   | ) |                                                             | $ |                                            |  | $ | (18                                     | ) |  | $ | 
|Mutual funds included in deferred compensation plan(1) |  |                                        | 5,983 |   |                                                             |   | 5,983                                       |  |   |                                        |   |  |   | 
|                                                       |  |                                        |       |   |                                                             |   |                                             |  |   |                                         |   |  |   |  
|Total assets                                           |  | $                                      | 5,965 |   |                                                             | $ | 5,983                                       |  | $ | (18                                     | ) |  | $ | 
|                                                       |  |                                        |       |   |                                                             |   |                                             |  |   |                                         |   |  |   |  



|(1) | Included in deferred compensation and other non-current liabilities in the consolidated balance sheet is a corresponding liability of the same amount reflecting
balances owed to plan participants.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|                                                       |  |                                            |       |                                                             |   |                                             |  |                                         |   |  |   |  
|------------------------------------------------------ |  | ------------------------------------------ | ----- | ----------------------------------------------------------- | - | ------------------------------------------- |  | --------------------------------------- | - |  | - | -
|                                                       |  |                                            |       | Fair Value Measurements At December 31, 2008 Using         
|Description                                            |  | Fair ValueMeasurements atDecember 31, 2008 |       | Quoted Prices inActive Markets forIdentical Assets(Level 1) |   | Significant OtherObservable Inputs(Level 2) |  | SignificantUnobservable Inputs(Level 3)
|Assets                                                 |  |                                            |       |                                                             |   |                                             |  |                                         |   |  |   |  
|Mutual funds included in deferred compensation plan(1) |  | $                                          | 5,415 |                                                             | $ | 5,415                                       |  | $                                       |  |  | $ | 
|                                                       |  |                                            |       |                                                             |   |                                             |  |                                         |   |  |   |  
|Total assets                                           |  | $                                          | 5,415 |                                                             | $ | 5,415                                       |  | $                                       |  |  | $ | 
|                                                       |  |                                            |       |                                                             |   |                                             |  |                                         |   |  |   |  



|(1) | Included in deferred compensation and other non-current liabilities in the consolidated balance sheet is a corresponding liability of the same amount reflecting
balances owed to plan participants.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|4. | Derivative Instruments
|-- | ----------------------

The Companys reported financial
condition and results of operations are exposed to the effects (both positive and negative) that fluctuating exchange rates have on the process of translating the financial statements of international operations, which are denominated in currencies
other than the US dollar, into the US dollar. CDIs exposure to foreign currency fluctuation risk relates primarily to operations denominated in British pounds sterling and Canadian dollars. Exchange rate fluctuations impact the US dollar value
of reported earnings derived from these foreign operations as well as the Companys investment in the net assets related to these operations.

As
disclosed in Note 3  Fair Value Disclosures, the Company has entered into zero cost collar option contracts. The notional principal of the options at June 30, 2009 was $1.6 million when converted to US dollars. If all counterparties
failed to perform according to the terms of the option contracts, based on the June 30, 2009 currency exchange rates, the Company would have no exposure.



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CDI CORP. AND SUBSIDIARIES

Notes to Consolidated Financial Statements

(Amounts in thousands, except share and
per share amounts, unless otherwise indicated)

(Unaudited)



The following table shows the total fair value of the foreign currency zero cost option contracts included in the
Companys consolidated balance sheet:



|                                                                    |  |                                           |  |                                    |    |                       |                                                    |            |   |   
|------------------------------------------------------------------- |  | ----------------------------------------- |  | ---------------------------------- | -- | --------------------- | -------------------------------------------------- | ---------- | - | --
|                                                                    |  | Fair Value of Derivative Instruments     
|                                                                    |  | Asset DerivativesJune 30, 2009            |  | Liability DerivativesJune 30,
2009
|                                                                    |  | Balance SheetLocation                     |  | Fair Value                         |    | Balance SheetLocation |                                                    | Fair Value
|Derivatives not designated as hedging instrumentsunder SFAS No. 133 |  |                                           |  |                                    |    |                       |                                                    |            |   |   
|Foreign currency zero cost option contracts                         |  | Prepaid expenses and other current assets |  | $                                  | 24 |                       | Other accrued expensesand other currentliabilities |            | $ | 42

The following table shows the effect of the foreign currency zero cost option contracts included in the
Companys consolidated statements of operations:

Effect of Derivative Instruments on the Consolidated Statements of Operations

During the Three and Six Months ended June 30, 2009



|                                                                     |  |                                                    |  |                                                                                            |     |                                                                                          |   |   
|-------------------------------------------------------------------- |  | -------------------------------------------------- |  | ------------------------------------------------------------------------------------------ | --- | ---------------------------------------------------------------------------------------- | - | --
|                                                                     |  | Location of lossrecognized in incomeon
derivatives |  | Amount of loss recognizedin income on
derivativesduring thethree months endedJune 30, 2009 |     | Amount of loss recognizedin income on derivativesduring thesix months endedJune 30,
2009
|Derivatives not designated as hedging instruments under SFAS No. 133 |  |                                                    |  |                                                                                            |     |                                                                                          |   |   
|Foreign currency zero cost option contracts                          |  | Interest income and other expenses, net            |  | $                                                                                          | 231 |                                                                                          | $ | 64



|5. | Goodwill and Other Intangible Assets
|-- | ------------------------------------

In accordance with SFAS
No. 142, the Company performs its annual goodwill and other intangible assets impairment testing by reporting unit in the third quarter, or whenever events occur or circumstances change, such as an adverse change in business climate or a
material decline in the industries that the Company serves, that would more likely than not reduce the fair value of a reporting unit below its carrying amount.

During the first quarter of 2009, the Company observed continued deterioration in the general business environment, increasing instability of the credit markets and the resulting adverse effect on the industries that the Company serves.
Additionally, the Companys stock price continued to decline during the first quarter of 2009, and the Companys market capitalization was below its book value at March 31, 2009. These adverse changes were determined to be a
triggering event, which indicated that a potential impairment may have occurred.

As of March 31, 2009, the Company performed impairment testing under
the provisions of SFAS No. 142. The first step of the impairment test required that the Company determine the fair value of each reporting unit and compare the fair value to the reporting units carrying amount. The Company used a dual
approach to determine the fair value of its reporting units. The Company first used the income approach, which was based on the present value of discounted cash flows and terminal value projected for each reporting unit. The income approach required
significant judgments, including the projected results of operations, the weighted average cost of capital (WACC) used to discount the cash flows and terminal value assumptions. The WACC was determined based on the Companys capital
structure, cost of capital, inherent business risk profile and long-term growth expectations, as reflected in the



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CDI CORP. AND SUBSIDIARIES

Notes to Consolidated Financial Statements

(Amounts in thousands, except share and
per share amounts, unless otherwise indicated)

(Unaudited)



terminal value. The Company used peer group market multiples to validate the reasonableness of the fair values as determined using the income approach.

The Company then corroborated the reasonableness of the total fair value of the reporting units by reconciling the aggregate fair values of the reporting
units to the Companys total market capitalization, adjusted to include an estimated control premium. The estimated control premium was based on reviewing observable transactions involving the purchase of controlling interests in comparable
companies. The Company calculated the market capitalization using the average closing stock price for a period of days prior to the test date of March 31, 2009. The results of the market capitalization approach further supported the
Companys income approach.

As a result of the first step of the impairment test, the Company determined that there was no goodwill impairment as of
March 31, 2009. No triggering events for impairment testing were identified for the quarter ended June 30, 2009. The Company will continue to closely monitor the recoverability of its goodwill assets.

The following table summarizes the changes in the Companys carrying value of goodwill and other intangible assets by reportable segment from December 31, 2008
to June 30, 2009:



|                                            |  |                            |        |              |   |      |                        |  |                         |       |  |   |       
|------------------------------------------- |  | -------------------------- | ------ | ------------ | - | ---- | ---------------------- |  | ----------------------- | ----- |  | - | ------
|                                            |  | Balance atDecember 31,2008 |        | Amortization |   |      | TranslationAdjustments |  | Balance atJune 30, 2009
|Goodwill                                    |  |                            |        |              |   |      |                        |  |                         |       |  |   |       
|CDI - Enginering Solutions (ES)           |  | $                          | 22,179 |              | $ |     |                        |  | $                       |      |  | $ | 22,179
|CDI - AndersElite (Anders)                |  |                            | 17,873 |              |   |     |                        |  |                         | 2,284 |  |   | 20,157
|Management Recruiters International (MRI) |  |                            | 9,431  |              |   |     |                        |  |                         | 288   |  |   | 9,719 
|                                            |  |                            |        |              |   |      |                        |  |                         |       |  |   |       
|Total goodwill                              |  |                            | 49,483 |              |   |     |                        |  |                         | 2,572 |  |   | 52,055
|                                            |  |                            |        |              |   |      |                        |  |                         |       |  |   |       
|Other intangible assets                     |  |                            |        |              |   |      |                        |  |                         |       |  |   |       
|MRI - Trademarks                            |  |                            | 2,165  |              |   |     |                        |  |                         |      |  |   | 2,165 
|ES - Customer Relationship                  |  |                            | 7,875  |              |   | (270 | )                      |  |                         |      |  |   | 7,605 
|                                            |  |                            |        |              |   |      |                        |  |                         |       |  |   |       
|Total goodwill and other intangible assets  |  | $                          | 59,523 |              | $ | (270 | )                      |  | $                       | 2,572 |  | $ | 61,825
|                                            |  |                            |        |              |   |      |                        |  |                         |       |  |   |       



|6. | Joint Venture
|-- | -------------

In the second quarter of 2008, the Company announced
the formation of a new company, called CDI  Pycopsa Ingeniería y Construcción, S. de R.L. de C.V. (the joint venture) with Proyectos y Construcciónes del Puerto, S.A. de C.V. (Pycopsa), a
Mexico-based construction and industrial maintenance company. In June 2009, the joint venture began operations. The Company owns a 79% interest and Pycopsa owns a 21% interest in the joint venture. The Company contributed $204 of cash, $260 of fixed
assets and $95 of other noncash assets to the joint venture. Pycopsa contributed $152 of fixed assets and other noncash assets to the joint venture. The joint venture had a pre-tax loss of $13 for the month ended June 30, 2009.

Beginning on June 1, 2009, the results of operations of the joint venture are included in the Companys consolidated statements of operations, under the
provisions of SFAS 160, Noncontrolling Interests in Consolidated Financial Statements. The Company disclosed the $152 noncontrolling interest of Pycopsa in the joint venture as a separate line item in the equity section of its consolidated
balance sheet and by eliminating earnings or losses attributable to the noncontrolling interest in its consolidated statements of operations.



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CDI CORP. AND SUBSIDIARIES

Notes to Consolidated Financial Statements

(Amounts in thousands, except share and
per share amounts, unless otherwise indicated)

(Unaudited)



|7. | Short-term Borrowings
|-- | ---------------------

On November 10, 2008, the Company
executed an amended and restated credit agreement with JP Morgan Chase Bank, N.A. The credit agreement further extends CDIs existing committed, unsecured $45 million revolving line of credit facility until November 9, 2009.

Interest on borrowings under the facility are based on either a Eurodollar rate or an Alternate Base Rate (which is the greater of (i) the banks
prime rate, (ii) the Federal Funds rate plus 0.5% and (iii) the one-month LIBO rate), as chosen by the Company each time it wishes to borrow funds. The interest rate in the case of Eurodollar-based borrowings is the LIBO rate plus a number
of basis points (ranging from 1.15% to 1.75%) depending on the Companys leverage ratio (which is defined as the ratio of consolidated indebtedness to consolidated EBITDA). The interest rate in the case of Alternate Base Rate borrowings is the
Alternate Base Rate (plus 0.25% if the Companys leverage ratio equals or exceeds 2.0). Any Eurodollar-based borrowing must be in a minimum principal amount of $2,000 and any Alternate Base Rate loan must be in a minimum principal amount of
$100.

The restrictive covenants contained in the credit agreement limit the Company with respect to, among other things, subsidiary indebtedness, creating
liens on its assets, mergers or consolidations, disposition of assets other than in the ordinary course of business, acquisitions and investments. Additionally, the Company is required by the agreement to maintain a minimum Adjusted EBITDA (as
defined in the credit agreement) to interest and rent expense ratio of 1.5 to 1.0, not exceed a maximum Debt to Consolidated EBITDA (as defined in the credit agreement) ratio of 2.5 to 1.0 and maintain a minimum shareholders equity balance.

During the six months ended June 30, 2009, the Company did not have any outstanding borrowings under the revolving credit facility and was in
compliance with all covenants under the credit agreement. Additionally, the Company has a $10.2 million uncommitted, demand unsecured line of credit with Brown Brothers Harriman & Co., under which the bank issues, at its sole discretion,
standby letters of credit to the Company. At June 30, 2009, the Company had $6.8 million of outstanding letters of credit issued against this line of credit.



|8. | Earnings (Loss) Attributable to CDI Per Share
|-- | ---------------------------------------------

Both basic and
diluted earnings (loss) attributable to CDI per share (EPS) for all periods are calculated based on the reported earnings (loss) attributable to CDI in the Companys consolidated statements of operations.

On February 26, 2008, CDIs Board of Directors authorized the repurchase of up to $50 million of the Companys outstanding common stock. Repurchases will
be made from time to time depending upon the Companys share price and other relevant factors. Repurchases may be made in the open market or through privately negotiated transactions. The Company is not required to repurchase any specific
number of shares and the Company may terminate the repurchase program at any time. During the six months ended June 30, 2009, the Company did not repurchase any common stock.

