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19001 Crescent Springs Drive
Kingwood, TX 77339-3802
www.administaff.com
82-268
COM-P6-681
Small Business. Big Opportunity.
2006 Annual Report
To Our Shareholders
financial performance. Administaff set new performance
In 2006, we continued our commitment to growth and m g
records across a variety of fronts, maintaining our position as the leader of outxrurced human resources (HRI sewicesfor
America's best small and Medium-s-ed businesses. Weexceeded the milestone d 100,OOD worksii emptqees by midyear
and boosted the number of dknt companies to more than 5,500 by year end.Qver the course of the year, we also increased
the size of our trained sales staff by more than 14 percent, while improving werall sales efficiency.Such performance helps
us to set the pace as an industry leader and further strengthens our position to continue growing the business.
Revenues for 2M16 increased 183 percent to 5 1.4 Mllian as a result of 13.4 percent wotksite emplclyee growth and
a 4.7 percent inaease in pricing This grawth reflea mong client-sarisfmion levels, which remained abaw 80
percent throughout the year.
Gross profit increased 20 percent from $2358 million in 2005 to $282.7 million, and net income rose by 55 percent m
$465 million.& a result diluted net earnings per share climbed from 51 -12 to $1.64. During 2006, we repaid the $32
repurchasd $24 million of the Company's shares and paid dividends
million mortgage on our corporate headqua-#
of51 0 million,while continuing to grow working capital by $35 million to $128 million at year end. In addition, EBITDA
increased 36 percent to $89 rniIlibn during the year. In February 2007,theCornpdny
annouqced a percent,inmase
in the quarterly dividend,fmm $009 to $0.1 1 per share.
.. .
In addition to the Company's outstanding financial resultsin 2006,we also set the stage for continued growth, service
enhancemen&, new markets and increased brand awareners Specifically, AdminiW redesigned its benefirs system
and integrated and re-launched HKTools.coW.For 2 0 0 7 , ~ are fine tuning the Company's middlemarket selling and
service approach and substantialIy enhancing our recruiting services.
-
~
m
~
FWtWgn
k
During 2006,~dministaffsignificantl~ enhanced its Ben&# Adminktmtlon SyStem to allow more flexibitii in adding
vendors and responding to dientand worksii employe@ ben&# needs.The system will also shorten the time and
increase the dciency in deploying such accommodations,allow greater efRciency and access hy internal service
providers and improve enrollment features.This redesign atlaws Administaff to manage benefits and enrollment
programs more effectively and package &rings so they are more appealing to dients,employees and prosp-.
H W 0 8 W
In the past year, we also inregmted and re-launched HRTools.comm to extend our brand as the HR slution for small and
businesses across Amwica. HRTools.comm serves as a s m l l business destination Web site providing HR
medium*
produces and Infolmation,whlIe introducing Administaff's industry-leading professional employer organidon (PEO)
srtrv'kes # qualifying businesses. In addiian, sales of these non-PKI products are becoming a new contributor to gross
profit for the Company.
MrWIcMa;i
Administaff made p&,ress
in 2006 understanding the unique needs of middle-market clients with 150 to 2,000 employees.
Despite the enormous potential, no HR buslness has developed a successful sales and service outsourcing model for mlddle-
market cornpaniesAdrninistaff is dedicated to this goal and overcoming any challenges In the process. Every aspect of meeting
the speclaltzed HR needs of these companies Is being examined as we reengineer our middlemarket~nltiattve to make k as
M e t & a pwslble.
En h a n d R,ecruiting 4ervi~es
In early 2007, AdminIstaff announted the expansion of its resulting servlces to help d i e m attract and retain quality employees
In the face of a forecast shortfall betwegn a fa[llng labor supply and increasing worker demand in the coming years.8~ enhancing
our Infrastructure and Increasing stamng levels In this area, we can provide cllmts with a teal cornpetltlve advantage In meeting
this growing demand. In addition, the Company can price those services In a way that boosts Administaff profits while offering
mat1 and medium-$iM buslmsses a substantlal discount from what they often pay IndMduatly for similar services.
In cloalng, I warn to extend my sincere gratitude to our corporate
staff for their dedication, exern piifying the servant attirude that
sets AdmlnIstaff apart from many other service organIratkm.
These employees performed admirably not only at work, hut also
thruugh-the community-involvement programs that are central
tot-he Administaff culture. In addition ta serving the needs of our
clients, Administaff corprate employees poured 27,219 volunteer
hours into community-involvement activities, an increase of 25
percent over 2005.1 would also Ike to thank our huard of directors
fw their ValuabIe guidance and active support that has been vital
to the accomplishment of the Admlnlstaff misston. We eagerly
await the opportunities ahead from a strong financial
positlon and as an industry leader wlth talented and
committed colleagues - a winning combination that
g h us great confidence for the future.
Paul J. Samdi
Chalman and Chfef Executive OfRcer
March 22,2007
2006
Year endd December 31,
2005
2004
2003
2002
Iln tbousonds, wept per share and~aMcaldataj
h ~ g m e , w ' m
Revenues .........................
Gross profit.. .......................
Operating income ..................
Net income (loss) from
continuing operations .............
Net IBSS fmm discontinued qxmions.,
Net income (Ims) ...................
Diluted net income (loss) per share
from continuing operatlonr ........
mn;cjn.w
Working capital.. ...................
Total assets ............,..........,.
.........................
Total debt
...........
Total stockholders1 equity
Cash dividends per share ...........
S
~
~
~
l
~
Average number of worksii employees
paid per month during period .....
Revenues per warkite
employee per monthm ............
Gross proftt per warksik
employee per month ..............
Operating income per w o M t e
employee per month ..............
(1)
(2)
Gross billlngs ofS8.055 b~Ilion,$6h33 billion, $5377 bfllibn, $4.829 billbn and $4.857 billbn, less worksib employee payroll
mst of $5.666 billion, $5463 billion, S 4 M 7 blllion. $3.938 billion and $4-
Gross billings of $6,657, $6,226, $5,749, $5,363 and $5,234 p r worksite employee per month, less payroll cost of $531 7,
$5,128,$4,712,54,373 and $4320 per worksite employee per month, tespedvely.
billion, respxtlvely.
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
Annual Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
(Mark One)
(cid:1)
(cid:2)(cid:3) Transition Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the fiscal year ended December 31, 2006.
or
For the transition period from to
Commission File No. 1-13998
Administaff, Inc.
(Exact name of registrant as specified in its charter)
Delaware
(State or other jurisdiction of
incorporation or organization)
19001 Crescent Springs Drive
Kingwood, Texas
(Address of principal executive offices)
76-0479645
(I.R.S. Employer
Identification No.)
77339
(Zip Code)
Registrant's Telephone Number, Including Area Code: (281) 358-8986
Securities Registered Pursuant to Section 12(b) of the Act:
Common Stock, par value $0.01 per share
Rights to Purchase Series A Junior Participating Preferred Stock
(Title of class)
New York Stock Exchange
New York Stock Exchange
(Name of Exchange on Which Registered)
Securities Registered Pursuant to Section 12(g) of the Act: NONE
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes
(cid:4) No
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.
Yes No (cid:4)
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 (cid:4) No
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein,
and will not be contained, to the best of registrant's knowledge, in definitive proxy or information statements incorporated by
reference in Part III of this Form 10-K or any amendment to this Form 10-K.
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, or a non-accelerated filer. See
definition of “accelerated filer and large accelerated filer” in Rule 12b-2 of the Exchange Act. (Check one): Large accelerated filer
(cid:4) Accelerated filer ____
Non-accelerated filer ____
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes
No (cid:4)
As of February 5, 2007, 27,940,907 shares of the registrant’s common stock, par value $0.01 per share, were outstanding.
As of the last business day of the registrant’s most recently completed second quarter, the aggregate market value of the common
stock held by non-affiliates (based upon the June 30, 2006 closing price of the common stock as reported by the New York Stock
Exchange) was approximately $877 million.
DOCUMENTS INCORPORATED BY REFERENCE
Part III information is incorporated by reference from the proxy statement for the annual meeting of stockholders to be held
May 2, 2007, which the registrant intends to file within 120 days of the end of the fiscal year.
TABLE OF CONTENTS
Part I
Item 1.
Item 1A.
Item 1B.
Item 2.
Item 3.
Item 4.
Business ......................................................................................................................... 2
Risk Factors ................................................................................................................... 16
Unresolved Staff Comments .......................................................................................... 16
Properties ....................................................................................................................... 16
Legal Proceedings.......................................................................................................... 17
Submission of Matters to a Vote of Security Holders.................................................... 17
Item S-K 401(b).
Executive Officers of the Registrant .............................................................................. 18
Part II
Item 5.
Market for the Registrant’s Common Equity,
Related Stockholder Matters and Issuer Purchases of Equity Securities................... 19
Item 6.
Item 7.
Selected Financial Data.................................................................................................. 21
Management’s Discussion and Analysis of Financial Condition
and Results of Operations........................................................................................... 22
Item 7A.
Qualitative and Quantitative Disclosures About Market Risk ....................................... 41
Item 8.
Item 9.
Item 9A.
Item 9B.
Item 10.
Item 11.
Item 12.
Item 13.
Item 14.
Financial Statements and Supplementary Data .............................................................. 41
Changes in and Disagreements with Accountants on Accounting
and Financial Disclosure ............................................................................................ 41
Controls and Procedures ................................................................................................ 42
Other Information .......................................................................................................... 42
Part III
Directors and Executive Officers and Corporate Governance ....................................... 43
Executive Compensation................................................................................................ 43
Security Ownership of Certain Beneficial Owners and Management
and Related Stockholder Matters ............................................................................... 43
Certain Relationships and Related Transactions, and Director Independence .............. 43
Principal Accounting Fees and Services ........................................................................ 43
Part IV
Item 15.
Exhibits, Financial Statement Schedules........................................................................ 44
PART I
Unless otherwise indicated, “Administaff,” “the Company,” “we,” “our” and “us” are used in this annual
report to refer to the businesses of Administaff, Inc. and its consolidated subsidiaries. This annual report contains
forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the
Securities Exchange Act of 1934. You can identify such forward-looking statements by the words “expects,”
“intends,” “plans,” “projects,” “believes,” “estimates,” “likely,” “possibly,” “probably,” “goal,” “objective,”
“assume,” “outlook,” “guidance,” “predicts,” “appears,” “indicator” and similar expressions. In the normal course of
business, in an effort to help keep our stockholders and the public informed about our operations we may, from time
to time, issue such forward-looking statements, either orally or in writing. Generally, these statements relate to
business plans or strategies, projected or anticipated benefits or other consequences of such plans or strategies, or
projections involving anticipated revenues, earnings or other aspects of operating results. We base the forward-
looking statements on our current expectations, estimates and projections. We caution you that these statements are
not guarantees of future performance and involve risks, uncertainties and assumptions that we cannot predict. In
addition, we have based many of these forward-looking statements on assumptions about future events that may
prove to be inaccurate. Therefore, the actual results of the future events described in such forward-looking
statements in this annual report, or elsewhere, could differ materially from those stated in such forward-looking
statements. Among the factors that could cause actual results to differ materially are the risks and uncertainties
discussed in this annual report, including, without limitation, factors discussed in Item 1, “Business,” Item 1A, “Risk
Factors,” and Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations,”
including the factors discussed under the caption “Factors That May Affect Future Results and the Market Price of
Common Stock,” beginning on page 38.
ITEM 1. BUSINESS.
General
Administaff is a professional employer organization (“PEO”) that provides a comprehensive Personnel
Management SystemSM encompassing a broad range of services, including benefits and payroll administration, health
and workers’ compensation insurance programs, personnel records management, employer liability management,
employee recruiting and selection, employee performance management and employee training and development
services to small and medium-sized businesses in strategically selected markets. We were organized as a corporation
in 1986 and have provided PEO services since inception. In 2003, we formed Administaff Retirement Services, LP,
which currently performs recordkeeping services for defined contribution plans. In December 2005, we acquired
HRTools.com, an online portal for human resource products, services and information, as well as small business
software applications related to job descriptions, performance reviews, and personnel policies and procedures.
Our principal executive offices are located at 19001 Crescent Springs Drive, Kingwood, Texas 77339. Our
telephone number at that address is (281) 358-8986 and the Company’s Web site address is
http://www.administaff.com. Our stock is traded on the New York Stock Exchange under the symbol “ASF.”
Periodic SEC filings, including our annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on
Form 8-K, and if applicable, amendments to those reports filed or furnished pursuant to Section 13(a) or 15(d) of the
Securities Exchange Act of 1934 are available through our Web site free of charge as soon as reasonably practicable
after such material is electronically filed with, or furnished to, the SEC.
Our Personnel Management System is designed to improve the productivity and profitability of small and
medium-sized businesses. It relieves business owners and key executives of many employer-related administrative
and regulatory burdens, which enables them to focus on the core competencies of their businesses. It also promotes
employee performance through human resource management techniques that improve employee satisfaction. We
provide the Personnel Management System by entering into a Client Service Agreement (“CSA”), which establishes
a three-party relationship whereby we and our client act as co-employers of the employees who work at the client’s
location (“worksite employees”). Under the CSA, we assume responsibility for personnel administration and
compliance with most employment-related governmental regulations, while the client retains the employees’ services
in its business and remains the employer for various other purposes. We charge a comprehensive service fee
(“comprehensive service fee” or “gross billing”), which is invoiced concurrently with the processing of payroll for
the worksite employees of the client. The comprehensive service fee consists of the payroll of our worksite
employees and a markup computed as a percentage of the payroll cost of the worksite employees.
- 2 -
We accomplish the objectives of the Personnel Management System through a High Touch/High Tech
approach to service delivery. In advisory areas, such as recruiting, employee performance management and
employee training, we employ a high touch approach designed to ensure that our clients receive the personal
attention and expertise needed to create a customized human resources solution. For transactional processing, we
employ a high tech approach that provides secure, convenient information exchange among Administaff, our clients
and our worksite employees, creating efficiencies for all parties. The primary component of the high tech portion of
our strategy is the Employee Service Center (“ESC”). The ESC is our Web-based interactive PEO service delivery
platform, which is designed to provide automated, personalized PEO services to our clients and worksite employees.
As of December 31, 2006, we had 41 sales offices in 22 markets. We paid an average of 104,325 worksite
employees in the fourth quarter of 2006. Our long-term strategy is to operate approximately 90 sales offices located
in 40 strategically selected markets. We opened three new sales offices and entered one new market in 2006. We
intend to open eight new sales offices, including two new markets, in 2007.
Our national expansion strategy also includes regionalized data processing for payroll and benefits
transactions and localized face-to-face human resources service. As of December 31, 2006, we have four service
centers, which when fully staffed will provide the capacity to serve approximately 160,000 worksite employees. In
addition, we have human resources and client service personnel located in a majority of our 22 sales markets.
PEO Industry
The PEO industry began to evolve in the early 1980s largely in response to the burdens placed on small and
medium-sized employers by an increasingly complex legal and regulatory environment. While various service
providers were available to assist these businesses with specific tasks, PEOs emerged as providers of a more
comprehensive range of services relating to the employer/employee relationship. In a PEO arrangement, the PEO
assumes broad aspects of the employer/employee relationship. Because PEOs provide employer-related services to a
large number of employees, they can achieve economies of scale that allow them to perform employment-related
functions more efficiently, provide a greater variety of employee benefits and devote more attention to human
resources management.
We believe the key factors driving demand for PEO services include:
•
•
•
the focus on growth and productivity of the small and medium-sized business community in the United
States, utilizing outsourcing to concentrate on core competencies;
the need to provide competitive health care and related benefits to attract and retain employees;
the increasing costs associated with health and workers’ compensation insurance coverage, workplace
safety programs, employee-related complaints and litigation; and
• complex regulation of employment issues and the related costs of compliance, including the allocation of
time and effort to such functions by owners and key executives.
A significant factor in the development of the PEO industry has been increasing recognition and acceptance
of PEOs and the co-employer relationship by federal and state governmental authorities. Administaff and other
industry leaders, in concert with the National Association of Professional Employer Organizations (“NAPEO”), have
worked with the relevant governmental entities for the establishment of a regulatory framework that protects clients
and employees, discourages unscrupulous and financially unsound companies, and promotes further development of
the industry. Currently, 31 states have enacted legislation either recognizing PEOs or requiring licensing,
registration, or certification, and several others are considering such regulation. Such laws vary from state to state
but generally provide for monitoring the fiscal responsibility of PEOs. State regulation assists in screening
insufficiently capitalized PEO operations and helps to resolve interpretive issues concerning employee status for
specific purposes under applicable state law. We have actively supported such regulatory efforts and are currently
recognized, licensed, registered, certified or pursuing registration in all 31 of these states. The cost of compliance
with these regulations is not material to our financial position or results of operations.
- 3 -
Service Offerings
PEO Services
We serve small and medium-sized businesses by providing our Personnel Management System, which
encompasses a broad range of services, including:
• benefits and payroll administration;
• health and workers’ compensation insurance programs;
• personnel records management;
• employer liability management;
• employee recruiting and selection;
• employee performance management; and
•
training and development services.
The Personnel Management System is designed to attract and retain high-quality employees, while relieving
client owners and key executives of many employer-related administrative and regulatory burdens. Among the
employment-related laws and regulations that may affect a client are the following:
Internal Revenue Code (the “Code”);
•
• Federal Income Contribution Act (FICA);
• Federal Unemployment Tax Act (FUTA);
• Fair Labor Standards Act (FLSA)*;
• Employee Retirement Income Security Act,
as amended (ERISA);
• Consolidated Omnibus Budget Reconcilia-
•
tion Act of 1987 (COBRA);
Immigration Reform and Control Act;
(IRCA);
• Title VII (Civil Rights Act of 1964)*;
• Americans with Disabilities Act (ADA)*;
• Age Discrimination in Employment Act
(ADEA)*;
* And similar state laws
• The Family and Medical Leave Act (FMLA)*;
• Health Insurance Portability and
Accountability Act (HIPAA);
• Drug-Free Workplace Act*;
• Occupational Safety and Health Act
(OSHA)*;
• Worker Adjustment and Retraining
Notification Act (WARN);
• Uniformed Services Employment and
Reemployment Rights Act (USERRA);
• State unemployment and employment
security laws; and
• State workers’ compensation laws.
While these regulations are complex, and in some instances overlapping, we assist our clients in achieving
compliance with these regulations by providing services in four primary categories:
• administrative functions;
• benefit plans administration;
• personnel management; and
• employer liability management.
- 4 -
All of the following services are included in the Personnel Management System and are available to all
clients:
Administrative Functions. Administrative functions encompass a wide variety of processing and record
keeping tasks, mostly related to payroll administration and government compliance. Specific examples include:
• payroll processing;
• payroll tax deposits;
• quarterly payroll tax reporting;
• employee file maintenance;
• unemployment claims processing; and
• workers’ compensation claims reporting.
Benefit Plans Administration. We maintain several benefit plans including the following types of coverage:
• group health coverage;
• a health care flexible spending account plan;
• an educational assistance program;
• an adoption assistance program;
• group term life insurance;
• universal life insurance coverage;
• accidental death and dismemberment insurance coverage;
• short-term and long-term disability insurance coverage; and
• a 401(k) retirement plan.
The group health plan includes medical, dental, vision, a worklife program and a prescription drug program.
All benefit plans are provided to eligible employees based on the specific eligibility provisions of each plan. We are
the policyholder responsible for the costs and premiums associated with any group insurance policies that provide
benefits under these plans and act as plan sponsor and administrator of the plans. We negotiate the terms and costs
of the plans, maintain the plans in accordance with applicable federal and state regulations and serve as liaison for
the delivery of such benefits to worksite employees. We believe this variety and quality of benefit plans are
generally not available to employees in our small and medium-sized business target market and are usually offered
only by larger companies that can spread program costs over a much larger group of employees. As a result, we
believe the availability of these benefit plans provides our clients with a competitive advantage that small and
medium-sized businesses are typically unable to attain on their own.
Personnel Management. We provide a wide variety of personnel management services that give our clients
access to resources normally found only in the human resources departments of large companies. All clients have
access to our comprehensive personnel guide, which sets forth a systematic approach to administering personnel
policies and practices, including recruiting, discipline and termination procedures. Other human resources services
we provide include:
• drafting and reviewing personnel policies and employee handbooks;
• designing job descriptions;
• performing prospective employee screening and background investigations;
• designing performance appraisal processes and forms;
• professional development and issues-oriented training;
• employee counseling;
• substance abuse awareness training;
• drug testing;
• outplacement services; and
• compensation guidance.
- 5 -
Employer Liability Management. Under the CSA, we assume many of the employment-related
responsibilities associated with the administrative functions, benefit plans administration and personnel management
services we provide. For those employment-related responsibilities that are the responsibility of the client or we
share with our clients, we can assist our clients in managing and limiting exposure. This includes first time and
ongoing safety-related risk management reviews, as well as the implementation of safety programs designed to
reduce workers’ compensation claims. We also provide guidance to clients for avoiding liability claims for
discrimination, sexual harassment and civil rights violations, and participate in termination decisions to attempt to
minimize liability on those grounds. We employ in-house and external counsel, specializing in several areas of
employment law, who have broad experience in disputes concerning the employer/employee relationship and provide
support to our human resources service specialists. As part of our comprehensive service, we also maintain
employment practice liability insurance coverage for ourselves and our clients, monitor changing government
regulations and notify clients of the potential effect of such changes on employer liability.
Employee Service CenterSM. The Employee Service Center (“ESC”) is our Web-based interactive PEO
service delivery platform, which is designed to provide automated, personalized PEO content and services to our
clients and worksite employees. The ESC provides a wide range of functionality, including:
• WebPayrollSM for the submission and approval of payroll data;
•
•
•
•
•
•
•
•
•
•
•
client-specific payroll information and reports;
employee information, including online check stubs and pay history reports;
employee specific benefits content, including summary plan descriptions and enrollment status;
access to 401(k) plan information through the Retirement Service Center SM;
online human resources forms;
best practices human resource management process maps and process overviews;
an online personnel guide;
e-Learning Web-based training;
online recruiting services through the Administaff Talent Network;
links to benefits providers and other key vendors; and
frequently asked questions.
The ESC also contains MarketPlaceSM, an eCommerce portal that brings a wide range of product and
service offerings from best-of-class providers to our clients, worksite employees and their families. MarketPlace
offerings include:
•
•
•
•
•
•
•
•
•
•
•
financial services;
technology solutions;
communications services;
travel services;
leisure and entertainment services;
retail services;
gifts and rewards;
insurance services;
real estate services;
research and consulting services; and
other business and consumer products and services.
MarketPlace also features the Client NetworkSM, where our clients can offer their products and services to
one another.
HR Software Products. In December 2005, we acquired HRTools.com, an online portal for human
resources products, services and information from KnowledgePoint, a subsidiary of Recruitmax. The acquisition
also included small business software applications related to job descriptions, performance reviews, and personnel
policies and procedures. The applications are sold primarily to small business customers through online subscription
- 6 -
arrangements, packaged software ordered through the HRTools.com Web site, or through various reseller
arrangements.
Client Service Agreement
All PEO clients execute Administaff’s Client Service Agreement (“CSA”). The CSA generally provides for
an on-going relationship, subject to termination by Administaff or the client upon 30 or 60 days written notice or
upon shorter notice in the event of default. The CSA establishes our comprehensive service fee, which is subject to
periodic adjustments to account for changes in the composition of the client’s workforce, employee benefit election
changes and statutory changes that affect our costs. Under the provisions of the CSA, clients active in January of any
year are obligated to pay the estimated payroll tax component of the comprehensive service fee in a manner that
reflects the pattern of incurred payroll tax costs. New clients enrolling subsequent to January of any year are
invoiced at a relatively constant rate throughout the remaining portion of the year, resulting in improved profitability
over the course of the year for those clients because of the typical pattern of incurred payroll tax costs.
The CSA also establishes the division of responsibilities between Administaff and the client as co-
employers. Pursuant to the CSA, we are responsible for personnel administration and are liable for certain
employment-related government regulations. In addition, we assume liability for payment of salaries and wages (as
well as related payroll taxes) of our worksite employees and responsibility for providing specified employee benefits
to such persons. These liabilities are not contingent on the prepayment by the client of the associated comprehensive
service fee and, as a result of our employment relationship with each of our worksite employees, we are liable for
payment of salary and wages to the worksite employees as reported by the client and are responsible for providing
specified employee benefits to such persons, regardless of whether the client pays the associated comprehensive
service fee. The client retains the employees’ services and remains liable for the purposes of certain government
regulations, compliance with which requires control of the worksite or daily supervisory responsibility or is
otherwise beyond our ability to assume. A third group of responsibilities and liabilities are shared by Administaff
and the client where such joint responsibility is appropriate. The specific division of applicable responsibilities
under the CSA is as follows:
Administaff
• Payment of wages and salaries as reported by the client and related tax reporting and remittance (local, state and
federal withholding, FICA, FUTA, state unemployment);
• Workers’ compensation compliance, procurement, management and reporting;
• Compliance with COBRA, HIPAA and ERISA (for each employee benefit plan sponsored solely by Administaff ),
as well as monitoring changes in other governmental regulations governing the employer/employee relationship and
updating the client when necessary; and
• Employee benefits administration of plans sponsored solely by Administaff.
Client
• Payment, through Administaff, of commissions, bonuses, paid leaves of absence and severance payments;
• Payment and related tax reporting and remittance of non-qualified deferred compensation and equity-based
compensation;
• Assignment to, and ownership of, all client intellectual property rights;
• Compliance with OSHA regulations, EPA regulations, FLSA, WARN, USERRA and state and local equivalents and
compliance with government contracting provisions;
• Compliance with the National Labor Relations Act (“NLRA”), including all organizing efforts and expenses related
to a collective bargaining agreement and related benefits;
• Professional licensing requirements, fidelity bonding and professional liability insurance;
• Products produced and/or services provided; and
• COBRA, HIPAA and ERISA compliance for client-sponsored benefit plans.
- 7 -
Joint
Implementation of policies and practices relating to the employee/employer relationship; and
•
• Compliance with all federal, state and local employment laws, including, but not limited to Title VII of the Civil
Rights Act of 1964, ADEA, Title I of ADA, FMLA, the Consumer Credit Protection Act, and immigration laws and
regulations.
