2009 Annual Report
GuidanceforAmerica’sBestBusinesses Company Profile
With 2009 revenues of $1.7 billion, Administaff is the nation’s leading Professional Employer Organization
(PEO), serving as a human resources department for small and medium-sized businesses throughout the
United States. At year-end 2009, Administaff had more than 5,800 client companies, 106,000 worksite
employees and 1,900 corporate employees. The Company also had four service centers and 50 sales
offices in 23 major markets.
Administaff’s common stock is listed on the New York Stock Exchange and traded under the symbol
“ASF.” Headquartered in Houston, Texas, the Company is accredited by the Employer Services Assurance
Corporation and is an active member of the National Association of Professional Employer Organizations.
Financial Highlights
2009
Year ended December 31,
2008
2007
2006
2005
(in thousands, except per share and statistical data)
Income Statement Data:
Revenues (1) . . . . . . . . . . . . . . . . . . . . . . . . .
Gross profit . . . . . . . . . . . . . . . . . . . . . . . . .
Operating income . . . . . . . . . . . . . . . . . . . .
Net income . . . . . . . . . . . . . . . . . . . . . . . . .
Diluted net income per share . . . . . . . . . . . .
$ 1,653,096
287,967
27,033
16,574
0.66
$
$ 1,724,434
343,739
64,982
45,780
1.79
$
$ 1,569,977
305,922
62,214
47,492
1.74
$
$ 1,389,464
282,729
61,565
46,506
1.64
$
$ 1,169,612
235,756
43,767
29,983
1.12
$
Balance Sheet Data:
Working capital . . . . . . . . . . . . . . . . . . . . . .
Total assets . . . . . . . . . . . . . . . . . . . . . . . . .
Total debt/capital lease obligations . . . . . . .
Total stockholders’ equity . . . . . . . . . . . . . .
Cash dividends per share . . . . . . . . . . . . . .
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 . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . .
$
$
$
$
$
127,627
576,470
–––
223,160
0.52
108,736
1,267
221
21
$
$
$
$
$
98,414
616,840
537
208,479
0.48
116,957
1,229
245
46
$
$
$
$
$
97,180
560,651
1,166
198,675
0.44
110,291
1,186
231
47
$
$
$
$
$
128,401
561,515
1,749
228,445
0.36
100,675
1,150
234
51
$
$
$
$
$
93,235
495,439
34,890
182,429
0.28
88,780
1,098
221
41
(1) Gross billings of $9.856 billion, $10.372 billion, $9.437 billion, $8.055 billion and $6.633 billion, less worksite employee payroll cost
of $8.203 billion, $8.648 billion, $7.867 billion, $6.666 billion and $5.463 billion, respectively.
(2) Gross billings of $7,553, $7,391, $7,130, $6,667 and $6,226 per worksite employee per month, less payroll cost of $6,286, $6,162,
$5,944, $5,517 and $5,128 per worksite employee per month, respectively.
Paul J. Sarvadi
Chairman and
Chief Executive Officer
Fellow Shareholders
While 2009 presented Administaff with the most challenging labor market and overall
business environment since our founding in 1986, it also provided us with extraordinary
opportunities to assist clients through an unparalleled downturn in the marketplace.
Perhaps even more noticeably in tough times, our financial strength is complemented by
a broad, value-driven offering and an unwavering commitment to customer service. This
is evidenced by recent client testimonials describing how Administaff enables them to
limit employment risks, upgrade workforces, reduce turnover and access comprehensive
training resources – all of which result in reduced operating expenses, increased peace
of mind and improved business focus, to name but a few benefits.
However, despite our assistance, Administaff clients were deeply impacted by the
recession, and their efforts to contain expenses and reduce staff, coupled with significantly
higher costs incurred by Administaff’s health plans, resulted in lower Company profits for
the full year.
In 2010, our goal is to reestablish Administaff’s growth and profitability, while continuing
to deliver, strengthen and expand our broad range of HR services, so that we remain a
key resource for helping our nation’s best small and medium-sized businesses overcome
obstacles and capitalize on opportunities.
2009 Financial Performance
Revenues for 2009 decreased 4.1 percent to $1.7 billion, due to a 7.0 percent reduction in
the average number of worksite employees paid per month, which was partially offset by a 3.1
percent increase in revenues per worksite employee per month. Despite difficult economic times,
client satisfaction levels remained at a record 93 percent level for the second consecutive year.
Gross profit fell by 16.2 percent to $288.0 million in 2009. Diluted net income and diluted net
earnings per share declined from $45.8 million and $1.79 in 2008 to $16.6 million and $0.66
in 2009. Administaff generated more than $55 million of EBITDA plus stock-based compensation
during the year. We ended 2009 with no debt and more than $127 million in working capital,
a 30 percent increase over 2008.