The number of common shares used to calculate basic and diluted earnings (loss) attributable to CDI per share for the three and six months ended June 30, 2009 and 2008 was determined as follows:



|                                                                   |  |                            |   |  |                          |   |  |            |   |  |            |  
|------------------------------------------------------------------ |  | -------------------------- | - |  | ------------------------ | - |  | ---------- | - |  | ---------- | -
|                                                                   |  | Three Months EndedJune 30, |   |  | Six Months EndedJune 30, |  
|                                                                   |  | 2009                       |   |  | 2008                     |   |  | 2009       |   |  | 2008       |  
|Basic                                                              |  |                            |   |  |                          |   |  |            |   |  |            |  
|Average shares outstanding                                         |  | 18,944,810                 |   |  | 20,311,747               |   |  | 18,928,836 |   |  | 20,321,302 |  
|Restricted shares issued not vested                                |  | (10,000                    | ) |  | (26,418                  | ) |  | (10,000    | ) |  | (18,918    | )
|                                                                   |  |                            |   |  |                          |   |  |            |   |  |            |  
|                                                                   |  | 18,934,810                 |   |  | 20,285,329               |   |  | 18,918,836 |   |  | 20,302,384 |  
|                                                                   |  |                            |   |  |                          |   |  |            |   |  |            |  
|Diluted                                                            |  |                            |   |  |                          |   |  |            |   |  |            |  
|Shares used for basic calculation                                  |  | 18,934,810                 |   |  | 20,285,329               |   |  | 18,918,836 |   |  | 20,302,384 |  
|Dilutive effect of shares / units granted under Omnibus Stock Plan |  | 11,913                     |   |  | 72,171                   |   |  |           |   |  | 52,241     |  
|Dilutive effect of units issuable under Stock Purchase Plan        |  | 115,498                    |   |  | 94,757                   |   |  |           |   |  | 80,742     |  
|                                                                   |  |                            |   |  |                          |   |  |            |   |  |            |  
|                                                                   |  | 19,062,221                 |   |  | 20,452,257               |   |  | 18,918,836 |   |  | 20,435,367 |  
|                                                                   |  |                            |   |  |                          |   |  |            |   |  |            |  

Outstanding awards granted under both the Omnibus Stock Plan and the Stock Purchase Plan of 1,120,106 and 805,288
shares were excluded from the computation of EPS for the three months ended June 30, 2009 and 2008, respectively, because their effect would



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CDI CORP. AND SUBSIDIARIES

Notes to Consolidated Financial Statements

(Amounts in thousands, except share and
per share amounts, unless otherwise indicated)

(Unaudited)



have been anti-dilutive. Outstanding awards granted under both the Omnibus Stock Plan and the Stock Purchase Plan of 1,299,327 and 879,200 shares were
excluded from the computation of EPS for the six months ended June 30, 2009 and 2008, respectively, because their effect would have been anti-dilutive.



|9. | Income Taxes
|-- | ------------

The Company calculates an effective income tax rate
each quarter based upon forecasted annual income by jurisdiction, statutory tax rates and other tax-related items. The impact of discrete items is recognized in the interim period in which it occurs.

The effective tax rates for the three months ended June 30, 2009 and 2008 were 47.2% and 38.6%, respectively. The income tax rate in 2009 was unfavorably impacted
by provisions for state and foreign taxes and projected losses in foreign jurisdictions on which no tax benefit has been recognized or on which the tax benefit was recognized at tax rates lower than the US rate.

The effective tax rates for the six months ended June 30, 2009 and 2008 were (46.9)% and 36.8%, respectively. The income tax rate for 2009 was unfavorably impacted
by projected losses in foreign jurisdictions on which no tax benefit has been recognized or on which the tax benefit was recognized at tax rates lower than the US rate, an increase related to uncertain tax positions and an adjustment to income taxes
payable.



|10. | Commitments, Contingencies and Legal Proceedings
|--- | ------------------------------------------------

The Company has
litigation and other claims pending which have arisen in the ordinary course of business. Except as described below, management believes there are substantive defenses and/or insurance and specific accounting reserves established such that the
outcome of these pending matters should not have a material adverse effect on the business, financial condition or results of operations of the Company.

In June 2006, the United Kingdoms Office of Fair Trading (OFT) opened an investigation into alleged anti-competitive behavior by CDI AndersElite (Anders) and a number of its competitors in the UK construction
recruitment industry. The Company has fully cooperated with the OFT in the investigation under the OFTs corporate leniency program. On October 21, 2008, the OFT issued a Statement of Objections in which the OFT proposes to make a finding
that Anders violated the UK Competition Act of 1998. In response to the Statement of Objections, on January 16, 2009 the Company submitted written representations to the OFT and on February 18, 2009 the Company made an oral presentation to
the OFT. Although the Statement of Objections does not propose a specific fine, based on the contents of the Statement of Objections, the Company continues to believe that a fine will be imposed and that the amount of such fine could be material.
The Company does not believe the Statement of Objections provides sufficient new information for the Company to determine, with any reliability, the amount of the fine or an estimated range of the fine, nor does the document make it clear when the
Company might be able to reach a reliable estimate. The Company has not made any provisions for any fine or other liabilities relating to this matter in its consolidated financial statements as of June 30, 2009.

The Company maintains a global master agreement with a large on-line job posting and search service for the benefit of its operating segments and MRI franchise
network. The agreement is for three years beginning in 2008, and provides volume pricing benefits in return for guaranteed minimum payments. At June 30, 2009, the aggregate minimum payments remaining for the years ended 2009 and 2010
are $1,021 and $3,308, respectively. The Company has historically exceeded the contract minimums; however, given the current global economic conditions, there is uncertainty regarding its ability to meet or exceed the minimum in 2009.



|11. | Reporting Segments
|--- | ------------------

The Company has four reporting segments: CDI
Engineering Solutions (ES), Management Recruiters International (MRI), CDI AndersElite (Anders) and CDI Information Technology Solutions (ITS).

ES is divided into three verticals, reflecting the decision in the second quarter of 2008 to re-align the management and operations of the CDI-Life Sciences vertical
into the CDI-Process and Industrial vertical. As such, ES operates principally through the following three key verticals:



| |  |  | CDI-Process and Industrial (P & I)  P & I provides a full range of engineering, design, project management, professional
staffing and outsourcing solutions to firms in oil, gas, refining, alternative energy, power generation and energy transmission, nuclear, chemicals and heavy manufacturing industries. In addition, P & I offers facility design, validation,
project management, engineering, professional staffing and facility start-up services to customers in the pharmaceutical, bio-pharmaceutical and regulated medical services industries.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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##### Table of Contents

CDI CORP. AND SUBSIDIARIES

Notes to Consolidated Financial Statements

(Amounts in thousands, except share and
per share amounts, unless otherwise indicated)

(Unaudited)



| |  |  | CDI-Government Services (Government Services)  Government Services focuses on providing engineering, design and logistics services to the
defense industry, particularly in marine design, systems development and military aviation support.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | CDI-Aerospace (Aerospace)  Aerospace provides a full range of engineering, design, project management, professional engineering staffing
and outsourcing solutions to both the commercial and military aerospace markets.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

MRI is a franchisor that does
business as MRINetwork® and provides support services to its franchisees who engage in the search and recruitment of
executive, technical, professional and managerial personnel for employment by their customers. The MRI franchisees provide permanent placement services primarily under the brand names of Management Recruiters®, Sales Consultants®,
CompuSearch® and OfficeMates 5®. MRI also provides training implementation services and back-office services to enable franchisees to pursue contract staffing service opportunities.

Anders provides contract and permanent placement candidates to customers in the infrastructure environment seeking staff in building, construction and related
professional services through a network of Company offices. The Company maintains offices in the UK and Australia, and some candidates that Anders places in the UK are recruited from Australia and New Zealand.

ITS provides a variety of information technology (IT) related services to its customers, which are primarily Fortune 1000 customers with high volume
information technology requirements and/or the need to augment their own staff on a flexible basis. Services include staffing augmentation, outsourcing (both onsite and offsite), consulting and permanent placement.

In accordance with SFAS No. 131, Disclosures about Segments of an Enterprise and Related Information(SFAS No. 131), for purposes of
business segment performance measurement, the Company charges certain expenses directly attributable to the segments and allocates certain expenses and support costs. Support costs consist principally of employee benefit administration, accounting
support, IT services and shared service center costs. Identifiable assets of the business segments exclude corporate assets, which principally consist of cash and certain prepaid expenses, non-trade accounts receivable, deferred tax assets
attributable to the ES and IT segments, property and equipment and other assets.

Segment data is presented in the following table:



|                                                |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|----------------------------------------------- |  | -------------------------- | ------- | - | ------------------------ | - | ------- | ---- |  | - | ------- | - |  | - | ------- | -
|                                                |  | Three Months EndedJune 30, |         |   | Six Months EndedJune 30, |  
|                                                |  | 2009                       |         |   | 2008                     |   |         | 2009 |  |   | 2008    |  
|Revenue:                                        |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|ES                                              |  | $                          | 118,456 |   |                          | $ | 153,100 |      |  | $ | 247,011 |   |  | $ | 309,252 |  
|MRI                                             |  |                            | 13,233  |   |                          |   | 19,401  |      |  |   | 27,854  |   |  |   | 39,032  |  
|Anders                                          |  |                            | 25,517  |   |                          |   | 60,245  |      |  |   | 53,551  |   |  |   | 121,985 |  
|ITS                                             |  |                            | 58,220  |   |                          |   | 56,465  |      |  |   | 115,662 |   |  |   | 112,822 |  
|                                                |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|                                                |  | $                          | 215,426 |   |                          | $ | 289,211 |      |  | $ | 444,078 |   |  | $ | 583,091 |  
|                                                |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Operating profit (loss):                        |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|ES                                              |  | $                          | 3,497   |   |                          | $ | 8,953   |      |  | $ | 6,946   |   |  | $ | 19,774  |  
|MRI                                             |  |                            | 470     |   |                          |   | 3,493   |      |  |   | 474     |   |  |   | 5,743   |  
|Anders                                          |  |                            | (1,930  | ) |                          |   | 1,489   |      |  |   | (3,129  | ) |  |   | 4,264   |  
|ITS                                             |  |                            | 1,879   |   |                          |   | 1,140   |      |  |   | 3,107   |   |  |   | 1,343   |  
|Corporate                                       |  |                            | (3,667  | ) |                          |   | (4,319  | )    |  |   | (8,102  | ) |  |   | (9,405  | )
|                                                |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|                                                |  |                            | 249     |   |                          |   | 10,756  |      |  |   | (704    | ) |  |   | 21,719  |  
|                                                |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Less equity in losses from affiliated companies |  |                            | 279     |   |                          |   |        |      |  |   | 581     |   |  |   |        |  
|                                                |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Total operating profit (loss)                   |  | $                          | 528     |   |                          | $ | 10,756  |      |  | $ | (123    | ) |  | $ | 21,719  |  
|                                                |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Equity in losses from affiliated companies      |  |                            | (279    | ) |                          |   |        |      |  |   | (581    | ) |  |   |        |  
|Other income (expense), net                     |  |                            | (143    | ) |                          |   | 613     |      |  |   | 116     |   |  |   | 1,861   |  
|                                                |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  
|Net earnings (loss) before income taxes         |  | $                          | 106     |   |                          | $ | 11,369  |      |  | $ | (588    | ) |  | $ | 23,580  |  
|                                                |  |                            |         |   |                          |   |         |      |  |   |         |   |  |   |         |  

Inter-segment activity is not significant; therefore, revenue reported for each operating segment is substantially
all from external customers.



13



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##### Table of Contents

CDI CORP. AND SUBSIDIARIES

Notes to Consolidated Financial Statements

(Amounts in thousands, except share and
per share amounts, unless otherwise indicated)

(Unaudited)



Segment asset data is presented in the table below:



|          |  |              |         |                  |   |        
|--------- |  | ------------ | ------- | ---------------- | - | -------
|          |  | June 30,2009 |         | December 31,2008
|Assets:   |  |              |         |                  |   |        
|ES        |  | $            | 139,378 |                  | $ | 150,232
|MRI       |  |              | 25,536  |                  |   | 27,820 
|Anders    |  |              | 44,223  |                  |   | 44,918 
|ITS       |  |              | 63,388  |                  |   | 60,099 
|Corporate |  |              | 116,005 |                  |   | 100,130
|          |  |              |         |                  |   |        
|          |  | $            | 388,530 |                  | $ | 383,199
|          |  |              |         |                  |   |        



|12. | Subsequent Events
|--- | -----------------

The Company has considered subsequent events
through the filing of this Quarterly Report on Form 10-Q on August 6, 2009, the date of issuance, in preparing the consolidated financial statements and notes thereto.



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##### Table of Contents

|Item 2. | Managements Discussion and Analysis of Financial Condition and Results of Operations
|------- | -------------------------------------------------------------------------------------

Caution Concerning Forward-Looking Statements

This report
(including Managements Discussion and Analysis of Financial Condition and Results of Operations) contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. All statements that address
expectations or projections about the future, including, but not limited to, statements about the Companys strategies for growth and future financial results (such as revenues, pre-tax profit and tax rates), are forward-looking statements.
Some of the forward-looking statements can be identified by words like anticipates, believes, expects, may, will, could, should, intends,
plans, estimates and similar expressions. These statements are not guarantees of future performance and involve a number of risks, uncertainties and assumptions that are difficult to predict. Because these forward-looking
statements are based on estimates and assumptions that are subject to significant business, economic and competitive uncertainties, many of which are beyond the Companys control or are subject to change, actual outcomes and results may differ
materially from what is expressed or forecasted in these forward-looking statements. Important factors that could cause actual results to differ materially from the forward-looking statements include, but are not limited to: continued weakness in
general economic conditions and levels of capital spending by customers in the industries the Company serves; further weakness in the financial and capital markets, which may result in the postponement or cancellation of the CDI customers
capital projects or the inability of CDIs customers to pay the Companys fees; competitive market pressures; the Companys ability to maintain and grow its revenue base; the availability and cost of qualified labor; adverse
consequences arising out of the UK Office of Fair Trading investigation; credit risks associated with the Companys customers; the Companys level of success in attracting, training, and retaining qualified management personnel and other
staff employees; changes in customers attitudes towards outsourcing; changes in tax laws and other government regulations; the possibility of incurring liability for the Companys activities, including the activities of the Companys
temporary employees; the Companys performance on customer contracts; and government policies or judicial decisions adverse to the Companys businesses. More detailed information about some of these risks and uncertainties may be found in
the Companys filings with the SEC, particularly in the section entitled Risk Factors in Part 1, Item 1A. of the Companys Annual Report on Form 10-K for the year ended December 31, 2008. Readers are cautioned not to
place undue reliance on these forward-looking statements, which speak only as of the date hereof. The Company assumes no obligation to update such statements, whether as a result of new information, future events or otherwise, except as required by
law.