Because we are a co-employer with the client for some purposes, it is possible that we could incur liability
for violations of such laws, even if we are not responsible for the conduct giving rise to such liability. The CSA
addresses this issue by providing that the client will indemnify us for liability incurred to the extent the liability is
attributable to conduct by the client. Notwithstanding this contractual right to indemnification, it is possible that we
could be unable to collect on a claim for indemnification and may therefore be ultimately responsible for satisfying
the liability in question. We maintain employers’ practice liability insurance coverages (including coverages for our
clients) to manage our exposure for these types of claims, and as a result, the costs in excess of insurance premiums
we incur with respect to this exposure have historically been insignificant to our operating results.
In most instances, clients are required to remit their comprehensive service fees no later than one day prior
to the applicable payroll date by wire transfer or automated clearinghouse transaction. Although we are ultimately
liable, as the employer for payroll purposes, to pay employees for work previously performed, we retain the ability to
terminate immediately the CSA and associated worksite employees or to require prepayment, letters of credit or
other collateral upon deterioration in a client’s financial condition or upon non-payment by a client. These rights,
the periodic nature of payroll and the overall quality of our client base have resulted in an excellent overall
collections history.
Customers
Administaff provides a value-added, full-service human resources solution we believe is most suitable to a
specific segment of the small and medium-sized business community. We target successful businesses with 10 to
2,000 employees that recognize the advantage in the strategic use of high-performance human resource practices.
We have set a long-term goal to serve approximately 10% of the overall small and medium sized business
community. We serve clients and worksite employees located throughout the United States. For the year ended
December 31, 2006, Houston, our original market, accounted for approximately 19% of our revenues, with other
Texas markets contributing an additional 17%. By region, our revenue growth over 2005 and revenue distribution
for the year ended December 31, 2006 were as follows:
Northeast .......................................................
Southeast .......................................................
Central ...........................................................
Southwest ......................................................
West...............................................................
Other revenue ................................................
Revenue
Growth
37.1%
27.5%
26.3%
9.9%
14.0%
32.6%
% of
Total
Revenues
17.5%
9.3%
14.0%
36.3%
22.2%
0.7%
As part of our client selection strategy, we generally do not offer our services to businesses falling within
certain specified NAICS (North American Industry Classification System) codes, formerly known as Standard
Industrial Classification codes, essentially eliminating certain industries we believe present a higher employer risk
such as employee injury, high turnover or litigation. All prospective clients are evaluated individually on the basis of
workers’ compensation risk, group medical history (where permitted by law), unemployment history, operating
stability and human resource practices. Our client base is broadly distributed throughout a wide variety of industries
including:
- 8 -
• Computer and information services – 18%;
• Finance, insurance and real estate – 15%;
• Management, administration and consulting services – 13%;
• Manufacturing – 8%;
• Construction – 8%;
• Medical services – 8%;
• Wholesale trade – 7%;
• Engineering, accounting and legal services – 7%;
• Retail trade – 5%;
• Transportation – 2%; and
• Other – 9%.
This diverse client base lowers our exposure to downturns or volatility in any particular industry. However,
our performance could be affected by a downturn in one of these industries or by general economic conditions within
the small and medium-sized business community.
We focus heavily on client retention. During 2006 and 2005, our retention rate was approximately 80%.
Administaff’s client retention record over the last five years reflects that approximately 70% of our clients remain for
more than one year, and that the retention rate improves for clients who remain with us for longer periods, up to
approximately 80% for clients in their fifth year with Administaff. The average annual retention rate over the last
five years was approximately 77%. Client attrition is attributable to a variety of factors, including: (i) client non-
renewal due to price factors; (ii) client business failure, sale, merger, or disposition; (iii) our termination of the CSA
resulting from the client’s non-compliance or inability to make timely payments; and (iv) competition from other
PEOs or business services firms.
Marketing and Sales
As of December 31, 2006, we had 41 sales offices located in 22 markets. Our long-term goal is to operate
90 sales offices in 40 strategically selected markets. Our sales offices typically consist of six to eight sales
representatives, a district sales manager and an office administrator. To take advantage of economic efficiencies,
multiple sales offices may share a physical location. Administaff’s markets and their respective year of entry are as
follows:
Market
Sales Offices
Initial
Entry Date
Houston
San Antonio
Austin
Orlando
Dallas/Fort Worth
Atlanta
Phoenix
Chicago
Washington D.C.
Denver
Los Angeles
Charlotte
St. Louis
San Francisco
New York
Baltimore
New Jersey
San Diego
Boston
Minneapolis
Cleveland
Raleigh
4
1
1
1
4
3
1
3
2
1
3
1
1
3
2
1
2
1
2
2
1
1
- 9 -
1986
1989
1989
1989
1993
1994
1995
1995
1995
1996
1997
1997
1998
1998
1999
2000
2000
2001
2001
2002
2002
2006
Our existing and future markets were identified using a systematic market evaluation and selection process.
We continue to evaluate a broad range of factors in the selection process, using a market selection model that
weights various criteria we believe are reliable predictors of successful penetration based on our experience. Among
the factors we consider are:
• market size, in terms of small and medium-sized businesses engaged in selected industries that meet our
risk profile;
• market receptivity to PEO services, including the regulatory environment and relevant history with
•
•
•
•
•
other PEO providers;
existing relationships within a given market, such as vendor or client relationships;
expansion cost issues, such as advertising and overhead costs;
direct cost issues that bear on our effectiveness in controlling and managing the cost of our services,
such as workers’ compensation and health insurance costs, unemployment risks and various legal and
other factors;
a comparison of the services we offer to alternatives available to small and medium-sized businesses in
the relevant market, such as the cost to the target clients of procuring services directly or through other
PEOs; and
long-term strategy issues, such as the general perception of markets and our estimate of the long-term
revenue growth potential of the market.
Each of our expansion markets, beginning with Dallas in 1993, was selected in this manner.
Our marketing strategy is based on the application of techniques that have produced consistent and
predictable results in the past. We develop a mix of national and local advertising media and a placement strategy
tailored to each individual market. After selecting a market and developing our marketing mix, but prior to entering
the market, we engage in an organized media and public relations campaign to prepare the market for our entry and
to begin the process of generating sales leads. We market our services through a broad range of media outlets,
including television, radio, newspapers, periodicals, direct mail and the Internet. We employ public relations firms
for most of our markets as well as advertising consultants to coordinate and implement our marketing campaigns.
We have developed an inventory of television, radio and newsprint advertisements, which are utilized in this effort.
We continuously seek to develop new marketing approaches and campaigns to capitalize on changes in the
competitive landscape for our PEO service and to more successfully reach our target market.
In 2004, we entered into an agreement with the Professional Golf Association Champions Tour to become
the title sponsor of the annual Administaff Small Business Classic professional golf tournament held in Houston,
Texas. In addition, we have entered into a lifetime arrangement with Arnold Palmer to be our national spokesperson.
Our marketing campaigns use this event and the relationship with Mr. Palmer as a focal point of our brand
marketing efforts.
Our organic growth model generates sales leads from five primary sources: direct sales efforts, advertising,
referrals, marketing alliances and the Internet. These leads result in initial presentations to prospective clients, and
ultimately, a predictable number of client census reports. A prospective client’s census report reflects information
gathered by the sales representative about the prospect’s employees, including job classification, state of
employment, workers’ compensation claims history, group medical information (where permitted by law), salary and
desired level of benefits. This information is entered into our customized bid system, which applies Administaff’s
proprietary pricing model to the census data, leading to the preparation of a bid. Concurrent with this process, we
evaluate the prospective client’s workers’ compensation, health insurance, employer practices and financial stability
from a risk management perspective. Upon completion of a favorable risk evaluation, the sales representative
presents the bid and attempts to enroll the prospect. Our selling process typically takes approximately 90 days.
Competition
Administaff provides a value-added, full-service human resources solution we believe is most suitable to a
specific segment of the small and medium-sized business community. This full-service approach is exemplified by
- 10 -
our commitment to provide a level of service and technology personnel, which has produced a ratio of corporate staff
to worksite employees (the “staff support ratio”) that is higher than average for the PEO industry. Based on an
analysis of the 2003 through 2005 annual NAPEO surveys of the PEO industry, we have successfully leveraged our
full-service approach into significantly higher returns for Administaff on a per worksite employee per month basis.
During the three-year period from 2003 through 2005, our staff support ratio averaged 50% higher than the PEO
industry average, while gross profit per worksite employee and operating income per worksite employee both
exceeded industry averages by 141%.
Competition in the PEO industry revolves primarily around quality of services, scope of services, choice
and quality of benefits packages, reputation and price. We believe reputation, national presence, regulatory
expertise, financial resources, risk management and information technology capabilities distinguish leading PEOs
from the rest of the industry. We also believe we compete favorably in these areas.
Due to the differing geographic regions and market segments in which most PEOs operate, and the
relatively low level of market penetration by the industry, we consider our primary competition to be the traditional
in-house provision of human resource services. The PEO industry is highly fragmented, and we believe Administaff
is one of the largest PEOs in the United States. Our largest national competitors include Gevity HR and PEO
divisions of large business services companies such as Automatic Data Processing, Inc. and Paychex, Inc. In
addition, we compete to some extent with fee-for-service providers such as payroll processors and human resource
consultants and face competition from large regional PEOs in certain areas of the country. As Administaff and other
large PEOs expand nationally, we expect that competition may intensify.
Vendor Relationships
Administaff provides benefits to its worksite employees under arrangements with a variety of vendors. We
consider our contracts with UnitedHealthcare and American International Group to be the most significant elements
of our employee benefits package. These contracts would be the most difficult to replace.
We provide group health insurance coverage to our worksite employees through a national network of
carriers including UnitedHealthcare (“United”), Cigna Healthcare, PacifiCare, Kaiser Permanente, Blue Cross and
Blue Shield of Georgia, Blue Shield of California, Hawaii Medical Service Association and Tufts, all of which
provide fully insured policies or service contracts. The policy with United provides approximately 78% of our
health insurance coverage and automatically renews annually, subject to cancellation by either party upon 180 days
notice. For a discussion of our contract with United, please read Item 7. “Management’s Discussion and Analysis of
Financial Condition and Results of Operations - Critical Accounting Policies and Estimates – Benefits Costs” on
page 24.
Our workers’ compensation coverage (the “AIG Program”) is currently provided through selected member
insurance companies of American International Group, Inc. (“AIG”). Under our arrangement with AIG, we bear the
economic burden for the first $1 million layer of claims per occurrence. AIG bears the economic burden for all
claims in excess of such first $1 million layer. The AIG Program is a fully insured policy whereby AIG has the
responsibility to pay all claims incurred under the policy regardless of whether we satisfy our responsibilities. For
additional discussion of our policy with AIG, please read Item 7. “Management’s Discussion and Analysis of
Financial Condition and Results of Operations - Critical Accounting Policies and Estimates – Workers’
Compensation Costs” on page 26.
Information Technology
Administaff utilizes a variety of information technology capabilities to provide its human resource services
to clients and worksite employees and for its own administrative and management information requirements.
- 11 -
Administaff Information Management System (“AIMS”) is our proprietary PEO information system and
utilizes both purchased and internally developed software applications. This system manages transactions and
information unique to the PEO industry and to Administaff, including:
human resource management;
benefits and defined contribution plan administration;
payroll processing;
client invoicing and collection;
• worksite employee enrollment;
•
•
•
•
• management information and reporting; and
•
sales bid calculations.
Central to the system is a transaction processing system that allows us to process a high volume of payroll,
invoice, and bid transactions that meet the specific needs of our clients and prospects. Our retirement services
operations are conducted utilizing an industry leading retirement plan administration application in a third-party
hosted environment. We utilize commercially available software for other business functions such as finance and
accounting, contract and litigation management, sales force activity management and customer relationship
management.
During 2006, we completed a project to develop a new benefits administration system that allows for
increased reporting flexibility to our clients and prospects. The system was developed internally and placed into
production during the fourth quarter of 2006.
The Employee Service Center is our proprietary web-based PEO service delivery platform. With its
integration into AIMS, the ESC is designed to provide automated, personalized PEO content and services to our
clients and worksite employees. For a description of the functionality provided through the ESC, please read “PEO
Services – Employee Service Center” on page 6.
Administaff’s primary data center is located at our corporate headquarters in Kingwood, Texas (a suburb of
Houston). Substantially all of our business applications, telecommunications equipment and network equipment are
hosted in this data center. We maintain a disaster recovery data center in our Dallas service center. This data center
is fully equipped with the hardware and software necessary to run all of our critical business applications and has
sufficient capacity to handle all of our operations for short periods of time, if required. Periodically, we perform
testing to ensure the disaster recovery capabilities remain effective and available.
We have invested substantially in our network infrastructure to ensure appropriate connectivity exists
between our service centers in Atlanta, Dallas, Houston and Los Angeles, our district sales offices and our corporate
offices, and to provide appropriate Internet connectivity to conduct business through the Employee Service Center.
The network infrastructure is provided through industry standard core network hardware and via high-speed network
services provided by multiple vendors.
Industry Regulation
Administaff’s operations are affected by numerous federal and state laws relating to tax and employment
matters. By entering into a co-employer relationship with our worksite employees, we assume certain obligations
and responsibilities of an employer under these federal and state laws. Because many of these federal and state laws
were enacted prior to the development of nontraditional employment relationships, such as PEOs, temporary
employment and outsourcing arrangements, many of these laws do not specifically address the obligations and
responsibilities of nontraditional employers. Currently, 31 states have passed laws that recognize PEOs or require
licensing, registration or certification requirements for PEOs, and several others are considering such regulation.
- 12 -
Certain federal and state statutes and regulations use the terms “employee leasing” or “staff leasing” to
describe the arrangement among a PEO and its clients and worksite employees. The terms “employee leasing,”
“staff leasing” and “professional employer arrangements” are generally synonymous in such contexts and describe
the arrangements we enter with our clients and worksite employees.
As an employer, we are subject to federal statutes and regulations governing the employer/employee
relationship. Subject to the issues discussed below, we believe that our operations are in compliance, in all material
respects, with all applicable federal statutes and regulations.
Employee Benefit Plans
We offer various employee benefits plans to eligible employees, including our worksite employees. These
plans include:
•
•
•
•
•
•
•
a 401(k) retirement plan;
a cafeteria plan under Code Section 125;
a group health plan which includes medical, dental, vision, prescription and worklife programs;
a welfare benefits plan which includes life insurance and disability programs;
a health care flexible spending plan;
an educational assistance program; and
an adoption assistance program.
Generally, employee benefit plans are subject to provisions of both the Internal Revenue Code and ERISA.
Employer Status. In order to qualify for favorable tax treatment under the Code, the plans must be
established and maintained by an employer for the exclusive benefit of its employees. Generally, an entity is an
“employer” of individuals for federal employment tax purposes if an employment relationship exists between the
entity and the individuals under the common law test of employment. In addition, the officers of a corporation are
deemed to be employees of that corporation for federal employment tax purposes. The common law test of
employment, as applied by the IRS, involves an examination of approximately 20 factors to ascertain whether an
employment relationship exists between a worker and a purported employer. Generally, the test is applied to
determine whether an individual is an independent contractor or an employee for federal employment tax purposes
and not to determine whether each of two or more companies is a “co-employer.” Substantial weight is typically
given to the question of whether the purported employer has the right to direct and control the details of an
individual’s work. Among the factors that appear to have been considered more important by the IRS are:
•
•
•
the employer’s degree of behavioral control (the extent of instructions, training and the nature of the
work);
the financial control or the economic aspects of the relationship; and
the intended relationship of the parties (whether employee benefits are provided, whether any contracts
exist, whether services are ongoing or for a project, whether there are any penalties for
discharge/termination, and the frequency of the business activity).
ERISA Requirements. Employee pension and welfare benefit plans are also governed by ERISA. ERISA
defines “employer” as “any person acting directly as an employer, or indirectly in the interest of an employer, in
relation to an employee benefit plan.” ERISA defines the term “employee” as “any individual employed by an
employer.” The United States Supreme Court has held that the common law test of employment must be applied to
determine whether an individual is an employee or an independent contractor under ERISA. A definitive judicial
interpretation of “employer” in the context of a PEO or employee leasing arrangement has not been established.
- 13 -
If Administaff were found not to be an employer with respect to worksite employees for ERISA purposes,
its plans would not comply with ERISA. Further, as a result of such finding Administaff and its plans would not
enjoy, with respect to worksite employees, the preemption of state laws provided by ERISA and could be subject to
varying state laws and regulations, as well as to claims based upon state common laws. Even if such a finding were
made, we believe we would not be materially adversely affected because we could continue to make available similar
benefits at comparable costs.
In addition to ERISA and the Code provisions discussed herein, issues related to the relationship between
Administaff and its worksite employees may also arise under other federal laws, including other federal income tax
laws.
401(k) Retirement Plan. The Company’s 401(k) Retirement Plan is operated pursuant to guidance provided
by the Internal Revenue Service under Revenue Procedure 2002-21 and Revenue Procedure 2003-86, each of which
provides guidance for the operation of defined contribution plans maintained by PEOs that benefit worksite
employees. This guidance provides qualification standards for PEO plans which, if met, negate the inquiry of
common law employer status for purposes of the exclusive benefit rule.
Federal Employment Taxes
As a co-employer, Administaff assumes responsibility and liability for the payment of federal and state
employment taxes with respect to wages and salaries paid to our worksite employees. There are essentially three
types of federal employment tax obligations:
• withholding of income tax requirements governed by Code Section 3401, et seq.;
•
•
obligations under FICA, governed by Code Section 3101, et seq.; and
obligations under FUTA, governed by Code Section 3301, et seq.
Under these Code sections, employers have the obligation to withhold and remit the employer portion and, where
applicable, the employee portion of these taxes.
Code Section 3401, which applies to federal income tax withholding requirements, contains an exception to
the general common law test applied to determine whether an entity is an “employer” for purposes of federal income
tax withholding. Section 3401(d)(1) states that if the person for whom services are rendered does not have control of
the payment of wages, the “employer” for this purpose is the person having control of the payment of wages. The
Treasury regulations issued under Section 3401(d)(1) state that a third party can be deemed to be the employer of
workers under this section for income tax withholding purposes where the person for whom services are rendered
does not have legal control of the payment of wages. While Section 3401(d) (1) has been examined by several
courts, its ultimate scope has not been delineated. Moreover, the IRS has to date relied extensively on the common
law test of employment in determining liability for failure to comply with federal income tax withholding
requirements.
Accordingly, while we believe that we can assume the withholding obligations for worksite employees, in
the event we fail to meet these obligations, the client may be held ultimately liable for those obligations. While this
interpretive issue has not to our knowledge discouraged clients from enrolling with Administaff, there can be no
assurance that a definitive adverse resolution of this issue would not do so in the future. These interpretive
uncertainties may also impact our ability to report employment taxes on our own account rather than the accounts of
our clients.
State Unemployment Taxes
We record our state unemployment (“SUI”) tax expense based on taxable wages and tax rates assigned by
each state. State unemployment tax rates vary by state and are determined, in part, based on prior years’
compensation experience in each state. In addition, states have the ability under law to increase unemployment tax
rates to cover deficiencies in the unemployment tax funds. Rate notices are typically provided by the states during
- 14 -
the first quarter of each year; however, some notices are received later. Until we receive the final tax rate notices, we
estimate our expected SUI rate in those particular states. For additional discussion regarding our SUI tax rates in
recent years, please read Item 7. “Management Discussion and Analysis of Financial Condition and Results of
Operations - Critical Accounting Policies and Estimates – State Unemployment Taxes” on page 25.
State Regulation
While many states do not explicitly regulate PEOs, 31 states have adopted provisions for licensing,
registration, certification or recognition of PEOs, and several others are considering such regulation. Such laws vary
from state to state but generally provide for monitoring the fiscal responsibility of PEOs, and in some cases codify
and clarify the co-employment relationship for unemployment, workers’ compensation and other purposes under
state law. The Company is in compliance with the requirements in all 31 states. Regardless of whether a state has
licensing, registration or certification requirements for PEOs, we must comply with a number of other state and local
regulations that could impact our operations.
Corporate Office Employees
We had approximately 1,700 corporate office and sales employees as of December 31, 2006. We believe
our relations with our corporate office and sales employees are good. None of our corporate office and sales
employees are covered by a collective bargaining agreement.
Intellectual Property
Administaff currently has registered trademarks and certain copyrights. Although the Administaff mark is
the most material trademark to our business, our trademarks as a whole are also of considerable importance to us.
Additionally, our acquisition of certain assets from KnowledgePoint, a subsidiary of Recruitmax, in December 2005
included trademarks and other intellectual property.
- 15 -
ITEM 1A. RISK FACTORS.
Information on the Company’s risk factors is included in Item 7. “Management’s Discussion and Analysis
of Financial Condition and Results of Operations — Factors that May Affect Future Results and the Market Price of
Common Stock” on page 38.
ITEM 1B. UNRESOLVED STAFF COMMENTS.
None.
ITEM 2. PROPERTIES.
We believe our current facilities are adequate for the purposes for which they are intended and they provide
sufficient capacity to accommodate our expansion goals. We will continue to evaluate the need for additional
facilities based on the rate of growth in worksite employees, the geographic distribution of the worksite employee
base and our long-term service delivery requirements.
Corporate Headquarters
Our corporate headquarters is located in Kingwood, Texas, in a 327,000 square foot office campus-style
facility. This 28-acre company-owned office campus includes approximately nine acres of undeveloped land for
future expansion. All development and support operations are located in the Kingwood facility, along with our
record retention center and primary data processing center.
Service Centers
We currently have four service centers located in Atlanta, Dallas, Houston and Los Angeles.
The Atlanta service center, which currently services approximately 27% of our worksite employee base, is
located in a 40,000 square foot leased facility. This facility, which is under lease until 2014, is designed to service
approximately 40,000 worksite employees at full capacity.
The Dallas service center, which currently services approximately 23% of our worksite employee base, is
located in a 40,000 square foot leased facility, which also serves as our backup data processing and disaster recovery
center. This facility, which is under lease until 2008, is designed to service approximately 40,000 worksite
employees at full capacity.
The Houston service center, which currently services approximately 27% of our worksite employee base, is
located in a 58,000 square foot leased facility. This facility, which is under lease until 2014, is designed to service
approximately 40,000 worksite employees at full capacity.
The Los Angeles service center, which currently services approximately 23% of our worksite employee
base, is located in a 45,000 square foot leased facility. This facility, which is under lease until 2012, is designed to
service approximately 40,000 worksite employees at full capacity.
Sales Offices
As of December 31, 2006, we had sales and service personnel in 31 facilities located in 22 sales markets
throughout the United States. All of the facilities are leased facilities, and some of these facilities are shared by
multiple sales offices and/or client service personnel. As of December 31, 2006, we had 41 sales offices in these 22
markets. To take advantage of economic efficiencies, multiple sales offices may share a physical location. Each
sales office is typically staffed by six to eight sales representatives, a district sales manager and an office
administrator. In addition, we have placed certain client service personnel in a majority of our sales markets to
provide high-quality, localized service to our clients in those major markets. We expect to continue placing various
client service personnel in sales markets as a critical mass of clients is attained in each market.
- 16 -
ITEM 3. LEGAL PROCEEDINGS.
Other than as set forth below, we are not a party to any material pending legal proceedings other than
ordinary routine litigation incidental to our business that we believe would not have a material adverse effect on our
financial condition or results of operations.
Class Action Litigation
On June 13, 2003, a class action lawsuit was filed against the Company in the United States District Court
for the Southern District of Texas on behalf of purchasers of the Company’s common stock alleging violations of the
federal securities laws. After that date, six similar class actions were filed against the Company in that court. Those
lawsuits also named as defendants certain of the Company’s officers and directors. In May 2004, the lead plaintiff
filed its Consolidated Complaint, which amended and consolidated the seven previously filed cases. In June 2004,
the Company filed a motion to dismiss the Consolidated Complaint. On March 30, 2006, the court granted the
Company’s motion to dismiss and thereafter entered a final order of dismissal with prejudice. The lead plaintiff did
not file a notice of appeal by the deadline to do so. Accordingly, this matter is now concluded.
State Unemployment Taxes
As a result of a 2001 corporate restructuring, we filed for a transfer of our reserve account with the
Employment Development Department of the State of California (“EDD”). The EDD approved our request for
transfer of the reserve account in May 2002 and also notified us of our new contribution rates based upon the
approved transfer. In December 2003, we received a Notice of Duplicate Accounts and Notification of Assessment
(“Notice”) from the EDD. The Notice stated that the EDD was collapsing the accounts of our subsidiaries into the
account of the entity with the highest unemployment tax rate. The Notice also retroactively imposed the higher
unemployment insurance rate on all of our California employees for 2003, resulting in an assessment of $5.6 million.
In January 2004, we filed a petition with an administrative law judge of the California Unemployment Insurance
Appeals Board (“ALJ”) to protest the validity of the Notice. Pending a resolution of our protest, in the fourth quarter
of 2003 we accrued and recorded at the higher assessed rate for all of 2003.
In June 2004, we agreed to settle our dispute with the EDD for $3.3 million. Based upon receipt of written
acknowledgement of this agreement, we reduced our accrued payroll tax liability and payroll tax expense by $2.3
million during the quarter ended June 30, 2004. The settlement was subject to the final approval by EDD’s legal
department, the California Attorney General’s office and the ALJ. In October 2004, the legal department of the
EDD verbally indicated they considered the previously agreed-upon settlement amount to be insufficient and
suggested a settlement amount of $5.2 million. We continued discussions with the State of California, but in
February 2005, we were notified that the EDD had rejected our settlement offer, and the matter will proceed with the
appeals process with the ALJ. As of October 31, 2006, all of the statutes of limitations concerning notices to modify
unemployment tax rates for the periods addressed in the Notice had expired. We believe the EDD failed to meet the
statutory requirement related to serving a proper notice within the stipulated time frame; therefore, we believe it is no
longer probable that the amount accrued for the California unemployment tax matter will be incurred. Accordingly,
we reduced the state unemployment tax accrual by $3.3 million during 2006.
ITEM 4. SUBMISSION OF MATTERS TO A VOTE OF SECURITY HOLDERS.
No matters were submitted to a vote of our security holders, through solicitation of proxies or otherwise,
during the quarter ended December 31, 2006.
- 17 -
ITEM S-K 401 (b). EXECUTIVE OFFICERS OF THE REGISTRANT.
The following table sets forth the names, ages (as of February 12, 2007) and positions of the Company’s
executive officers:
Name
Age
Position
Paul J. Sarvadi ....................................... 50 Chairman of the Board and Chief Executive Officer
Richard G. Rawson ................................ 58
A. Steve Arizpe...................................... 49
Jay E. Mincks ........................................ 53
John H. Spurgin, II ................................ 60
Douglas S. Sharp ................................... 45 Vice President, Finance, Chief Financial Officer and Treasurer
President
Executive Vice President, Client Services and Chief Operating
Officer
Executive Vice President, Sales and Marketing
Senior Vice President, Legal, General Counsel and Secretary
Paul J. Sarvadi has served as Chairman of the Board and Chief Executive Officer since August 2003. Mr.