Our solid financial position allows us to fully execute Administaff’s business plan, make targeted
acquisitions and take advantage of share repurchase opportunities. Throughout 2009, the Company
placed increased emphasis on controlling operating expenses, responding to additional regulatory
requirements and making important technological improvements to benefit our clients.
A Efforts to Control Operating Expenses – Our 2009 Incentive Compensation Plan included
a goal that challenged each corporate employee to be as efficient as possible in the use of
operating budget funds. That effort paid off, resulting in a 6 percent drop in operating expenses
compared to 2008. These savings helped to offset the 7 percent reduction in the average
number of worksite employees paid per month.
A Response to Regulatory Changes – Early in 2009, Congress voted to provide a subsidy
to any involuntarily terminated employee electing a temporary continuation in their group
health coverage (COBRA). Although our Client Service Agreement allows for costs associated
with statutory changes to be passed along to clients, Administaff assumed these costs for
2009. While the related expenditures to Administaff were $12 million for the year, we are
convinced that assuming this fiscal burden gave our affected clients the financial “breathing
room” to help withstand current economic challenges and rebound more quickly. Although
uncertainty remains regarding the length of time the COBRA subsidies will continue, we have
begun incorporating these costs into our service fees.
A Technological Improvements – During 2009, the Company launched its new Online Benefits
Enrollment system, designed specifically for clients with worksite employees participating in
open enrollment for the Health Care Flexible Spending Account Plan. In 2010, the system will
be expanded to include all Group Health Plan enrollments. The Administaff Online Benefits
Enrollment system applies an exclusive decision support tool that models comparative costs
of eligible choices and enables the user to make a more informed selection. Across many
areas of the Company, additional technological advancements are currently in development
and are expected to yield a better client service experience while lowering our operating costs.
Through accomplishments like these, we have been successful in helping our clients and, in turn,
our Company, weather the current economic storm. In so doing, we have identified areas for further
improvement that might have otherwise gone unnoticed. Although 2009 was certainly challenging
for Administaff, the Company was able to turn a profit, unlike many businesses. In fact, our business
model proved exceptionally resilient, even in a recessionary period characterized by the weakest
labor market in the Company’s history.
In summary, Administaff is continuing to show its fortitude, regardless of which phase of the busi-
ness cycle we may go through. At the core of this accomplishment are our people – the dedicated
corporate staff who gives value to Administaff’s services, day in and day out. I express my gratitude
for their commitment, especially during the trials and challenges of the past year. Additionally, I
want to convey my appreciation to Administaff’s board of directors for its valuable guidance and
contributions during a demanding 2009. As always, we remain committed to our clients, employees
and corporate staff, along with their families, and we look forward to a productive 2010.
Sincerely,
Paul J. Sarvadi
Chairman and Chief Executive Officer
March 17, 2010
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
(Mark One)
Annual Report Pursuant to Section 13 or 15(d) of the Securities
Exchange Act of 1934
For the fiscal year ended December 31, 2009.
or
Transition Report Pursuant to Section 13 or 15(d) of the Securities
Exchange Act of 1934
For the transition period from to
Commission File 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
New York Stock Exchange
New York Stock Exchange
(Title of class)
(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 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
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 No
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate
Web site, if any, every Interactive Date File required to be submitted and posted pursuant to Rule 405 of
Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to
submit and post such files). Yes 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, a non-
accelerated filer, or a smaller reporting company. See the definition of ―large accelerated filer,‖ ―accelerated filer,‖
and ―smaller reporting company‖ in Rule 12b-2 of the Exchange Act.
Large accelerated filer
Non-accelerated filer (Do not check if a smaller reporting company)
Accelerated filer
Smaller reporting company
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the
Exchange Act). Yes No
As of February 8, 2010, 25,573,638 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, 2009 closing price of
the common stock as reported by the New York Stock Exchange) was approximately $511 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 April 19, 2010, 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.
Item 6.
Item 7.
Market for the Registrant’s Common Equity,
Related Stockholder Matters and Issuer Purchases of Equity Securities .................... 20
Selected Financial Data ................................................................................................. 22
Management’s Discussion and Analysis of Financial Condition
and Results of Operations .......................................................................................... 23
Item 7A.
Quantitative and Qualitative Disclosures about Market Risk ........................................ 44
Item 8.
Item 9.
Item 9A.
Item 9B.
Item 10.
Item 11.
Item 12.
Item 13.
Item 14.