Unless the context otherwise requires, all references herein to CDI, the Registrant, the Company,
we, us or our are to CDI Corp. and its consolidated subsidiaries.

Executive Overview

Continued weak macroeconomic conditions influenced the Companys second quarter 2009 results. A very weak permanent placement hiring environment in a broad sector of
US industries and in the UK construction industry caused significant year-over-year declines in higher-margin permanent placement revenue at CDI AndersElite (Anders) and royalty revenue at Management Recruiters International, Inc.
(MRI).

Additionally, continued weakness in global credit markets, as well as weak demand for commodity chemicals, specialty chemicals and oil,
caused project delays and project cancellations in the CDI-Process and Industrial (P&I) vertical within the CDI Engineering Solutions (ES) business segment.

Increased US Government defense spending and the ramp-up of a previously announced US Navy contract contributed to quarterly year-over-year revenue gains in CDI-Government Services (Government Services)
within ES. Additionally, CDI-Aerospace (Aerospace) revenue for the quarter increased due to the July 2008 acquisition of TK Engineering Associates (TK Engineering). P&I also commenced operation of its joint
venture with Proyectos y Construcciónes del Puerto, S.A. de C.V. (Pycopsa), a Mexico-based construction and industrial maintenance company during the quarter. The Companys CDI IT Solutions (ITS) business segment
experienced continued growth in its staffing services business. During the quarter, the Company continued to reduce costs of operations to align structural costs with lower revenue levels.

The Company reported a revenue decrease of 25.5% for the second quarter of 2009 versus the second quarter of 2008 (20.9% in constant currency). As the second quarter of
2009 developed, the Company had increased project bid activity and increased revenue in staffing services in both its ES and ITS business segments. Should these trends continue, it could indicate a potential reversal of the revenue declines that the
Company has recently experienced.



15



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##### Table of Contents

Declines in the Companys higher-margin permanent placement revenue and declines in revenue from higher-margin
outsourcing projects during the quarter contributed to a decline in the Companys gross profit margin from 23.4% to 20.6% when compared to the prior year second quarter.

For the second quarter of 2009, the Company reported net earnings of $0.1 million, or $0.00 per diluted share versus net earnings of $7.0 million, or $0.34 per diluted share in the prior year quarter. Cost
reduction initiatives implemented in late 2008 and during the first half of 2009 should enable the Company to be profitable if current business levels continue in subsequent quarters.

Consolidated Discussion

Business Strategy

CDIs strategic objective is to be a leading global provider of engineering and information technology (IT) outsourcing solutions and professional
staffing. These services enable CDIs customers to focus on their core competencies and drive profitable growth and return on capital investment.

The
Company seeks to achieve its strategic objectives by focusing on three core goals. These goals are:



| |  |  | Shift service delivery up the value continuum, which requires the Company to focus business development efforts among existing and new customers on higher value,
higher margin and higher skill services.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Build international reach and global services delivery capabilities, particularly in engineering outsourcing, engineering project management and professional
services.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Leverage the long-term capital spending cycle by building skill sets and business scale in targeted ES verticals and Anders.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------

Key Performance Indicators

The Company manages and assesses its
performance through various means, with the primary financial and operational measures including revenue, constant currency revenue, contract renewals, new contract wins, gross profit dollars and gross profit margin, operating profit, return on net
assets and variable contribution margin.

Revenue is impacted by, among other things, levels of capital spending by customers, particularly in the ES and
Anders business segments. Other external factors, such as the general business environment and employment levels, impact the Companys staffing business. Economic growth or decline typically impacts the demand for labor. In periods of
increasing unemployment and slowing GDP growth, CDI customers tend to first cut-back on their contract workforce. As economic weakness continues, CDI customers then tend to decrease permanent headcount. In a recovering economy, CDI customers tend
first to increase their contract employee headcount and to delay hiring permanent employees until later in the recovery cycle, when they are more certain that the recovery will continue. Operationally, CDIs ability to capitalize on
opportunities created by the economy, its performance on new and existing accounts, new contract and account wins and its ability to mitigate competitive pricing pressures affect the Companys revenue.

The Company conducts its business in several international locations and its reported revenue in US dollars reflects changes in foreign exchange rates as well as
business performance. The Company finds it useful to quantify the impact of the business performance by removing the effects of foreign exchange and calculating revenue changes in constant currency. Management does not evaluate the Companys
growth and performance without considering year-over-year changes in revenue both on a constant currency basis and on a US dollar reported basis. Constant currency year-over-year changes should be considered in addition to, and not as a substitute
for or superior to, changes in revenue prepared on a US dollar reported basis. Constant currency year-over-year changes in revenue are calculated by translating the prior periods revenue in local currencies using the average exchange rates of
the current period.

Gross profit dollars and gross profit margin reflect CDIs ability to realize pricing consistent with value provided, to address
changes in market demand and to control and pass through direct costs. Gross profit margin will shift as a result of the mix of business. The Company is focused on improving margins over time through efforts to grow new higher margin business and to
cycle out of lower margin business. Professional services revenue, consisting of permanent placement and franchise related services, has a significant impact on gross profit margin. Since there are no direct costs associated with professional
services revenue, increases or decreases in such revenue can have a disproportionate impact on gross profit margin.

Operating profit is gross profit less
operating and administrative expenses. Operating profit margin reflects the Companys ability to adjust overhead costs to changing business volumes.



16



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##### Table of Contents

Return on net assets (RONA) reflects CDIs ability to generate earnings while optimizing assets deployed
in the business. RONA is calculated as the pre-tax earnings for the current quarter and preceding three quarters, divided by the average net assets at the beginning and end of that four quarter period. Net assets include total assets minus total
liabilities excluding cash and cash equivalents and income tax accounts. A key driver of RONA is the Companys ability to manage its accounts receivable, its largest asset.

Variable contribution margin (VCM) is a measure of the amount of profit that flows to the operating profit line for each dollar of revenue growth. VCM is calculated as the year-over-year growth in
operating profit divided by the year-over-year growth in revenue.

The Company has established the following long-term performance goals:



| |  |  | Produce pre-tax RONA of 20% and redeploy assets unable to meet this target;
| | - |  | ---------------------------------------------------------------------------



| |  |  | Generate operating profit margin of 5% through gross margin expansion, financial discipline and lean headquarters operations; and
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------



| |  |  | Generate VCM in the 12% to 14% range on revenue growth.
| | - |  | -------------------------------------------------------

During the second quarter of 2009, the Company achieved a RONA of 2.2%, primarily reflecting reduced profit levels. Operating profit margin for the quarter declined from 3.7% to 0.3%, primarily due to reduced capital spending by
petrochemical, chemical and industrial customers in the P & I vertical and the significant decline in permanent placement hiring in the Anders and MRI business segments, resulting in decreased revenue and profits. VCM was not calculated for 2009
and 2008 because both revenue and operating profit declined.

Consolidated Results of Operations for the three months ended June 30, 2009 as
compared to the three months ended June 30, 2008

The table that follows presents changes in revenue by service type along with selected
financial information and some key metrics for the three-month periods ended June 30, 2009 and 2008:



|                                            |  |                            |         |   |                     |       |   |      |   |         |                   |  |       |   |  |   |         |   |  |       |   
|------------------------------------------- |  | -------------------------- | ------- | - | ------------------- | ----- | - | ---- | - | ------- | ----------------- |  | ----- | - |  | - | ------- | - |  | ----- | --
|                                            |  | Three months endedJune 30, |         |   | Increase (Decrease) |      
|(in thousands)                              |  | 2009                       |         |   | % of TotalRevenue   |       |   | 2008 |   |         | % of TotalRevenue |  |       | $ |  |   | %       |  
|Revenue                                     |  |                            |         |   |                     |       |   |      |   |         |                   |  |       |   |  |   |         |   |  |       |   
|Staffing services                           |  | $                          | 149,814 |   |                     | 69.5  | % |      | $ | 199,358 |                   |  | 69.0  | % |  | $ | (49,544 | ) |  | (24.9 | )%
|Project outsourcing services                |  |                            | 60,214  |   |                     | 28.0  |   |      |   | 75,317  |                   |  | 26.0  |   |  |   | (15,103 | ) |  | (20.1 | ) 
|Professional services                       |  |                            | 5,398   |   |                     | 2.5   |   |      |   | 14,536  |                   |  | 5.0   |   |  |   | (9,138  | ) |  | (62.9 | ) 
|                                            |  |                            |         |   |                     |       |   |      |   |         |                   |  |       |   |  |   |         |   |  |       |   
|                                            |  | $                          | 215,426 |   |                     | 100.0 | % |      | $ | 289,211 |                   |  | 100.0 | % |  | $ | (73,785 | ) |  | (25.5 | )%
|                                            |  |                            |         |   |                     |       |   |      |   |         |                   |  |       |   |  |   |         |   |  |       |   
|Gross profit                                |  | $                          | 44,279  |   |                     | 20.6  | % |      | $ | 67,582  |                   |  | 23.4  | % |  | $ | (23,303 | ) |  | (34.5 | )%
|Operating and administrative expenses       |  |                            | 43,751  |   |                     | 20.3  |   |      |   | 56,826  |                   |  | 19.7  |   |  |   | (13,075 | ) |  | (23.0 | ) 
|Operating profit                            |  |                            | 528     |   |                     | 0.3   |   |      |   | 10,756  |                   |  | 3.7   |   |  |   | (10,228 | ) |  | (95.1 | ) 
|Net earnings attributable to CDI            |  | $                          | 59      |   |                     |      | % |      | $ | 6,979   |                   |  | 2.4   | % |  | $ | (6,920  | ) |  | (99.2 | )%
|Cash and cash equivalents                   |  | $                          | 77,932  |   |                     |       |   |      | $ | 121,423 |                   |  |       |   |  | $ | (43,491 | ) |  | (35.8 | )%
|Cash flow provided by operations            |  | $                          | 10,056  |   |                     |       |   |      | $ | 13,694  |                   |  |       |   |  | $ | (3,638  | ) |  | (26.6 | )%
|Effective income tax rate                   |  |                            | 47.2    | % |                     |       |   |      |   | 38.6    | %                 |  |       |   |  |   |         |   |  |       |   
|After-tax return on shareholders equity(1) |  |                            | 1.1     | % |                     |       |   |      |   | 9.3     | %                 |  |       |   |  |   |         |   |  |       |   
|Pre-tax return on net assets(2)             |  |                            | 2.2     | % |                     |       |   |      |   | 22.1    | %                 |  |       |   |  |   |         |   |  |       |   
|Variable contribution margin(3)             |  |                            | NM      |   |                     |       |   |      |   | NM      |                   |  |       |   |  |   |         |   |  |       |   



|(1) | Current quarter combined with the three preceding quarters earnings attributable to CDI divided by the average CDI shareholders equity.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------



|(2) | Pre-tax earnings for the current quarter combined with the pre-tax earnings from the three preceding quarters, divided by the average net assets at the beginning and end of that
four quarter period. Net assets include total assets minus total liabilities excluding cash and cash equivalents and income tax accounts.
|--- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|(3) | Year-over-year growth in operating profit divided by year-over-year growth in revenue. The calculation for the periods presented are not meaningful (NM) because both revenue and
operating profit declined in 2009 and 2008.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



17



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##### Table of Contents

Revenue by service type includes the following:



| |  |  | Staffing services - Staffing services include providing the Companys skilled engineering, IT, project management, architecture, construction and other
professionals to work at a customers location under the supervision of customer personnel on a contractual basis for assignments that could range from several months to over one year. The Company also provides managed staffing services where
the Company assumes overall management of a customers contract staffing functions. All of the Companys four business segments provide customers with staffing services.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Project outsourcing services - Project outsourcing services include engineering and IT projects, often performed at a CDI facility or at a customers location
under the supervision of CDI personnel, which provide a deliverable work product or service to the customer. These services are performed in the Companys ES and ITS segments.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Professional services - Professional services include search, recruitment and permanent placement of technical, professional and managerial personnel; sales of new
franchises; and services provided to franchisees to help them generate permanent placements. All of the Companys four business segments provide customers with professional services.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Revenue for the second quarter of 2009 declined as compared to the second quarter of 2008. Anders and MRI experienced significant declines in professional services
revenue due to a drop in permanent placement hiring as a result of declining employment markets in North America and the UK. Anders also experienced reduced staffing services revenue due to the conclusion of customer projects in early 2009 and a
decline in new project starts, as the construction industry in the UK continues to be weakened by the global economic downturn. ES experienced a decline in revenue in its P & I vertical due to reduced capital spending by petrochemical, chemical
and industrial customers and the ending of several alternative energy projects in late 2008 and early 2009.

These declines were partially offset by
increased revenue from ITS, due primarily to a major account expansion in staffing services, partially offset by reduced demand from customers in the automotive sector. Revenue also increased in ESs Government Services vertical due to
continuing work on several US Navy shipbuilding and ship design projects related to a contract awarded in 2008 and in ESs Aerospace vertical, resulting from the July 2008 acquisition of TK Engineering.

Gross profit decreased primarily due to declines in revenue. Gross profit margin decreased due to the rapid decline of professional services revenue, lower levels of
higher-margin outsourcing projects and direct costs decreasing at a slower pace than revenue.

Consolidated operating and administrative expenses,
including $0.7 million of severance charges, decreased primarily due to decreased headcount, cost containment measures and lower business volumes.

Operating profit declined to $0.1 million and operating profit margin decreased from 3.7% to 0.3% due to the factors noted above and infrastructure costs declining at a slower pace than revenue.

The effective tax rates for the three months ended June 30, 2009 and 2008 were 47.2% and 38.6%, respectively. The income tax rate in 2009 was unfavorably impacted
by provisions for state and foreign taxes and projected losses in foreign jurisdictions on which no tax benefit has been recognized or on which the tax benefit was recognized at tax rates lower than the US rate.

Cash balances increased by $16.2 million to $77.9 million from December 31, 2008 to June 30, 2009. The increase in cash was due to decreased working capital
requirements, primarily resulting from decreases in accounts receivable.

On April 30, 2009, Chrysler LLC and certain of its affiliates
(Chrysler) filed voluntary petitions for a structured bankruptcy under Chapter 11 of the US Bankruptcy Code. As of April 30, 2009, the Company had approximately $1.1 million in net accounts receivable due from Chrysler. Subsequent
to Chryslers bankruptcy, the Company received full payment of the entire pre-petition balance. Chrysler emerged from bankruptcy on June 11, 2009.