Sarvadi co-founded Administaff in 1986 and served as Vice President and Treasurer of the Company from its
inception in 1986 through April 1987, as Vice President from April 1987 through 1989 and as President and Chief
Executive Officer from 1989 to August 2003. Prior to founding Administaff, Mr. Sarvadi started and operated
several small businesses. Mr. Sarvadi has served as President of NAPEO and was a member of its Board of
Directors for five years. He also served as President of the Texas Chapter of NAPEO for three of the first four years
of its existence. Mr. Sarvadi was selected as the 2001 National Ernst & Young Entrepreneur Of The Year® for
service industries.
Richard G. Rawson has served as President since August 2003. He served as Executive Vice President,
Administration, Chief Financial Officer and Treasurer from February 1997 to August 2003. He joined Administaff
in 1989 as Senior Vice President, Chief Financial Officer, and Treasurer. He previously served as a Senior Financial
Officer and Controller for several companies in the manufacturing and seismic data processing industries. Mr.
Rawson has served as President, First Vice President, Second Vice President and Treasurer of NAPEO as well as
Chairman of the NAPEO Accounting Practices Committee.
A. Steve Arizpe has served as Executive Vice President, Client Services and Chief Operating Officer since
August 2003. He joined Administaff in 1989 and has served in a variety of roles, including Houston Sales Manager,
Regional Sales Manager, Vice President of Sales and Executive Vice President, Client Services. Prior to joining
Administaff, Mr. Arizpe served in sales and sales management roles for two large corporations.
Jay E. Mincks has served as Executive Vice President, Sales and Marketing since January 1999. Mr.
Mincks served as Vice President, Sales and Marketing from February 1997 through January 1999. He joined
Administaff in 1990 and has served in a variety of other roles, including Houston Sales Manager and Regional Sales
Manager for the Western United States. Prior to joining Administaff, Mr. Mincks served in a variety of positions,
including management positions, in the sales and sales training fields with various large companies.
John H. Spurgin, II has served as Senior Vice President, Legal, General Counsel and Secretary since August
2003. He joined Administaff in January 1997 as Vice President, Legal, General Counsel and Secretary. Prior to joining
Administaff, Mr. Spurgin was a partner with the Austin office of McGinnis, Lochridge & Kilgore, L.L.P., where he
served as Administaff’s outside counsel for nine years.
Douglas S. Sharp has served as Vice President, Finance, Chief Financial Officer and Treasurer since August
2003. He joined Administaff in January 2000 as Vice President, Finance and Controller. From July 1994 until he
joined Administaff, Mr. Sharp served as Chief Financial Officer for Rimkus Consulting Group, Inc. Prior to that, he
served as Controller for a small publicly held company; as Controller for a large software company; and as an Audit
Manager for Ernst & Young LLP. Mr. Sharp has served as a member of the Accounting Practices Committee of
NAPEO since January 2002.
- 18 -
PART II
ITEM 5. MARKET FOR THE REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER
MATTERS AND ISSUER PURCHASES OF SECURITIES.
Price Range of Common Stock
Our common stock is traded on the New York Stock Exchange under the symbol “ASF”. As of January 31,
2007, there were 245 holders of record of the common stock. This number does not include stockholders for whom
shares were held in “nominee” or “street name.” The following table sets forth the high and low sales prices for the
common stock as reported on the New York Stock Exchange composite transactional tape.
2006
First Quarter ................................................................
Second Quarter ............................................................
Third Quarter...............................................................
Fourth Quarter .............................................................
High
$ 54.90
58.99
39.12
43.54
2005
First Quarter ................................................................
Second Quarter ............................................................
Third Quarter...............................................................
Fourth Quarter .............................................................
$ 16.25
23.95
39.99
48.43
Low
$ 37.55
33.20
30.30
32.70
$ 11.65
13.47
22.56
35.80
Dividend Policy
During each quarter of 2006, the Board of Directors declared quarterly dividends of $0.09 per share of
common stock. During 2006 and 2005, the Company paid dividends of $10.0 million and $7.4 million, respectively.
The payment of dividends is made at the discretion of our Board of Directors and depends upon our operating
results, financial condition, capital requirements, general business conditions and such other factors as our Board of
Directors deems relevant.
Issuer Purchases of Equity Securities
The following table provides information about our purchases of Administaff common stock during the
three months ended December 31, 2006:
Period
10/01/2006 –
10/31/2006
11/01/2006 –
11/30/2006
12/01/2006 –
12/31/2006
Total
Total Number
of Shares
Purchased (1)
Average Price Paid
per Share
Total Number of
Shares Purchased
as Part of
Publicly
Announced
Program (2)
Maximum Number of
Shares that May Yet Be
Purchased Under the
Program (2)
—
9,215
—
9,215
$
—
8,006,534
42.66
—
42.66
- 19 -
$
8,015,749
8,015,749
8,015,749
493,466
484,251
484,251
484,251
(1)
(2)
Our Board of Directors has approved the repurchase of up to an aggregate amount of 8,500,000 shares of
Administaff common stock, of which 8,015,749 shares had been repurchased as of December 31, 2006.
During the three months ended December 31, 2006, we purchased 9,215 shares of our common stock.
Unless terminated earlier by resolution of the Board of Directors, the repurchase program will expire when
we have repurchased all shares authorized for repurchase under the repurchase program.
Performance Graph
The following graph compares our cumulative total stockholder return since December 31, 2001 with the
Standard & Poor’s Small Cap 600 Stock Index and a peer group index composed of other companies with similar
business models (Peer Group.) The graph assumes that the value of the investment in our common stock and each
index (including reinvestment of dividends) was $100 on December 31, 2001.
COMPARISON OF 5 YEAR CUMULATIVE TOTAL RETURN*
Among Administaff, Inc., The S & P Smallcap 600 Index
And A Peer Group
$200
$180
$160
$140
$120
$100
$80
$60
$40
$20
$0
12/01
12/02
12/03
12/04
12/05
12/06
Administaff, Inc.
S & P Smallcap 600
Peer Group
* $100 invested on 12/31/01 in stock or index-including reinvestment of dividends. Fiscal year ending December 31.
Copyright © 2007, Standard & Poor's, a division of The McGraw-Hill Companies, Inc. All rights reserved.
www.researchdatagroup.com/S&P.htm
12/01
12/02
12/03
12/04
12/05
12/06
Administaff, Inc.
S & P Smallcap 600
Peer Group
100.00
100.00
100.00
21.89
85.37
71.09
63.41
118.48
80.77
46.01
145.32
85.31
155.26
156.48
92.29
159.31
180.14
99.34
- 20 -
This peer group is comprised of the following companies: Automatic Data Processing, Gevity HR, Inc. and
Paychex, Inc. The total return for each member of this peer group has been weighted to each member’s stock market
capitalization.
ITEM 6. SELECTED FINANCIAL DATA.
The selected consolidated financial data set forth below should be read in conjunction with the
Consolidated Financial Statements and accompanying Notes and Item 7. “Management’s Discussion and Analysis of
Financial Condition and Results of Operations,” on page 22.
2006
Year ended December 31,
2004
(in thousands, except per share and statistical data)
2005
2003
2002
Income Statement Data:
Revenues (1) ............................................ $ 1,389,464
282,729
Gross profit ............................................
61,565
Operating income ...................................
Net income (loss) from
continuing operations .........................
Net loss from discontinued operations ...
Net income (loss) ...................................
Diluted net income (loss) per share
46,506
—
46,506
from continuing operations ................ $
$ 1,169,612
235,756
43,767
$ 969,527
197,694
22,131
$ 890,859
197,105
24,274
$ 848,416
165,790
67
29,983
—
29,983
19,210
—
19,210
14,985
(2,121)
12,864
(2,921)
(1,160)
(4,081)
1.64
$
1.12
$
0.72
$
0.55
$
(0.11)
Balance Sheet Data:
Working capital...................................... $ 128,401
561,515
Total assets.............................................
1,749
Total debt ..............................................
228,445
Total stockholders’ equity......................
0.36
Cash dividends per share........................
$ 93,235
495,439
34,890
182,429
0.28
$ 47,500
355,388
36,539
126,529
—
$ 56,032
348,071
42,362
122,634
—
$ 41,238
315,164
44,169
116,349
—
Statistical Data:
Average number of worksite employees
paid per month during period .............
Revenues per worksite
employee per month (2) .......................
Gross profit per worksite
employee per month ...........................
Operating income per worksite
employee per month ...........................
$
$
$
_________________
100,675
88,780
77,936
75,036
77,334
1,150
$
1,098
$
1,037
234
51
$
$
221
41
$
$
211
24
$
$
$
989
219
27
$
$
$
914
179
—
(1)
(2)
Gross billings of $8.055 billion, $6.633 billion, $5.377 billion, $4.829 billion, and $4.857 billion, less
worksite employee payroll cost of $6.666 billion, $5.463 billion, $4.407 billion, $3.938 billion and $4.009
billion, respectively.
Gross billings of $6,667, $6,226, $5,749, $5,363 and $5,234 per worksite employee per month, less payroll
cost of $5,517, $5,128, $4,712, $4,373 and $4,320 per worksite employee per month, respectively.
- 21 -
ITEM 7. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS
OF OPERATIONS.
You should read the following discussion in conjunction with our Consolidated Financial Statements and
related Notes included elsewhere in this annual report. Historical results are not necessarily indicative of trends in
operating results for any future period.
The statements contained in this annual report that are not historical facts are forward-looking statements
that involve a number of risks and uncertainties. The actual results of the future events described in such forward-
looking statements in this annual report could differ materially from those stated in such forward-looking statements.
Among the factors that could cause actual results to differ materially are the risks and uncertainties discussed in this
Item 7 under “Factors that May Affect Future Results and the Market Price of Common Stock” on page 38 and the
uncertainties set forth from time to time in our other public reports and filings and public statements.
Overview
We provide a comprehensive Personnel Management System that encompasses a broad range of services,
including benefits and payroll administration, health and workers’ compensation insurance programs, personnel
records management, employer liability management, employee recruiting and selection, employee performance
management, and employee training and development services. Our long-term strategy continues to be aggregating
the best small businesses in the United States on the common platform of our unique human resource service
offering, thereby leveraging our buying power to provide additional valuable services to clients. Our overall
operating results can be measured in terms of revenues, payroll costs, gross profit or operating income per worksite
employee per month. We often use the number of worksite employees paid as our unit of measurement in analyzing
and discussing our results of operations.
Our key objective for 2006 was to continue to accelerate the growth in the number of paid worksite
employees while appropriately pricing our service offering. We ended 2006 averaging 104,325 paid worksite
employees in the fourth quarter, which represents a 10.9% increase over the fourth quarter of 2005. Our average
number of worksite employees paid for the full year increased 13.4% over 2005. These increases were driven by
improvements in sales and the net change in existing clients.
Our 2006 average gross profit per worksite employee per month of $234 reflected the effective execution
of our pricing strategy, including a slight increase in the markup related to our HR services, while managing our
direct costs to better than expected levels. Lower than expected direct costs, particularly benefits costs and workers’
compensation costs, were primarily a result of the favorable trends in claims experience, complemented by lower
administrative fees negotiated with our insurance carriers. Benefits costs per participant increased 5.7% over 2005,
while workers’ compensation costs as a percentage of non-bonus payroll declined by 15.6%.
Operating expenses increased by 15.2% in 2006 to $221.2 million on a 13.4% increase in the number of
worksite employees paid. Operating expenses increased due primarily to investments in sales and service personnel
for the current and future growth of our business. On a per worksite employee per month basis, operating expenses
increased from $180 in 2005 to $183 in 2006.
Our net income increased 55.1% to $46.5 million in 2006 over 2005. We ended 2006 with working capital
of $128.4 million, which is a $35.2 million increase from the end of 2005.
Revenues
We account for our revenues in accordance with Emerging Issues Task Force (“EITF”) 99-19, Reporting
Revenues Gross as a Principal Versus Net as an Agent. Our gross billings to clients include the payroll cost of each
worksite employee at the client location and a markup computed as a percentage of each worksite employee’s payroll
cost. We invoice the gross billings concurrently with each periodic payroll of our worksite employees. Revenues,
which exclude the payroll cost component of gross billings, and therefore, consist solely of the markup, are
- 22 -
recognized ratably over the payroll period as worksite employees perform their service at the client worksite. This
markup includes pricing components associated with our estimates of payroll taxes, benefits and workers’
compensation costs, plus a separate component related to our HR services. We include revenues that have been
recognized but not invoiced in unbilled accounts receivable on our Consolidated Balance Sheets.
Our revenues are primarily dependent on the number of clients enrolled, the resulting number of worksite
employees paid each period and the number of worksite employees enrolled in our benefit plans. Because our
markup is computed as a percentage of payroll cost, revenues are also affected by the payroll cost of worksite
employees, which may fluctuate based on the composition of the worksite employee base, inflationary effects on
wage levels and differences in the local economies of our markets.
Direct Costs
The primary direct costs associated with our revenue generating activities are:
employment-related taxes (“payroll taxes”);
costs of employee benefit plans; and
•
•
• workers’ compensation costs.
Payroll taxes consist of the employer’s portion of Social Security and Medicare taxes under FICA, federal
unemployment taxes and state unemployment taxes. Payroll taxes are generally paid as a percentage of payroll cost.
The federal tax rates are defined by federal regulations. State unemployment tax rates are subject to claim histories
and vary from state to state.
Employee benefits costs are comprised primarily of health insurance costs (including dental and pharmacy
costs), but also include costs of other employee benefits such as life insurance, vision care, disability insurance,
education assistance, adoption assistance, a flexible spending account and a worklife program.
Workers’ compensation costs include administrative and risk charges paid to the insurance carrier, and
claims costs, which are driven primarily by the frequency and severity of claims.
Gross Profit
Our gross profit per worksite employee is primarily determined by our ability to accurately estimate and
control direct costs and our ability to incorporate changes in these costs into the gross billings charged to clients,
which are subject to contractual arrangements that are typically renewed annually. We use gross profit per worksite
employee per month as our principal measurement of relative performance at the gross profit level.
Operating Expenses
• Salaries, wages and payroll taxes – Salaries, wages and payroll taxes are primarily a function of the number of
corporate employees and their associated average pay and any additional incentive compensation. Our corporate
employees include client services, sales and marketing, benefits, legal, finance, information technology and
administrative support personnel.
• Stock-based compensation – Our stock-based compensation primarily relates to the recognition of non-cash
compensation expense over the vesting period of restricted stock awards. In 2005, the non-cash expenses
associated with the acceleration of stock option vesting were also included.
- 23 -
• General and administrative expenses – Our general and administrative expenses primarily include:
•
•
•
•
•
rent expenses related to our service centers and sales offices;
outside professional service fees related to legal, consulting and accounting services;
administrative costs, such as postage, printing and supplies;
employee travel expenses; and
repairs and maintenance costs associated with our facilities and technology infrastructure.
• Commissions – Commission expense consists of amounts paid to sales personnel. Commissions for sales
personnel are based on a percentage of revenue generated by such personnel.
• Advertising – Advertising expense primarily consists of media advertising and other business promotions in our
current and anticipated sales markets, including the Administaff Small Business Classic sponsorship.
• Depreciation and amortization – Depreciation and amortization expense is primarily a function of our capital
investments in corporate facilities, service centers, sales offices and technology infrastructure.
Income Taxes
Administaff’s provision for income taxes typically differs from the U.S. statutory rate of 35%, due primarily
to state income taxes and non-deductible expenses. Deferred income taxes reflect the net tax effects of temporary
differences between the carrying amounts of assets and liabilities used for financial reporting purposes and the
amounts used for income tax purposes. Significant items resulting in deferred income taxes include prepaid assets,
accruals for workers’ compensation expenses and depreciation. Changes in these items are reflected in our financial
statements through a deferred income tax provision.
Critical Accounting Policies and Estimates
Administaff’s discussion and analysis of our financial condition and results of operations are based upon
our Consolidated Financial Statements, which have been prepared in accordance with accounting principles
generally accepted in the United States. The preparation of these financial statements requires our management to
make estimates and judgments that affect the reported amounts of assets, liabilities, revenues and expenses, and
related disclosure of contingent assets and liabilities. On an ongoing basis, we evaluate these estimates, including
those related to health and workers’ compensation insurance claims experience, state unemployment and payroll
taxes, client bad debts, income taxes, property and equipment, goodwill and other intangibles, and contingent
liabilities. We base these estimates on historical experience and on various other assumptions that management
believes to be reasonable under the circumstances, the results of which form the basis for making judgments about
the carrying values of assets and liabilities that are not readily apparent from other sources. Actual results may differ
from these estimates.
We believe the following accounting policies are critical and/or require significant judgments and estimates
used in the preparation of our Consolidated Financial Statements:
• Benefits costs – We provide group health insurance coverage to our worksite employees through a national
network of carriers including UnitedHealthcare (“United”), Cigna Healthcare, PacifiCare, Kaiser Permanente,
Blue Cross and Blue Shield of Georgia, Blue Shield of California, Hawaii Medical Service Association and
Tufts, all of which provide fully insured policies or service contracts.
The policy with United, which was first obtained in January 2002, provides the majority of our health insurance
coverage. As a result of certain contractual terms, we have accounted for this plan since its inception using a
partially self-funded insurance accounting model. Accordingly, we record the costs of the United Plan,
including an estimate of the incurred claims, taxes and administrative fees (collectively the “Plan Costs”), as
benefits expense in the Consolidated Statements of Operations. The estimated incurred claims are based upon:
(i) the level of claims processed during the quarter; (ii) recent claim development patterns under the plan, to
estimate a completion rate; and (iii) the number of participants in the plan. Each reporting period, changes in
- 24 -
the estimated ultimate costs resulting from claim trends, plan design and migration, participant demographics
and other factors are incorporated into the benefits costs.
Additionally, since the plan’s inception in January 2002, under the terms of the contract, United establishes cash
funding rates 90 days in advance of the beginning of a reporting quarter. If the Plan Costs for a reporting
quarter are greater than the cash funded to United, a deficit in the plan would be incurred and we would accrue a
liability for the excess costs on our Consolidated Balance Sheet. On the other hand, if the Plan Costs for the
reporting quarter are less than the cash funded to United, a surplus in the plan would be incurred and we would
record an asset for the excess premiums on our Consolidated Balance Sheet. The terms of the arrangement
require us to maintain an accumulated cash surplus in the plan of $11 million, which is reported as long-term
prepaid insurance. As of December 31, 2006, Plan Costs were less than the net cash funded to United by $15.3
million. As this amount is in excess of the agreed-upon $11 million surplus maintenance level, the $4.3 million
balance is included in prepaid insurance, a current asset, on our Consolidated Balance Sheet.
We believe the use of recent claims activity is representative of incurred and paid trends during the reporting
period. The estimated completion rate used to compute incurred but not reported claims involves a significant
level of judgment. Accordingly, an increase (or decrease) in the completion rates used to estimate the incurred
claims would result in a decrease (or increase) in benefits costs and net income would increase (or decrease)
accordingly.
The following table illustrates the sensitivity of changes in the completion rates on our estimate of total
benefit costs of $547.4 million in 2006:
Change in
Completion Rate
(2.5)%
(1.0)%
1.0%
2.5%
Change in
Benefits Costs
(in thousands)
$
(7,943)
(3,177)
3,177
7,943
Change in
Net Income
(in thousands)
$ 5,123
2,049
(2,049)
(5,123)
•
State unemployment taxes – We record our state unemployment (“SUI”) tax expense based on taxable wages
and tax rates assigned by each state. State unemployment tax rates vary by state and are determined, in part,
based on prior years’ compensation experience in each state. Prior to the receipt of final tax rate notices, we
estimate our expected SUI tax rate in those states for which tax rate notices have not yet been received.
In December 2001, as a result of a 2001 corporate reorganization, we filed for a transfer of our reserve account
with the Employment Development Department of the State of California (“EDD”). The EDD approved our
request for transfer of our reserve account in May 2002, and notified us of our new contribution rates based
upon the approved transfer. In December 2003, we received a Notice of Duplicate Accounts and Notification of
Assessment (“Notice”) from the EDD. The Notice stated that the EDD was collapsing the accounts of
Administaff’s subsidiaries into the account of the entity with the highest unemployment tax rate. The Notice
also retroactively imposed the higher unemployment insurance rate on all our California employees for 2003,
resulting in an assessment of $5.6 million. In January 2004, we filed a petition with an administrative law judge
of the California Unemployment Insurance Appeals Board (“ALJ”) to protest the validity of the Notice.
Pending a resolution of our protest, in the fourth quarter of 2003 we accrued and recorded at the higher assessed
rate for all of 2003.
In June 2004, we agreed to settle our dispute with the EDD for $3.3 million (“Settlement”). Based upon receipt
of written acknowledgement of this agreement, we reduced our accrued payroll tax liability and payroll tax
expense by $2.3 million during the quarter ended June 30, 2004. The Settlement was subject to the final
approval by EDD’s legal department, the California Attorney General’s office and the ALJ. In October 2004,
the legal department of the EDD verbally indicated they considered the previously agreed-upon settlement
amount to be insufficient and suggested a settlement amount of $5.2 million. We continued discussions with the
- 25 -
State of California, but in February 2005, we were notified that the EDD had rejected our settlement offer and
the matter proceeded with the appeals process with the ALJ. As of October 31, 2006, all of the statutes of
limitations concerning notices to modify unemployment tax rates for the periods addressed in the Notice had
expired. We believe the EDD failed to meet the statutory requirement related to serving a proper notice within
the stipulated time frame; therefore, we believe it is no longer probable that the amount accrued for the
California unemployment tax matter will be incurred. Accordingly, we reduced the state unemployment tax
accrual by $3.3 million during 2006.
• Workers’ compensation costs – Our workers’ compensation coverage (the “AIG Program”) is currently provided
through selected member insurance companies of American International Group, Inc. (“AIG”). Under our
arrangement with AIG, we bear the economic burden for the first $1 million layer of claims per occurrence.
AIG bears the economic burden for all claims in excess of such first $1 million layer. The AIG Program is a
fully insured policy whereby AIG has the responsibility to pay all claims incurred under the policy regardless of
whether we satisfy our responsibilities.
Because we bear the economic burden of the first $1 million layer of claims per occurrence, such claims, which
are the primary component of our workers’ compensation costs, are recorded in the period incurred. Workers
compensation insurance includes ongoing healthcare and indemnity coverage whereby claims are paid over
numerous years following the date of injury. Accordingly, the accrual of related incurred costs in each reporting
period includes estimates, which take into account the ongoing development of claims and therefore requires a
significant level of judgment. Our management estimates our workers’ compensation costs by applying an
aggregate loss development rate to worksite employee payroll levels.
We employ a third party actuary to estimate our loss development rate, which is primarily based upon the nature
of worksite employees’ job responsibilities, the location of worksite employees, the historical frequency and
severity of workers compensation claims, and an estimate of future cost trends. Each reporting period, changes
in the actuarial assumptions resulting from changes in actual claims experience and other trends are incorporated
into the Company’s workers’ compensation claims cost estimates. During the years ended December 31, 2006
and 2005, Administaff reduced accrued workers’ compensation costs by $6.4 million and $4.6 million,
respectively, for changes in estimated losses and tax surcharges related to prior reporting periods. Workers’
compensation cost estimates are discounted to present value at a rate based upon the U.S. Treasury rates that
correspond with the weighted average estimated claim payout period (the average discount rate utilized in 2006
and 2005 was 4.8% and 3.9%, respectively) and are accreted over the estimated claim payment period and
included as a component of direct costs in our Consolidated Statements of Operations.
Our claim trends could be greater than or less than our prior estimates, in which case we would revise our
claims estimates and record an adjustment to workers’ compensation costs in the period such determination is
made. If we were to experience any significant changes in actuarial assumptions, our loss development rates
could increase (or decrease) which would result in an increase (or decrease) in workers’ compensation costs and
a resulting decrease (or increase) in net income reported in our Consolidated Statement of Operations.
The following table illustrates the sensitivity of changes in the loss development rate on our estimate of workers’
compensation costs totaling $55.7 million in 2006:
Change in Loss
Development Rate
Change in Workers’
Compensation Costs
(in thousands)
(5)%
(2.5)%
2.5%
5%
$
(2,241)
(1,121)
1,121
2,241
Change in
Net Income
(in thousands)
$
1,446
723
(723)
(1,446)
At the beginning of each policy period, the insurance carrier, AIG, establishes monthly funding requirements
comprised of premium costs and funds to be set aside for payment of future claims (“claim funds”). The level of
- 26 -
claim funds is primarily based upon anticipated worksite employee payroll levels and expected workers’
compensation loss rates, as determined by AIG. Monies funded into the program for incurred claims expected
to be paid within one year are recorded as restricted cash, a short-term asset, while the remainder of claim funds
are included in deposits, a long-term asset in our Consolidated Balance Sheets.
Our estimate of incurred claim costs expected to be paid within one year are recorded as accrued workers’
compensation costs and included in short-term liabilities, while our estimate of incurred claim costs expected to
be paid beyond one year are included in long-term liabilities on our Consolidated Balance Sheets.
As of December 31, 2006, we had restricted cash of $37.4 million and deposits of $46.4 million. We have
estimated and accrued $77.4 million in incurred workers’ compensation claim costs as of December 31, 2006.
• Contingent liabilities – We accrue and disclose contingent liabilities in our Consolidated Financial Statements in
accordance with Statement of Financial Accounting Standards (“SFAS”) No. 5, Accounting for Contingencies.
SFAS No. 5 requires accrual of contingent liabilities that are considered probable to occur and that can be
reasonably estimated. For contingent liabilities that are considered reasonably possible to occur, financial
statement disclosure is required, including the range of possible loss if it can be reasonably determined. We have
disclosed in our audited financial statements several issues that we believe are reasonably possible to occur,
although we cannot determine the range of possible loss in all cases. See Note 12 to our Consolidated Financial
Statements. As these issues develop, we will continue to evaluate the probability of future loss and the potential
range of such losses. If such evaluation were to determine that a loss was probable and the loss could be
reasonably estimated, we would be required to accrue our estimated loss, which would reduce net income in the
period that such determination was made.