Financial Statements and Supplementary Data .............................................................. 44
Changes in and Disagreements with Accountants on Accounting
and Financial Disclosure ............................................................................................ 44
Controls and Procedures ................................................................................................ 44
Other Information .......................................................................................................... 45
Part III
Directors, Executive Officers and Corporate Governance ............................................. 46
Executive Compensation ............................................................................................... 46
Security Ownership of Certain Beneficial Owners and Management
and Related Stockholder Matters ............................................................................... 46
Certain Relationships and Related Transactions, and Director Independence .............. 46
Principal Accounting Fees and Services ........................................................................ 46
Part IV
Item 15.
Exhibits, Financial Statement Schedules ....................................................................... 47
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. We also perform employee screening
services and recordkeeping services for defined contribution plans, and offer human resource products, services and
information via small business software applications and online Web sites.
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 Securities and Exchange Commission (―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.
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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, 2009, we had 50 sales offices in 23 markets. Our long-term strategy is to operate
approximately 90 sales offices located in 40 strategically selected markets.
Our national expansion strategy also includes regionalized data processing for payroll and benefits
transactions and localized face-to-face human resource services. As of December 31, 2009, we had four regional
service centers, and had human resource and client service personnel located in a majority of our 23 sales markets,
which serviced an average of 107,025 worksite employees per month in the fourth quarter of 2009.
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 certain aspects of the employer/employee relationship as defined in the contract between the PEO and its
client. 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 than a client can
individually.
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 healthcare 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, 34 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 34 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 1985 (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.
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;
- 4 -
unemployment claims processing; and
workers’ compensation claims reporting.
Benefit Plans Administration. We maintain several benefit plans including the following:
a group health plan;
a health care flexible spending account plan;
an educational assistance plan;
an adoption assistance plan;
group term life insurance;
group universal life insurance coverage;
accidental death and dismemberment insurance;
short-term and long-term disability insurance;
a 401(k) retirement plan; and
a cafeteria plan.
The group health plan includes medical, dental, vision and prescription drug coverage, as well as a worklife
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 we 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. COBRA coverage is extended to eligible
terminated worksite and corporate employees and other eligible individuals, in accordance with applicable law. 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.
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 many of 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
- 5 -
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 Center
. 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:
SM
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 CenterSM;
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;
links to benefits providers and other key vendors; and
frequently asked questions.
MarketPlaceSM. Through our many alliances with best-of-class providers, Administaff’s MarketPlace is an
eCommerce portal that brings a wide range of product and service offerings to our clients, worksite employees and
their families. MarketPlace also features the Business Network, where our clients can offer their products and
services as well.
HR Software Products. In 2005, we acquired HRTools.com, an online Web site for human resources
products, services and information. 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 arrangements, packaged software ordered online, or through
various reseller arrangements. We are currently redeveloping the technological platform to a ―software as a service‖
delivery model.
Employment Screening Services. In 2008, we acquired the operations of USDatalink, Ltd., an employment
screening services company. The acquisition allows us to leverage our HR service capabilities to our PEO
customers, through operating synergies. USDatalink offers a customized approach to background-check reporting
for companies that outsource this portion of their employment-screening process. Services include criminal records
checks; verifying employment history or education; conducting driving record, civil record and credit history
checks; and confirming extraordinary credentials.
Client Service Agreement
All PEO clients execute an Administaff Client Service Agreement (―CSA‖). The CSA generally provides
for an on-going relationship, subject to termination by Administaff or the client upon 30 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. This practice aligns clients’ payments to Administaff for payroll
taxes with Administaff’s obligations to make payments to tax authorities, which are higher in the earlier part of the
year, and decrease as limits on wages subject to payroll tax, are reached. 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 Administaff’s improving profitability over the course of the year for those clients because of the typical pattern of
incurred payroll tax costs.
- 6 -
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 compliance with
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 complying
with 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 majority of CSAs are 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
the
employer/employee relationship and updating the client when necessary; and
Employee benefits administration of plans sponsored solely by Administaff.
in other governmental
regulations governing
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, FMLA, 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.
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, the Consumer Credit Protection Act, and immigration laws and
regulations.
We maintain employers’ practice liability insurance coverages (including coverages for our clients) to
manage our exposure for various employee-related 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.
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.
- 7 -
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 refer to customers with 150 to 2,000 employees as mid-market customers. These customers, which represented
approximately 12% of the total customer base as of December 2009, are marketed to and serviced by dedicated sales
and service personnel. 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. By
region, our revenue change compared to 2008 and revenue distribution for the year ended December 31, 2009 was
as follows:
Revenue Change % of Total Revenues
Northeast.........................................................
Southeast.........................................................
Central ............................................................
Southwest .......................................................
West................................................................