18



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##### Table of Contents

Consolidated Results of Operations for the six months ended June 30, 2009 as compared to the six months ended
June 30, 2008

The table that follows presents changes in revenue by service type along with selected financial information and some key
metrics for the six-month periods ended June 30, 2009 and 2008:



|                                        |  |                          |         |    |                     |       |    |      |   |         |                   |  |       |   |  |   |          |   |  |        |   
|--------------------------------------- |  | ------------------------ | ------- | -- | ------------------- | ----- | -- | ---- | - | ------- | ----------------- |  | ----- | - |  | - | -------- | - |  | ------ | --
|                                        |  | Six months endedJune 30, |         |    | Increase (Decrease) |      
|(in thousands)                          |  | 2009                     |         |    | % of TotalRevenue   |       |    | 2008 |   |         | % of TotalRevenue |  |       | $ |  |   | %        |  
|Revenue                                 |  |                          |         |    |                     |       |    |      |   |         |                   |  |       |   |  |   |          |   |  |        |   
|Staffing services                       |  | $                        | 307,205 |    |                     | 69.2  | %  |      | $ | 398,629 |                   |  | 68.3  | % |  | $ | (91,424  | ) |  | (22.9  | )%
|Project outsourcing services            |  |                          | 125,737 |    |                     | 28.3  |    |      |   | 152,580 |                   |  | 26.2  |   |  |   | (26,843  | ) |  | (17.6  | ) 
|Professional services                   |  |                          | 11,136  |    |                     | 2.5   |    |      |   | 31,882  |                   |  | 5.5   |   |  |   | (20,746  | ) |  | (65.1  | ) 
|                                        |  |                          |         |    |                     |       |    |      |   |         |                   |  |       |   |  |   |          |   |  |        |   
|                                        |  | $                        | 444,078 |    |                     | 100.0 | %  |      | $ | 583,091 |                   |  | 100.0 | % |  | $ | (139,013 | ) |  | (23.8  | )%
|                                        |  |                          |         |    |                     |       |    |      |   |         |                   |  |       |   |  |   |          |   |  |        |   
|Gross profit                            |  | $                        | 91,706  |    |                     | 20.7  | %  |      | $ | 138,837 |                   |  | 23.8  | % |  | $ | (47,131  | ) |  | (33.9  | )%
|Operating and administrative expenses   |  |                          | 91,829  |    |                     | 20.7  |    |      |   | 117,118 |                   |  | 20.1  |   |  |   | (25,289  | ) |  | (21.6  | ) 
|Operating profit (loss)                 |  |                          | (123    | )  |                     |      |    |      |   | 21,719  |                   |  | 3.7   |   |  |   | (21,842  | ) |  | (100.6 | ) 
|Net earnings (loss) attributable to CDI |  | $                        | (861    | )  |                     | (0.2  | )% |      | $ | 14,903  |                   |  | 2.6   | % |  | $ | (15,764  | ) |  | (105.8 | )%
|Cash flow provided by operations        |  | $                        | 19,757  |    |                     |       |    |      | $ | 8,210   |                   |  |       |   |  | $ | 11,547   |   |  | 140.6  | % 
|Effective income tax rate               |  |                          | (46.9   | )% |                     |       |    |      |   | 36.8    | %                 |  |       |   |  |   |          |   |  |        |   
|Variable contribution margin(1)         |  |                          | NM      |    |                     |       |    |      |   | NM      |                   |  |       |   |  |   |          |   |  |        |   



|(1) | Year-over-year growth in operating profit divided by year-over-year growth in revenue. The calculation for the periods presented are not meaningful (NM) because both revenue and
operating profit declined in 2009 and 2008.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Revenue for the six months ended June 30, 2009 declined as compared to the six months ended
June 30, 2008. Anders and MRI experienced significant declines in professional services revenue due to a drop in permanent placement hiring as a result of declining employment markets in North America and the UK. Anders also experienced reduced
staffing services revenue due to the conclusion of customer projects in early 2009 and a decline in new project starts, as the construction industry in the UK continues to be weakened by the global economic downturn. ES experienced a decline in
revenue in its P & I vertical due to reduced capital spending by petrochemical, chemical and industrial customers, reduced revenue from permanent placement and the ending of several alternative energy projects in late 2008 and early 2009.

These declines were partially offset by increased revenue from ITS, due primarily to a major account expansion in staffing services, partially offset by
reduced demand from customers in the automotive sector. Revenue also increased in ESs Government Services vertical due to continuing work on several US Navy shipbuilding and ship design projects related to a contract awarded in 2008 and in
ESs Aerospace vertical, resulting from the July 2008 acquisition of TK Engineering.

Gross profit decreased primarily due to declines in revenue.
Gross profit margin decreased due to the rapid decline of professional services revenue, lower levels of higher-margin outsourcing projects and direct costs decreasing at a slower pace than revenue.

Consolidated operating and administrative expenses, including $2.0 million of severance and real estate exit charges, decreased primarily due to decreased headcount,
cost containment measures and lower business volumes.

Operating profit declined to a $0.1 million loss and operating profit margin decreased from 3.7% to
0% due to the factors noted above and infrastructure costs declining at a slower pace than revenue.

The effective tax rates for the six months ended
June 30, 2009 and 2008 were (46.9)% and 36.8%, respectively. The income tax rate for 2009 was unfavorably impacted by projected losses in foreign jurisdictions on which no tax benefit has been recognized or on which the tax benefit was
recognized at tax rates lower than the US rate, an increase related to uncertain tax positions and an adjustment to income taxes payable.



19



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##### Table of Contents

Segment Discussion

ES

Business Strategy

ESs
business strategy is to pursue the development of long-term alliances with its customers as a cost-effective source provider of engineering services and professional staffing. By working as a core supplier and partner with its customers, ES is
able to develop an understanding of its customers overall business needs as well as the unique technical requirements of their projects. This approach creates the opportunity for ES to provide a greater and more integrated range of
services to its customers to facilitate efficient project management, procurement, overall program integration and execution. This strategy requires ES to develop capabilities to provide services to its customers who have global requirements. The
Company formed a joint venture in Kuwait during the fourth quarter of 2008 to provide access to engineering project work in Middle Eastern petrochemical, industrial and commercial infrastructure projects. Success of the ES business strategy is
dependent upon maintaining and renewing its existing customers or contracts, continued capital spending by its major engineering customers, the ability to win new contract awards and accounts and the availability of labor at a reasonable cost. In
addition, ES is strategically engaging in global arrangements to lower its labor costs for customers, to access a broader talent pool and to provide worldwide servicing capabilities for its global customers. As part of this initiative, the
Companys joint venture in Mexico commenced operations during the second quarter of 2009. ES provides professional recruitment outsourcing (PRO) services to manage a customers entire recruitment process. PRO services provide
domestic and multi-national customers with a single source of professional and technical permanent placements across an entire organization. ES continues to develop its strategy to acquire broader skill sets and greater leverage for servicing the
alternative energy markets, as it continues to pursue further business opportunities in those markets.

Key Performance Indicators

ES manages and assesses its performance through various means, with the primary financial and operational measures including revenue, contract renewals, new contract
wins, account growth, gross profit dollars and gross profit margin, operating profit and return on net assets.

Revenue reflects performance on both new
and existing contracts and accounts. Changes in revenue will not generally result in proportionate changes in costs, particularly operating and administrative expenses, thus potentially impacting operating profit margins.

New contracts, account wins and contract renewals are the primary drivers of future revenue and provide an assessment of ESs ability to compete. New contract wins
fluctuate from quarter to quarter, depending on the timing of customer needs and external factors.

Gross profit dollars and gross profit margin reflect
ESs ability to realize pricing consistent with value provided, to incorporate changes in market demand and to control and pass through direct costs. ESs focus on maintaining and improving overall margins can lead to improved
profitability. Gross margins can also shift as a result of the mix of business, with project outsourcing services and professional services generally providing higher margins than staffing services. ES utilizes financial modeling and operational
reviews in the contracting process to produce acceptable margins and returns.

Return on net assets (RONA) reflects ESs ability to
generate earnings while optimizing assets deployed in the business. A key driver of RONA is the Companys ability to manage its accounts receivable, its largest asset.



20



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##### Table of Contents

Results of Operations

The following table presents changes in revenue by service type, cost of service, gross profit, operating and administrative expenses and operating profit for ES for the three months ended June 30, 2009 and 2008:

ES



|                                      |  |                            |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|------------------------------------- |  | -------------------------- | ------- | ----------------- | ----- | - | - | ------------------- | ----------------- |  | ----- | - |  | - | ------- | - |  | ----- | --
|                                      |  | Three months endedJune 30, |         |                   |       |   |   |                     |                  
|                                      |  | 2009                       |         |                   | 2008  |   |   | Increase (Decrease) |                  
|(in thousands)                        |  | $                          |         | % of TotalRevenue |       |   | $ |                     | % of TotalRevenue |  |       | $ |  |   | %       |  
|Revenue                               |  |                            |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|Staffing services                     |  | $                          | 63,353  |                   | 53.5  | % |   | $                   | 81,823            |  | 53.4  | % |  | $ | (18,470 | ) |  | (22.6 | )%
|Project outsourcing services          |  |                            | 53,796  |                   | 45.4  |   |   |                     | 68,413            |  | 44.7  |   |  |   | (14,617 | ) |  | (21.4 | ) 
|Professional services                 |  |                            | 1,307   |                   | 1.1   |   |   |                     | 2,864             |  | 1.9   |   |  |   | (1,557  | ) |  | (54.4 | ) 
|                                      |  |                            |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|                                      |  |                            | 118,456 |                   | 100.0 |   |   |                     | 153,100           |  | 100.0 |   |  |   | (34,644 | ) |  | (22.6 | ) 
|Cost of service                       |  |                            | 95,191  |                   | 80.4  |   |   |                     | 120,500           |  | 78.7  |   |  |   | (25,309 | ) |  | (21.0 | ) 
|                                      |  |                            |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|Gross profit                          |  |                            | 23,265  |                   | 19.6  |   |   |                     | 32,600            |  | 21.3  |   |  |   | (9,335  | ) |  | (28.6 | ) 
|Operating and administrative expenses |  |                            | 19,768  |                   | 16.6  |   |   |                     | 23,647            |  | 15.4  |   |  |   | (3,879  | ) |  | (16.4 | ) 
|                                      |  |                            |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|Operating profit                      |  | $                          | 3,497   |                   | 3.0   | % |   | $                   | 8,953             |  | 5.9   | % |  | $ | (5,456  | ) |  | (60.9 | )%
|                                      |  |                            |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   

ESs revenue decreased primarily due to:



| |  |  | Reduced capital spending by customers in its P & I vertical, notably in the petrochemical, chemical and industrial sectors, driven by the global economic
slowdown and the late 2008 decline in commodity chemical and oil prices;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | The completion of several alternative energy projects in combination with fewer project starts due to lower energy costs and customers inability to obtain
project financing;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Declines in several staffing projects in the Companys international operations; and
| | - |  | ------------------------------------------------------------------------------------



| |  |  | Declines in professional services due to decreased customer hiring.
| | - |  | -------------------------------------------------------------------

The decreases listed above were partially offset by an increase in the Aerospace vertical from revenue generated through the July 2008 TK Engineering acquisition and continued organic revenue growth in its Government
Services vertical.

ESs gross profit dollars decreased during the second quarter of 2009 as compared to the second quarter of 2008 due primarily to
declines in revenue. Gross profit margin decreased due to the significant decline in higher-margin revenue from professional services, as well as decreases in higher-margin outsourcing projects in its P & I vertical.

ESs operating and administrative expenses decreased during the second quarter of 2009 as compared to the second quarter of 2008 due primarily to decreased
headcount as well as cost containment initiatives implemented in the fourth quarter of 2008 and continued through the second quarter of 2009. These expense reductions were partially offset by $0.3 million of severance charges. These second quarter
2009 rightsizing activities resulted in some savings in the second quarter of 2009 and the Company expects to realize additional savings from these actions in future quarters.



21



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##### Table of Contents

The following table presents changes in revenue from each of ESs verticals for the three months ended June 30,
2009 and 2008:



|                        |  |                            |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|----------------------- |  | -------------------------- | ------- | ----------------- | ----- | - | - | ------------------- | ----------------- |  | ----- | - |  | - | ------- | - |  | ----- | --
|                        |  | Three months endedJune 30, |         |                   |       |   |   |                     |                  
|                        |  | 2009                       |         |                   | 2008  |   |   | Increase (Decrease) |                  
|(in thousands)          |  | $                          |         | % of TotalRevenue |       |   | $ |                     | % of TotalRevenue |  |       | $ |  |   | %       |  
|Revenue(1)              |  |                            |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|CDI-P & I(1)            |  | $                          | 81,135  |                   | 68.5  | % |   | $                   | 118,598           |  | 77.4  | % |  | $ | (37,463 | ) |  | (31.6 | )%
|CDI-Government Services |  |                            | 22,163  |                   | 18.7  |   |   |                     | 21,257            |  | 13.9  |   |  |   | 906     |   |  | 4.3   |   
|CDI-Aerospace(1)        |  |                            | 15,158  |                   | 12.8  |   |   |                     | 13,245            |  | 8.7   |   |  |   | 1,913   |   |  | 14.4  |   
|                        |  |                            |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|                        |  | $                          | 118,456 |                   | 100.0 | % |   | $                   | 153,100           |  | 100.0 | % |  | $ | (34,644 | ) |  | (22.6 | )%
|                        |  |                            |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   



|(1) | Revenue for 2008 has been reclassified to conform to the 2009 presentation.
|--- | ---------------------------------------------------------------------------

The P & I vertical provides a full range of engineering, project management, design, professional staffing and outsourcing solutions to firms in oil, gas, refining, alternative energy, power generation and energy
transmission, nuclear, chemical and heavy manufacturing industries. Typically, these customers are large, multi-national companies that use multiple service providers. In addition, P & I offers facility design, project management, engineering,
professional staffing and facility start-up services to customers in the pharmaceutical, bio-pharmaceutical and regulated medical services industries. Contracts are awarded based on the ability to meet the specific requirements of each individual
project. Revenue in the P & I vertical decreased in the second quarter of 2009 as compared to the second quarter of 2008 due to decreases in capital spending by petrochemical, chemical and industrial customers, the completion of several
alternative energy projects, fewer project starts and the slowing of several staffing projects in Canada.