• Deferred taxes – We have recorded a valuation allowance to reduce our deferred tax assets to the amount that is
more likely than not to be realized. While we have considered future taxable income and ongoing prudent and
feasible tax planning strategies in assessing the need for the valuation allowance, our ability to realize our
deferred tax assets could change from our current estimates. If we determine that we would be able to realize
our deferred tax assets in the future in excess of the net recorded amount, an adjustment to reduce the valuation
allowance would increase net income in the period that such determination is made. Likewise, should we
determine that we will not be able to realize all or part of our net deferred tax assets in the future, an adjustment
to increase the valuation allowance would reduce net income in the period such determination is made.
• Allowance for doubtful accounts – We maintain an allowance for doubtful accounts for estimated losses
resulting from the inability of our customers to pay their comprehensive service fees. We believe that the
success of our business is heavily dependent on our ability to collect these comprehensive service fees for
several reasons, including:
•
•
•
the fact that we are at risk for the payment of our direct costs and worksite employee payroll costs
regardless of whether our clients pay their comprehensive service fees;
the large volume and dollar amount of transactions we process; and
the periodic and recurring nature of payroll, upon which the comprehensive service fees are based.
To mitigate this risk, we have established very tight credit policies. We generally require our clients to pay their
comprehensive service fees no later than one day prior to the applicable payroll date. In addition, we maintain
the right to terminate the Client Service Agreement and associated worksite employees or to require prepayment,
letters of credit or other collateral if a client’s financial position deteriorates or if the client does not pay the
comprehensive service fee. As a result of these efforts, losses related to customer nonpayment have historically
been low as a percentage of revenues. However, if our clients’ financial condition were to deteriorate rapidly,
resulting in nonpayment, our accounts receivable balances could grow and we could be required to provide for
additional allowances, which would decrease net income in the period that such determination was made.
- 27 -
• Property and equipment – Our property and equipment relate primarily to our facilities and related
improvements, furniture and fixtures, computer hardware and software and capitalized software development
costs. These costs are depreciated or amortized over the estimated useful lives of the assets. If we determine
that the useful lives of these assets will be shorter than we currently estimate, our depreciation and amortization
expense could be accelerated, which would decrease net income in the periods of such a determination. In
addition, we periodically evaluate these costs for impairment in accordance with SFAS No. 144, Accounting for
Impairment or Disposal of Long-Lived Assets. If events or circumstances were to indicate that any of our long-
lived assets might be impaired, we would analyze the estimated undiscounted future cash flows to be generated
from the applicable asset. In addition, we would record an impairment loss, which would reduce net income, to
the extent that the carrying value of the asset exceeded the fair value of the asset. Fair value is generally
determined using an estimate of discounted future net cash flows from operating activities or upon disposal of
the asset.
• Goodwill and other intangibles
–
The December 2005 acquisition of HRTools.com and associated software
applications included certain identifiable intangible assets and goodwill implied in the purchase price. The
goodwill and intangible assets are subject to the provisions of SFAS No. 142, “Goodwill and Other Intangible
Assets” (“SFAS 142”). In accordance with SFAS 142, goodwill is tested for impairment on an annual basis and
between annual tests in certain circumstances, and written down when impaired. Furthermore, SFAS 142
requires purchased intangible assets other than goodwill to be amortized over their useful lives unless these lives
are determined to be indefinite. Our purchased intangible assets are carried at cost less accumulated
amortization. Amortization is computed over the estimated useful lives of the respective assets, five to ten years.
New Accounting Pronouncements
In July 2006, the Financial Accounting Standards Board (“FASB”) issued FASB Interpretation No. 48,
“Accounting for Uncertainty in Income Taxes” (“FIN 48”), an interpretation of FASB Statement No. 109,
“Accounting for Income Taxes.” FIN 48 requires that a position taken or expected to be taken in a tax return be
recognized in the financial statements when it is more likely than not (i.e. a likelihood of more than fifty percent) that
the position would be sustained upon examination by tax authorities. A recognized tax position is then measured at
the largest amount of benefit that is greater than fifty percent likely of being realized upon ultimate settlement. The
effective date for the Company is January 1, 2007. Upon adoption, the cumulative effect of applying the recognition
and measurement provisions of FIN 48, if any, shall be reflected as an adjustment to the opening balance of retained
earnings. The adoption of FIN 48 is not anticipated to have a material impact on our Consolidated Financial
Statements.
In September 2006, FASB Statement 157, “Fair Value Measurements” (“SFAS 157”) was issued. SFAS
157 establishes a framework for measuring fair value by providing a standard definition of fair value as it applies to
assets and liabilities. SFAS 157, which does not require any new fair value measurements, clarifies the application
of other accounting pronouncements that require or permit fair value measurements. The effective date for the
Company is January 1, 2008. The Company is evaluating the impact of adopting SFAS 157 on its Consolidated
Financial Statements.
- 28 -
Results of Operations
Year Ended December 31, 2006 Compared to Year Ended December 31, 2005.
The following table presents certain information related to the Company’s results of operations for the years
ended December 31, 2006 and 2005.
Year ended December 31,
2005
(in thousands, except per share and statistical data)
% change
2006
Revenues (gross billings of $8.055 billion and
$6.633 billion less worksite employee payroll cost of
$6.666 billion and $5.463 billion, respectively)..............
Gross profit.........................................................................
Operating expenses.............................................................
Operating income................................................................
Other income (expense) ......................................................
Net income..........................................................................
Diluted net income per share of common stock ..................
Statistical Data:
Average number of worksite employees paid per month ....
Revenues per worksite employee per month (1)...................
Gross profit per worksite employee per month...................
Operating expenses per worksite employee per month.......
Operating income per worksite employee per month..........
Net income from continuing operations
per worksite employee per month ...................................
_______________
$ 1,389,464
282,729
221,164
61,565
10,517
46,506
1.64
$
100,675
1,150
234
183
51
$1,169,612
235,756
191,989
43,767
3,980
29,983
1.12
$
88,780
1,098
221
180
41
18.8%
19.9%
15.2%
40.7%
164.2%
55.1%
46.4%
13.4%
4.7%
5.9%
1.7%
24.4%
38
28
35.7%
(1) Gross billings of $6,667 and $6,226 per worksite employee per month less payroll cost of $5,517 and $5,128 per
worksite employee per month, respectively.
Revenues
Our revenues, which represent gross billings net of worksite employee payroll cost, increased 18.8% over
2005 due to a 13.4% increase in the average number of worksite employees paid per month and a 4.7%, or $52,
increase in revenues per worksite employee per month. The 4.7% increase in revenues per worksite employee per
month was due to both: (i) increases in the pricing components related to our direct costs, including payroll taxes,
benefits and workers’ compensation costs; and (ii) an increase in the markup related to our HR services.
By region, our revenue growth over 2005 and revenue distribution for years ended December 31, 2006 and
2005 were as follows:
Year ended December 31,
2006
2005 % change
(in thousands)
Year ended December 31,
2005
2006
(% of total revenue)
Northeast......................................
Southeast......................................
Central .........................................
Southwest.....................................
West.............................................
Other revenues .............................
Total revenues.....................
$ 243,224
129,803
193,787
503,498
308,984
10,168
$1,389,464
$ 177,466
101,785
153,477
458,196
271,018
7,670
$1,169,612
37.1%
27.5%
26.3%
9.9%
14.0%
32.6%
18.8%
17.5%
9.3%
14.0%
36.3%
22.2%
0.7%
100.0%
15.1%
8.7%
13.1%
39.2%
23.2%
0.7%
100.0%
- 29 -
Our unit growth rate is affected by three primary sources – new client sales, client retention and the net
change in existing clients through worksite employee new hires and layoffs. During 2006, the 13.4% increase in the
average number of worksite employees paid per month resulted from improvements in new client sales and the net
change in existing clients, while client retention, measured as a percentage of the worksite employee base, declined
as compared to 2005.
Gross Profit
Gross profit increased 19.9% to $282.7 million compared to 2005. The average gross profit per worksite
employee increased 5.9% to $234 per month in 2006 versus $221 in 2005. Our pricing objectives attempt to
maintain or improve the gross profit per worksite employee by increasing revenue per worksite employee to match or
exceed changes in primary direct costs and operating expenses.
While our revenues per worksite employee per month increased 4.7%, our direct costs, which primarily
include payroll taxes, benefits and workers’ compensation expenses, increased 4.4% to $916 per worksite employee
per month in 2006 versus $877 in 2005. The primary direct cost components changed as follows:
• Payroll tax costs – Payroll taxes increased $18 per worksite employee per month compared to 2005, due to a
7.6% increase in average payroll cost per worksite employee per month. Payroll taxes as a percentage of payroll
cost decreased from 7.46% in 2005 to 7.27% in 2006. The 2006 amount includes a $3.3 million payroll tax
reduction, or 0.05% as a percentage of payroll costs, related to the California state unemployment tax matter.
Please read “Critical Accounting Policies and Estimates – State Unemployment Taxes” on page 25 for a
discussion of our accounting for state unemployment taxes.
• Benefits costs – The cost of group health insurance and related employee benefits increased $26 per worksite
employee per month to $453 compared to 2005. This increase is due to a 5.7% increase in the cost per covered
employee and a slight increase in the percentage of worksite employees covered under our health insurance plan
to 72.7% in 2005 versus 72.4% in 2005. Please read “—Critical Accounting Policies and Estimates – Benefits
Costs” on page 24 for a discussion of our accounting for health insurance costs.
• Workers’ compensation costs – Workers’ compensation costs decreased $5 per worksite employee per month
compared to 2005. As a percentage of non-bonus payroll cost, workers’ compensation costs decreased to 0.92%
in 2006 from 1.09% in 2005, primarily as a result of favorable trends in both the frequency and severity of
workers’ compensation claims. During 2006, the Company recorded reductions in workers’ compensation costs
of $6.4 million, or 0.11% of non-bonus payroll costs, for changes in estimated losses and tax surcharges,
compared to $4.6 million, or 0.09% of non-bonus payroll costs in 2005. Please read “Critical Accounting
Policies and Estimates – Workers’ Compensation Costs” on page 26 for a discussion of our accounting for
workers’ compensation costs.
- 30 -
Operating Expenses
The following table presents certain information related to our operating expenses for the years ended
December 31, 2006 and 2005.
Year ended December 31,
2006
2005 % change
Year ended December 31,
2006
2005 % change
(in thousands)
(per worksite employee per month)
Salaries, wages and payroll taxes
Stock-based compensation
General and administrative expenses
Commissions
Advertising
Depreciation and amortization
Total operating expenses
$ 119,963
3,411
57,409
10,968
13,975
15,438
$ 221,164
$ 99,562
2,079
52,960
10,121
12,100
15,167
$ 191,989
20.5%
64.1%
8.4%
8.4%
15.5%
1.8%
15.2%
$ 99
3
48
9
11
13
$ 183
$ 93
2
50
10
11
14
$ 180
6.5%
50.0%
(4.0)%
(10.0)%
—
(7.1)%
1.7%
Operating expenses increased 15.2% to $221.2 million. Operating expenses per worksite employee per
month increased 1.7% to $183 in 2006 versus $180 in 2005. The components of operating expenses changed as
follows:
• Salaries, wages and payroll taxes of corporate and sales staff increased 20.5%, or $6 per worksite employee per
month compared to 2005. During 2006, the number of corporate employees increased 16.6%, and the average
pay for corporate employees increased 4.2% as compared to 2005.
• Stock-based compensation increased 64.1%, or $1 per worksite employee per month. Stock-based
compensation expense primarily represents the vesting of restricted stock awards. The 2006 expense also
includes $280,000 related to the annual stock grant made to the independent members of the Board of Directors.
The 2005 amount includes $790,000 related to the acceleration of stock option vesting. Please read Note 1 to
the Consolidated Financial Statements on page F-17 for additional information.
• General and administrative expenses increased 8.4% due primarily to higher expenses associated with the
increase in corporate and worksite employee headcount, such as travel, postage and rent. General and
administrative expenses decreased $2 per worksite employee per month compared to 2005.
• Commissions expense increased 8.4%, but declined $1 per worksite employee per month compared to 2005.
• Advertising costs increased 15.5%, due primarily to increases in radio and television advertising associated with
the 2006 sales campaigns. These costs remained flat on a per worksite employee basis as compared to 2005.
• Depreciation and amortization expense increased 1.8%, but declined $1 on a per worksite employee basis versus
2005.
Other Income (Expense)
Other income (expense) increased to $10.5 million in 2006 compared to $4.0 million in 2005. Interest
income increased by $4.8 million, primarily as a result of an increase in cash balances, including cash held in our
workers ’ compensation program, and higher interest rates in 2006. Interest expense decreased $1.2 million as
compared to 2005, due to the repayment of the $32.3 million outstanding variable-rate mortgage on our corporate
headquarters in May 2006.
- 31 -
Income Tax Expense
During 2006 we incurred federal and state income tax expense of $25.6 million on pre-tax income of $72.1
million. Our provision for income taxes differed from the US statutory rate of 35% primarily due to state income
taxes and non-deductible expenses, offset by tax-exempt interest income. Our effective income tax rate was 35.5%
in the 2006 period compared to 37.2% in the 2005 period.
Net Income
Net income for 2006 was $46.5 million, or $1.64 per diluted share, compared to $30.0 million, or $1.12 per
diluted share in 2005. On a per worksite employee per month basis, net income increased 35.7% to $38 in 2006
versus $28 in 2005.
Results of Operations
Year Ended December 31, 2005 Compared to Year Ended December 31, 2004.
The following table presents certain information related to the Company’s results of operations for the years
ended December 31, 2005 and 2004.
Year ended December 31,
2004
(in thousands, except per share and statistical data)
% change
2005
Revenues (gross billings of $6.633 billion and
$5.377 billion less worksite employee payroll cost of
$5.463 billion and $4.407 billion, respectively)..............
Gross profit.........................................................................
Operating expenses.............................................................
Operating income................................................................
Other income (expense) ......................................................
Net income..........................................................................
Diluted net income per share of common stock ..................
Statistical Data:
Average number of worksite employees paid per month ....
Revenues per worksite employee per month (1)...................
Gross profit per worksite employee per month...................
Operating expenses per worksite employee per month.......
Operating income per worksite employee per month..........
Net income from continuing operations
per worksite employee per month ...................................
_______________
$ 1,169,612
235,756
191,989
43,767
3,980
29,983
1.12
$
88,780
1,098
221
180
41
28
$ 969,527
197,694
175,563
22,131
8,605
19,210
0.72
$
77,936
1,037
211
188
24
20.6%
19.3%
9.4%
97.8%
(53.7)%
56.1%
55.6%
13.9%
5.9%
4.7%
(4.3)%
70.8%
21
33.3%
(1) Gross billings of $6,226 and $5,749 per worksite employee per month less payroll cost of $5,128 and $4,712 per
worksite employee per month, respectively.
Revenues
Our revenues, which represent gross billings net of worksite employee payroll cost, increased 20.6% over
2004 due to a 13.9% increase in the average number of worksite employees paid per month and a 5.9%, or $61,
increase in revenues per worksite employee per month. The 5.9% increase in revenues per worksite employee per
month was due to both: (i) increases in the pricing components related to our direct costs, including payroll taxes,
benefits and workers’ compensation costs; and (ii) an increase in the markup related to our HR services.
Our unit growth rate is affected by three primary sources – new client sales, client retention and the net
change in existing clients through worksite employee new hires and layoffs. The 13.9% increase in the average
- 32 -
number of worksite employees paid per month during 2005 resulted from increases in all three sources of paid
worksite employees.
The following table presents certain information related to the Company’s revenues by region for the years
ended December 31, 2005 and 2004.
Year ended December 31,
2005
2004 % change
(in thousands)
Year ended December 31,
2005
2004
(% of total revenue)
Northeast......................................
Southeast......................................
Central .........................................
Southwest.....................................
West.............................................
Other revenues .............................
Total revenues.....................
$ 177,466
101,785
153,477
458,196
271,018
7,670
$1,169,612
$ 134,124
90,657
137,184
378,901
222,209
6,452
$ 969,527
32.3%
12.3%
11.9%
20.9%
22.0%
18.9%
20.6%
15.1%
8.7%
13.1%
39.2%
23.2%
0.7%
100.0%
13.8%
9.4%
14.1%
39.1%
22.9%
0.7%
100.0%
Gross Profit
Gross profit increased 19.3% to $235.8 million compared to 2004. Gross profit per worksite employee
increased 4.7% to $221 per month in 2005 versus $211 in 2004.
While our revenues per worksite employee per month increased 5.9%, our direct costs, which primarily
include payroll taxes, benefits and workers’ compensation expenses, increased 6.2% to $877 per worksite employee
per month in 2005 versus $826 in 2004. The primary direct cost components changed as follows:
• Payroll tax costs – Payroll taxes increased $34 per worksite employee per month. Payroll taxes as a percentage
of payroll cost were 7.46% in 2005. This compares to 7.41% in 2004 which included a $2.3 million payroll tax
credit, or 0.05% as a percentage of payroll costs, related to a state unemployment matter with the state of
California. Please read “Critical Accounting Policies and Estimates – State Unemployment Taxes” on page 25
for a discussion of our accounting for state unemployment taxes.
• Benefits costs – The cost of health insurance and related employee benefits increased $23 per worksite employee
per month to $427 compared to 2004. This increase is due to a 3.9% increase in the cost per covered employee
and an increase in the percentage of worksite employees covered under our health insurance plan to 72.4% in
2005 versus 71.1% in 2004. Please read “—Critical Accounting Policies and Estimates – Benefits Costs” on
page 24 for a discussion of our accounting for health insurance costs.
• Workers’ compensation costs – Workers’ compensation costs decreased $7 per worksite employee per month
compared to 2004. As a percentage of non-bonus payroll cost, workers’ compensation costs decreased to 1.09%
in 2005 from 1.35% in 2004, primarily as a result of favorable trends in both the frequency and severity of
workers’ compensation claims. These trends resulted in reductions in estimated accrued workers’ compensation
costs related to prior reporting periods of $4.6 million, or 0.09% of non-bonus payroll costs, in the 2005 period.
Please read “Critical Accounting Policies and Estimates – Workers’ Compensation Costs” on page 26 for a
discussion of our accounting for workers’ compensation costs.
- 33 -
Operating Expenses
The following table presents certain information related to our operating expenses for the years ended
December 31, 2005 and 2004.
Year ended December 31,
2005
2004 % change
Year ended December 31,
2005
2004 % change
(in thousands)
(per worksite employee per month)
Salaries, wages and payroll taxes
Stock-based compensation
General and administrative expenses
Commissions
Advertising
Depreciation and amortization
Total operating expenses
$ 99,562
2,079
52,960
10,121
12,100
15,167
$ 191,989
$ 88,298
—
49,283
10,447
10,021
17,514
$ 175,563
12.8%
—
7.5%
(3.1)%
20.7%
(13.4)%
9.4%
$ 93
2
50
10
11
14
$ 180
$ 94
—
53
11
11
19
$ 188
(1.1)%
—
(5.7)%
(9.1)%
—
(26.3)%
(4.3)%
Operating expenses increased 9.4% to $192.0 million. Operating expenses per worksite employee per
month decreased 4.3% to $180 in 2005 versus $188 in 2004. The components of operating expenses changed as
follows:
• Salaries, wages and payroll taxes of corporate and sales staff increased 12.8%, but declined $1 per worksite
employee per month compared to 2004. During 2005, incentive compensation increased $6.1 million over 2004
due to the improved operating results. In addition, the number of corporate employees increased 3.1%, and the
average pay for corporate employees increased 3.4%.
• Stock-based compensation expense of $2.1 million or $2 per worksite employee per month was a result of: (i)
$790,000 related to the acceleration of stock option vesting during the first quarter of 2005; and (ii) $1,289,000
related to the amortization of deferred compensation expense associated with the February 2005 restricted stock
grant. Please read Note 1 to the Consolidated Financial Statements on page F-17 for additional information.
• General and administrative expenses increased 7.5%, but declined $3 per worksite employee per month
compared to 2004. The increase in total dollars is primarily due to increases in: (i) repairs and maintenance; and
(ii) professional fees such as consulting fees, accounting fees and recruiting costs.
• Commissions expense decreased 3.1% or $1 per worksite employee per month compared to 2004, as an increase
in commissions paid to sales personnel was more than offset by cost savings resulting from the termination of
our marketing and commission arrangement with American Express in December 2004.
• Advertising costs increased 20.7%, due primarily to increases in radio and television advertising associated with
the 2005 sales campaigns. These costs remained flat on a per worksite employee basis as compared to 2004.
• Depreciation and amortization expense decreased 13.4% and $5 on a per worksite employee basis versus 2004
as the effect of certain fixed assets becoming fully amortized more than offset the incremental depreciation and
amortization expense related to the 2005 capital additions.
Other Income (Expense)
Other income (expense) decreased to $4.0 million in 2005 compared to $8.6 million in 2004, primarily due
to the $8.25 million settlement of our dispute with Aetna during the 2004 period. Interest income increased by $4.1
million, primarily as a result of an increase in cash balances, including cash held in our workers ’ compensation
program and higher interest rates in 2005.
- 34 -
Income Tax Expense
During 2005, we incurred federal and state income tax expense of $17.8 million on pre-tax income of $47.7
million. Our provision for income taxes differed from the US statutory rate of 35% primarily due to state income
taxes and non-deductible expenses. Our effective income tax rate was 37.2% in the 2005 period compared to 37.5%
in the 2004 period.
Net Income
Net income for 2005 was $30.0 million, or $1.12 per diluted share, compared to $19.2 million, or $0.72 per
diluted share in 2004. Net income for 2004 included $5.2 million or $0.19 per share of proceeds related to the
settlement of our dispute with Aetna. On a per worksite employee per month basis, net income increased 33.3% to
$28 in 2005 versus $21 in 2004.
Non-GAAP Financial Measures
Non-bonus payroll cost is a non-GAAP financial measure that excludes the impact of bonus payrolls paid to
our worksite employees. Bonus payroll cost varies from period to period, but has no direct impact to our ultimate
workers’ compensation costs under the current program. As a result, our management refers to non-bonus payroll cost
in analyzing, reporting and forecasting our workers’ compensation costs. Non-GAAP financial measures are not
prepared in accordance with generally accepted accounting principles (“GAAP”) and may be different from non-GAAP
financial measures used by other companies. Non-GAAP financial measures should not be considered as a substitute
for, or superior to, measures of financial performance prepared in accordance with GAAP. We include these non-
GAAP financial measures because we believe they are useful to investors in allowing for greater transparency related
to the costs incurred under our current workers’ compensation program. Investors are encouraged to review the
reconciliation of the non-GAAP financial measures used to their most directly comparable GAAP financial measures as
provided in the table below.
Year ended December 31,
2006
2005
(in thousands, except per worksite employee)
% Change
GAAP to non-GAAP reconciliation:
Payroll cost (GAAP)
Less: bonus payroll cost
Non-Bonus payroll cost
$6,665,532
640,552
$ 6,024,980
$5,463,474
508,170
$ 4,955,304
Payroll cost per worksite employee (GAAP)
$
5,517
$
5,128
Less: Bonus payroll cost per worksite employee
Non-bonus payroll cost per worksite employee $
530
4,987
477
4,651
$
22.0%
26.1%
21.6%
7.6%
11.1%
7.2%
Liquidity and Capital Resources
We periodically evaluate our liquidity requirements, capital needs and availability of resources in view of,
among other things, our expansion plans, debt service requirements and other operating cash needs. To meet short-
and long-term liquidity requirements, including payment of direct and operating expenses and repaying debt, we rely
primarily on cash from operations. However, we have in the past sought, and may in the future seek, to raise
additional capital or take other steps to increase or manage our liquidity and capital resources. We had $234.0
million in cash and cash equivalents and marketable securities at December 31, 2006, of which approximately
$105.3 million was payable in early January 2007 for withheld federal and state income taxes, employment taxes and
other payroll deductions. At December 31, 2006, we had working capital of $128.4 million compared to $93.2
million at December 31, 2005. We currently believe that our cash on hand, marketable securities and cash flows
- 35 -
from operations will be adequate to meet our liquidity requirements for 2007. We will rely on these same sources, as
well as public and private debt or equity financing, to meet our longer-term liquidity and capital needs.
Cash Flows From Operating Activities
Our cash flows from operating activities in 2006 of $88.5 million reflected a decrease of $23.2 million from
2005. Our primary source of cash from operations is the comprehensive service fee and payroll funding we collect
from our clients. The level of cash and cash equivalents, and thus our reported cash flows from operating activities
are significantly impacted by various external and internal factors, which are reflected in part by the changes in our
balance sheet accounts. These include the following:
•
•
•
•
•
Timing of customer payments / payrolls – We typically collect our comprehensive service fee, along with
the client’s payroll funding, from clients at least one day prior to the payment of worksite employee payrolls
and associated payroll taxes. Therefore, the last business day of a reporting period has a substantial impact
on our reporting of operating cash flows. For example, many worksite employees are paid on Fridays;
therefore, operating cash flows decline in the reporting periods that end on a Friday, such as December
2006, when client prepayments were $9.1 million and accrued worksite employee payroll was $94.8
million. However, for those reporting periods that end on a Thursday, our cash flows are higher due to the
collection of the comprehensive service fee and client’s payroll funding prior to processing the large
number worksite employees’ payrolls one day subsequent to the period end.
Classification of tax benefit from stock based compensation – In 2006, we adopted Statement 123(R),
which requires all share-based payments to employees to be recognized as a compensation cost. In
addition, Statement 123(R) requires the tax benefit associated with stock based-compensation to be reported
as a financing activity in the Consolidated Statement of Cash Flows. Prior to 2006, we reported the tax
benefit as a component of operating cash flows, which was $12.8 million in 2005.
Operating results – Our net income has a significant impact on our operating cash flows. Our net income
increased to $46.5 million in 2006 from $30.0 million in 2005. Please read “Results of Operations – Year
Ended December 31, 2006 Compared to Year Ended December 31, 2005” on page 29.
Medical plan funding – Our healthcare contract with United establishes participant cash funding rates 90
days in advance of the beginning of a reporting quarter. Therefore, changes in the participation level of the
United Plan have a direct impact on our operating cash flows. In addition, changes to the funding rates,
which are solely determined by United based primarily upon recent claim history and anticipated cost
trends, also have a significant impact on our operating cash flows. Since inception of the United Plan in
January 2002, cash funded to United has exceeded Plan Costs, resulting in a $15.3 million surplus, $4.3
million of which is reflected as a current asset, and $11.0 million of which is reflected as a long-term asset
on our Consolidated Balance Sheets at December 31, 2006. Additionally, the $17.5 million in long-term
deposits was returned to Administaff during 2005.