1.8%
(0.1)%
(0.2)%
(8.9)%
(6.9)%
22.5%
11.1%
15.2%
31.6%
19.6%
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, attempting to minimize our
exposure to 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:
Computer and information services – 21%;
Management, administration and consulting services – 17%;
Finance, insurance and real estate – 14%;
Manufacturing – 8%;
Engineering, accounting and legal services – 7%;
Medical services – 7%;
Wholesale trade – 7%;
Construction – 5%;
Retail trade – 5%; 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 2009 and 2008, our retention rate was approximately 76%
and 79%, respectively. Administaff’s client retention record over the last five years reflects that approximately 76%
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
- 8 -
retention rate over the last five years was approximately 79%. Client attrition is attributable to a variety of factors,
including: (i) client non-renewal due to price or service 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, 2009, we had 50 sales offices located in 23 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
Raleigh
Jacksonville
Kansas City
5
1
1
1
4
4
2
2
3
2
5
1
1
3
4
1
2
1
2
2
1
1
1
1986
1989
1989
1989
1993
1994
1995
1995
1995
1996
1997
1997
1998
1998
1999
2000
2000
2001
2001
2002
2006
2007
2007
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;
- 9 -
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 various business promotions and 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, which may be terminated upon notice by either party. 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, prospective 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 for clients with less
than 150 employees, and up to approximately 180 days for larger clients.
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
our commitment to provide a high 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 2006 through 2008 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 2006 through 2008, our staff support ratio averaged 46% higher
than the PEO industry average, while gross profit per worksite employee and operating income per worksite
employee exceeded industry averages by 126% and 165%, respectively.
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.
- 10 -
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 TriNet 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: i) fee-for-service providers such as payroll processors and human resource
consultants; ii) independent business outsourcing companies; and iii) 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 (―United‖) and member insurance companies of ACE American
Insurance Company (―ACE‖) 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 United, Kaiser Permanente, Blue Shield of California, Hawaii Medical Service Association and
Tufts, all of which provide fully insured policies or service contracts. The health insurance contract with United
provides approximately 91% of our health insurance coverage and expires on December 31, 2010, 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 25.
Our workers’ compensation coverage (the ―ACE Program‖) is currently provided through ACE. Under our
arrangement with ACE, we bear the economic burden for the first $1 million layer of claims per occurrence. ACE
bears the economic burden for all claims in excess of such first $1 million layer. The ACE Program is a fully
insured policy whereby ACE 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 ACE, 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.
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:
worksite employee enrollment;
human resource management;
benefits and defined contribution plan administration;
payroll processing;
client invoicing and collection;
management information and reporting; and
sales bid calculations.
Central to the system are transaction processing capabilities that allow us to process a high volume of
payroll, invoice, and bid transactions that meet the specific needs of our clients and prospects. We administer our
employee benefits through a proprietary application designed to process employee eligibility and enrollments,
manage carrier relationships, and maintain a variety of plan offerings. 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
- 11 -
accounting, contract and litigation management, sales force activity management and customer relationship
management.
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 a leased facility in Bryan, Texas. 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, our disaster
recovery facility 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.
We have incorporated a variety of measures to maintain the security and privacy of the information
managed through our systems and applications. These measures include industry standard technologies designed to
protect, monitor and assess the network environment; best practice security policies and procedures; and standard
access controls designed to control access to sensitive and private information.
Industry Regulation
Administaff’s operations are affected by numerous federal and state laws relating to tax, insurance 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, 34 states have passed laws that recognize
PEOs or require licensing, registration or certification requirements for PEOs, and several others are considering
such regulation.
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 into 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 and prescription drug coverage, as well as a
worklife program;
- 12 -
a welfare benefits plan, which includes life, disability and accidental death and dismemberment
coverage;
a health care flexible spending account plan;
an educational assistance plan; and
an adoption assistance plan.
Generally, employee benefit plans are subject to provisions of the Code, ERISA, and COBRA.
Employer Status. In order to qualify for favorable tax treatment under the Code, employee benefit 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.
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 Plans. The Company’s 401(k) Retirement Plans are 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.
- 13 -
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 Administaff’s prior
years’ compensation experience in each state. Certain rates are determined, in part, by each client’s own
compensation experience. 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, or prior to, 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.
State Regulation
While many states do not explicitly regulate PEOs, 34 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 34 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 1,950 corporate office and sales employees as of December 31, 2009. We believe
our relations with our corporate office and sales employees are good. None of our corporate office and sales
employees is covered by a collective bargaining agreement.
- 14 -
Intellectual Property
Administaff currently has registered trademarks, copyrights and other intellectual property. Although the
Administaff mark is the most material trademark to our business, our trademarks as a whole are also of considerable
importance to us.
- 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 Facilities
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. Our information technology disaster recovery
processing center is located in a leased facility in Bryan, Texas.