The Government Services vertical focuses on
providing engineering, design and logistics services to the defense industry, particularly in marine design, systems development and military aviation support. Revenue increased within the Government Services vertical in the second quarter of 2009
as compared to the second quarter of 2008 primarily due to the vertical continuing to work on several US Navy shipbuilding, ship design and refurbishment projects related to a contract awarded in 2008.

The Aerospace vertical provides a full range of engineering, design, project management, professional engineering staffing and outsourcing solutions to both the
commercial and military aerospace markets. Revenue within the Aerospace vertical increased in the second quarter of 2009 as compared to the second quarter of 2008, primarily as a result of revenue from TK Engineering, which was acquired in the third
quarter of 2008.

The following table presents changes in revenue by service type, cost of service, gross profit, operating and administrative expenses and
operating profit for ES for the six months ended June 30, 2009 and 2008:

ES



|                                      |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|------------------------------------- |  | ------------------------ | ------- | ----------------- | ----- | - | - | ------------------- | ----------------- |  | ----- | - |  | - | ------- | - |  | ----- | --
|                                      |  | Six months endedJune 30, |         |                   |       |   |   |                     |                  
|                                      |  | 2009                     |         |                   | 2008  |   |   | Increase (Decrease) |                  
|(in thousands)                        |  | $                        |         | % of TotalRevenue |       |   | $ |                     | % of TotalRevenue |  |       | $ |  |   | %       |  
|Revenue                               |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|Staffing services                     |  | $                        | 131,675 |                   | 53.3  | % |   | $                   | 163,966           |  | 53.1  | % |  | $ | (32,291 | ) |  | (19.7 | )%
|Project outsourcing services          |  |                          | 113,111 |                   | 45.8  |   |   |                     | 139,291           |  | 45.0  |   |  |   | (26,180 | ) |  | (18.8 | ) 
|Professional services                 |  |                          | 2,225   |                   | 0.9   |   |   |                     | 5,995             |  | 1.9   |   |  |   | (3,770  | ) |  | (62.9 | ) 
|                                      |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|                                      |  |                          | 247,011 |                   | 100.0 |   |   |                     | 309,252           |  | 100.0 |   |  |   | (62,241 | ) |  | (20.1 | ) 
|Cost of service                       |  |                          | 198,579 |                   | 80.4  |   |   |                     | 241,952           |  | 78.2  |   |  |   | (43,373 | ) |  | (17.9 | ) 
|                                      |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|Gross profit                          |  |                          | 48,432  |                   | 19.6  |   |   |                     | 67,300            |  | 21.8  |   |  |   | (18,868 | ) |  | (28.0 | ) 
|Operating and administrative expenses |  |                          | 41,486  |                   | 16.8  |   |   |                     | 47,526            |  | 15.4  |   |  |   | (6,040  | ) |  | (12.7 | ) 
|                                      |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|Operating profit                      |  | $                        | 6,946   |                   | 2.8   | % |   | $                   | 19,774            |  | 6.4   | % |  | $ | (12,828 | ) |  | (64.9 | )%
|                                      |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   



22



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##### Table of Contents

ESs revenue decreased primarily due to:



| |  |  | Reduced capital spending by customers in its P & I vertical, notably in the petrochemical, chemical and industrial sectors, driven by the global economic
slowdown and the late 2008 decline in commodity chemical and oil prices;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | The completion of several alternative energy projects in combination with fewer project starts due to lower energy costs and customers inability to obtain
project financing;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Declines in several staffing projects in the Companys international operations; and
| | - |  | ------------------------------------------------------------------------------------



| |  |  | Declines in professional services due to decreased customer hiring.
| | - |  | -------------------------------------------------------------------

The decreases listed above were partially offset by an increase in ESs Aerospace vertical from revenue generated through the July 2008 TK Engineering acquisition and continued organic revenue growth in its
Government Services vertical.

ESs gross profit dollars decreased during the six months ended June 30, 2009 as compared to the six months ended
June 30, 2008 due primarily to declines in revenue. Gross profit margin decreased due to decreases in higher-margin outsourcing projects in its P & I vertical, as well as a rapid decline in higher-margin revenue from professional services.

ESs operating and administrative expenses decreased during the six months ended June 30, 2009 as compared to the six months ended June 30,
2008 due primarily to decreased headcount as well as cost containment initiatives implemented in the fourth quarter of 2008 and continued through the second quarter of 2009. These expense reductions were partially offset by $1.1 million of severance
and real estate exit charges. First and second quarter 2009 rightsizing activities resulted in some savings in the first half of 2009 and the Company expects to realize additional savings from these actions in future quarters.

The following table presents changes in revenue from each of ESs verticals for the six months ended June 30, 2009 and 2008:



|                        |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|----------------------- |  | ------------------------ | ------- | ----------------- | ----- | - | - | ------------------- | ----------------- |  | ----- | - |  | - | ------- | - |  | ----- | --
|                        |  | Six months endedJune 30, |         |                   |       |   |   |                     |                  
|                        |  | 2009                     |         |                   | 2008  |   |   | Increase (Decrease) |                  
|(in thousands)          |  | $                        |         | % of TotalRevenue |       |   | $ |                     | % of TotalRevenue |  |       | $ |  |   | %       |  
|Revenue(1)              |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|CDI-P & I(1)            |  | $                        | 171,741 |                   | 69.6  | % |   | $                   | 241,266           |  | 78.0  | % |  | $ | (69,525 | ) |  | (28.8 | )%
|CDI-Government Services |  |                          | 44,057  |                   | 17.8  |   |   |                     | 41,102            |  | 13.3  |   |  |   | 2,955   |   |  | 7.2   |   
|CDI-Aerospace(1)        |  |                          | 31,213  |                   | 12.6  |   |   |                     | 26,884            |  | 8.7   |   |  |   | 4,329   |   |  | 16.1  |   
|                        |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|                        |  | $                        | 247,011 |                   | 100.0 | % |   | $                   | 309,252           |  | 100.0 | % |  | $ | (62,241 | ) |  | (20.1 | )%
|                        |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   



|(1) | Revenue for 2008 has been reclassified to conform to the 2009 presentation.
|--- | ---------------------------------------------------------------------------

Revenue in the P & I vertical decreased in the six months ended June 30, 2009 as compared to the six months ended June 30, 2008 due to decreases in capital spending by petrochemical, chemical and
industrial customers, the completion of several alternative energy projects, fewer project starts and the slowing of several staffing projects in Canada.

Revenue increased within the Government Services vertical in the six months ended June 30, 2009 as compared to the six months ended June 30, 2008 primarily due to the vertical continuing to work on several US Navy shipbuilding,
ship design and refurbishment projects related to a contract awarded in 2008.

Revenue within the Aerospace vertical increased in the six months ended
June 30, 2009 as compared to the six months ended June 30, 2008, primarily as a result of revenue from TK Engineering, which was acquired in the third quarter of 2008.

MRI

Business Strategy

The MRI network is one of the largest search and recruitment organizations in the world. The key to MRIs success is delivering value to its franchisees by providing the use of its trademarks, business systems and training and support
services to its franchisees to enable them to engage in the search and recruitment of managerial, professional, executive, administrative and technical personnel for employment by their customers. MRIs strategic objectives include expansion of
the number of current franchisees search consultants, expansion of the international franchise network and growth in underdeveloped US markets. On January 22, 2009, the Company terminated its master franchise agreement with MRI Worldwide
Network, Limited and had assigned to it the benefit of the franchise agreements of MRI Worldwide Network, Limiteds sub-franchisees. Subsequently, the Company has been operating the



23



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##### Table of Contents

business. MRI believes that the international marketplace provides opportunity for franchise expansion and the potential for franchise sales and royalty
revenues.

Factors affecting MRIs revenue include the state of the US and global economies, employment rates and the amount of contract staffing
business done by franchisees. Economic growth or decline typically impacts the demand for labor. In periods of increasing unemployment and slowing GDP growth, MRI customers tend to first cut-back on their contract workforce. As economic weakness
continues, MRI customers then tend to decrease permanent headcount. In a recovering economy, MRI customers tend first to increase their contract employee headcount and to delay hiring permanent employees until later in the recovery cycle, when they
are more certain that the recovery will continue. Permanent placement and royalty fees are driven by employer demand for mid-to-upper level managerial, professional and sales candidates, as well as the number of new franchise offices and franchise
contract renewals.

MRI continues to focus its efforts on growing existing franchisees by devoting resources to field service teams. These teams focus on
maximizing customer contact and developing customer-level business plans to establish clear metrics and optimize network member performance. In addition, due to the current economic climate, MRI is providing increased guidance to franchisees,
focusing on financial business operations, cost containment and business efficiency. The ability of an individual franchisee to compete and operate successfully may be affected by the service quality of its office, the number of permanent placement
offices operating in a particular industry segment, company reputation and other general and local economic factors.

MRI continues to provide training and
operations support to enable its franchisees to develop contract staffing services capabilities in their offices. These capabilities potentially provide a franchise owner with a complementary revenue stream and may improve the potential market value
of the franchise office. MRI is also exploring ways to leverage its size and footprint with vendor alliance relationships that will benefit the franchise owners and their customers.

In 2008, new franchisees located in the US paid an initial fee of approximately $100,000 and MRI was entitled to receive a portion of the initial fee paid by new subfranchisees located outside the US. Beginning in
2009, MRI implemented a new pricing structure in the US with an initial fee of approximately $40,000, a service fee, payable monthly for the first twelve months of operation, totaling $24,000 and a revised royalty rate schedule.

Key Performance Indicators

MRI manages and assesses its performance
through various means, with the primary operational and financial measures including weekly job orders, placements and billings, cash collections, royalties, number of franchise offices, franchise sales and renewals, billable hours, revenue, gross
profit dollars and gross profit margin and return on net assets.

The number of franchise offices measures MRIs overall market penetration, franchise
sales measure MRIs ability to expand its market reach and renewals indicate MRIs ability to maintain, and the franchisees satisfaction with, its network.

MRI gauges the strength of its franchise sales program by monitoring the number of referrals, sales presentations and sales, closing percentage and the success of the franchisees.

Billable hours and revenue in contract staffing services are significantly influenced by MRIs performance in successfully expanding these service offerings within
the franchise network.

Gross profit dollars and gross profit margin reflect MRIs ability to improve its franchisees permanent placement
capabilities, thus increasing royalty payments to MRI. Additionally, gross profit margin reflects MRIs ability to identify and sell franchise territories to new franchise owners, thus producing franchise sales revenue. In both cases, revenues
flow directly through to gross profit dollars and gross profit margin. Revenue from the contract staffing business has associated direct costs included in gross profit dollars and gross profit margin and therefore growth in this business will reduce
overall gross profit margin. However, MRI believes the contract staffing offering will create a stronger, more vibrant and profitable franchise business. Within contract staffing, gross profit dollars and gross profit margin can be increased as
franchise owners build their staffing and recruiting capabilities to generate higher bill rates for the placement of higher level professionals.

Return on
net assets (RONA) reflects MRIs ability to generate earnings while optimizing assets deployed in the business. A key driver of RONA is the Companys ability to manage its accounts receivable, its largest asset.



24



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Results of Operations

The following table presents changes in revenue by service type, cost of service, gross profit, operating and administrative expenses and operating profit for MRI for the three months ended June 30, 2009 and 2008:

MRI



|                                      |  |                            |        |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |   
|------------------------------------- |  | -------------------------- | ------ | ----------------- | ----- | - | - | ------------------- | ----------------- |  | ----- | - |  | - | ------ | - |  | ----- | --
|                                      |  | Three months endedJune 30, |        |                   |       |   |   |                     |                  
|                                      |  | 2009                       |        |                   | 2008  |   |   | Increase (Decrease) |                  
|(in thousands)                        |  | $                          |        | % of TotalRevenue |       |   | $ |                     | % of TotalRevenue |  |       | $ |  |   | %      |  
|Revenue                               |  |                            |        |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |   
|Staffing services                     |  | $                          | 9,749  |                   | 73.7  | % |   | $                   | 12,857            |  | 66.3  | % |  | $ | (3,108 | ) |  | (24.2 | )%
|Professional services                 |  |                            | 3,484  |                   | 26.3  |   |   |                     | 6,544             |  | 33.7  |   |  |   | (3,060 | ) |  | (46.8 | ) 
|                                      |  |                            |        |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |   
|                                      |  |                            | 13,233 |                   | 100.0 |   |   |                     | 19,401            |  | 100.0 |   |  |   | (6,168 | ) |  | (31.8 | ) 
|Cost of service                       |  |                            | 6,735  |                   | 50.9  |   |   |                     | 8,868             |  | 45.7  |   |  |   | (2,133 | ) |  | (24.1 | ) 
|                                      |  |                            |        |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |   
|Gross profit                          |  |                            | 6,498  |                   | 49.1  |   |   |                     | 10,533            |  | 54.3  |   |  |   | (4,035 | ) |  | (38.3 | ) 
|Operating and administrative expenses |  |                            | 6,028  |                   | 45.5  |   |   |                     | 7,040             |  | 36.3  |   |  |   | (1,012 | ) |  | (14.4 | ) 
|                                      |  |                            |        |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |   
|Operating profit                      |  | $                          | 470    |                   | 3.6   | % |   | $                   | 3,493             |  | 18.0  | % |  | $ | (3,023 | ) |  | (86.6 | )%
|                                      |  |                            |        |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |   

MRIs contract staffing revenue declined due to the completion of several projects and a decline in customer
hiring of contract staffing personnel due to the global economic downturn beginning toward the end of 2008 and continuing in 2009. The decline in professional services revenue was primarily due to lower royalties and, to a lesser extent, franchise
sales. The decline in royalties reflects a decline in same-store sales due to weakened hiring demand as a result of the declines in the global economy.

MRIs gross profit dollars decreased during the second quarter of 2009 as compared to the second quarter of 2008 due primarily to the declines in both staffing services and professional services revenue mentioned above. Gross profit
margin declined as higher-margin professional services revenue decreased at a faster pace than the lower-margin contract staffing services revenue.