Workers’ compensation plan funding – Under our arrangement with AIG, we make monthly payments to
AIG comprised of premium costs and funds to be set aside for payment of future claims (“claim funds”).
These pre-determined amounts are stipulated in our agreement with AIG, and are based primarily on
anticipated worksite employee payroll levels and workers compensation loss rates during the policy year.
Changes in payroll levels from that which was anticipated in the arrangement with AIG can result in
changes in the amount of the cash payments to AIG, which will impact our reporting of operating cash
flows. Our claim funds paid to AIG, based upon anticipated worksite employee payroll levels and workers’
compensation loss rates, were $47.4 million, less claims paid of $20.7 million in 2006, and $50.0 million,
less claims paid of $17.2 million for the 2005 period. This compares to our estimate of workers’
compensation loss costs of $37.8 million and $36.0 million in 2006 and 2005, respectively. Additionally,
during the years ended December 31, 2006 and 2005, AIG returned $29.7 million and $22.8 million,
respectively, to Administaff for the return of excess funding related to prior policy periods.
- 36 -
Cash Flows From Investing Activities
Our cash flows used in investing activities of $40.4 million reflected a decrease of $25.1 million from 2005.
During 2006, we invested $27.6 million in marketable securities and $12.9 million in capital expenditures, primarily
computer hardware and software to enhance the performance and stability of our technology infrastructure.
We expect approximately $15 million in capital expenditures in 2007.
Cash Flows Used In Financing Activities
Cash flows used in financing activities were $37.1 million during 2006, an increase of $46.5 million over
2005. In May 2006, we paid the remaining balance of $32.3 million on our variable-rate mortgage prior to its
maturity date of January 2008. Please read Note 6 to the Consolidated Financial Statements on page F-22 for
additional information.
Additionally, we repurchased $24.2 million in treasury stock and paid $10.0 million in dividends, offset by
the receipt of $16.8 million in stock option exercise proceeds and $12.7 million in income tax benefit from stock-
based compensation.
Contractual Obligations and Commercial Commitments
The following table summarizes our contractual obligations and commercial commitments as of December
31, 2006 and the effect they are expected to have on our liquidity and capital resources (in thousands):
Contractual obligations:
Capital lease obligations
Non-cancelable operating leases
Purchase obligations (1)
Other long-term liabilities
Accrued workers’
compensation claim costs (2)
Total contractual cash obligations
Total
Less than
1 Year
1-3 Years
3-5 Years
More than
5 Years
$ 1,749
42,409
14,512
$
583
9,685
6,933
$ 1,166
14,632
6,709
$ —
10,120
380
$ —
7,972
490
77,424
35,840
$136,094 $ 53,041
18,198
$ 40,705
15,797
$ 26,297
7,589
$ 16,051
(1)
(2)
The table includes purchase obligations associated with non-cancelable contracts individually greater than
$100,000 and one year.
Accrued workers’ compensation claim costs include the short and long-term amounts. For more
information, please read “Critical Accounting Policies and Estimates – Workers’ Compensation Costs” on
page 26.
Seasonality, Inflation and Quarterly Fluctuations
We believe the effects of inflation have not had a significant impact on our results of operations or financial
condition.
- 37 -
Factors That May Affect Future Results and the Market Price of Common Stock
Liability for Worksite Employee Payroll and Benefits Costs
Under the CSA, we become a co-employer of worksite employees and assume the obligations to pay the
salaries, wages and related benefits costs and payroll taxes of such worksite employees. We assume such obligations
as a principal, not as an agent of the client. Our obligations include responsibility for:
•
•
payment of the salaries and wages for work performed by worksite employees, regardless of
whether the client timely pays us the associated service fee; and
providing benefits to worksite employees even if our costs to provide such benefits exceed the fees
the client pays us.
If a client does not pay us, or if the costs of benefits we provide to worksite employees exceed the fees a client pays
us, our ultimate liability for worksite employee payroll and benefits costs could have a material adverse effect on our
financial condition or results of operations.
Increases in Health Insurance Premiums
Maintaining health insurance plans that cover worksite employees is a significant part of our business. Our
primary health insurance contract expires on December 31, 2007, and automatically renews each year, subject to
cancellation by either party upon 180 days notice.
Health insurance premiums are in part determined by our claims experience and comprise a significant
portion of our direct costs. We employ extensive risk management procedures in an attempt to control our claims
incidence and structure our benefits contracts to provide as much cost stability as possible. However, if we
experience a sudden and unexpected large increase in claim activity, our health insurance costs could increase.
Contractual arrangements with our clients limit our ability to incorporate such increases into service fees, which
could result in a delay before such increases could be reflected in service fees. As a result, such increases could have
a material adverse effect on our financial condition or results of operations. For additional information related to our
health insurance costs, please read Item 7. “Management’s Discussion and Analysis of Financial Condition and
Results of Operations – Critical Accounting Policies and Estimates – Benefits Costs” on page 24.
Increases in Workers’ Compensation Costs
In 2003, facing continued capital constraints and a series of downgrades from various rating agencies, our
former workers’ compensation insurance carrier for the two-year period ending September 2003, Lumbermens
Mutual Casualty Company, a unit of Kemper Insurance Companies (“Kemper”), made the decision to substantially
cease underwriting operations and voluntarily entered into “run-off.” A “run-off” is the professional management of
an insurance company’s discontinued, distressed or nonrenewed lines of insurance and associated liabilities outside
of a judicial proceeding. In the event the run-off process is not successful and Kemper is forced into bankruptcy or a
similar proceeding, most states have established guaranty funds to pay remaining claims. However, the guarantee
associations in some states, including Texas, have asserted that state law returns the liability for open claims under
such policies to the insured, as we experienced when another former insurance carrier, Reliance National Indemnity
Co., declared bankruptcy in 2001. In that case, the Texas state guaranty association asserted that it was entitled to
full reimbursement from us for workers’ compensation benefits paid by the association. Although we settled that
dispute within the limits of insurance coverage we had secured to cover potential claims returned to us related to the
Reliance policies, if one or more states were to assert that liability for open claims with Kemper should be returned
to us, we may be required to make a payment to the state covering estimated claims attributable to us. Any such
payment would reduce net income, which may have a material adverse effect on net income in the reported period.
The current workers’ compensation contract with AIG expires on September 30, 2007. In the event we are
unable to secure replacement contracts on competitive terms, significant disruption to our business could occur.
- 38 -
Our workers’ compensation coverage (the “AIG Program”) is currently provided through selected member
insurance companies of American International Group, Inc. (“AIG”). Under our arrangement with AIG, we bear the
economic burden for the first $1 million layer of claims per occurrence. AIG bears the economic burden for all
claims in excess of such first $1 million layer. The AIG Program is a fully insured policy whereby AIG has the
responsibility to pay all claims incurred under the policy regardless of whether we satisfy our responsibilities. For
additional discussion of our policy with AIG, please read Item 7. “Management’s Discussion and Analysis of
Financial Condition and Results of Operations – Critical Accounting Policies and Estimates – Workers’
Compensation Costs” on page 26.
In conjunction with entering into the AIG Program, we formed a wholly owned captive insurance subsidiary
(the “Captive”). We recognize the Captive as an insurance company for federal income tax purposes, with respect to
our consolidated federal income tax return. In the event the Internal Revenue Service (“IRS”) were to determine that
the Captive does not qualify as an insurance company, we could be required to make accelerated income tax
payments to the IRS that we otherwise would have deferred until future periods.
Increases in Unemployment Tax Rates
We record our state unemployment tax expense based on taxable wages and tax rates assigned by each state.
State unemployment tax rates vary by state and are determined, in part, based on prior years’ compensation
experience in each state. Should our claim experience increase, our unemployment tax rates could increase. In
addition, states have the ability under law to increase unemployment tax rates to cover deficiencies in the
unemployment tax fund. Some states have implemented retroactive cost increases. Contractual arrangements with
our clients limit our ability to incorporate such increases into service fees, which could result in a delay before such
increases could be reflected in service fees. As a result, such increases could have a material adverse effect on our
financial condition or results of operations. For additional information related to state unemployment taxes, please
read Item 7. “Management’s Discussion and Analysis of Financial Condition and Results of Operations – Critical
Accounting Policies and Estimates – State Unemployment Taxes” on page 25.
Need to Renew or Replace Clients
Our standard CSA can be cancelled by us or the client with 30 to 60 days notice. Accordingly, the short-
term nature of the CSA makes us vulnerable to potential cancellations by existing clients, which could materially and
adversely affect our financial condition and results of operations. In addition, our results of operations are dependent
in part upon our ability to retain or replace our clients upon the termination or cancellation of the CSA. Our client
attrition rate was approximately 20% in 2006. There can be no assurance that the number of contract cancellations
will continue at these levels or increase in the future.
Competition and New Market Entrants
The PEO industry is highly fragmented. Many PEOs have limited operations and fewer than 1,000 worksite
employees, but there are several industry participants that are comparable to our size. We also encounter
competition from “fee for service” companies such as payroll processing firms, insurance companies and human
resource consultants. Several of our competitors are PEO divisions of large business services companies, such as
Automatic Data Processing, Inc. and Paychex, Inc. Such companies have substantially greater resources than
Administaff. Accordingly, the PEO divisions of such companies may be able to provide their PEO services at more
competitive prices than we may be able to offer. Moreover, we expect that as the PEO industry grows and its
regulatory framework becomes better established, well-organized competition with greater resources than us may
enter the PEO market, possibly including large “fee for service” companies currently providing a more limited range
of services.
Liabilities for Client and Employee Actions
A number of legal issues remain unresolved with respect to the co-employment arrangement between a PEO
and its worksite employees, including questions concerning the ultimate liability for violations of employment and
- 39 -
discrimination laws. Our CSA establishes the contractual division of responsibilities between Administaff and our
clients for various personnel management matters, including compliance with and liability under various
governmental regulations. However, because we act as a co-employer, we may be subject to liability for violations
of these or other laws despite these contractual provisions, even if we do not participate in such violations. Although
the CSA provides that the client is to indemnify us for any liability attributable to the client’s conduct, we may not be
able to collect on such a contractual indemnification claim and thus may be responsible for satisfying such liabilities.
In addition, worksite employees may be deemed to be our agents, which may subject us to liability for the actions of
such worksite employees.
We maintain certain general insurance coverages (including coverages for our clients) to manage our
exposure for these types of claims, and as a result, the costs in excess of insurance premiums we incur with respect to
this exposure have historically been insignificant to our operating results.
Federal, State and Local Regulation
As a major employer, our operations are affected by numerous federal, state and local laws and regulations
relating to labor, tax and employment matters. By entering into a co-employer relationship with employees assigned
to work at client locations, we assume certain obligations and responsibilities of an employer under these laws.
However, many of these laws (such as ERISA and federal and state employment tax laws) do not specifically address
the obligations and responsibilities of non-traditional employers such as PEOs, and the definition of “employer”
under these laws is not uniform. In addition, many of the states in which we operate have not addressed the PEO
relationship for purposes of compliance with applicable state laws governing the employer/employee relationship.
Any adverse application of these other federal or state laws to the PEO relationship with our worksite employees
could have a material adverse effect on our results of operations or financial condition.
While many states do not explicitly regulate PEOs, 31 states have passed laws that have recognition,
licensing, certification or registration requirements for PEOs, and several other states are considering such
regulation. Such laws vary from state to state, but generally provide for monitoring the fiscal responsibility of PEOs,
and in some cases codify and clarify the co-employment relationship for unemployment, workers’ compensation and
other purposes under state law. While we generally support licensing regulation because it serves to validate the
PEO relationship, we may not be able to satisfy licensing requirements or other applicable regulations for all states.
In addition, there can be no assurance that we will be able to renew our licenses in all states.
Geographic Market Concentration
While we have sales offices in 22 markets, our Houston and Texas (including Houston) markets accounted
for approximately 19% and 36%, respectively, of our revenues for the year ended December 31, 2006. Accordingly,
while we have a goal of expanding in our current and future markets outside of Texas, for the foreseeable future, a
significant portion of our revenues may be subject to economic factors specific to Texas (including Houston).
Potential Client Liability for Employment Taxes
Under the CSA, we assume sole responsibility and liability for paying federal employment taxes imposed
under the Code with respect to wages and salaries we pay our worksite employees. There are essentially three types
of federal employment tax obligations:
•
•
•
income tax withholding requirements;
obligations under the Federal Income Contribution Act (“FICA”); and
obligations under the Federal Unemployment Tax Act (“FUTA”).
Under the Code, employers have the obligation to withhold and remit the employer portion and, where applicable,
the employee portion of these taxes. Most states impose similar employment tax obligations on the employer. While
the CSA provides that we have sole legal responsibility for making these tax contributions, the IRS or applicable
state taxing authority could conclude that such liability cannot be completely transferred to us. Accordingly, in the
event that we fail to meet our tax withholding and payment obligations, the client may be held jointly and severally
- 40 -
liable for those obligations. While this interpretive issue has not, to our knowledge, discouraged clients from
enrolling with Administaff, a definitive adverse resolution of this issue may discourage clients from enrolling in the
future.
ITEM 7A. QUALITATIVE AND QUANTITATIVE DISCLOSURES ABOUT MARKET RISK.
We are primarily exposed to market risks from fluctuations in interest rates and the effects of those
fluctuations on the market values of our cash equivalent short-term investments and our available-for-sale marketable
securities. The cash equivalent short-term investments consist primarily of overnight investments, which are not
significantly exposed to interest rate risk, except to the extent that changes in interest rates will ultimately affect the
amount of interest income earned on these investments. The available-for-sale marketable securities are subject to
interest rate risk because these securities generally include a fixed interest rate. As a result, the market values of
these securities are affected by changes in prevailing interest rates.
We attempt to limit our exposure to interest rate risk primarily through diversification and low investment
turnover. Our marketable securities are currently managed by two professional investment management companies,
each of which is guided by our investment policy. Our investment policy is designed to maximize after-tax interest
income while preserving our principal investment. As a result, our marketable securities consist primarily of tax-
exempt short and intermediate-term debt securities.
As of December 31, 2006, our available-for-sale marketable securities included an investment in a mutual
fund that holds corporate debt securities with maturities up to 18 months. The amortized cost basis, fair market
value and 30-day yield of this investment was $11.7 million, $11.5 million and 4.86%, respectively, at December 31,
2006. The following table presents information about our available-for-sale marketable securities, excluding the
mutual fund investment, as of December 31, 2006 (dollars in thousands):
Principal
Maturities
Average
Interest Rate
2007
2008
2009
2010
2011
Thereafter
Total
Fair Market Value
$
950
2,200
490
—
—
70,460 (1)
$ 74,100
$ 74,102
3.4%
2.9%
5.1%
—
—
3.8%
3.7%
(1) Includes auction rate securities with original maturities greater than ten years; however, the interest rates
reset at least every 60 days based on short-term market yields.
ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA.
The information required by this Item 8 is contained in a separate section of this Annual Report. See
“Index to Consolidated Financial Statements” on page F-1.
ITEM 9. CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND
FINANCIAL DISCLOSURE.
None.
- 41 -
ITEM 9A. CONTROLS AND PROCEDURES.
Evaluation of Disclosure Controls and Procedures
In accordance with Exchange Act Rules 13a-15 and 15a-15, we carried out an evaluation, under the
supervision and with the participation of management, including our Chief Executive Officer and Chief Financial
Officer, of the effectiveness of our disclosure controls and procedures as of the end of the period covered by this
report. Based on that evaluation, our Chief Executive Officer and Chief Financial Officer concluded that our
disclosure controls and procedures were effective as of December 31, 2006.
Design and Evaluation of Internal Control Over Financial Reporting
Pursuant to Section 404 of the Sarbanes-Oxley Act of 2002, we included a report of management’s
assessment of the design and effectiveness of our internal controls as part of this Annual Report on Form 10-K for
the fiscal year ended December 31, 2006. Ernst & Young, LLP, our independent registered public accounting firm,
also attested to, and reported on, management’s assessment of the effectiveness of internal control over financial
reporting. Management’s report and the independent registered public accounting firm’s attestation report are
included in our 2006 Consolidated Financial Statements on pages F-3 and F-4 under the captions entitled
“Management’s Report on Internal Control Over Financial Reporting” and “Report of Independent Registered Public
Accounting Firm on Internal Control Over Financial Reporting” and are incorporated herein by reference.
There has been no change in our internal controls over financial reporting that occurred during the three
months ended December 31, 2006 that has materially affected, or is reasonably likely to materially affect, our
internal controls over financial reporting.
ITEM 9B. OTHER INFORMATION.
None.
- 42 -
PART III
ITEM 10. DIRECTORS AND EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE.
Some of the information required by this item is incorporated by reference to the information set forth under
the captions “Proposal Number 1: Election of Directors – Nominees – Class III Directors (For Terms Expiring at the
2010 Annual Meeting),” “– Directors Remaining in Office,” and “– Section 16(a) Beneficial Ownership Reporting
Compliance” in our definitive Proxy Statement to be filed with the Securities and Exchange Commission pursuant to
Regulation 14A within 120 days after the end of the fiscal year covered by this report (the “Administaff Proxy
Statement”).
Code of Business Conduct and Ethics
Our Board of Directors adopted our Code of Business Conduct and Ethics (the “Code of Ethics”), which
meets the requirements of Rule 303.A of the New York Stock Exchange Listed Company Manual and Item 406 of
Regulation S-K. You can access our Code of Ethics on the Corporate Governance page of our Web site at
www.administaff.com. Any stockholder who so requests may obtain a printed copy of the Code of Ethics from
Administaff. Changes in and waivers to the Code of Ethics for the Company’s directors, executive officers and
certain senior financial officers will be posted on our Internet Web site within five business days and maintained for
at least twelve months.
ITEM 11. EXECUTIVE COMPENSATION.
The information required by this item is incorporated by reference to the information set forth under the
captions “Proposal Number 1: Election of Directors – Director Compensation” and “—Executive Compensation” in
the Administaff Proxy Statement.
ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND
RELATED STOCKHOLDER MATTERS.
The information required by this item is incorporated by reference to the information set forth under the
caption “Security Ownership of Certain Beneficial Owners and Management” in the Administaff Proxy Statement.
ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS AND DIRECTOR
INDEPENDENCE.
The information required by this item is incorporated by reference to the information set forth under the
caption “Proposal Number 1: Election of Directors – Certain Relationships and Related Transactions” in the
Administaff Proxy Statement.
ITEM 14. PRINCIPAL ACCOUNTING FEES AND SERVICES.
The information required by this item is incorporated by reference to the information set forth under the
caption “Proposal Number 2: Ratification and Appointment of Independent Public Accountants – Fees of Ernst &
Young LLP” and “—Finance, Risk Management and Audit Committee Pre-Approval Policy for Audit and Non-
Audit Services” in the Administaff Proxy Statement.
- 43 -
ITEM 15. EXHIBITS FINANCIAL STATEMENT SCHEDULES.
(a)
1.
Financial Statements of the Company
PART IV
The Consolidated Financial Statements listed by the Registrant on the accompanying Index to
Consolidated Financial Statements (see page F-1) are filed as part of this Annual Report.
(a)
2.
Financial Statement Schedules
The required information is included in the Consolidated Financial Statements or Notes thereto.
(a)
3.
List of Exhibits
3.1 Certificate of Incorporation (incorporated by reference to Exhibit 3.1 to the Registrant’s
Registration Statement on Form S-1 (No. 33-96952)).
3.2 Bylaws, as amended on March 7, 2001 (incorporated by reference to Exhibit 3.2 to the
Registrant’s Form 10-K filed for the year ended December 31, 2000).
3.3 Certificate of Designations of Series A Junior Participating Preferred Stock of
Administaff, Inc. Dated February 4, 1998 (incorporated by reference to Exhibit 2 to the
Registrant’s Form 8-A filed on February 4, 1998).
Specimen Common Stock Certificate (incorporated by reference to Exhibit 4.1 to the
Registrant’s Registration Statement on Form S-1 (No. 33-96952)).
4.1
4.2 Rights Agreement dated as of February 4, 1998, between Administaff, Inc. and Harris
Trust and Savings Bank, as Rights Agent (incorporated by reference to Exhibit 1 to the
Registrant’s Form 8-A filed on February 4, 1998).
4.3 Amendment No. 1 to Rights Agreement dated as of March 9, 1998 between Administaff,
Inc. and Harris Trust and Savings Bank, as Rights Agent (incorporated by reference to
Exhibit 4.3 to the Registrant’s Form 10-K for the year ended December 31, 1999).
4.4 Amendment No. 2 to Rights Agreement dated as of May 14, 1999 between Administaff,
Inc. and Harris Trust and Savings Bank, as Rights Agent (incorporated by reference to
Exhibit 2 to the Registrant’s Form 8-A/A filed on May 19, 1999).
4.5 Amendment No. 3 to Rights Agreement dated as of July 22, 1999 between Administaff,
Inc. and Harris Trust and Savings Bank, as Rights Agent (incorporated by reference to
Exhibit 1 to the Registrant’s Form 8-A/A filed on August 9, 1999).
4.6 Amendment No. 4 to Rights Agreement dated as of August 2, 1999 between Administaff,
Inc. and Harris Trust and Savings Bank, as Rights Agent (incorporated by reference to
Exhibit 2 to the Registrant’s form 8-A/A filed on August 9, 1999).
4.7 Form of Rights Certificate (incorporated by reference to Exhibit 3 to the Registrant’s
Form 8-A filed on February 4, 1998).
4.8 Amended and Restated Rights Agreement effective as of April 19, 2003 between
Administaff, Inc. and Mellon Investor Services LLC, as Rights Agent (incorporated by
reference to Exhibit 1 to the Registrant’s Form 8-A/A filed on May 16, 2003).
4.9 Amendment No. 1 to Amended and Restated Rights Agreement dated as of August 21,
2003 between Administaff, Inc. and Mellon Investor Services LLC, as Rights Agent
(incorporated by reference to Exhibit 1 to the Registrant’s Form 8A/A filed on August 22,
2003).
4.10 Amendment No. 2 to Amended and Restated Rights Agreement dated as of February 24,
2004 between Administaff, Inc. and Mellon Investor Services LLC, as Rights Agent
(incorporated by reference to Exhibit 4.10 to the Registrant’s Form 10-K for the year
ended December 31, 2003).
- 44 -
10.1† Administaff, Inc. 1997 Incentive Plan (incorporated by reference to Exhibit 99.1 to the
Registrant’s Registration Statement on Form S-8 (No. 333-85151)).
10.2† First Amendment to the Administaff, Inc. 1997 Incentive Plan (incorporated by reference
to Exhibit 99.2 to the Registrant’s Registration Statement on Form S-8 (No. 333-85151)).
10.3† Second Amendment to the Administaff, Inc. 1997 Incentive Plan (incorporated by
reference to Exhibit 99.3 to the Registrant’s Registration Statement on Form S-8 (No.
333-85151)).
10.4† Third Amendment to the Administaff, Inc. 1997 Incentive Plan (incorporated by reference
to Exhibit 99.4 to the Registrant’s Registration Statement on Form S-8 (No. 333-85151)).
10.5† Fourth Amendment to the Administaff, Inc. 1997 Incentive Plan (incorporated by
reference to Exhibit 99.5 to the Registrant’s Registration Statement on Form S-8 (No.
333-85151)).
10.6† Administaff, Inc. 2001 Incentive Plan (incorporated by reference to Exhibit 10.1 to the
Registrant’s Form 10-Q filed for the quarter ended March 31, 2001).
10.7† Form of Incentive Stock Option Agreement (1997 Plan) (incorporated by reference to
Exhibit 10.7 to the Registrant’s Form 10-K filed for the year ended December 31, 2004).
10.8† Form of Incentive Stock Option Agreement (2001 Plan – 3 year vesting) (incorporated by
reference to Exhibit 10.8 to the Registrant’s Form 10-K filed for the year ended
December 31, 2004).
10.9† Form of Incentive Stock Option Agreement (2001 Plan – 5 year vesting) (incorporated by
reference to Exhibit 10.9 to the Registrant’s Form 10-K filed for the year ended
December 31, 2004).
10.10† Form of Director Stock Option Agreement (Initial Grant) (incorporated by reference to
Exhibit 10.10 to the Registrant’s Form 10-K filed for the year ended December 31, 2004).
10.11† Form of Director Stock Option Agreement (Annual Grant) (incorporated by reference to
Exhibit 10.11 to the Registrant’s Form 10-K filed for the year ended December 31, 2004).
10.12† Form of Restricted Stock Agreement (incorporated by reference to Exhibit 10.12 to the
Registrant’s Form 10-K filed for the year ended December 31, 2004).
10.13 Administaff, Inc. Nonqualified Stock Option Plan (incorporated by reference to Exhibit
99.6 to the Registrant’s Registration Statement on Form S-8 (No. 333-85151)).
10.14 First Amendment to Administaff, Inc. Nonqualified Stock Option Plan, effective August
7, 2001 (incorporated by reference to Exhibit 10.8 to the Registrant’s Form 10-K for the
year ended December 31, 2002).
10.15 Second Amendment to Administaff, Inc. Nonqualified Stock Option Plan, effective
January 28, 2003 (incorporated by reference to Exhibit 10.9 to the Registrant’s Form 10-
K for the year ended December 31, 2002).
10.16 Administaff, Inc. Amended and Restated Employee Stock Purchase Plan effective April
1, 2002 (incorporated by reference to Exhibit 10.10 to the Registrant’s Form 10-K for the
year ended December 31, 2002).
10.17 First Amendment to Administaff, Inc. Amended and Restated Employee Stock Purchase
Plan, effective July 31, 2002 (incorporated by reference to Exhibit 10.11 to the
Registrant’s Form 10-K for the year ended December 31, 2002).
10.18 Second Amendment to Administaff, Inc. Amended and Restated Employee Stock
Purchase Plan, effective August 15, 2003 (incorporated by reference to Exhibit 10.12 to
the Registrant’s Form 10-K for the year ended December 31, 2003).
10.19† Board of Directors Compensation Arrangements (incorporated by reference to Form 8-K
dated February 7, 2005).
10.20 Promissory Note dated December 20, 2002 executed by Administaff Services, L.P,
payable to General Electric Capital Business Asset Funding Corporation (incorporated by
reference to Exhibit 10.18 to the Registrant’s Form 10-K for the year ended December
31, 2002).
10.21 Guaranty dated December 20, 2002 by Administaff, Inc. in favor of General Electric
Capital Business Asset Funding Corporation (incorporated by reference to Exhibit 10.19
to the Registrant’s Form 10-K for the year ended December 31, 2002).