In 2008 we acquired a one-third acre parcel of land to construct a conference facility in Georgia and
completed the construction of the 7,000 square foot facility in 2009.
Service Centers
We currently have four regional service centers located in Atlanta, Dallas, Houston and Los Angeles.
The Atlanta service center, which currently services approximately 33% of our worksite employee base, is
located in a 40,000 square foot facility under lease until 2014.
The Dallas service center, which currently services approximately 20% of our worksite employee base, is
located in a 47,500 square foot facility, which is under lease until 2016.
The Houston service center, which currently services approximately 25% of our worksite employee base,
is located in a 60,600 square foot facility under lease until 2014. In addition to the service center operations, the
facility also contains corporate support operations.
The Los Angeles service center, which currently services approximately 22% of our worksite employee
base, is located in a 45,000 square foot facility under lease until 2012.
Sales Offices
As of December 31, 2009, we had sales and service personnel in 36 facilities located in 23 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, 2009, we had 50 sales offices in these 23
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.
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. Please read Note 10 to financial statements, which is incorporated herein by reference.
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, 2009.
- 17 -
ITEM S-K 401 (b). EXECUTIVE OFFICERS OF THE REGISTRANT.
The following table sets forth the names, ages (as of February 8, 2010) and positions of the Company’s
executive officers:
Name
Age
Position
Paul J. Sarvadi ....................................... 53 Chairman of the Board and Chief Executive Officer
Richard G. Rawson ................................ 61
A. Steve Arizpe ..................................... 52
President
Executive Vice President of Client Services and Chief Operating
Officer
Executive Vice President of Sales and Marketing
Senior Vice President of Finance, Chief Financial Officer and
Treasurer
Senior Vice President of Legal, General Counsel and Secretary
Jay E. Mincks ........................................ 56
Douglas S. Sharp ................................... 48
Daniel D. Herink.................................... 43
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. In 2004, he received the Conn Family Distinguished New Venture Leader Award from Mays
Business School at Texas A&M University. In 2007, he was inducted into the Texas Business Hall of Fame.
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. Mr. Rawson also serves on the University of Houston’s
C.T. Bauer College of Business Dean’s Executive Advisory Board and on the Board of Directors of the YMCA of
Greater Houston.
A. Steve Arizpe has served as Executive Vice President of 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 and Vice President of Sales. 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 of Sales and Marketing since January 1999. Mr.
Mincks served as Vice President of 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.
Douglas S. Sharp has served as Senior Vice President of Finance, Chief Financial Officer and Treasurer
since May 2008. He served as Vice President of Finance, Chief Financial Officer and Treasurer from August 2003
until May 2008. Mr. Sharp joined Administaff in January 2000 as Vice President of Finance and Controller. From
July 1994 until he joined Administaff, he 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.
- 18 -
Daniel D. Herink has served as Senior Vice President of Legal, General Counsel and Secretary since May
2008. He served as Vice President of Legal, General Counsel and Secretary from May 2007 until May 2008. Mr.
Herink joined Administaff in 2000 as Assistant General Counsel and was promoted to Associate General Counsel in
2002. In his prior responsibilities with Administaff, Mr. Herink led the Company’s litigation and property and
casualty insurance practice areas and also worked extensively on transactional matters. He previously served as an
attorney at Rodriguez, Colvin & Chaney, L.L.P. and McGinnis, Lochridge & Kilgore, L.L.P. He was named a
―Texas Super Lawyers – Rising Star‖ by Texas Monthly in 2005 and 2007. Mr. Herink is also a certified public
accountant.
- 19 -
PART II
ITEM 5. MARKET FOR THE REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER
MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES.
Price Range of Common Stock
Our common stock is traded on the New York Stock Exchange under the symbol ―ASF.‖ As of February 8,
2010, there were 367 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 transactional tape.
2009
High
Low
Dividends
per Share
First Quarter ..........................................................................
Second Quarter......................................................................
Third Quarter ........................................................................
Fourth Quarter .......................................................................
$ 24.44
30.63
28.07
27.30
$ 18.04
20.18
20.95
21.90
2008
First Quarter ..........................................................................
Second Quarter......................................................................
Third Quarter ........................................................................
Fourth Quarter .......................................................................