MRIs operating and administrative expenses decreased during the second quarter of 2009 as compared to the second quarter of 2008 due primarily to cost containment initiatives put into place in late 2008 and decreased headcount. These
expense reductions were partially offset by $0.1 million of severance charges.



25



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##### Table of Contents

The following table presents changes in revenue by service type, cost of service, gross profit, operating and
administrative expenses and operating profit for MRI for the six months ended June 30, 2009 and 2008:

MRI



|                                      |  |                          |        |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|------------------------------------- |  | ------------------------ | ------ | ----------------- | ----- | - | - | ------------------- | ----------------- |  | ----- | - |  | - | ------- | - |  | ----- | --
|                                      |  | Six months endedJune 30, |        |                   |       |   |   |                     |                  
|                                      |  | 2009                     |        |                   | 2008  |   |   | Increase (Decrease) |                  
|(in thousands)                        |  | $                        |        | % of TotalRevenue |       |   | $ |                     | % of TotalRevenue |  |       | $ |  |   | %       |  
|Revenue                               |  |                          |        |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|Staffing services                     |  | $                        | 20,633 |                   | 74.1  | % |   | $                   | 25,853            |  | 66.2  | % |  | $ | (5,220  | ) |  | (20.2 | )%
|Professional services                 |  |                          | 7,221  |                   | 25.9  |   |   |                     | 13,179            |  | 33.8  |   |  |   | (5,958  | ) |  | (45.2 | ) 
|                                      |  |                          |        |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|                                      |  |                          | 27,854 |                   | 100.0 |   |   |                     | 39,032            |  | 100.0 |   |  |   | (11,178 | ) |  | (28.6 | ) 
|Cost of service                       |  |                          | 14,301 |                   | 51.3  |   |   |                     | 17,805            |  | 45.6  |   |  |   | (3,504  | ) |  | (19.7 | ) 
|                                      |  |                          |        |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|Gross profit                          |  |                          | 13,553 |                   | 48.7  |   |   |                     | 21,227            |  | 54.4  |   |  |   | (7,674  | ) |  | (36.2 | ) 
|Operating and administrative expenses |  |                          | 13,079 |                   | 47.0  |   |   |                     | 15,484            |  | 39.7  |   |  |   | (2,405  | ) |  | (15.5 | ) 
|                                      |  |                          |        |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   
|Operating profit                      |  | $                        | 474    |                   | 1.7   | % |   | $                   | 5,743             |  | 14.7  | % |  | $ | (5,269  | ) |  | (91.8 | )%
|                                      |  |                          |        |                   |       |   |   |                     |                   |  |       |   |  |   |         |   |  |       |   

MRIs contract staffing revenue declined due to the completion of a major project and a decline in customer
hiring of contract staffing personnel due to the global economic downturn beginning toward the end of 2008 and continuing in 2009. The decline in professional services revenue was primarily due to lower royalties and franchise sales. The decline in
royalties reflects a decline in same-store sales due to weakened hiring demand as a result of the declines in the global economy.

MRIs gross profit
dollars decreased during the six months ended June 30, 2009 as compared to the six months ended June 30, 2008 due primarily to the declines in both staffing services and professional services revenue mentioned above. Gross profit margin
declined as higher-margin professional services revenue decreased at a faster pace than the lower-margin contract staffing services revenue.

MRIs
operating and administrative expenses decreased during the six months ended June 30, 2009 as compared to the six months ended June 30, 2008, due primarily to:



| |  |  | Cost containment initiatives put into place in late 2008;
| | - |  | ---------------------------------------------------------



| |  |  | Decreased headcount; and
| | - |  | ------------------------



| |  |  | The absence of a one-time $0.6 million charge to bad debt related to MRI Worldwide, a former master licensee, which occurred in the first quarter of 2008. This was
partially offset by increased bad debt reserves related to domestic franchises.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

The expense reductions were partially offset by $0.3
million of severance charges and legal fees associated with the previously disclosed termination of the Companys master franchise agreement with MRI Worldwide Network, Limited.

Anders

Business Strategy

Anders is focused on providing recruitment services within the UK and Australian construction and infrastructure environment. Anders seeks to deliver these services through the management of an efficient branch office operation that
provides customers with qualified contract and permanent professionals. Efficient branch office operations are, in managements belief, characterized by skilled managers leading production teams of consultants and recruitment assistants to meet
customers contract and permanent staffing needs. Management believes Anders utilization of web-based recruiting is critical to providing it with a large pool of highly qualified candidates and enhances the Companys ability to
filter candidates to meet specific customer needs. Additionally, over time, Anders is looking to capitalize on and develop its international capabilities in order to provide services to its customers who have global requirements.

The UK infrastructure sector provides opportunities with the rebuilding of the countrys rail system, other government-related projects and private industry-related
projects. Anders is pursuing these opportunities by redeploying producers to areas that are expected to grow in spite of the current economic slowdown, specifically the 2012 London Olympics and government spending-backed



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##### Table of Contents

transportation and infrastructure projects. Additionally, Anders is expanding its capabilities to provide centralized, efficient staffing services to
national accounts to better serve their business needs.

Anders offices in Australia provide a pool of candidates to the UK labor market, in addition
to generating business from Australia-based customers.

Key Performance Indicators

Anders relies on various operational and financial metrics to manage its business. Key metrics include direct margin by recruiter and branch office, staff payroll costs as a percentage of gross profit, gross profit
pounds and gross profit margin and return on net assets.

Monitoring direct margin by recruiter and branch office enables Anders to focus on increasing
productivity, thereby increasing profit margins. Anders also monitors its staff payroll costs as a percentage of gross profit pounds to evaluate recruiter and branch effectiveness. This allows Anders to identify the most efficient branches and to
apply the methods used in those branches to improve the performance of its other branches. Monitoring recruiter and branch performance also allows Anders to promote delivery of high levels of service to customers.

Gross profit pounds and gross profit margin reflect Anders ability to realize pricing consistent with value provided, to incorporate changes in market demand and
to control and pass through direct costs. Gross margin may not increase at the same percentage rate as revenue. Permanent placement revenue has a significant impact on gross margin. Since there are no direct costs associated with permanent placement
revenue, increases or decreases in permanent placement revenue can have a disproportionate impact on gross profit margin.

Return on net assets
(RONA) reflects Anders ability to generate earnings while optimizing assets deployed in the business. A key driver of RONA is the Companys ability to manage its accounts receivable, its largest asset.

Results of Operations

The following table presents changes in
revenue by service type, cost of service, gross profit, operating and administrative expenses and operating profit (loss) for Anders for the three months ended June 30, 2009 and 2008 in US dollars:

Anders



|                                      |  |                            |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|------------------------------------- |  | -------------------------- | ------ | - | ----------------- | ----- | -- | ------------------- | - | ----------------- |  | ----- | - |  | - | ------- | - |  | ------ | --
|                                      |  | Three months endedJune 30, |        |   |                   |       |    |                     |  
|                                      |  | 2009                       |        |   | 2008              |       |    | Increase (Decrease) |  
|(US dollars in thousands)             |  | $                          |        |   | % of TotalRevenue |       |    | $                   |   | % of TotalRevenue |  |       | $ |  |   | %       |  
|Revenue                               |  |                            |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|Staffing services                     |  | $                          | 24,979 |   |                   | 97.9  | %  |                     | $ | 55,379            |  | 91.9  | % |  | $ | (30,400 | ) |  | (54.9  | )%
|Professional services                 |  |                            | 538    |   |                   | 2.1   |    |                     |   | 4,866             |  | 8.1   |   |  |   | (4,328  | ) |  | (88.9  | ) 
|                                      |  |                            |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|                                      |  |                            | 25,517 |   |                   | 100.0 |    |                     |   | 60,245            |  | 100.0 |   |  |   | (34,728 | ) |  | (57.6  | ) 
|Cost of service                       |  |                            | 21,563 |   |                   | 84.5  |    |                     |   | 46,716            |  | 77.5  |   |  |   | (25,153 | ) |  | (53.8  | ) 
|                                      |  |                            |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|Gross profit                          |  |                            | 3,954  |   |                   | 15.5  |    |                     |   | 13,529            |  | 22.5  |   |  |   | (9,575  | ) |  | (70.8  | ) 
|Operating and administrative expenses |  |                            | 5,884  |   |                   | 23.1  |    |                     |   | 12,040            |  | 20.0  |   |  |   | (6,156  | ) |  | (51.1  | ) 
|                                      |  |                            |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|Operating profit (loss)               |  | $                          | (1,930 | ) |                   | (7.6  | )% |                     | $ | 1,489             |  | 2.5   | % |  | $ | (3,419  | ) |  | (229.6 | )%
|                                      |  |                            |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   



27



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##### Table of Contents

The following table presents changes in revenue by service type, cost of service, gross profit, operating and
administrative expenses and operating profit (loss) for Anders for the six months ended June 30, 2009 and 2008 in US dollars:

Anders



|                                      |  |                          |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|------------------------------------- |  | ------------------------ | ------ | - | ----------------- | ----- | -- | ------------------- | - | ----------------- |  | ----- | - |  | - | ------- | - |  | ------ | --
|                                      |  | Six months endedJune 30, |        |   |                   |       |    |                     |  
|                                      |  | 2009                     |        |   | 2008              |       |    | Increase (Decrease) |  
|(US dollars in thousands)             |  | $                        |        |   | % of TotalRevenue |       |    | $                   |   | % of TotalRevenue |  |       | $ |  |   | %       |  
|Revenue                               |  |                          |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|Staffing services                     |  | $                        | 52,036 |   |                   | 97.2  | %  |                     | $ | 109,730           |  | 90.0  | % |  | $ | (57,694 | ) |  | (52.6  | )%
|Professional services                 |  |                          | 1,515  |   |                   | 2.8   |    |                     |   | 12,255            |  | 10.0  |   |  |   | (10,740 | ) |  | (87.6  | ) 
|                                      |  |                          |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|                                      |  |                          | 53,551 |   |                   | 100.0 |    |                     |   | 121,985           |  | 100.0 |   |  |   | (68,434 | ) |  | (56.1  | ) 
|Cost of service                       |  |                          | 44,698 |   |                   | 83.5  |    |                     |   | 92,792            |  | 76.1  |   |  |   | (48,094 | ) |  | (51.8  | ) 
|                                      |  |                          |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|Gross profit                          |  |                          | 8,853  |   |                   | 16.5  |    |                     |   | 29,193            |  | 23.9  |   |  |   | (20,340 | ) |  | (69.7  | ) 
|Operating and administrative expenses |  |                          | 11,982 |   |                   | 22.3  |    |                     |   | 24,929            |  | 20.4  |   |  |   | (12,947 | ) |  | (51.9  | ) 
|                                      |  |                          |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|Operating profit (loss)               |  | $                        | (3,129 | ) |                   | (5.8  | )% |                     | $ | 4,264             |  | 3.5   | % |  | $ | (7,393  | ) |  | (173.4 | )%
|                                      |  |                          |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   

To more effectively discuss the comparative results of operations for the three months ended June 30, 2009
and 2008, the following table presents Anders results on a constant currency basis (in thousands of British pounds):

Anders



|                                      |  |                            |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|------------------------------------- |  | -------------------------- | ------ | - | ----------------- | ----- | -- | ------------------- | - | ----------------- |  | ----- | - |  | - | ------- | - |  | ------ | --
|                                      |  | Three months endedJune 30, |        |   |                   |       |    |                     |  
|                                      |  | 2009                       |        |   | 2008              |       |    | Increase (Decrease) |  
|(British pounds in thousands)         |  | £                          |        |   | % of TotalRevenue |       |    | £                   |   | % of TotalRevenue |  |       | £ |  |   | %       |  
|Revenue                               |  |                            |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|Staffing services                     |  | £                          | 16,222 |   |                   | 97.9  | %  |                     | £ | 27,892            |  | 91.9  | % |  | £ | (11,670 | ) |  | (41.8  | )%
|Professional services                 |  |                            | 356    |   |                   | 2.1   |    |                     |   | 2,450             |  | 8.1   |   |  |   | (2,094  | ) |  | (85.5  | ) 
|                                      |  |                            |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|                                      |  |                            | 16,578 |   |                   | 100.0 |    |                     |   | 30,342            |  | 100.0 |   |  |   | (13,764 | ) |  | (45.4  | ) 
|Cost of service                       |  |                            | 14,003 |   |                   | 84.5  |    |                     |   | 23,528            |  | 77.5  |   |  |   | (9,525  | ) |  | (40.5  | ) 
|                                      |  |                            |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|Gross profit                          |  |                            | 2,575  |   |                   | 15.5  |    |                     |   | 6,814             |  | 22.5  |   |  |   | (4,239  | ) |  | (62.2  | ) 
|Operating and administrative expenses |  |                            | 3,831  |   |                   | 23.1  |    |                     |   | 6,064             |  | 20.0  |   |  |   | (2,233  | ) |  | (36.8  | ) 
|                                      |  |                            |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|Operating profit (loss)               |  | £                          | (1,256 | ) |                   | (7.6  | )% |                     | £ | 750               |  | 2.5   | % |  | £ | (2,006  | ) |  | (267.5 | )%
|                                      |  |                            |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   

Anders staffing services revenue decreased primarily due to the conclusion of customer projects in early
2009 and a decline in new customer project starts as the construction industry in the UK continues to be weakened by the global economic downturn. The decrease in professional services revenue is primarily due to the significant drop in permanent
placement hiring as a result of increased unemployment and weaker demand in the construction market in the UK.

Anders gross profit pounds decreased
during the second quarter of 2009 as compared to the second quarter of 2008 due primarily to the decline in revenue. Gross profit margin decreased during the second quarter of 2009 as compared to the second quarter of 2008 due to the significant
decline in higher-margin professional services revenue in addition to pricing pressures from staffing services customers.

Anders decrease in
operating and administrative expenses during the second quarter of 2009 as compared to the second quarter of 2008 was primarily due to lower salaries and variable compensation as a result of decreased headcount, lower business volumes, office
downsizing and other cost containment measures. These expense reductions were partially offset by $0.2 million of severance charges. These second quarter 2009 rightsizing activities resulted in some savings in the second quarter of 2009 and the
Company expects to realize additional savings from these actions in future quarters.