- 45 -
10.22 Commercial Deed of Trust, Security Agreement, Assignment of Leases and Rents, and
Fixture Filing, dated December 20, 2002, executed by Administaff Services, L.P. in favor
of General Electric Capital Business Asset Funding Corporation (incorporated by
reference to Exhibit 10.20 to the Registrant’s Form 10-K for the year ended December
31, 2002).
10.23 Minimum Premium Financial Agreement by and between Administaff of Texas, Inc. and
United Healthcare Insurance Company, Hartford, Connecticut (incorporated by reference
to Exhibit 10.3 to the Registrant’s Form 10-Q for the quarter ended June 30, 2002).
10.24 Minimum Premium Administrative Services Agreement by and between Administaff of
Texas, Inc. and United Healthcare Insurance Company, Hartford, Connecticut
(incorporated by reference to Exhibit 10.4 to the Registrant’s Form 10-Q for the quarter
ended June 30, 2002).
10.25 Amended and Restated Security Deposit Agreement by and between Administaff of
Texas, Inc. and United Healthcare Insurance Company, Hartford, Connecticut
(incorporated by reference to Exhibit 10.5 to the Registrant’s Form 10-Q for the quarter
ended June 30, 2002).
10.26 Amendment to Various Agreements between United Healthcare Insurance Company and
Administaff of Texas, Inc.
10.27 Houston Service Center Operating Lease Amendment.
10.28 Aircraft Purchase Agreement between John Wing Aviation, LLC and Administaff, Inc.
dated December 30, 2005.
Subsidiaries of Administaff, Inc.
21.1
23.1* Consent of Independent Registered Public Accounting Firm.
24.1*
31.1* Certification of Chief Executive Officer pursuant to Section 302 of the Sarbanes-Oxley
Powers of Attorney.
Act of 2002.
31.2* Certification of Chief Financial Officer pursuant to Section 302 of the Sarbanes-Oxley
Act of 2002.
32.1* Certification of Chief Executive Officer pursuant to Section 906 of the Sarbanes-Oxley
Act of 2002.
32.2* Certification of Chief Financial Officer pursuant to Section 906 of the Sarbanes-Oxley
Act of 2002.
_____________________
*
†
Filed herewith.
Management contract or compensatory plan or arrangement required to be filed as an
exhibit to this Form 10-K.
- 46 -
SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, Administaff, Inc.
has duly caused this report to be signed in its behalf by the undersigned, thereunto duly authorized, on February 12,
2007.
ADMINISTAFF, INC.
By: /s/ Douglas S. Sharp
Douglas S. Sharp
Vice President, Finance
Chief Financial Officer and Treasurer
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed by the
following persons on behalf of Administaff, Inc. in the capacities indicated on February 12, 2007:
Title
Chairman of the Board, Chief Executive Officer
and Director
(Principal Executive Officer)
President and Director
Vice President, Finance
Chief Financial Officer and Treasurer
(Principal Financial Officer)
Director
Director
Director
Director
Director
Director
Signature
/s/ Paul J. Sarvadi
Paul J. Sarvadi
/s/ Richard G. Rawson
Richard G. Rawson
/s/ Douglas S. Sharp
Douglas S. Sharp
*
Michael W. Brown
*
Jack M. Fields, Jr.
*
Eli Jones
*
Paul S. Lattanzio
*
Gregory E. Petsch
/s/ Austin P. Young
Austin P. Young
* By: /s/ John H. Spurgin, II
John H. Spurgin, II, attorney-in-fact
- 47 -
ADMINISTAFF, INC.
INDEX TO CONSOLIDATED FINANCIAL STATEMENTS
Report of Independent Registered Public Accounting Firm ...................................................................................... F-2
Management’s Report on Internal Control ................................................................................................................ F-3
Report of Independent Registered Public Accounting Firm
on Internal Control over Financial Reporting......................................................................................................... F-4
Consolidated Balance Sheets as of December 31, 2006 and 2005............................................................................. F-5
Consolidated Statements of Operations for the years ended
December 31, 2006, 2005 and 2004....................................................................................................................... F-7
Consolidated Statements of Stockholders’ Equity for the years ended
December 31, 2006, 2005 and 2004....................................................................................................................... F-8
Consolidated Statements of Cash Flows for the years ended
December 31, 2006, 2005 and 2004..................................................................................................................... F-10
Notes to Consolidated Financial Statements............................................................................................................ F-12
F-1
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
Board of Directors and Stockholders
Administaff, Inc.
We have audited the accompanying Consolidated Balance Sheets of Administaff, Inc. as of December 31,
2006 and 2005, and the related Consolidated Statements of Operations, Stockholders’ Equity and Cash Flows for
each of the three years in the period ended December 31, 2006. These financial statements are the responsibility of
the Company’s management. Our responsibility is to express an opinion on these financial statements based on our
audits.
We conducted our audits in accordance with the standards of the Public Company Accounting Oversight
Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance
about whether the financial statements are free of material misstatement. An audit includes examining, on a test
basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing
the accounting principles used and significant estimates made by management, as well as evaluating the overall
financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.
In our opinion, the Consolidated Financial Statements referred to above present fairly, in all material
respects, the consolidated financial position of Administaff, Inc. at December 31, 2006 and 2005, and the
consolidated results of its operations and its cash flows for each of the three years in the period ended December 31,
2006, in conformity with United States generally accepted accounting principles.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board
(United States), the effectiveness of Administaff, Inc.’s internal control over financial reporting as of December 31,
2006, based on criteria established in Internal Control – Integrated Framework issued by the Committee of
Sponsoring Organizations of the Treadway Commission and our report dated February 7, 2007 expressed an
unqualified opinion thereon.
ERNST & YOUNG LLP
Houston, Texas
February 7, 2007
F-2
MANAGEMENT’S REPORT ON INTERNAL CONTROL
The Company has assessed the effectiveness of its internal control over financial reporting as of December
31, 2006 based on criteria established by Internal Control – Integrated Framework issued by the Committee of
Sponsoring Organizations of the Treadway Commission (“COSO Framework”). The Company’s management is
responsible for establishing and maintaining adequate internal controls over financial reporting. The Company’s
independent registered public accountants that audited the Company’s financial statements as of December 31, 2006
have issued an attestation report on management’s assessment of the Company’s internal control over financial
reporting, which appears on page F- 4.
Internal control over financial reporting is a process designed to provide reasonable assurance regarding the
reliability of financial reporting and the preparation of financial statements for external purposes in accordance with
generally accepted accounting principles. Internal control over financial reporting includes those policies and
procedures that: (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the
transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are
recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting
principles, and that receipts and expenditures of the company are being made only in accordance with authorizations
of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely
detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on
the financial statements. Because of the inherent limitations, internal control over financial reporting may not
prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to
the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance
with the policies and procedures may deteriorate.
The Company’s assessment of the effectiveness of its internal control over financial reporting included
testing and evaluating the design and operating effectiveness of its internal controls. In management’s opinion, the
Company has maintained effective internal control over financial reporting as of December 31, 2006, based on
criteria established in the COSO Framework.
/s/ Paul J. Sarvadi
Paul J. Sarvadi
Chairman of the Board and
Chief Executive Officer
/s/ Douglas S. Sharp
Douglas S. Sharp
Vice President, Finance
Chief Financial Officer and Treasurer
F-3
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
Board of Directors and Stockholders
Administaff, Inc.
We have audited management’s assessment, included in the accompanying Management’s Report on
Internal Control, that Administaff, Inc. maintained effective internal control over financial reporting as of December
31, 2006, based on criteria established in Internal Control—Integrated Framework issued by the Committee of
Sponsoring Organizations of the Treadway Commission (the COSO criteria). Administaff, Inc.’s management is
responsible for maintaining effective internal control over financial reporting and for its assessment of the
effectiveness of internal control over financial reporting. Our responsibility is to express an opinion on
management’s assessment and an opinion on the effectiveness of the company’s internal control over financial
reporting based on our audit.
We conducted our audit in accordance with the standards of the Public Company Accounting Oversight
Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance
about whether effective internal control over financial reporting was maintained in all material respects. Our audit
included obtaining an understanding of internal control over financial reporting, evaluating management’s
assessment, testing and evaluating the design and operating effectiveness of internal control, and performing such
other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable
basis for our opinion.
A company’s internal control over financial reporting is a process designed to provide reasonable assurance
regarding the reliability of financial reporting and the preparation of financial statements for external purposes in
accordance with generally accepted accounting principles. A company’s internal control over financial reporting
includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail,
accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable
assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with
generally accepted accounting principles, and that receipts and expenditures of the company are being made only in
accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance
regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that
could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect
misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that
controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies
or procedures may deteriorate.
In our opinion, management’s assessment that Administaff, Inc. maintained effective internal control over
financial reporting as of December 31, 2006, is fairly stated, in all material respects, based on the COSO criteria.
Also, in our opinion, Administaff, Inc. maintained, in all material respects, effective internal control over financial
reporting as of December 31, 2006, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight
Board (United States), the Consolidated Balance Sheets of Administaff, Inc. as of December 31, 2006 and 2005, and
the related Consolidated Statements of Operations, Stockholders’ Equity and Cash Flows for each of the three years
in the period ended December 31, 2006 of Administaff, Inc. and our report dated February 7, 2007 expressed an
unqualified opinion thereon.
Ernst & Young LLP
Houston, Texas
February 7, 2007
F-4
ADMINISTAFF, INC.
CONSOLIDATED BALANCE SHEETS
(in thousands)
ASSETS
December 31,
2006
2005
Current assets:
Cash and cash equivalents........................................................................................ $ 148,416
37,405
Restricted cash .........................................................................................................
Marketable securities ...............................................................................................
85,617
Accounts receivable:
Trade, net ............................................................................................................
Unbilled ..............................................................................................................
Other ...................................................................................................................
Prepaid insurance .....................................................................................................
Other current assets ..................................................................................................
Income taxes receivable ...........................................................................................
Deferred income taxes..............................................................................................
Total current assets .............................................................................................
8,157
112,432
2,134
10,660
4,573
3,193
2,492
415,079
Property and equipment:
Land .........................................................................................................................
Buildings and improvements....................................................................................
Computer hardware and software.............................................................................
Software development costs.....................................................................................
Furniture and fixtures...............................................................................................
Vehicles and aircraft ................................................................................................
Accumulated depreciation and amortization ............................................................
Total property and equipment, net ......................................................................
2,920
60,120
61,375
20,588
30,537
22,091
197,631
(116,511)
81,120
Other assets:
Prepaid health insurance ..........................................................................................
Deposits – health insurance......................................................................................
Deposits – workers’ compensation...........................................................................
Goodwill and other intangible assets, net.................................................................
Other assets ..............................................................................................................
Total other assets ................................................................................................
11,000
2,461
46,429
4,922
504
65,316
Total assets .................................................................................................................. $ 561,515
$ 137,407
27,580
57,973
5,225
91,258
1,928
9,218
4,664
—
3,308
338,561
2,920
58,264
58,194
18,435
28,748
22,366
188,927
(105,307)
83,620
11,000
954
55,421
5,018
865
73,258
$ 495,439
F-5
ADMINISTAFF, INC.
CONSOLIDATED BALANCE SHEETS (Continued)
(in thousands)
LIABILITIES AND STOCKHOLDERS’ EQUITY
December 31,
2006
2005
Current liabilities:
Accounts payable ..................................................................................................... $
Payroll taxes and other payroll deductions payable .................................................
Accrued worksite employee payroll cost .................................................................
Accrued health insurance costs ................................................................................
Accrued workers’ compensation costs .....................................................................
Accrued corporate payroll and commissions............................................................
Other accrued liabilities ...........................................................................................
Current portion of long-term debt and capital leases................................................
Total current liabilities ..................................................................................
3,802
116,926
94,818
2,824
39,035
21,381
7,309
583
286,678
Noncurrent liabilities:
Long-term debt and capital leases ............................................................................
Accrued workers’ compensation costs .....................................................................
Deferred income taxes..............................................................................................
Total noncurrent liabilities ............................................................................
1,166
40,019
5,207
46,392
$
4,979
101,293
78,393
3,495
30,212
17,801
7,453
1,700
245,326
33,190
32,692
1,802
67,684
Commitments and contingencies
Stockholders’ equity:
Preferred stock, par value $0.01 per share:
Shares authorized – 20,000
Shares issued and outstanding - none .................................................................
—
—
Common stock, par value $0.01 per share:
Shares authorized – 60,000
Shares issued – 30,839 at December 31, 2006 and 2005, respectively ...............
Additional paid-in capital.........................................................................................
Deferred compensation expense...............................................................................
Treasury stock, at cost – 3,176 and 3,547 shares
309
135,942
—
at December 31, 2006 and 2005, respectively ....................................................
Accumulated other comprehensive loss, net of tax ..................................................
Retained earnings.....................................................................................................
Total stockholders’ equity ..................................................................................
(55,405)
(131)
147,730
228,445
Total liabilities and stockholders’ equity ................................................................. $ 561,515
309
119,573
(2,931)
(45,614)
(153)
111,245
182,429
$ 495,439
See accompanying notes.
F-6
ADMINISTAFF, INC.
CONSOLIDATED STATEMENTS OF OPERATIONS
(in thousands, except per share amounts)
Year ended December 31,
2005
2006
2004
Revenues (gross billings of $8.055 billion, $6.633 billion and
$5.377 billion less worksite employee payroll cost of
$6.666 billion, $5.463 billion, and $4.407 billion, respectively)
$ 1,389,464
$ 1,169,612
$ 969,527
Direct costs:
Payroll taxes, benefits and workers’ compensation costs.......
1,106,735
933,856
771,833
Gross profit ..................................................................................
282,729
235,756
197,694
Operating expenses:
Salaries, wages and payroll taxes ...........................................
Stock-based compensation .....................................................
General and administrative expenses .....................................
Commissions ..........................................................................
Advertising .............................................................................
Depreciation and amortization................................................
Operating income.........................................................................
Other income (expense):
Interest income .......................................................................
Interest expense ......................................................................
Other, net................................................................................
Income before income tax expense..............................................
Income tax expense......................................................................
Net income...................................................................................
Basic net income per share of common stock ..............................
Diluted net income per share of common stock...........................
119,963
3,411
57,409
10,968
13,975
15,438
221,164
61,565
11,383
(1,111)
245
10,517
72,082
25,576
46,506
1.69
1.64
$
$
$
99,562
2,079
52,960
10,121
12,100
15,167
191,989
43,767
6,549
(2,359)
(210)
3,980
47,747
17,764
29,983
1.16
1.12
$
$
$
88,298
—
49,283
10,447
10,021
17,514
175,563
22,131
2,449
(2,093)
8,249
8,605
30,736
11,526
19,210
0.74
0.72
$
$
$
See accompanying notes.
F-7
ADMINISTAFF, INC.
CONSOLIDATED STATEMENTS OF STOCKHOLDERS’ EQUITY
(in thousands)
Common Stock
Issued
Shares Amount
Additional
Paid-In
Capital
Deferred
Compensation
Expense
Treasury
Stock
Accumulated
Other
Comprehensive
Income (Loss)
Retained
Earnings
Total
Balance at December 31, 2003
30,839
$ 309
$ 101,681
$
—
$ (48,795)
$
—
$ 69,439
$ 122,634
Purchase of treasury stock,
at cost
Sale of treasury stock to
Administaff Employee Stock
Purchase Plan
Exercise of stock options
Income tax benefit from
exercise of stock options
Other
Change in unrealized gain on
marketable securities,
net of tax:
Realized gain
Unrealized loss
Net income
Comprehensive income
Balance at December 31, 2004
Purchase of treasury stock,
at cost
Sale of treasury stock to
Administaff Employee Stock
Purchase Plan
Stock option vesting
acceleration
Exercise of stock options
Income tax benefit from
exercise of stock options
Grant of restricted common
shares from treasury, net of
forfeitures
Amortization of deferred
compensation expense
Other
Dividends paid
Change in unrealized gain on
marketable securities,
net of tax:
Realized loss
Unrealized loss
Net income
Comprehensive income
Balance at December 31, 2005
(cid:1)
(cid:1)
(cid:1)
—
—
—
—
(cid:1)
(cid:1)
(cid:1)
(cid:1)
80
(511)
352
21
(cid:1)
(cid:1)
(cid:1)
—
30,839
(cid:1)
(cid:1)
(cid:1)
—
$ 309
(cid:1)
(cid:1)
(cid:1)
—
$ 101,623
$
(cid:1)
(cid:1)
(cid:1)
—
—
—
(cid:1)
—
(cid:1)
165
790
3,253
(cid:1)
(cid:1)
12,760
(cid:1)
—
—
(cid:1)
(cid:1)
(cid:1)
(cid:1)
(cid:1)
—
—
(cid:1)
—
—
(cid:1)
(cid:1)
(17,153)
363
1,522
(cid:1)
138
(cid:1)
(cid:1)
(cid:1)
—
$ (63,925)
(12,200)
249
—
26,826
(cid:1)
—
—
886
(4,224)
3,338
—
(cid:1)
—
—
(cid:1)
—
—
96
—
1,289
4
—
—
98
—
(cid:1)
—
—
(cid:1)
(cid:1)
(cid:1)
—
—
(cid:1)
(cid:1)
(17,153)
443
1,011
352
159
(13)
(114)
(cid:1)
—
(127)
(cid:1)
(cid:1)
19,210
—
$ 88,649
(13)
(114)
19,210
19,083
$ 126,529
$
(cid:1)
—
—
(cid:1)
(cid:1)
—
—
(cid:1)
—
—
(12,200)
—
—
(cid:1)
—
—
—
(cid:1)
(7,387)
414
790
30,079
12,760
—
1,289
198
(7,387)
(cid:1)
(cid:1)
(cid:1)
—
30,839
(cid:1)
(cid:1)
(cid:1)
—
$ 309
(cid:1)
(cid:1)
(cid:1)
—
$ 119,573
$
(cid:1)
(cid:1)
(cid:1)
—
(2,931)
(cid:1)
(cid:1)
(cid:1)
—
$ (45,614)
62
(88)
(cid:1)
—
(153)
(cid:1)
(cid:1)
29,983
—
$ 111,245
62
(88)
29,983
29,957
$ 182,429
$
F-8
ADMINISTAFF, INC.
CONSOLIDATED STATEMENTS OF STOCKHOLDERS’ EQUITY (Continued)
(in thousands)
Common Stock
Issued
Shares Amount
Additional
Paid-In
Capital
Deferred
Compensation
Expense
Treasury
Stock
Accumulated
Other
Comprehensive
Income (Loss)
Retained
Earnings
Total
30,839
$ 309
$ 119,573
$
(2,931)
$ (45,614)
$
(153)
$ 111,245
$ 182,429
(cid:1)
(cid:1)
(cid:1)
(cid:1)
(cid:1)
2,579
(cid:1)
(cid:1)
12,700
(cid:1)
(cid:1)
(cid:1)
(24,174)
14,254
—
(cid:1)
(cid:1)
(684)
2,931
(2,296)
(cid:1)
(cid:1)
(cid:1)
—
—
(cid:1)
—
(cid:1)
(cid:1)
(cid:1)
—
—
(cid:1)
(10,021)
(24,174)
16,833
12,700
(49)
3,460
739
(10,021)
2,146
279
—
(cid:1)
(cid:1)
—
$ (55,405)
22
(cid:1)
—
(131)
(cid:1)
46,506
—
$ 147,730
22
46,506
46,528
$ 228,445
$
Balance at December 31, 2005
Purchase of treasury stock,
at cost
Exercise of stock options
Income tax benefit from
stock-based compensation
Cumulative effect of change in
accounting principle
Stock-based compensation
expense
Other
Dividends paid
Change in unrealized loss on
marketable securities,
net of tax:
Unrealized gain
Net income
Comprehensive income
Balance at December 31, 2006
—
(cid:1)
—
—
(cid:1)
—
1,314
460
—
(cid:1)
(cid:1)
—
30,839
(cid:1)
(cid:1)
—
$ 309
(cid:1)
(cid:1)
—
$ 135,942
$
—
(cid:1)
—
(cid:1)
(cid:1)
—
(cid:1)
See accompanying notes.
F-9
ADMINISTAFF, INC.
CONSOLIDATED STATEMENTS OF CASH FLOWS
(in thousands)
Year ended December 31,
2005
2004
2006
Cash flows from operating activities:
Net income ...............................................................................
Adjustments to reconcile net income to
net cash provided by operating activities:
Depreciation and amortization ............................................
Stock-based compensation..................................................
Deferred income taxes ........................................................
Changes in operating assets and liabilities:
Restricted cash...............................................................
Accounts receivable ......................................................
Prepaid insurance ..........................................................
Other current assets .......................................................
Other assets ...................................................................
Accounts payable ..........................................................
Payroll taxes and other payroll deductions payable.......
Accrued worksite employee payroll expense ................
Accrued health insurance costs .....................................
Accrued workers’ compensations costs.........................
Accrued corporate payroll, commissions
and other accrued liabilities .......................................
Income taxes payable/receivable ..................................
Total adjustments .......................................................
Net cash provided by operating activities...................
Cash flows from investing activities:
Marketable securities:
Purchases ............................................................................
Proceeds from maturities ....................................................
Proceeds from dispositions .................................................
Cash received (exchanged) for note receivable........................
Acquisition of HRTools.com ...................................................
Property and equipment:
Purchases ............................................................................
Proceeds from dispositions .................................................
Net cash used in investing activities ..........................
$ 46,506
$ 29,983
$ 19,210
15,531
3,411
4,204
(9,825)
(24,312)
(646)
91
7,686
(1,177)
15,633
16,425
(1,468)
16,149
15,692
2,079
(5,222)
(9,069)
(31,201)
(3,254)
209
14,015
1,849
36,822
19,116
(1,504)
20,643
3,438
(3,193)
41,947
88,453
8,114
13,401
81,690
111,673
(70,786)
43,126
50
—
—
(12,931)
161
(40,380)
(55,819)
1,379
24,084
(453)
(6,250)
(28,577)
175
(65,461)
17,829
—
2,168
(13,927)
(5,466)
8,126
3,487
(30,637)
(1,939)
(839)
(6,226)
(4,568)
29,355
1,563
(7,657)
(8,731)
10,479
(21,644)
453
16,912
—
—
(8,114)
289
(12,104)
F-10
ADMINISTAFF, INC.
CONSOLIDATED STATEMENTS OF CASH FLOWS (Continued)
(in thousands)
Cash flows from financing activities:
Purchase of treasury stock........................................................
Dividends paid .........................................................................
Proceeds from sale of common stock to the
employee stock purchase plan ..............................................
Proceeds from the exercise of stock options ............................
Principal repayments on long-term debt
and capital lease obligations .................................................
Income tax benefit from stock-based compensation.................
Other ........................................................................................
Net cash provided by (used in) financing activities.......
Year ended December 31,
2005
2004
2006
$ (24,174)
(10,021)
$ (12,200)
(7,387)
$ (17,153)
—
—
16,833
(33,141)
12,700
739
(37,064)
414
30,079
(1,649)
—
198
9,455
443
1,011
(5,823)
—
159
(21,363)
Net increase (decrease) in cash and cash equivalents ..................
Cash and cash equivalents at beginning of year ..........................
Cash and cash equivalents at end of year.....................................
11,009
137,407
$ 148,416
55,667
81,740
$ 137,407
(22,988)
104,728
$ 81,740
Supplemental disclosures:
Cash paid for income taxes ......................................................
Cash paid for interest ...............................................................
$ 12,482
1,066
$
$ 10,834
2,243
$
$ 19,877
1,964
$
Noncash Investing and Financing Activities:
During 2005, the Company traded in its existing aircraft valued at $2.8 million and paid an additional $19.0
million to acquire a new aircraft.
See accompanying notes.
F-11
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
December 31, 2006
1. Accounting Policies
Description of Business
Administaff, Inc. (the “Company”) is a professional employer organization (“PEO”). As a PEO, the
Company provides a bundled comprehensive service for its clients in the area of personnel management. The
Company provides its comprehensive service through its Personnel Management System, which encompasses a
broad range of human resource functions, including payroll and benefits administration, health and workers’
compensation insurance programs, personnel records management, employer liability management, employee
recruiting and selection, employee performance management, and employee training and development.
The Company provides its comprehensive service by entering into a co-employment relationship with its
clients, under which the Company and its clients each take responsibility for certain portions of the employer-
employee relationship. The Company and its clients designate each party’s responsibilities through its Client
Services Agreement (“CSA”), under which the Company becomes the employer of its worksite employees for most
administrative and regulatory purposes.
As a co-employer of its worksite employees, the Company assumes most of the rights and obligations
associated with being an employer. The Company enters into an employment agreement with each worksite
employee, thereby maintaining a variety of employer rights, including the right to hire or terminate employees, the
right to evaluate employee qualifications or performance, and the right to establish employee compensation levels.
Typically, the Company only exercises these rights in consultation with its clients or when necessary to ensure
regulatory compliance. The responsibilities associated with the Company’s role as employer include the following
obligations with regard to its worksite employees: (i) to compensate its worksite employees through wages and
salaries; (ii) to pay the employer portion of payroll-related taxes; (iii) to withhold and remit (where applicable) the
employee portion of payroll-related taxes; (iv) to provide employee benefit programs; and (v) to provide workers’
compensation insurance coverage.
In addition to its assumption of employer status for its worksite employees, the Company’s comprehensive
service also includes other human resource functions for its clients to support the effective and efficient use of
personnel in their business operations. To provide these functions, the Company maintains a significant staff of
professionals trained in a wide variety of human resource functions, including employee training, employee
recruiting, employee performance management, employee compensation, and employer liability management. These
professionals interact and consult with clients on a daily basis to help identify each client’s service requirements and
to ensure that the Company is providing appropriate and timely personnel management services.
The Company provides its comprehensive service to small and medium-sized businesses in strategically
selected markets throughout the United States. During 2006, 2005 and 2004, revenues from the Company’s Texas
markets represented 36%, 39% and 39% of the Company’s total revenues, respectively.
Revenue and Direct Cost Recognition
The Company accounts for its revenues in accordance with EITF 99-19, Reporting Revenues Gross as a
Principal Versus Net as an Agent. The Company’s revenues are derived from its gross billings, which are based on
(i) the payroll cost of its worksite employees; and (ii) a markup computed as a percentage of the payroll cost. The
gross billings are invoiced concurrently with each periodic payroll of its worksite employees. Revenues are
F-12
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
recognized ratably over the payroll period as worksite employees perform their service at the client worksite.