$ 31.60
31.60
30.00
27.16
$ 22.82
23.55
24.75
13.36
$
$
0.13
0.13
0.13
0.13
0.11
0.11
0.13
0.13
Dividend Policy
During 2009 and 2008, the Company paid dividends of $13.3 million and $12.4 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, 2009:
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)
—
—
—
—
$
$
—
—
—
—
12,088,868
12,088,868
12,088,868
12,088,868
411,132
411,132
411,132
411,132
Period
10/01/2009 –
10/31/2009
11/01/2009 –
11/30/2009
12/01/2009 –
12/31/2009
Total
(1)
(2)
Since 1999, our Board of Directors has approved the repurchase of up to an aggregate amount of
12,500,000 shares of Administaff common stock, of which 12,088,868 shares had been repurchased as of
December 31, 2009. We did not repurchase any shares of common stock during the three months ended
December 31, 2009.
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.
- 20 -
Performance Graph
The following graph compares our cumulative total stockholder return since December 31, 2004 with the
Standard & Poor’s Small Cap 600 Index, the Standard & Poor’s 1500 Composite Human Resources and
Employment Services 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, 2004.
COMPARISON OF 5 YEAR CUMULATIVE TOTAL RETURN*
Among Administaff, Inc., The S&P Smallcap 600 Index,
The S&P 1500 Composite Human Resources and Employment Services Index and a Peer
Group
$400
$350
$300
$250
$200
$150
$100
$50
$0
12/04
12/05
12/06
12/07
12/08
12/09
Administaff, Inc.
S&P Smallcap 600
Peer Group
S&P 1500 Composite Human Resources and Employment Services
*$100 invested on 12/31/04 in stock or index, including reinvestment of dividends.
Fiscal year ending December 31.
Copyright© 2010 S&P, a division of The McGraw-Hill Companies Inc. All rights reserved.
12/04
12/05
12/06
12/07
12/08
12/09
Administaff, Inc.
S&P Smallcap 600
Peer Group
S&P 1500 Composite Human Resources and
Employment Services
100.00
100.00
100.00
337.48
107.68
107.92
346.29
123.96
116.42
231.90
123.59
115.99
181.63
85.19
99.00
202.29
106.97
114.56
100.00
116.25
138.57
105.44
68.11
93.50
The peer group is comprised of the following companies: Automatic Data Processing and Paychex, Inc. Gevity HR
was acquired in 2009 and removed from the peer group. The total return for each member of this peer group has
been weighted to each member’s stock market capitalization.
- 21 -
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 23.
2009
2008
Year ended December 31,
2007
2006
2005
(in thousands, except per share and statistical data)
Income Statement Data:
Revenues(1) ................................................ $ 1,653,096 $ 1,724,434
343,739
Gross profit ...............................................
64,982
Operating income ......................................
45,780
Net income ................................................
1.79
Diluted net income per share ..................... $
287,967
27,033
16,574
0.66 $
$ 1,569,977
305,922
62,214
47,492
1.74
$
$ 1,389,464
282,729
61,565
46,506
1.64
$
$ 1,169,612
235,756
43,767
29,983
1.12
$
Balance Sheet Data:
Working capital ......................................... $ 127,627 $
Total assets ................................................
Total debt/capital lease obligations............
Total stockholders’ equity .........................
Cash dividends per share ........................... $
576,470
—
223,160
0.52 $
98,414
616,840
537
208,479
0.48
$
$
97,180
560,651
1,166
198,675
0.44
$ 128,401
561,515
1,749
228,445
0.36
$
$
$
93,235
495,439
34,890
182,429
0.28
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 ...............................................
_________________
$
$
$
108,736
116,957
110,291
100,675
88,780
1,267
$
1,229
221
$
245
21
$
46
$
$
$
1,186
231
47
$
$
$
1,150
234
51
$
$
$
1,098
221
41
(1)
(2)
Gross billings of $9.856 billion, $10.372 billion, $9.437 billion, $8.055 billion and $6.633 billion, less
worksite employee payroll cost of $8.203 billion, $8.648 billion, $7.867 billion, $6.666 billion and $5.463
billion, respectively.
Gross billings of $7,553, $7,391, $7,130, $6,667 and $6,226 per worksite employee per month, less payroll
cost of $6,286, $6,162, $5,944, $5,517 and $5,128 per worksite employee per month, respectively.
- 22 -
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 average number of worksite employees paid during a period as our unit of
measurement in analyzing and discussing our results of operations.
The decline in the U.S. economic activity and associated reductions in employment levels have impacted
our customer base and target markets. Our average number of worksite employees paid in 2009 decreased 7.0%
compared to 2008 to 108,736. We ended 2009 averaging 107,025 paid worksite employees in the fourth quarter,
which represents a 9.9% decrease compared to the fourth quarter of 2008. We expect the number of paid worksite
employees to decline to a range of 102,500 to 103,000 in the first quarter of 2010.