Anders operating profit declined during the second quarter of
2009 as compared to second quarter of 2008 due to the significant decline in revenue, partially offset by the decrease in operating and administrative expenses mentioned above.



28



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##### Table of Contents

To more effectively discuss the comparative results of operations for the six months ended June 30, 2009 and 2008,
the following table presents Anders results on a constant currency basis (in thousands of British pounds):

Anders



|                                      |  |                          |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|------------------------------------- |  | ------------------------ | ------ | - | ----------------- | ----- | -- | ------------------- | - | ----------------- |  | ----- | - |  | - | ------- | - |  | ------ | --
|                                      |  | Six months endedJune 30, |        |   |                   |       |    |                     |  
|                                      |  | 2009                     |        |   | 2008              |       |    | Increase (Decrease) |  
|(British pounds in thousands)         |  | £                        |        |   | % of TotalRevenue |       |    | £                   |   | % of TotalRevenue |  |       | £ |  |   | %       |  
|Revenue                               |  |                          |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|Staffing services                     |  | £                        | 35,215 |   |                   | 97.2  | %  |                     | £ | 55,285            |  | 90.0  | % |  | £ | (20,070 | ) |  | (36.3  | )%
|Professional services                 |  |                          | 1,045  |   |                   | 2.8   |    |                     |   | 6,174             |  | 10.0  |   |  |   | (5,129  | ) |  | (83.1  | ) 
|                                      |  |                          |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|                                      |  |                          | 36,260 |   |                   | 100.0 |    |                     |   | 61,459            |  | 100.0 |   |  |   | (25,199 | ) |  | (41.0  | ) 
|Cost of service                       |  |                          | 30,243 |   |                   | 83.5  |    |                     |   | 46,751            |  | 76.1  |   |  |   | (16,508 | ) |  | (35.3  | ) 
|                                      |  |                          |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|Gross profit                          |  |                          | 6,017  |   |                   | 16.5  |    |                     |   | 14,708            |  | 23.9  |   |  |   | (8,691  | ) |  | (59.1  | ) 
|Operating and administrative expenses |  |                          | 8,111  |   |                   | 22.3  |    |                     |   | 12,560            |  | 20.4  |   |  |   | (4,449  | ) |  | (35.4  | ) 
|                                      |  |                          |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   
|Operating profit (loss)               |  | £                        | (2,094 | ) |                   | (5.8  | )% |                     | £ | 2,148             |  | 3.5   | % |  | £ | (4,242  | ) |  | (197.5 | )%
|                                      |  |                          |        |   |                   |       |    |                     |   |                   |  |       |   |  |   |         |   |  |        |   

Anders staffing services revenue decreased primarily due to the conclusion of customer projects during 2008
and early 2009 and a decline in new customer project starts as the construction industry in the UK continues to be weakened by the global economic downturn. The decrease in professional services revenue is primarily due to the significant drop in
permanent placement hiring as a result of increased unemployment and weaker demand in the construction market in the UK.

Anders gross profit pounds
decreased during the six months ended June 30, 2009 as compared to the six months ended June 30, 2008 due primarily to the decline in revenue. Gross profit margin decreased during the six months ended June 30, 2009 as compared to the
six months ended June 30, 2008 due to the significant decline in higher-margin professional services revenue.

Anders decrease in operating and
administrative expenses during the six months ended June 30, 2009 as compared to the six months ended June 30, 2008 was primarily due to lower salaries and variable compensation as a result of decreased headcount, lower business volumes,
office downsizing and other cost containment measures. The expense reductions were partially offset by $0.3 million of severance charges. First and second quarter 2009 rightsizing activities resulted in some savings in the first half of 2009 and the
Company expects to realize additional savings from these actions in future quarters.

Anders operating profit declined during the six months ended
June 30, 2009 as compared to the six months ended June 30, 2008 due to the significant decline in revenue, partially offset by the decrease in operating and administrative expenses mentioned above.

ITS

Business Strategy

ITS provides a variety of information technology related services to its customers. These services include staffing, consulting and outsourcing. These service offerings
require recruiting and retaining IT talent for contract and permanent IT positions, industry expertise and the ability to determine appropriate solutions for IT needs. ITSs customers are primarily Fortune 1000 companies with high volume IT
requirements and/or the need to augment their own staff on a flexible basis.

The success of ITSs staffing services is dependent upon maintaining and
increasing penetration of its existing customer base, its ability to win new contract awards and the availability and cost of its skilled labor pool. The market demand for ITSs services is also heavily dependent upon the pace of technology
change and the changes in business requirements and practices of its customers. The IT services industry is highly competitive and is subject to strong pricing pressures from customers and competition.

While staffing continues to be a core offering, ITS is focusing its efforts on providing higher value IT outsourcing and consulting services through the development of
expertise in five technology areas: quality assurance, application development and maintenance, program management, service desk management and IT security and risk management. This effort to shift the emphasis towards higher value IT services is
consistent with CDIs core business strategy. ITS seeks to provide a full range of integrated IT services to its customers. ITS also seeks to differentiate itself from the competition and optimize the customers IT infrastructure, all
while targeting a reduction in overall IT costs and improved service levels.



29



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##### Table of Contents

Key Performance Indicators

ITS manages and assesses its performance through various means, with the primary financial and operational measures including revenue, revenue per sales person, gross profit dollars and gross profit margin, gross margin per hour, recruiter
cost per hire, operating profit margin and return on net assets.

Revenue changes reflect performance on both new and existing contracts and accounts. The
ITS model is such that changes in revenue may not result in proportionate changes in operating and administrative costs, thus impacting profitability.

Gross profit dollars and gross profit margin reflect ITSs ability to realize pricing consistent with value provided, to incorporate changes in market demand and to control and pass through direct costs. It is also an indication of
ITSs ability to shift the mix of business to higher margin service offerings.

Return on net assets (RONA) reflects ITSs ability to
generate earnings while optimizing assets deployed in the business. A key driver of RONA is the Companys ability to manage its accounts receivable, its largest asset.

Results of Operations

The following table presents changes in revenue by service type, cost of service, gross
profit, operating and administrative expenses and operating profit for ITS for the three months ended June 30, 2009 and 2008:

ITS



|                                      |  |                            |        |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |  
|------------------------------------- |  | -------------------------- | ------ | ----------------- | ----- | - | - | ------------------- | ----------------- |  | ----- | - |  | - | ------ | - |  | ----- | -
|                                      |  | Three months endedJune 30, |        |                   |       |   |   |                     |                  
|                                      |  | 2009                       |        |                   | 2008  |   |   | Increase (Decrease) |                  
|(in thousands)                        |  | $                          |        | % of TotalRevenue |       |   | $ |                     | % of TotalRevenue |  |       | $ |  |   | %      |  
|Revenue                               |  |                            |        |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |  
|Staffing services                     |  | $                          | 51,733 |                   | 88.9  | % |   | $                   | 49,299            |  | 87.3  | % |  | $ | 2,434  |   |  | 4.9   | %
|Project outsourcing services          |  |                            | 6,418  |                   | 11.0  |   |   |                     | 6,904             |  | 12.2  |   |  |   | (486   | ) |  | (7.0  | )
|Professional services                 |  |                            | 69     |                   | 0.1   |   |   |                     | 262               |  | 0.5   |   |  |   | (193   | ) |  | (73.7 | )
|                                      |  |                            |        |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |  
|                                      |  |                            | 58,220 |                   | 100.0 |   |   |                     | 56,465            |  | 100.0 |   |  |   | 1,755  |   |  | 3.1   |  
|Cost of service                       |  |                            | 47,658 |                   | 81.9  |   |   |                     | 45,545            |  | 80.7  |   |  |   | 2,113  |   |  | 4.6   |  
|                                      |  |                            |        |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |  
|Gross profit                          |  |                            | 10,562 |                   | 18.1  |   |   |                     | 10,920            |  | 19.3  |   |  |   | (358   | ) |  | (3.3  | )
|Operating and administrative expenses |  |                            | 8,683  |                   | 14.9  |   |   |                     | 9,780             |  | 17.3  |   |  |   | (1,097 | ) |  | (11.2 | )
|                                      |  |                            |        |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |  
|Operating profit                      |  | $                          | 1,879  |                   | 3.2   | % |   | $                   | 1,140             |  | 2.0   | % |  | $ | 739    |   |  | 64.8  | %
|                                      |  |                            |        |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |  

ITSs revenue increased, primarily due to increases in staffing services, largely from a major account
expansion, partially offset by reduced demand for staffing services in the automotive sector and slight volume declines in project outsourcing and professional services.

ITSs gross profit dollars decreased slightly during the second quarter of 2009 as compared to the second quarter of 2008 primarily due to direct costs increasing at a higher rate than revenue, due primarily to
pricing pressures in contract staffing projects. ITSs gross profit margin was slightly lower due to increases in lower margin staffing business and the beginning of new project outsourcing contracts providing a slightly lower margin, partially
offset by the Companys ability to pass through certain customer bill rate reductions to billable personnel.

ITSs operating and administrative
expenses decreased during the second quarter of 2009 as compared to second quarter of 2008 primarily due to continued cost containment initiatives beginning in mid-2008. These expense reductions were partially offset by $0.1 million of severance
charges. These second quarter 2009 rightsizing activities resulted in some savings in the second quarter of 2009 and the Company expects to realize additional savings from these actions in future quarters.

ITSs operating profit increased during the second quarter of 2009 as compared to second quarter of 2008 primarily due to effective cost containment measures.



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##### Table of Contents

The following table presents changes in revenue by service type, cost of service, gross profit, operating and
administrative expenses and operating profit for ITS for the six months ended June 30, 2009 and 2008:

ITS



|                                      |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |  
|------------------------------------- |  | ------------------------ | ------- | ----------------- | ----- | - | - | ------------------- | ----------------- |  | ----- | - |  | - | ------ | - |  | ----- | -
|                                      |  | Six months endedJune 30, |         |                   |       |   |   |                     |                  
|                                      |  | 2009                     |         |                   | 2008  |   |   | Increase (Decrease) |                  
|(in thousands)                        |  | $                        |         | % of TotalRevenue |       |   | $ |                     | % of TotalRevenue |  |       | $ |  |   | %      |  
|Revenue                               |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |  
|Staffing services                     |  | $                        | 102,861 |                   | 88.9  | % |   | $                   | 99,080            |  | 87.8  | % |  | $ | 3,781  |   |  | 3.8   | %
|Project outsourcing services          |  |                          | 12,626  |                   | 10.9  |   |   |                     | 13,289            |  | 11.8  |   |  |   | (663   | ) |  | (5.0  | )
|Professional services                 |  |                          | 175     |                   | 0.2   |   |   |                     | 453               |  | 0.4   |   |  |   | (278   | ) |  | (61.4 | )
|                                      |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |  
|                                      |  |                          | 115,662 |                   | 100.0 |   |   |                     | 112,822           |  | 100.0 |   |  |   | 2,840  |   |  | 2.5   |  
|Cost of service                       |  |                          | 94,794  |                   | 82.0  |   |   |                     | 91,705            |  | 81.3  |   |  |   | 3,089  |   |  | 3.4   |  
|                                      |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |  
|Gross profit                          |  |                          | 20,868  |                   | 18.0  |   |   |                     | 21,117            |  | 18.7  |   |  |   | (249   | ) |  | (1.2  | )
|Operating and administrative expenses |  |                          | 17,761  |                   | 15.3  |   |   |                     | 19,774            |  | 17.5  |   |  |   | (2,013 | ) |  | (10.2 | )
|                                      |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |  
|Operating profit                      |  | $                        | 3,107   |                   | 2.7   | % |   | $                   | 1,343             |  | 1.2   | % |  | $ | 1,764  |   |  | 131.3 | %
|                                      |  |                          |         |                   |       |   |   |                     |                   |  |       |   |  |   |        |   |  |       |  

ITSs revenue increased, primarily due to increases in staffing services, largely from a major account
expansion, partially offset by reduced demand for staffing services in the automotive sector and slight volume declines in project outsourcing and professional services.

ITSs gross profit dollars decreased slightly during the six months ended June 30, 2009 as compared to the six months ended June 30, 2008 primarily due to direct costs increasing at a higher rate than
revenue, due primarily to pricing pressures in contract staffing projects. ITSs gross profit margin was slightly lower due to increases in lower margin staffing business and the beginning of new project outsourcing contracts providing a
slightly lower margin, partially offset by the Companys ability to pass through certain customer bill rate reductions to billable personnel.

ITSs operating and administrative expense decreased during the six months ended June 30, 2009 as compared to the six months ended June 30, 2008 primarily due to continued cost containment initiatives beginning in mid-2008.
The expense reductions were partially offset by $0.3 million of severance charges. First and second quarter 2009 rightsizing activities resulted in some savings in the first half of 2009 and the Company expects to realize additional savings from
these actions in future quarters.

ITSs operating profit increased during the six months ended June 30, 2009 as compared to the six months ended
June 30, 2008 primarily due to effective cost containment measures.

Corporate

Corporate expenses totaled $3.7 million in the second quarter of 2009 as compared to $4.3 million in the second quarter of 2008. The decrease of $0.6 million was principally the result of lower variable compensation
costs and cost containment measures.

Corporate expenses totaled $8.1 million in the first six months of 2009 as compared to $9.4 million in the first six
months of 2008. The decrease of $1.3 million was principally the result of lower variable compensation costs and cost containment measures.



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Liquidity and Capital Resources

The following table summarizes the net cash provided by (used in) the major captions from the Companys consolidated statements of cash flows:



|                     |  |                          |        |   |      |   |        |  
|-------------------- |  | ------------------------ | ------ | - | ---- | - | ------ | -
|                     |  | Six months endedJune 30, |       
|(in thousands)       |  | 2009                     |        |   | 2008 |  
|Operating Activities |  | $                        | 19,757 |   |      | $ | 8,210  |  
|Investing Activities |  |                          | (3,672 | ) |      |   | (7,361 | )
|Financing Activities |  |                          | (3,013 | ) |      |   | (6,364 | )

Operating Activities

During the first six months of 2009, net cash provided by operating activities was $19.8 million, driven mostly by lower working capital requirements, partially offset by lower earnings. Operating cash flow was higher than the prior year by
$11.6 million, primarily due to lower working capital requirements of $30.0 million, reflecting decreases in receivables and prepaid expenses and smaller decreases in accounts payable and accrued expenses and other current liabilities, partially
offset by lower earnings of $15.8 million.