Revenues that have been recognized but not invoiced are included in unbilled accounts receivable on the Company’s
Consolidated Balance Sheets.
In determining the pricing of the markup component of the gross billings, the Company takes into
consideration its estimates of the costs directly associated with its worksite employees, including payroll taxes,
benefits and workers’ compensation costs, plus an acceptable gross profit margin. As a result, the Company’s
operating results are significantly impacted by the Company’s ability to accurately estimate, control and manage its
direct costs relative to the revenues derived from the markup component of the Company’s gross billings.
Consistent with its revenue recognition policy, the Company’s direct costs do not include the payroll cost of
its worksite employees. The Company’s direct costs associated with its revenue generating activities are comprised
of all other costs related to its worksite employees, such as the employer portion of payroll-related taxes, employee
benefit plan premiums and workers’ compensation insurance costs.
Segment Reporting
The Company operates in one reportable segment under the Statement of Financial Accounting Standards
(“SFAS”) No. 131, Disclosures about Segments of an Enterprise and Related Information.
Principles of Consolidation
The Consolidated Financial Statements include the accounts of Administaff, Inc. and its wholly owned
subsidiaries. Intercompany accounts and transactions have been eliminated in consolidation.
Use of Estimates
The preparation of financial statements in conformity with United States generally accepted accounting
principles, requires management to make estimates and assumptions that affect the amounts reported in the financial
statements and accompanying notes. Actual results could differ from those estimates.
Concentrations of Credit Risk
Financial instruments that could potentially subject the Company to concentration of credit risk include
accounts receivable.
Cash and Cash Equivalents
Cash and cash equivalents include bank deposits and short-term investments with original maturities of
three months or less at the date of purchase.
Marketable Securities
The Company accounts for marketable securities in accordance with SFAS No. 115, Accounting for Certain
Investments in Debt and Equity Securities. The Company determines the appropriate classification of all marketable
securities as held-to-maturity, available-for-sale or trading at the time of purchase, and re-evaluates such
classification as of each balance sheet date. At December 31, 2006 and 2005, all of the Company’s investments in
marketable securities were classified as available-for-sale, and as a result, were reported at fair value. Unrealized
gains and losses are reported as a component of accumulated other comprehensive income (loss) in stockholders’
equity. The amortized cost of debt securities is adjusted for amortization of premiums and accretion of discounts
from the date of purchase to maturity. Such amortization is included in interest income as an addition to or
F-13
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
deduction from the coupon interest earned on the investments. The Company follows its investment managers’
methods of determining the cost basis in computing realized gains and losses on the sale of its available-for-sale
securities, which includes both the specific identification and average cost methods. Realized gains and losses are
included in other income (expense).
Property and Equipment
Property and equipment are recorded at cost and are depreciated over the estimated useful lives of the
related assets using the straight-line method. The estimated useful lives of property and equipment for purposes of
computing depreciation are as follows:
Buildings and improvements ......................................................................... 5-30 years
1-7 years
Computer hardware and software ..................................................................
3-5 years
Software development costs...........................................................................
5-7 years
Furniture and fixtures.....................................................................................
20 years
Aircraft...........................................................................................................
5 years
Vehicles .........................................................................................................
Software development costs relate primarily to the Company’s proprietary professional employer
information system and its Internet-based service delivery platform, the Employee Service Center, and are accounted
for in accordance with Statement of Position (“SOP”) 98-1, Accounting for the Costs of Computer Software
Developed or Obtained for Internal Use.
The Company periodically evaluates its long-lived assets for impairment in accordance with SFAS No. 144,
Accounting for the Impairment or Disposal of Long-Lived Assets. SFAS No. 144 requires that an impairment loss be
recognized for assets to be disposed of or held-for-use when the carrying amount of an asset is deemed to not be
recoverable. If events or circumstances were to indicate that any of the Company’s long-lived assets might be
impaired, the Company would analyze the estimated undiscounted future cash flows to be generated from the
applicable asset. In addition, the Company would record an impairment loss to the extent that the carrying value of
the asset exceeded the fair value of the asset. Fair value is generally determined using an estimate of discounted
future net cash flows from operating activities or upon disposal of the asset. As of December 31, 2006, the
Company had no impairments.
Goodwill and Other Intangible Assets
The December 2005 acquisition of HRTools.com and associated software applications included certain
identifiable intangible assets and goodwill in the purchase price. The goodwill and intangible assets are subject to
the provisions of SFAS No. 142, “Goodwill and Other Intangible Assets” (“SFAS 142”). In accordance with SFAS
142, goodwill and other intangible assets are tested for impairment on an annual basis or when indicators of
impairment exist, and written down when impaired. As of December 31, 2006, no impairment write downs were
necessary. Furthermore, SFAS 142 requires purchased intangible assets other than goodwill to be amortized over
their useful lives unless these lives are determined to be indefinite. Administaff’s purchased intangible assets are
carried at cost less accumulated amortization. Amortization is computed over the estimated useful lives of the
respective assets, five to ten years. The Company’s estimated amortization expense related to purchased intangible
assets other than goodwill is $420,000 per year during 2007 through 2010 and $131,000 in 2011.
F-14
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Health Insurance Costs
The Company provides group health insurance coverage to its worksite employees through a national
network of carriers including UnitedHealthcare (“United”), Cigna Healthcare, PacifiCare, Kaiser Permanente, Blue
Cross and Blue Shield of Georgia, Blue Shield of California, Hawaii Medical Service Association and Tufts, all of
which provide fully insured policies or service contracts.
The policy with United, which was first obtained in January 2002, provides the majority of the Company’s
health insurance coverage. As a result of certain contractual terms, the Company has accounted for this plan since
its inception using a partially self-funded insurance accounting model. Accordingly, Administaff records the costs
of the United Plan, including an estimate of the incurred claims, taxes and administrative fees (collectively the “Plan
Costs”) as benefits expense in the Consolidated Statements of Operations. The estimated incurred claims are based
upon: (i) the level of claims processed during the quarter; (ii) recent claim development patterns under the plan, to
estimate a completion rate; and (iii) the number of participants in the plan. Each reporting period, changes in the
estimated ultimate costs resulting from claim trends, plan design and migration, participant demographics and other
factors are incorporated into the benefits costs.
Additionally, since the plan’s inception in January 2002, under the terms of the contract, United establishes
cash funding rates 90 days in advance of the beginning of a reporting quarter. If the Plan Costs for a reporting
quarter are greater than the cash funded to United, a deficit in the plan would be incurred and we would accrue a
liability for the excess costs on our Consolidated Balance Sheet. On the other hand, if the Plan Costs for the
reporting quarter are less than the cash funded to United, a surplus in the plan would be incurred and we would
record an asset for the excess premiums on our Consolidated Balance Sheet. The terms of the arrangement require
us to maintain an accumulated cash surplus in the plan of $11 million, which is reported as long-term prepaid
insurance. As of December 31, 2006, Plan Costs were less than the net cash funded to United by $15.3 million. As
this amount is in excess of the agreed-upon $11 million surplus maintenance level, the $4.3 million balance is
included in prepaid insurance, a current asset, on our Consolidated Balance Sheet.
Workers’ Compensation Costs
Our workers’ compensation coverage (the “AIG Program”) is currently provided through selected member
insurance companies of American International Group, Inc. (“AIG”). Under our arrangement with AIG, we bear the
economic burden for the first $1 million layer of claims per occurrence. AIG bears the economic burden for all
claims in excess of such first $1 million layer. The AIG Program is a fully insured policy whereby AIG has the
responsibility to pay all claims incurred under the policy regardless of whether we satisfy our responsibilities.
Because the Company bears the economic burden of the first $1 million layer of claims per occurrence,
such claims, which are the primary component of the Company’s workers’ compensation costs, are recorded in the
period incurred. Workers compensation insurance includes ongoing healthcare and indemnity coverage whereby
claims are paid over numerous years following the date of injury. Accordingly, the accrual of related incurred costs
in each reporting period includes estimates, which take into account the ongoing development of claims and
therefore requires a significant level of judgment. The Company estimates its workers’ compensation costs by
applying an aggregate loss development rate to worksite employee payroll levels.
F-15
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
The Company employs a third party actuary to estimate its loss development rate, which is primarily based
upon the nature of worksite employees’ job responsibilities, the location of worksite employees, the historical
frequency and severity of workers compensation claims, and an estimate of future cost trends. Each reporting
period, changes in the actuarial assumptions resulting from changes in actual claims experience and other trends are
incorporated into the Company’s workers’ compensation claims cost estimates. During the year ended December
31, Administaff reduced accrued workers’ compensation costs by $6.4 million in 2006 and $4.6 million in 2005 for
changes in estimated losses and tax surcharges related to prior reporting periods. Workers’ compensation cost
estimates are discounted to present value at a rate based upon the U.S. Treasury rates that correspond with the
weighted average estimated claim payout period (the average discount rate utilized in 2006 and 2005 was 4.8% and
3.9%, respectively) and are accreted over the estimated claim payment period and included as a component of direct
costs in the Company’s Consolidated Statements of Operations.
The following table provides the activity and balances related to incurred but not reported workers’
compensation claims for the years ended December 31, 2006 and 2005 (in thousands):
Beginning balance
Accrued claims
Present value discount
Paid claims
Ending balance
Current portion of accrued claims
Long-term portion of accrued claims
Year ended
2006
2005
$ 60,272
44,284
(6,460)
(20,672)
$ 77,424
$ 37,405
40,019
$ 77,424
$ 41,423
40,942
(4,934)
(17,159)
$ 60,272
$ 27,580
32,692
$ 60,272
At the beginning of each policy period, the insurance carrier, AIG, establishes monthly funding
requirements comprised of premium costs and funds to be set aside for payment of future claims (“claim funds”).
The level of claim funds is primarily based upon anticipated worksite employee payroll levels and expected workers
compensation loss rates, as determined by AIG. Monies funded into the program for incurred claims expected to be
paid within one year are recorded as restricted cash, a short-term asset, while the remainder of claim funds are
included in deposits, a long-term asset in the Company’s Consolidated Balance Sheets.
The Company’s estimate of incurred claim costs expected to be paid within one year are recorded as
accrued workers’ compensation costs and included in short-term liabilities, while its estimate of incurred claim costs
expected to be paid beyond one year are included in long-term liabilities on the Company’s Consolidated Balance
Sheets.
As of December 31, 2006, the Company had restricted cash of $37.4 million and deposits of $46.4 million.
The Company has estimated and accrued $77.4 million in incurred workers’ compensation claim costs as of
December 31, 2006.
F-16
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Fair Value of Financial Instruments
The carrying amounts of cash, cash equivalents, accounts receivable and accounts payable approximate
their fair values due to the short-term maturities of these instruments. The carrying amount of the Company’s
marketable securities and long-term debt and capital leases approximate fair value due to the stated interest rates
approximating market rates.
Stock-Based Compensation
At December 31, 2006, the Company has three stock-based employee compensation plans. Prior to January
1, 2006, the Company accounted for these plans under the recognition and measurement principles of Accounting
Principles Board Opinion No. 25, Accounting for Stock Issued to Employees, and related interpretations. Effective
January 1, 2006, the Company began accounting for these plans under the recognition and measurement principles of
Financial Accounting Standards Board (FASB) Statement No. 123 (revised 2004), Share-Based Payment
(“Statement 123(R)”). Statement 123(R) requires all share-based payments to employees, including grants of
employee stock options, to be recognized in the income statement based on their fair values. Pro forma disclosure is
no longer an alternative. The Company adopted Statement 123(R) using the “modified prospective” method in
which compensation cost is recognized beginning with the effective date: (a) based on the requirements of Statement
123(R) for all share-based payments granted after the effective date; and (b) based on the requirements of Statement
123 for all awards granted to employees prior to the effective date of Statement 123(R) that remain unvested on the
effective date.
During the first quarter of 2005, the Company accelerated the vesting of all outstanding stock options,
resulting in the recognition of $790,000 ($497,000, net of taxes) of stock-based compensation expense. Because the
Company accelerated the vesting of all outstanding stock options during the first quarter of 2005, the adoption of
SFAS 123(R) did not have a material impact on our results of operations in 2006. The cumulative effect of the
change in accounting principle associated with the adoption of Statement 123(R) resulted in a $50,000 reduction in
stock-based compensation and the reclassification of $2.9 million in previously recognized deferred compensation to
additional paid-in capital and treasury stock. In accordance with Statement 123(R), the Company has presented its
income tax benefit from stock-based compensation as a financing activity in the Consolidated Statement of Cash
Flows, beginning with the 2006 amount of $12.7 million.
The Company generally makes annual grants of restricted and unrestricted stock under its stock-based
incentive compensation plans to its directors, officers and other management. Restricted stock grants to officers and
other management vest over three to five years from the date of grant. Annual stock grants issued to directors are
100% vested on the grant date. Shares of restricted stock are based on fair value on date of grant and the associated
expense net of estimated forfeitures is recognized over the vesting period. At December 31, 2006 and 2005, the
Company recognized $3.4 million ($2.2 million net of taxes), and $1.3 million ($810,000 net of taxes), respectively,
of stock-based compensation expense associated with the stock grants. As of December 31, 2006, unrecognized
compensation expense associated with the non-vested shares outstanding was $8.3 million and is expected to be
recognized over a weighted average period of twenty-seven months.
F-17
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
The following table illustrates the effect on net income and net income per share in 2005 and 2004 had the
Company applied the fair value recognition provisions of Statement 123(R) to stock-based employee compensation.
Net income, as reported ...........................................................................
Deduct: Total stock-based employee compensation expense
determined under fair value based methods for all awards,
net of related tax effects....................................................................
Pro forma net income...............................................................................
Year ended December 31,
2004
2005
(in thousands)
$ 29,983
$ 19,210
(506)
$ 29,477
(2,530)
$ 16,680
Net income per share:
Basic – as reported............................................................................
Basic – pro forma .............................................................................
Diluted – as reported ........................................................................
Diluted – pro forma ..........................................................................
$
$
$
$
1.16
1.14
1.12
1.10
$
0.74
$ 0.64
$
0.72
$ 0.62
The fair value for these options was estimated at the date of grant using a Black-Scholes option pricing
model. The Black-Scholes option valuation model was developed for use in estimating the fair value of traded
options, which have no vesting restrictions and are fully transferable. In addition, option valuation models require
the input of highly subjective assumptions, including the expected stock price volatility. Because the Company’s
employee stock options have characteristics significantly different from those of traded options, and because changes
in the subjective input assumptions can materially affect the fair value estimate, in the Company’s opinion, the
existing models do not necessarily provide a reliable single measure of the fair value of its employee stock options.
Employee Savings Plan
The Company matches 50% of an eligible worksite employee’s eligible contributions and 100% of eligible
corporate employees’ contributions, both up to 6% of the employee’s eligible compensation with immediate vesting.
During 2006, 2005 and 2004, the Company made employer-matching contributions of $32.8 million, $24.4 million
and $13.5 million, respectively. Of these contributions, $29.2 million, $21.4 million and $10.7 million were made
on behalf of worksite employees. The remainder represents employer contributions made on behalf of corporate
employees.
Advertising
The Company expenses all advertising costs as incurred.
Income Taxes
The Company uses the liability method in accounting for income taxes. Under this method, deferred tax
assets and liabilities are determined based on differences between financial reporting and income tax carrying
amounts of assets and liabilities and are measured using the enacted tax rates and laws in effect when the differences
are expected to reverse.
F-18
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Reclassifications
Certain prior year amounts have been reclassified to conform to the 2006 presentation.
New Accounting Pronouncements
In July 2006, the Financial Accounting Standards Board (“FASB”) issued FASB Interpretation No. 48,
“Accounting for Uncertainty in Income Taxes” (“FIN 48”), an interpretation of FASB Statement No. 109,
“Accounting for Income Taxes.” FIN 48 requires that a position taken or expected to be taken in a tax return be
recognized in the financial statements when it is more likely than not (i.e. a likelihood of more than fifty percent)
that the position would be sustained upon examination by tax authorities. A recognized tax position is then measured
at the largest amount of benefit that is greater than fifty percent likely of being realized upon ultimate settlement.
The effective date for the Company is January 1, 2007. Upon adoption, the cumulative effect of applying the
recognition and measurement provisions of FIN 48, if any, shall be reflected as an adjustment to the opening balance
of retained earnings. The adoption of FIN 48 is not anticipated to have a material impact on our Consolidated
Financial Statements.
In September 2006, FASB Statement 157, “Fair Value Measurements” (“SFAS 157”) was issued. SFAS
157 establishes a framework for measuring fair value by providing a standard definition of fair value as it applies to
assets and liabilities. SFAS 157, which does not require any new fair value measurements, clarifies the application
of other accounting pronouncements that require or permit fair value measurements. The effective date for the
Company is January 1, 2008. The Company is evaluating the impact of adopting SFAS 157 on its Consolidated
Financial Statements.
2. Accounts Receivable
The Company’s accounts receivable is primarily composed of trade receivables and unbilled receivables.
The Company’s trade receivables, which represent outstanding gross billings to clients, are reported net of allowance
for doubtful accounts of $863,000 and $582,000 as of December 31, 2006 and 2005, respectively. The Company
establishes an allowance for doubtful accounts based on management’s assessment of the collectibility of specific
accounts and by making a general provision for other potentially uncollectible amounts.
The Company makes an accrual at the end of each accounting period for its obligations associated with the
earned but unpaid wages of its worksite employees and for the accrued gross billings associated with such wages.
These accruals are included in accrued worksite employee payroll cost and unbilled accounts receivable; however,
these amounts are presented net in the Consolidated Statements of Operations. The Company generally requires that
clients pay invoices for service fees no later than one day prior to the applicable payroll date. As such, the Company
generally does not require collateral. Customer prepayments directly attributable to unbilled accounts receivable
have been netted against such receivables as the gross billings have been earned and the payroll cost has been
incurred, thus the Company has the legal right of offset for these amounts. As of December 31, 2006 and 2005,
unbilled accounts receivable consisted of the following:
2006
2005
(in thousands)
Accrued worksite employee payroll cost..............
Unbilled revenues.................................................
Customer prepayments .........................................
Unbilled accounts receivable................................
$ 94,818
26,670
(9,056)
$ 112,432
$ 78,393
22,343
(9,478)
$ 91,258
F-19
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
3. Marketable Securities
The following is a summary of the Company’s available-for-sale marketable securities as of December 31,
2006 and 2005:
Gross
Gross
Amortized Unrealized Unrealized Estimated
Fair Value
Cost
Losses
Gains
(in thousands)
December 31, 2006:
Fixed income mutual funds...............................
State and local government securities...............
$ 11,703
74,118
$ 85,821
$ —
—
$ —
$ (188)
(16)
$ (204)
$ 11,515
74,102
$ 85,617
December 31, 2005:
Fixed income mutual funds...............................
State and local government securities...............
$ 11,704
46,512
$ 58,216
$ —
3
3
$
$ (223)
(23)
$ (246)
$ 11,481
46,492
$ 57,973
For the years ended December 31, 2006, 2005 and 2004, the Company’s realized gains and losses
recognized on sales of available-for-sales marketable securities are as follows:
Net
Realized
Realized
Gains
Realized
Losses
(in thousands)
Gains
(Losses)
2006....................................................
2005....................................................
2004....................................................
$
1
6
64
$ —
(104)
(43)
$
1
(98)
21
As of December 31, 2006, the contractual maturities of the Company’s marketable securities were as
follows:
Less than one year ...........................
One to five years .............................
Six to ten years ................................
Greater than ten years......................
Total ................................................
Amortized
Cost
Estimated
Fair Value
(in thousands)
$ 12,653
2,686
1,018
69,464
$ 85,821
$ 12,464
2,671
1,018
69,464 (1)
$ 85,617
(1) Includes auction rate securities with original maturities greater than ten years; however, the interest rates
reset at least every 60 days based on short-term market yields.
F-20
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
4. Deposits
In 2005, Administaff and United entered into a new three-year arrangement, whereby a previous contractual
requirement to maintain a security deposit with United was eliminated. Accordingly, the outstanding security
deposit of $17.5 million was returned to Administaff during 2005. The terms of the new arrangement require
Administaff to maintain an accumulated cash surplus in the plan of $11.0 million, which was the balance of the
accumulated surplus at December 31, 2004, and is now reported as long-term prepaid health insurance.
As of December 31, 2006, the Company had $46.4 million of workers’ compensation long-term deposits.
Please see Note 1 for a discussion of our accounting policies for workers’ compensation costs.
5. HRTools.com Acquisition
In December 2005, the Company acquired certain assets of KnowledgePoint, a subsidiary of Recruitmax,
for $6.25 million in cash in an effort to extend the Company’s product offering. The primary assets acquired
included HRTools.com, a leading portal for human resources products, services and information, as well as small
business software applications related to job descriptions, performance reviews, and personnel policies and
procedures.
The following table summarizes the allocation of the aggregate purchase price based on fair values,
including acquisition costs at the time of acquisition:
December 31, 2005
(in thousands)
Weighted Average
Amortization
Period at Purchase
Software ........................................................
Other intangible assets...................................
Goodwill........................................................
Total assets acquired ..............................
Other liabilities ..............................................
Net assets acquired .................................
$ 1,440
1,070
3,948
6,458
(93)
$ 6,365
5 years
8 years
During 2006, amortization expense associated with this acquisition was $420,000, representing
accumulated amortization of $289,000 for software and $131,000 for other intangible assets. The Company’s
estimated amortization expense related to purchased intangible assets other than goodwill is $420,000 per year
during 2007 through 2010 and $131,000 in 2011.
6. Debt Obligations
The Company’s debt obligations consist of the following:
December 31,
2006
2005
(In thousands)
Mortgage loan .............................................................
Capital lease obligations .............................................
Total debt.................................................................
Less current maturities ................................................
Long-term debt, net of current maturities ................
$ —
1,749
$ 1,749
583
$ 1,166
$ 32,599
2,291
$ 34,890
1,700
$ 33,190
F-21
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Maturities of long-term debt at December 31, 2006 are summarized as follows (in thousands):
2007 ............................................................................
2008 ............................................................................
2009 ............................................................................
$
583
629
537
$ 1,749
Mortgage Loan
In December 2002, the Company entered into a $36 million mortgage agreement (“Mortgage”) with a
contractual maturing date in January 2008. The Mortgage had a variable interest rate equal to the greater of (a)
4.5%; or (b) the 30-day LIBOR rate plus 2.9%. In May 2006, the Company repaid the outstanding balance of $32.3
million on the Mortgage.
Capital Lease Obligations
In October 2002, the Company entered into a capital lease arrangement to finance the purchase of office
furniture. The assets under capital lease were capitalized using an effective interest rate of 7.5%. The current
monthly lease payments are $58,000 per month over the seven-year lease term. As of December 31, 2006 and 2005,
the capitalized cost and accumulated amortization under the capital lease arrangement were $3.8 million and $2.3
million, and $3.8 million and $1.8 million, respectively. Amortization of the capitalized lease costs is included in
depreciation and amortization in the Consolidated Statements of Operations.
F-22
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
7. Income Taxes
Deferred taxes reflect the net tax effects of temporary differences between the carrying amounts of assets
and liabilities used for financial reporting purposes and the amounts used for income tax purposes. Significant
components of the net deferred tax assets and net deferred tax liabilities as reflected on the balance sheet are as
follows:
December 31,
2006
2005
(in thousands)
Deferred tax liabilities:
Prepaid assets .......................................................................................
Depreciation .........................................................................................
Software development costs.................................................................
Total deferred tax liabilities ............................................................
$ (4,406)
(3,125)
(712)
(8,243)
$ (3,908)
(1,070)
(385)
(5,363)
Deferred tax assets:
Workers’ compensation accruals..........................................................
Long-term capital loss carry-forward...................................................
State unemployment tax accruals .........................................................
Accrued rent.........................................................................................
Stock-based compensation ...................................................................
State income taxes net operating loss carryforward .............................
Uncollectible accounts receivable ........................................................
Other ....................................................................................................
Total deferred tax assets .................................................................
Valuation allowance.............................................................................
Total net deferred tax assets............................................................
2,681
1,156
528
636
1,247
273
325
111
6,957
(1,429)
5,528
3,479
2,133
1,770
633
549
273
220
219
9,276
(2,407)
6,869
Net deferred tax assets (liabilities)...........................................................
$ (2,715)
$ 1,506
Net current deferred tax assets (liabilities) ..............................................
Net noncurrent deferred tax liabilities .....................................................
$ 2,492
(5,207)
$ (2,715)
$ 3,308
(1,802)
$ 1,506
The components of income tax expense are as follows:
2006
Year ended December 31,
2004
2005
(in thousands)
Current income tax expense:
Federal..................................................................................................
State .....................................................................................................
Total current income tax expense ...................................................
Deferred income tax expense (benefit):
Federal..................................................................................................
State .....................................................................................................
Total deferred income tax (benefit) expense...................................
Total income tax expense.....................................................................
$19,778
1,594
21,372
3,900
304
4,204
$25,576
$21,875
1,111
22,986
$ 9,066
292
9,358
(4,698)
(524)
(5,222)
$17,764
1,680
488
2,168
$11,526
F-23
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
In 2006, 2005 and 2004, income tax benefits of $12.7 million, $12.8 million and $352,000, respectively,
resulting from deductions relating to nonqualified stock option exercises and disqualifying dispositions of certain
employee incentive stock options were recorded as increases in stockholders’ equity.
The reconciliation of income tax expense computed at U.S. federal statutory tax rates to the reported
income tax expense from continuing operations is as follows:
2006
Year ended December 31,
2004
2005
(in thousands)
Expected income tax expense at 35% ..................................................
State income taxes, net of federal benefit.............................................
Nondeductible expenses.......................................................................
Tax-exempt interest income .................................................................
Valuation allowance against long-term capital loss carry-forward.......
Other, net..............................................................................................
Reported total income tax expense.......................................................
$25,229
1,233
503
(1,394)
—
5
$25,576
$16,711
639
770
(325)
34
(65)
$17,764
$10,758
429
486
(142)
(32)
27
$11,526
As a result of the write-off of the investments in other companies during 2001 and 2002, the Company has
capital loss carryforwards totaling $3.1 million that will expire during 2008, but can only be used to offset future
capital gains. The Company has a valuation allowance of $3.1 million against these related deferred tax assets as it
is uncertain that the Company will be able to utilize the capital loss carryforwards prior to their expiration. The
valuation allowance was reduced by $2.7 million in 2006 as a result of expired capital loss carryforwards. In
addition, the Company has incurred net operating losses at the subsidiary level for state income tax purposes totaling
$4.0 million ($273,000 tax effected) that expire from 2008 to 2023. The Company has recorded a valuation
allowance of $273,000 at December 31, 2006, as it is uncertain if it will be able to utilize the net operating loss
carryforward in these entities.