Our 2009 average gross profit per worksite employee per month was $221, a $24 decrease compared to
2008. Lower gross profit per worksite employee in 2009 compared to 2008 was primarily the result of a 6.3% direct
cost increase, which was partially offset by a 3.1% pricing increase. The direct cost increase was due primarily to
higher than expected medical costs. The cost of group health insurance and related employee benefits increased $53
per worksite employee per month, or 8.6% on a per covered employee basis compared to 2008, due to increased
utilization by active participants as well as higher claims associated with increased COBRA participation resulting
from the severe economic environment and the recently enacted American Recovery and Reinvestment Act of 2009
(―ARRA‖) legislation. Please read ―Factors That May Affect Future Results and the Market Price of Common
Stock‖ on page 38 for a discussion of ARRA.
Operating expenses decreased by 6.4% in 2009 to $260.9 million. Operating expenses decreased due to
cost savings initiatives implemented throughout the Company. On a per worksite employee per month basis,
operating expenses increased from $199 in 2008 to $200 in 2009.
Our net income in 2009 was $16.6 million, a $29.2 million decrease compared to 2008. This decrease
included a $5.4 million decline in interest income as a result of lower interest rates.
We ended 2009 with working capital of $127.6 million. During 2009, we paid $13.3 million in dividends.
- 23 -
While the decline in the U.S. economic activity and the associated reductions in employment levels have
significantly impacted us in 2009, we are taking corrective actions to offset the impact of these developments in
2010. We are currently implementing a business plan which includes, but is not limited to, an increase in our
comprehensive service fee in an attempt to recover the anticipated on-going costs of COBRA and reduce operating
expenses, including a reduction of our corporate employees by approximately 5%.
Revenues
We account for our revenues in accordance with Accounting Standards Codification (―ASC‖) 605-45,
Revenue Recognition. 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 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 total
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 premiums and claims 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.
- 24 -
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.
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, stock-based compensation 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, 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‖), PacifiCare, Kaiser Permanente, Blue Shield of
California, Hawaii Medical Service Association and Tufts, all of which provide fully insured policies or service
contracts.
The health insurance contract with United 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
- 25 -
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, including both active and COBRA enrollees. 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, 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 premiums paid and owed 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 premiums paid and owed 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 with United require us to maintain an accumulated cash surplus in the plan of $9.0 million, which
is reported as long-term prepaid insurance. As of December 31, 2009, Plan Costs were less than the premiums
paid and owed to United by $16.7 million. As this amount is in excess of the agreed-upon $9.0 million surplus
maintenance level, the $7.7 million balance is included in prepaid insurance, a current asset, on our
Consolidated Balance Sheet. The premiums and taxes owed to United at December 31, 2009, were $3.4
million, which is included in accrued health insurance costs, a current liability, 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 an increase (or decrease) in benefits costs and net income would decrease (or increase)
accordingly.
The following table illustrates the sensitivity of changes in the completion rates on our estimate of total
benefit costs of $733.6 million in 2009:
Change in
Completion Rate
(2.5)%
(1.0)%
1.0%
2.5%
Change in
Benefits Costs
(in thousands)
$ (12,310)
(4,924)
4,924
12,310
Change in
Net Income
(in thousands)
$ 7,140
2,856
(2,856)
(7,140)
Workers’ compensation costs – Since October 1, 2007, our workers’ compensation coverage has been provided
through our arrangement with ACE Group of Companies (―ACE‖). Under our arrangement with ACE (the
―ACE Program‖), we bear the economic burden for the first $1 million layer of claims per occurrence. ACE
bears the economic burden for all claims in excess of such first $1 million layer. The ACE Program is a fully
insured policy whereby ACE has the responsibility to pay all claims incurred under the policy regardless of
whether we satisfy our responsibilities. Prior to our current relationship with ACE, our coverage from
September 1, 2003 through September 30, 2007 was provided through selected member insurance companies of
American International Group, Inc. (the ―AIG Program‖). The AIG Program coverage and structure was
consistent with the ACE Program.
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.
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
- 26 -
incorporated into the Company’s workers’ compensation claims cost estimates. During the years ended
December 31, 2009 and 2008, Administaff reduced accrued workers’ compensation costs by $5.7 million and
$9.8 million, respectively, for changes in estimated losses 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 2009
and 2008 was 1.8% and 2.6%, 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 $47.6 million in 2009:
Change in Loss
Development Rate
(5.0)%
(2.5)%
2.5%
5.0%
Change in Workers’
Compensation Costs
(in thousands)
$
(1,850)
(925)
925
1,850
Change in
Net Income
(in thousands)
$
1,091
546
(546)
(1,091)
At the beginning of each policy period, the insurance carrier 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 the carrier. 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. As of December
31, 2009, we had restricted cash of $36.4 million and deposits of $55.7 million. We have estimated and accrued
$88.5 million in incurred workers’ compensation claim costs as of December 31, 2009. 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.