Investing Activities

During the first six months of 2009, net cash used in investing activities decreased by $3.7 million, as compared to the same period in 2008. The Companys primary investing activities in the first six months of
2009 were purchases of property and equipment. During the first six months of 2009, capital expenditures totaled $3.9 million, as compared to $6.0 million in the same period in 2008. The decrease in capital spending was primarily due to larger
capital expenditures in 2008 for recruitment and financial systems-related technology projects, additional leasehold improvements and furniture for new offices. In the first six months of 2009, capital expenditures related primarily to
implementation of a financial system upgrade, software purchases in the Aerospace vertical of ES and software development for the ITS vertical. Capital spending for the full year of 2009 is expected to be approximately $8 to $10 million. In
addition, in the first quarter of 2008, the Company invested $1.7 million in trademarks.

Financing Activities

During the first six months of 2009, net cash used in financing activities decreased by $3.4 million, as compared to the same period in 2008. The Company paid
shareholders dividends totaling $4.9 million and $5.3 million during the first six months of 2009 and 2008, respectively. The declaration and payment of future dividends will be at the discretion of the Companys Board of Directors and will
depend upon many factors including the Companys earnings, financial condition and capital requirements. In the first six months of 2008, the Company repurchased 72,400 shares of its common stock in the open market for $1.8 million in cash. The
Company did not repurchase any shares of its common stock under the repurchase program in the first six months of 2009. As of June 30, 2009, there remained authorization to repurchase approximately $20.0 million of outstanding common stock.

Summary

The Companys business model is expected
to generate positive cash flow over the business cycle. However, changes in the level of business activity, and to a lesser extent, seasonality, do impact working capital needs and cash flow. In addition, the weakening global economy has and could
continue to cause delays in customer payments which could lead to a slower collections process, causing a temporary decline in CDIs operating cash flow. Management believes that the Companys current funds, funds generated from operations
and funds available under its short-term credit facility will be sufficient to support currently anticipated working capital, capital expenditures, shareholder dividends and potential stock repurchases and strategic acquisitions. Should the Company
require additional funds in the future, management believes that it will be able to obtain these funds at competitive rates.

Critical Accounting
Policies and Estimates

The Companys consolidated interim financial statements were prepared in accordance with generally accepted accounting
principles, which require management to make subjective decisions, assessments and estimates about the effect of matters that are inherently uncertain. As the number of variables and assumptions affecting judgment increases, such judgments become
even more subjective. While management believes its assumptions are reasonable and appropriate, actual results may be materially different than estimated. The critical accounting estimates and assumptions identified in the Companys 2008 Annual
Report on Form 10-K filed on March 11, 2009 with the Securities and Exchange Commission have not materially changed.



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##### Table of Contents

|Item 3. | Quantitative and Qualitative Disclosures About Market Risk
|------- | ----------------------------------------------------------

The Company is exposed to risks associated with foreign currency fluctuations and changes in interest rates. The Companys exposure to foreign currency fluctuations relates primarily to its operations denominated
in British pounds sterling and Canadian dollars. Exchange rate fluctuations impact the US dollar value of reported earnings derived from these foreign operations as well as the Companys investment in the net assets related to these operations.
The Company engages in hedging activities with respect to certain of its foreign operations.

During the first quarter of 2009, the Company entered into
zero cost collar option contracts (options) to hedge portions of its British pound sterling and Canadian dollar currency forecasted earnings. The options were for various amounts in local currency on a quarterly basis and expire
respectively at the end of the first, second and third quarters in 2009. During the second quarter of 2009, the Company unwound the British pound sterling options set to expire in the second and third quarters, and entered into an option to hedge
portions of its forecasted earnings in Canadian dollars for the fourth quarter. During the first quarter of 2008, the Company entered into zero cost collar option contracts to hedge portions of its British pound sterling, Euro, Canadian dollar and
Australian dollar currency forecasted earnings. The options were for various amounts in local currency on a quarterly basis and expired respectively at the end of the first, second, third and fourth quarters in 2008. These options have a range of
foreign exchange rates, which provide a hedge against foreign results that are translated at rates outside the range. These options do not have a premium. Under SFAS No. 133, Accounting for Derivative Instruments and Hedging Activities(SFAS No. 133), these instruments are accounted for at fair value. Because the Company could not designate these options as hedges for accounting purposes, foreign exchange revaluation gains or losses are reflected in
earnings currently, while the impact of translating the foreign based income into US dollars is recognized throughout the year. For the six months ended June 30, 2009, the Company recorded a net loss of $64 thousand related to these options,
consisting of a realized loss of $46 thousand and an unrealized loss of $18 thousand. The net losses were recorded in other income (expense), net in the consolidated statements of operations. For the six months ended June 30, 2008, the Company
recorded a net gain of $69 thousand related to these options, consisting of a realized gain of $34 thousand and an unrealized gain of $35 thousand. The net gains were recorded in other income (expense), net in the consolidated statements of
operations. (See Note 3  Fair Value Disclosures, in the notes to the consolidated financial statements for additional information.)

The following
table details the Companys outstanding foreign currency zero cost option contracts at June 30, 2009:



|                |  |               |  |               |  |              |     |  |                               |  |                          |  |             
|--------------- |  | ------------- |  | ------------- |  | ------------ | --- |  | ----------------------------- |  | ------------------------ |  | ------------
|                |  |               |  |               |  |              |     |  |                               |  | Foreign Currency in US $
|Local Currency  |  | EffectiveDate |  | Maturity Date |  | CurrencyDate |     |  | NotionalAmount (in thousands) |  | Floor Rate               |  | Ceiling Rate
|Canadian Dollar |  | 1/9/2009      |  | 9/25/2009     |  | note         | (1) |  | 850                           |  | 0.8100                   |  | 0.8414      
|Canadian Dollar |  | 5/22/2009     |  | 12/29/2009    |  | note         | (2) |  | 1,040                         |  | 0.8547                   |  | 0.9042      
|                |  |               |  |               |  |              |     |  |                               |  |                          |  |             
|                |  |               |  |               |  |              |     |  |                               |  |                          |  |             
|                |  |               |  |               |  |              |     |  |                               |  |                          |  |             



|(1) | The exercise rate is determined by taking an average of the spot rates on the following dates: 6/26/2009, 7/24/2009, 8/21/2009 and 9/25/2009.
|--- | ---------------------------------------------------------------------------------------------------------------------------------------------



|(2) | The exercise rate is determined by taking an average of the spot rates on the following dates: 9/25/2009, 10/23/2009, 11/20/2009 and 12/29/2009.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------

As of and during the six months ended June 30, 2009 and 2008, the Company had no borrowings outstanding under its $45.0 million
committed, unsecured revolving credit facility. The Companys cash balances are primarily invested in money market investments primarily at variable rates. Due to the Companys cash balance, interest rate fluctuations will affect the
Companys return on its investments.



|Item 4. | Controls and Procedures
|------- | -----------------------

Evaluation
of disclosure controls and procedures

The management of the Company, under the supervision and with the participation of the Companys Chief
Executive Officer and Chief Financial Officer, has evaluated the effectiveness of the Companys disclosure controls and procedures (as such term is defined in Rules 13a-15(e) and 15d-15(e) under the Securities Exchange Act of 1934, as amended
(the Exchange Act)) as of June 30, 2009. Based on that evaluation, the Chief Executive Officer and Chief Financial Officer have concluded that the Companys disclosure controls and procedures were effective as of that date
to provide reasonable assurance that information required to be disclosed by the Company in reports that it files or submits under the Exchange Act is recorded, processed, summarized and reported as specified in Securities and Exchange Commission
rules and forms and that such information is accumulated and communicated to



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##### Table of Contents

the Companys management, including the Chief Executive Officer and Chief Financial Officer, or persons performing similar functions, as appropriate to
allow timely decisions regarding required disclosure.

Changes in internal control over financial reporting

There were no changes in the Companys internal control over financial reporting (as defined in Rules 13a-15(f) and 15d-15(f) under the Exchange Act) during the
Companys second quarter ended June 30, 2009, that have materially affected, or are reasonably likely to materially affect, the Companys internal control over financial reporting.



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##### Table of Contents

PART II. OTHER INFORMATION



|Item 1. | Legal Proceedings
|------- | -----------------

The Company has
litigation and other claims pending which have arisen in the ordinary course of business. Except as described below, management believes there are substantive defenses and/or insurance and specific accounting reserves established such that the
outcome of these pending matters should not have a material adverse effect on the business, financial condition or results of operations of the Company.

In June 2006, the United Kingdoms Office of Fair Trading (OFT) opened an investigation into alleged anti-competitive behavior by Anders and a number of its competitors in the UK construction recruitment industry. The
Company has fully cooperated with the OFT in the investigation under the OFTs corporate leniency program. On October 21, 2008, the OFT issued a Statement of Objections in which the OFT proposes to make a finding that Anders violated the
UK Competition Act of 1998. In response to the Statement of Objections, on January 16, 2009 the Company submitted written representations to the OFT and on February 18, 2009 the Company made an oral presentation to the OFT. Although the
Statement of Objections does not propose a specific fine, based on the contents of the Statement of Objections, the Company continues to believe that a fine will be imposed and that the amount of such fine could be material. The Company does not
believe the Statement of Objections provides sufficient new information for the Company to determine, with any reliability, the amount of the fine or an estimated range of the fine, nor does the document make it clear when the Company might be able
to reach a reliable estimate. The Company has not made any provisions for any fine or other liabilities relating to this matter in its consolidated financial statements as of June 30, 2009.



|Item 1A. | Risk Factors
|-------- | ------------

There have been no material
changes from the risk factors disclosed in the Risk Factors section (Part I, Item 1A) of the Companys Annual Report on Form 10-K for the year ended December 31, 2008.



|Item 2. | Unregistered Sales of Equity Securities and Use of Proceeds
|------- | -----------------------------------------------------------

None.



|Item 3. | Defaults Upon Senior Securities
|------- | -------------------------------

None.



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##### Table of Contents

|Item 4. | Submission of Matters to a Vote of Security Holders
|------- | ---------------------------------------------------

On May 27, 2009, the Company held its annual meeting of shareholders. The matters voted upon at the meeting were: (1) the election of seven directors of the Company (the directors names appear
below), (2) the ratification of KPMG LLP as the Companys independent auditor for 2009, (3) the re-approval of the Companys 2004 Omnibus Stock Plan (the Omnibus Plan); and (4) the re-approval of the Bonus Plan
for the Companys Chief Executive Officer.

The vote for the election of directors was as follows:



|                    |  |            |  |          
|------------------- |  | ---------- |  | ---------
|                    |  | For        |  | Withheld 
|Roger H. Ballou     |  | 16,903,860 |  | 563,779  
|Michael J. Emmi     |  | 17,190,149 |  | 277,220  
|Walter R. Garrison  |  | 13,000,365 |  | 4,467,274
|Lawrence C. Karlson |  | 15,724,004 |  | 1,743,635
|Ronald J. Kozich    |  | 17,237,627 |  | 230,012  
|Albert E. Smith     |  | 17,216,884 |  | 250,755  
|Barton J. Winokur   |  | 16,083,060 |  | 1,384,579

The vote to ratify the appointment of KPMG LLP as the Companys independent auditor for 2009 was as follows:



|        |  |           
|------- |  | ----------
|For     |  | 17,337,840
|Against |  | 109,004   
|Abstain |  | 20,795    

The vote to reapprove the Omnibus Plan was as follows:



|                 |  |           
|---------------- |  | ----------
|For              |  | 16,092,001
|Against          |  | 185,095   
|Abstain          |  | 61,933    
|Broker Non-votes |  | 1,128,610 

The vote to reapprove the Bonus Plan for the CEO was as follows:



|        |  |           
|------- |  | ----------
|For     |  | 17,116,554
|Against |  | 280,855   
|Abstain |  | 70,230    



|Item 5. | Other Information
|------- | -----------------

None.



|Item 6. | Exhibits
|------- | --------



|     |  |                                                                                                                                                                                
|---- |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|10.1 |  | Amendment to Employment Agreement between CDI Corp. and Roger H. Ballou signed on May 13, 2009.                                                                                
|     | 
|10.2 |  | Employment Agreement between CDI Corporation and Brian D. Short effective March 16, 2009, and offer letter dated February 11, 2009 from CDI Corporation to Brian D. Short.     
|     | 
|31.1 |  | Certification of Chief Executive Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.                                                                            
|     | 
|31.2 |  | Certification of Chief Financial Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.                                                                            
|     | 
|32   |  | Certification of Chief Executive Officer and Chief Financial Officer, pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.



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##### Table of Contents

SIGNATURE

Pursuant to the requirements of the Securities Exchange Act of 1934, the Registrant has duly caused this report to be signed on its behalf by the
undersigned thereunto duly authorized.



|                     |  |  |  |           |  |                       |  |                             
|-------------------- |  |  |  | --------- |  | --------------------- |  | ----------------------------
|                     |  |  |  | CDI Corp.
|                     |  |  | 
|Date: August 6, 2009 |  |  |  | By:       |  | /s/ Mark A. Kerschner
|                     |  |  |  |           |  |                       |  | Mark A. Kerschner           
|                     |  |  |  |           |  |                       |  | Executive Vice President and
|                     |  |  |  |           |  |                       |  | Chief Financial Officer     



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##### Table of Contents

INDEX TO EXHIBITS



|       |  |                                                                                                                                                                                
|------ |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|Number |  | Exhibit                                                                                                                                                                        
|       | 
|10.1   |  | Amendment to Employment Agreement between CDI Corp. and Roger H. Ballou signed on May 13, 2009.                                                                                
|       | 
|10.2   |  | Employment Agreement between CDI Corporation and Brian D. Short effective March 16, 2009, and offer letter dated February 11, 2009 from CDI Corporation to Brian D.
Short.     
|       | 
|31.1   |  | Certification of Chief Executive Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.                                                                            
|       | 
|31.2   |  | Certification of Chief Financial Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.                                                                            
|       | 
|32     |  | Certification of Chief Executive Officer and Chief Financial Officer, pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.



38