8. Stockholders’ Equity
The Company’s Board of Directors (the “Board”) has authorized a program to repurchase up to 8,500,000
shares of the Company’s outstanding common stock. The purchases are to be made from time to time in the open
market or directly from stockholders at prevailing market prices based on market conditions or other factors. During
2006, 2005 and 2004, the Company repurchased 614,126, 649,100, and 1,411,000 shares at a cost of $24.2 million,
$12.2 million and $17.2 million, respectively. As of December 31, 2006, the Company had repurchased 8,015,749
shares under this program at a total cost of approximately $119.1 million. As a result, the Company has the
authorization to repurchase an additional 484,251 shares.
During each quarter of 2006 and 2005, the Board declared a dividend of $0.09 and $0.07 per share of
common stock, resulting in a total of $10.0 million and $7.4 million in dividend payments paid by the Company,
respectively.
At December 31, 2006, 20 million shares of preferred stock were authorized and were designated as Series
A Junior Participating Preferred Stock that is reserved for issuance on exercise of preferred stock purchase rights
under Administaff’s Share Purchase Rights Plan (the “Rights Plan”). Each issued share of the Company’s common
stock has one-half of a preferred stock purchase right attached to it. No preferred shares have been issued and the
rights are not currently exercisable. The Rights Plan expires on February 9, 2008.
F-24
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
9. Employee Incentive Plans
The Administaff, Inc. 1997 Incentive Plan, as amended, and the 2001 Incentive Plan, as amended,
(collectively, the “Incentive Plans”) provide for options and other stock-based awards that may be granted to eligible
employees and non-employee directors of the Company or its subsidiaries. The Incentive Plans are administered by
the Compensation Committee of the Board of Directors (the “Committee”). The Committee has the power to
determine which eligible employees will receive awards, the timing and manner of the grant of such awards, the
exercise price of stock options (which may not be less than market value on the date of grant), the number of shares
and all of the terms of the awards. The Board has granted limited authority to the Chief Executive Officer of the
Company regarding the granting of stock options to employees who are not officers. The Company may at any time
amend or terminate the Incentive Plans. However, no amendment that would impair the rights of any participant,
with respect to outstanding grants, can be made without the participant’s prior consent. Stockholder approval of
amendments to the Incentive Plans is necessary only when required by applicable law or stock exchange rules. The
1997 Incentive Plan expired on April 24, 2005; therefore no new grants may be made under the Plan. At December
31, 2006, 1,224,977 shares of common stock were available for future grants under the 2001 Incentive Plan. The
Incentive Plans permit stock options, primarily intended to qualify as “incentive stock options” within the meaning
of Section 422 of the Internal Revenue Code (the “Code”), stock awards, phantom stock awards, stock appreciation
rights, performance units, and other stock-based awards and cash awards, all of which may or may not be subject to
the achievement of one or more performance objectives. The purposes of the Incentive Plans generally are to retain
and attract persons of training, experience and ability to serve as employees of the Company and its subsidiaries and
to serve as non-employee directors of the Company, to encourage the sense of proprietorship of such persons and to
stimulate the active interest of such persons in the development and financial success of the Company and its
subsidiaries.
The Administaff Nonqualified Stock Option Plan (the “Nonqualified Plan”) provides for options to
purchase shares of the Company’s common stock that may be granted to employees who are not officers. An
aggregate of 3,600,000 shares of common stock of the Company are authorized to be issued under the Nonqualified
Plan. At December 31, 2006, 637,020 shares of common stock were available for future grants under the
Nonqualified Plan. The purpose of the Nonqualified Plan is similar to that of the Incentive Plans. The Nonqualified
Plan is administered by the Chief Executive Officer of the Company (the “CEO”). The CEO has the power to
determine which eligible employees will receive stock option rights, the timing and manner of the grant of such
rights, the exercise price (which may not be less than market value on the grant date), the number of shares and all of
the terms of the options. The Committee may at any time terminate or amend the Nonqualified Plan, provided that
no such amendment may adversely affect the rights of optionees with regard to outstanding options.
Stock Option Awards
On February 1, 2005, the Committee approved accelerating the vesting of all unvested stock options that
had an exercise price greater than the Company’s January 31, 2005 closing market price of $14.59. This accelerated
vesting affected approximately 733,000 common stock options with a weighted average exercise price of $18.09. In
addition, the committee approved accelerating the vesting of all remaining unvested common stock options on
February 18, 2005. As a result, the vesting of approximately 1,104,000 common stock options with a weighted
average exercise price of $9.16 was accelerated, which resulted in the Company recognizing stock-based
compensation expense of $790,000 in 2005. The primary purpose of the accelerated vesting was to eliminate future
compensation expense the Company would otherwise recognize in its income statement with respect to these
accelerated options subsequent to the January 1, 2006 effective date of FASB Statement No. 123(R).
F-25
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
The following summarizes stock option activity and related information:
2006
Weighted
Average
Exercise
Price
Year ended December 31,
2005
Weighted
Average
Exercise
Price
Shares
2004
Weighted
Average
Exercise
Price
Shares
(in thousands, except per share amounts)
$ 20.32
—
16.37
43.36
$ 22.02
$ 22.02
$
—
5,422
31
(2,152)
(127)
3,174
3,174
$ 17.98
17.94
13.98
27.22
$ 20.32
$ 20.32
$ 11.27
5,039
861
(127)
(351)
5,422
3,567
$ 18.56
13.69
7.96
19.38
$ 17.98
$ 20.66
$
9.79
Shares
3,174
—
(1,028)
(19)
2,127
2,127
Outstanding – beginning of year
Granted
Exercised
Cancelled
Outstanding – end of year
Exercisable – end of year
Weighted average fair value of
options granted during year
The following summarizes information related to stock options outstanding at December 31, 2006:
Options Outstanding & Exercisable
Weighted Average Weighted
Average
Exercise
Price
Remaining
Contractual
Life (Years)
Range of Exercise Prices
Shares
(share amounts in thousands)
$ 4.02
$10.01
$15.01
$20.01
$30.01
Total
to $10.00
to $15.00
to $20.00
to $30.00
to $43.69
280
334
790
281
442
2,127
4.4
5.7
4.3
4.6
3.8
4.4
$ 7.47
12.80
18.29
23.94
43.66
$ 22.02
F-26
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Restricted Stock Awards
Restricted common shares, under fixed plan accounting, are generally measured at fair value on the date of grant
based on the number of shares granted, estimated forfeitures and the quoted price of the common stock. Such value is
recognized as compensation expense over the corresponding vesting period, three to five years for the Company’s shares
currently outstanding. The Company has recognized $3.4 million and $1.3 million of compensation expense associated
with the restricted stock awards in 2006 and 2005, respectively. As of December 31, 2006, unrecognized compensation
expense associated with the non-vested shares outstanding was $8.3 million and is expected to be recognized over a
weighted average period of twenty-seven months.
The following summarizes restricted stock awards as of December 31, 2006 and 2005:
Year ended December 31,
2005
2006
Fair Value
Shares at Grant Date Shares
Fair Value
at Grant Date
284,200
230,354
(101,060)
(8,701)
404,793
$ 14.86
43.17
43.10
23.25
30.33
—
303,600
—
(19,400)
284,200
$ —
14.86
—
14.86
14.86
Non-vested – beginning of year
Granted
Vested
Cancelled/Forfeited
Non-vested – end of year
10. Earnings Per Share
The numerator used in the calculations of both basic and diluted net income per share for all periods presented
was net income. The denominator for each period presented was determined as follows:
2006
Year ended December 31,
2005
(in thousands)
2004
Denominator:
Basic - weighted average shares outstanding .......................................
Effect of dilutive securities – treasury stock method:
Common stock options ...................................................................
Restricted stock awards ..................................................................
Diluted - weighted average shares outstanding
27,470
25,932
26,096
790
101
839
83
763
—
plus effect of dilutive securities .....................................................
28,361
26,854
26,859
Options, restricted stock awards and/or warrants to purchase 326,000, 1,799,000 and 4,148,000 shares of
common stock were not included in the diluted net income per share calculation for 2006, 2005 and 2004, respectively,
because their inclusion would have been anti-dilutive. All outstanding warrants expired in the first quarter of 2005.
F-27
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
11. Leases
The Company leases various office facilities, furniture, equipment and vehicles under capital and operating
lease arrangements, some of which contain rent escalation clauses. Most of the leases contain purchase and/or
renewal options at fair market and fair rental value, respectively. Rental expense relating to all operating leases was
$9,586,000, $8,847,000 and $9,000,000 in 2006, 2005 and 2004, respectively. At December 31, 2006, future
minimum rental payments under noncancelable operating and capital leases are as follows (in thousands):
2007...........................................................................
2008...........................................................................
2009...........................................................................
2010...........................................................................
2011...........................................................................
Thereafter ..................................................................
Total minimum lease payments .................................
Less amount representing interest .............................
Total present value of minimum payments................
Less current portion...................................................
Long-term capital lease obligations...........................
Operating
Leases
$ 9,685
8,141
6,491
5,494
4,626
7,972
$ 42,409
Capital
Leases
$ 695
695
555
—
—
—
$ 1,945
196
1,749
583
$ 1,166
12. Commitments and Contingencies
The Company enters into non-cancelable fixed purchase and service obligations in the ordinary course of
business. These arrangements primarily consist of advertising commitments and service contracts. At December 31,
2006, future non-cancelable purchase and service obligations greater than $100,000 and one year were as follows (in
thousands):
2007...........................................................................
2008...........................................................................
2009...........................................................................
2010...........................................................................
2011...........................................................................
Thereafter ..................................................................
Total obligations.............................................
$ 6,933
5,591
1,118
190
190
490
$ 14,512
The Company is a defendant in various lawsuits and claims arising in the normal course of business.
Management believes it has valid defenses in these cases and is defending them vigorously. While the results of
litigation cannot be predicted with certainty, except as set forth below, management believes the final outcome of such
litigation will not have a material adverse effect on the Company’s financial position or results of operations.
Class Action Litigation
On June 13, 2003, a class action lawsuit was filed against the Company in the United States District Court for the
Southern District of Texas on behalf of purchasers of the Company’s common stock alleging violations of the federal
securities laws. After that date, six similar class actions were filed against the Company in that court. Those lawsuits
also named as defendants certain of the Company’s officers and directors. In May 2004, the lead plaintiff filed its
Consolidated Complaint, which amended and consolidated the seven previously filed cases. In June 2004, the Company
filed a motion to dismiss the Consolidated Complaint. On March 30, 2006, the court granted the Company’s motion to
F-28
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
dismiss and thereafter entered a final order of dismissal with prejudice. The lead plaintiff did not file a notice of appeal
by the deadline to do so. Accordingly, this matter is now concluded.
State Unemployment Taxes
The Company records its state unemployment (“SUI”) tax expense based on taxable wages and tax rates
assigned by each state. State unemployment tax rates vary by state and are determined, in part, based on prior years’
compensation experience in each state. Prior to the receipt of final tax rate notices, the Company estimates its expected
SUI tax rate in those states for which tax rate notices have not yet been received.
As a result of a 2001 corporate restructuring, we filed for a transfer of our reserve account with the Employment
Development Department of the State of California (“EDD”). The EDD approved our request for transfer of the reserve
account in May 2002 and also notified us of our new contribution rates based upon the approved transfer. In December
2003, we received a Notice of Duplicate Accounts and Notification of Assessment (“Notice”) from the EDD. The Notice
stated that the EDD was collapsing the accounts of our subsidiaries into the account of the entity with the highest
unemployment tax rate. The Notice also retroactively imposed the higher unemployment insurance rate on all of our
California employees for 2003, resulting in an assessment of $5.6 million. In January 2004, we filed a petition with an
administrative law judge of the California Unemployment Insurance Appeals Board (“ALJ”) to protest the validity of the
Notice. Pending a resolution of our protest, in the fourth quarter of 2003 we accrued and recorded at the higher assessed
rate for all of 2003.
In June 2004, we agreed to settle our dispute with the EDD for $3.3 million. Based upon receipt of written
acknowledgement of this agreement, we reduced our accrued payroll tax liability and payroll tax expense by $2.3 million
during the quarter ended June 30, 2004. The settlement was subject to the final approval by EDD’s legal department, the
California Attorney General’s office and the ALJ. In October 2004, the legal department of the EDD verbally indicated
they considered the previously agreed-upon settlement amount to be insufficient and suggested a settlement amount of
$5.2 million. We continued discussions with the State of California, but in February 2005, we were notified that the
EDD had rejected our settlement offer, and the matter proceeded with the appeals process with the ALJ. As of October
31, 2006, all of the statutes of limitations concerning notices to modify unemployment tax rates for the periods addressed
in the Notice had expired. The Company believes the EDD failed to meet the statutory requirement related to serving a
proper notice within the stipulated time frame; therefore, the Company believes it is no longer probable that the amount
accrued for the California unemployment tax matter will be incurred. Accordingly, the Company reduced the state
unemployment tax accrual by $3.3 million during 2006.
F-29
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
13. Quarterly Financial Data (Unaudited)
Year ended December 31, 2006:
Revenues ................................................
Gross profit.............................................
Operating income ...................................
Net income .............................................
Basic net income per share .....................
Diluted net income per share ..................
Year ended December 31, 2005:
Revenues ................................................
Gross profit.............................................
Operating income ...................................
Net income .............................................
Basic net income per share .....................
Diluted net income per share ..................
Quarter ended
March 31
June 30
Sept. 30
Dec. 31
(in thousands, except per share amounts)
$ 360,636
67,993
14,394
10,541
0.39
0.37
$ 298,976
54,028
6,880
4,590
0.18
0.18
$ 337,778
68,216
13,975
10,497
0.38
0.37
$ 279,884
56,335
10,855
7,284
0.28
0.28
$ 338,421
71,864
16,301
12,113
0.44
0.43
$ 285,202
58,171
10,605
7,183
0.28
0.26
$ 352,629
74,656
16,895
13,355 (1)
0.49
0.47
$ 305,550
67,222
15,427
10,926
0.41
0.39
(1)
In December 2006, the Company reduced its state unemployment tax accrual by $3.3 million. For additional
information related to this matter, please read Footnote 12, “Commitments and Contingencies – State
Unemployment Taxes” on page F-29.
F-30
______________________________________________________________________________
GAAP to Non-GAAP Reconciliation
Net income (GAAP)
Interest expense
Income tax expense
Depreciation and amortization
EBITDA
Year ended
December 31, 2006
$
$
46,506
1,111
25,576
15,438
88,631
EBITDA represents net income computed in accordance with generally accepted accounting principles (“GAAP”),
plus interest expense, income tax expense, depreciation and amortization expense. Administaff management believes
EBITDA is often a useful measure of the Company’s operating performance, as it allows for additional analysis of the
Company’s operating results separate from the impact of taxes, capital and financing transactions on earnings.
EBITDA is not a financial measure prepared in accordance with GAAP and may be different from similar measures
used by other companies. EBITDA should not be considered as a substitute for, or superior to, measures of financial
performance prepared in accordance with GAAP.
Administaff includes EBITDA in this report because the Company believes it is useful to investors in allowing for
greater transparency related to the Company’s operating performance during the period presented. Investors are
encouraged to review the reconciliation of this non-GAAP financial measure used in this report to the most directly
comparable GAAP financial measure as provided in the table above.
Officers
Paul J. Sarvadi
Chairman of the Board and Chief Executive Officer
Gregory R. Clouse
Vice President, Service Operations
Betty L. Collins
Vice President, Corporate Human Resources
Roger L. Gaskamp
Vice President, Client Selection and Pricing
Samuel G. Larson
Vice President, Enterprise and Technology Solutions
Randall H. McCollum
Vice President, Strategic Alliances
Martin K. Scirratt
Vice President, Sales
Richard G. Rawson
President
A. Steve Arizpe
Executive Vice President, Client Services
and Chief Operating Officer
Jay E. Mincks
Executive Vice President, Sales and Marketing
John H. Spurgin II
Senior Vice President, Legal, General Counsel and Secretary
Douglas S. Sharp
Vice President, Finance, Chief Financial Officer and Treasurer
Mark W. Allen
Vice President, Strategic Planning
Corporate Information
Corporate Headquarters
19001 Crescent Springs Drive
Kingwood, Texas 77339-3802
281-358-8986
Sales Department
800-465-3800
Web Site
www.administaff.com
Independent Auditors
Ernst & Young LLP
5 Houston Center
1401 McKinney, Suite 1200
Houston, Texas 77010-4034
Legal Counsel
Baker Botts LLP
One Shell Plaza
910 Louisiana
Houston, Texas 77002-4995
Board of Directors
Members of the Board of Directors can be contacted at
directors@administaff.com.
Certifications
The Company has filed the required certifications under Section 302 of the Sarbanes-Oxley
Act of 2002 as Exhibits 31.1 and 31.2 to our Annual Report on Form 10-K for the year ended
December 31, 2006. After the 2007 Annual Meeting of Stockholders, the Company intends to
file with the New York Stock Exchange (NYSE) the CEO certification regarding its compliance
with the NYSE’s corporate governance listing standards as required by Rule 303A.12. Last year,
the Company filed this CEO certification with the NYSE on May 23, 2006.
Transfer Agent and Registrar
Mellon Investor Service LLC
480 Washington Boulevard
Jersey City, New Jersey 07313-1900
866-229-4421
TDD for Hearing Impaired: 800-231-5469
Foreign Shareholders: 201-680-6578
TDD Foreign Shareholders: 201-680-6610
Web Site: www.melloninvestor.com/isd
Common Stock
Administaff, Inc.’s common stock is traded on the New York Stock
Exchange under the symbol “ASF.”
Annual Meeting
Administaff, Inc.’s Annual Meeting of Shareholders will be held at 4 p.m.
CDT on Wednesday, May 2, 2007, at the Company’s corporate head-
quarters, Centre I in the Auditorium, located at 22900 Highway 59N
(Eastex Freeway), Kingwood, Texas 77339.
Investor Relations
Shareholders are encouraged to contact the Company with questions
or requests for information. Copies of the Company’s Annual Report on
Form 10-K as filed with the Securities and Exchange Commission are
available without charge upon written request.
Inquiries should be directed to:
Investor Relations Specialist
Administaff, Inc.
19001 Crescent Springs Drive
Kingwood, Texas 77339-3802
281-348-3987
Board of Directors
Mr. Brown iolned the Company as a dtrector h
NmmberIW,mdhecu~se~\reronthe-ce,
Rlsk Management and ~ u d i t & m m ~ e e and on dw
Natnlnatlng and Corporate Gwwnance Committe,
A mif~ed pub1icacrounlant, he is the past chairman
of the NASDAQ Stock Market Board of Dirabos and a
past governor ofthe National AssocWon of kcurities
Dealers, Mr. Brown joined Mlmsoft Corporation In 1989
as 6 treasurer and becameits chMflnandal officer In
1993.He served In that capacity until his retirement In
1997.Prtor to jdnlnq Mkrosgft, Mr. Brown spent 18
&dtM Ffd& Jr. ; I n d m ~ W Dhwbt
years wfth Deloitte &~ouche, UP. ML Brown ~ I s o Is a director of wc Corporat[on,
3 ~ e t w o 1 k FaiKat Inc, Plpellne Finandal Group, Inc, Dayjet C~porattom
Double, LLC West Sound Management, LLC andThomas W e l d Partners and
swws on f he Audit wmmlttee of Thomas Weisel Partners, He Is a member of
the Unhrerslty of W&Igton Bwlness Mod AdvQory Board and the ParHde
Economkr Rewrch Insthute.
' I Mr. Flelds j o l n d the Company as a cIlrector In
k m r y 1997. He currently serves on the Compendcm
Comrnlttee and on the Nominatlng and Corpomte
Governance Commiftee. Mr, Fields sewed fn the
Unlted States House of Representatlws for 16 years
prior to hls retirement. During 1995 and IW, he sewed
as chalrman of the House TelerommunJcatlons and
Finance Subcammltree,which has jurisdiction and
oversight of the Federal CommuniWons Commission
and the kcurhtes and Exchange Commisslon.Mr. Fldds
Is chlef executive deer dTwenty-Flrst Century
Group In Washington, O.C. and also serves on the board of directors for AIM
Management Croup, Inc. and the Dtstovery Channel -Global Educadun Fund.
Hi Mependm D W Q T
Dr.JonesJolned the Company as a d i m in April
2004, and he currently serves as chairman of the
Cornpensatlon Commhe and Is a member of the
Mominatlng and Corpora= Gwemance Comrnltta?.
He has W n an associate grsfessor of Marketing at the
University of Houston since 2002 and was an assimnt
professor at the Unlwdty of Hwston from 1997 until
2DOZ Dr. Jones arrentry serves as the executive d h m r U of the Pmgram for Excellence In Selling and the Sales
kcellence lnmitute at the Universtry of Houxon, He
also =rves on the h a r d of directors of OavarrLa CRM
commmr based in Houston. and on the edtmial review b w d s of the Journal of
~w&nai%llin~ and Sales Management and lndudrlal Marketing Management,
Dr. Jones has conducted research and ~ u b l l s h d articles on sales and sales
management toplcs In major journals i n d has c&o&
ASAP" and "Strategic 81es Leadership." He is also an ad hoe reviewer for the
Jaurnal d the Aademy of Marketing 5dence,Joumal of Business Reseatrh,
Amerlcan Markedha Association and the National Conferen- En Sales
~ a n a ~ e m e n t &eG becoming a profesmr, Dr. Jones w r ! d In sales and sales
management for three Forme 100 cornpanla - Quakt Oatb Nabfxo and FriteLq
-1 $ma l
nruo boabHSelling
~
~
Mr. MtanzIo has been a EUrector of the Company
since 1995, and he cunently serves on the W rtance,
Rlsk Management and Audit CoinmIttee and on the
Nomlnatlng and Corporate Governance CommMee.
He joined BeaP Steams, Inc: in 1003 as a senior mmghg
diwctor and head of Bear GrtMh Gpltal Partners, a
prim equlty group Mr. Laftanrlo pwlously served
as a managlng director for TO Capital Corhmunicatlons
Partners tf#aTmnto DQmltrton Capital), a m m r e
capltal Investment flmfrom 1999 until 2992; a d he
was a wbunder and senlor managing director of MMS
Capital Managemem LLC a private equity fund afflllaaed with NationsBant
Mohtgmery ShxurlfJes. Mr. latando also served In several pmldons with
various affiliates of BanlcersTmt New York Corpotatlon, lastly as a managlng
director of BT CapW Partners, hc. He also serves on the board of directors of
Harlem Furnhre, LLC, Avld Health, lnc., New Chapter, Int, Dairyland Corp and
Everything But Warer, UC
k g w y E.
I h d e p i m h ili-r
Mr. Pets& joined the Company as a dlrectar in Oaober
2UO2 He c u m * serves as chairman of the Naminarlng
and Corporate Governam Committee and atso Is a
member of the Cwnpensatlon Committee. He retired In
1999 from Cmpaq Computer Corpomtlon, where he had
held varloa poslrbns since 15183, most recently as yntor
vice president of Worldwide Manufacturing and Quality
since 1991. Prlor to joinlng C o m m he worked for t 0
years at Texas Inst~umenkln 1992,MsPeEch was voted
Manufacturing Executive of theyear by Wpide magazine,
~fKrm1993to1995,hewsnomlnatedtoWhoSWho
of Global Buskless Leadem He t5 founder and president of Petsh Faundatlon, Inc
Richard G.'Rawson, Management Dimtor
Mr. Rawson Is Admlnlstaff's pmklent Prlor ta hls
elmon as president In 2W, he *rued as wecutive
vice preddent of Admln~oa,rhiebfinanciaI OfRcer
and treasurer. He has sewed as a d h c t ~ r of the
Company since April 1989. Before jolnrng the Company,
Mr. Rawson sewed as a senlor financial officer and
controh for sweral wmpanles in the manufacturing
and sekmic data prooerdng Industries. He has pwiousIy
s e d the National A s m l r m of Professtonal Employer
Organbtlons (NAPE01 as president (1 99%2000), first
vice prestdent,secod vice pnsldent and treasurer.
In additton, he *rued as chalrman of ahe Accoumlng Practices C o r n m b d
N A P M for h e years.
Paul J. Sarvadl, ana age . . i t Directur
Mr. SanradI Is chalrman of the board, chlef execmlve
ofRwr and m-founder of Adrninlstaff and he has
been a d l m r and chalnnan ofthe board slnce the
Company3 InceptIan h 1986. He alsa has senred as the
chlef executive officer ofthe Company since 1989 and
was prestdent of the ComDany Worn 1989 untfl2OD3. He
previously sewed aavicepresldent and treasurer ofthe
Company from 1986 to 1987, and then as vice president
fmm 1987 until 1989, Mr. Samd I has served as president
of the Nailonat AsmrIadon of Professional Employer
Organizations (NAPEO) and was a member of its bmrd
of directors for five years, Mr, Sarvadl s e m on the board of trustees of the
DePelchln Children's Center in Houston.ln 2001, he was named National Emst
&Young Entrepreneur of the Year in the ~ervl& categoby, and in 2004, he
received the Conn Famllv Dtstinaukhd New Uen~ure Leader Award from
Mays ~ u s m
School at iexw A&I university.
~ n ~ P ; Y ~ ~ .
l n d ~ m i t
Wr&ctor
Mt. Young b m e a director of the Company In knuary
2003. He currently serves as &airman of the finance,
Risk Management and Audlt Committee and alro Is a
member ofthe Nominating and C o p l a t e Governance
Cornrni8e. He is a cerMd public accourrtam and
wrwd as senior vlce president, chief financial officer
and treasurer of Cellstar .Corporation from 1999 urrtll
his miirement at year-end 2001. From 1996 to 1999,
he served as executive vim president - FInanw and
Administratlon of Metamor Worldwide, Inc. Mr.Young
also has served as sntor vice presldenl and chief
finandal officer at Amerlcan General Corporation, and he was a partner fn
the Houmrr and New York
as director and chairman ofthe Audit Committees ofTower Gmup Inc.and
Amerlsafe, Inc.,and is a member of the Houston and State Chapters of the
Texas Society of CPAs, the American Instituw of CPAs and the Financia[
Executives Institute.
of KPMG Peat Marwlck He currently serves
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19001 Crescent Springs Drive
Kingwood, TX 77339-3802
www.administaff.com
82-268
COM-P6-681
Small Business. Big Opportunity.
2006 Annual Report