Contingent liabilities – We accrue and disclose contingent liabilities in our Consolidated Financial Statements
in accordance with ASC 450-10, Contingencies. U.S. generally accepted accounting principles (―GAAP‖)
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. From time to time
we disclose in our financial statements issues that we believe are reasonably possible to occur, although we
cannot determine the range of possible loss in all cases. As issues develop, we 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.
- 27 -
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 CSA 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 conditions 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.
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. If events or circumstances were to indicate that
any of our long-lived assets might be impaired, we would assess recoverability based on the estimated
undiscounted future cash flows to be generated from the applicable asset. In addition, we may 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 – Goodwill is tested for impairment on an annual basis and between annual
tests in certain circumstances, and written down when impaired. Purchased intangible assets other than goodwill
are 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 September 2006, Financial Accounting Standards Board (―FASB‖) ASC 820 (formerly SFAS 157), Fair
Value Measurements, was issued. ASC 820 establishes a framework for measuring fair value by providing a
standard definition of fair value as it applies to assets and liabilities. ASC 820, which does not require any new fair
value measurements, clarifies the application of other accounting pronouncements that require or permit fair value
measurements. Our effective date was initially January 1, 2008. However, the FASB delayed the effective date of
ASC 820 for all non-financial assets and non-financial liabilities until fiscal years beginning after November 15,
2008. Accordingly, we adopted ASC 820 for our financial assets and liabilities on January 1, 2008 and adopted
ASC 820 for our non-financial assets and liabilities on January 1, 2009. The adoption did not have a material
impact on our Consolidated Financial Statements.
In December 2007, FASB ASC 805 (formerly SFAS 141R) Business Combinations, was issued. ASC 805
replaced and updated previous business combination standards. Under the new standard, the acquirer of a business
is required to recognize and measure the identifiable assets acquired, the liabilities assumed, and any non-controlling
interest in the acquiree at fair value. The standard also requires transactions costs related to the business
combination to be expensed as incurred. ASC 805 applies prospectively to business combinations for which the
acquisition date is on or after the beginning of the first annual reporting period beginning on or after December 15,
2008. Our effective date was January 1, 2009. We have not yet determined the impact of ASC 805, if any, on our
- 28 -
Consolidated Financial Statements; because the impact is fact-specific and will not be invoked until we acquire a
business after the effective date.
In June 2008, the FASB issued ASC 260 (formerly FASB Staff Position EITF 03-6-1), Determining
Whether Instruments Granted in Share-Based Payment Transactions Are Participating Securities. ASC 260
concludes that unvested restricted share awards that pay nonforfeitable cash dividends are participating securities
and are subject to the two-class method of computing earnings per share. Our effective date for ASC 260 was
January 1, 2009. The adoption of ASC 260 did not have a material impact on our Consolidated Financial
Statements.
In May 2009, FASB ASC 855 (formerly SFAS 165), Subsequent Events, was issued. ASC 855 establishes
general standards of accounting for and disclosure of events that occur after the balance sheet date (―subsequent
events‖), but before the financial statements are issued or available to be issued and requires disclosure of the date
through which the entity has evaluated subsequent events and the basis for that date. ASC 855 is effective for
interim and annual periods ending after June 15, 2009; we adopted ASC 855 for the quarter ended June 30, 2009.
We evaluated subsequent events through the time we filed our Form 10-K with the Securities and Exchange
Commission on February 11, 2010. The adoption did not have a material impact on our Consolidated Financial
Statements.
In June 2009, FASB ASC 105 (formerly SFAS 168), The FASB Accounting Standards Codification and the
Hierarchy of Generally Accepted Accounting Principles, was issued. ASC 105 is the single official source of
authoritative U.S. GAAP, superseding all other accounting literature except that issued by the Securities and
Exchange Commission. As of July 2009, only one level of authoritative U.S. GAAP exists. All other literature will
be considered non-authoritative. The Codification does not change U.S. GAAP; instead, it introduces a new
referencing system that is designed to be an easily accessible, user-friendly online research system. ASC 105 is
effective for financial statements issued for interim and annual periods ending after September 15, 2009. The
Company adopted ASC 105 for the quarter ended September 30, 2009. The adoption did not have a material impact
on our Consolidated Financial Statements.
- 29 -
Results of Operations
Year Ended December 31, 2009 Compared to Year Ended December 31, 2008.
The following table presents certain information related to the Company’s results of operations for the
years ended December 31, 2009 and 2008.
Year ended December 31,
2008
2009
% Change
(in thousands, except per share and statistical data)
Revenues (gross billings of $9.856 billion and $10.372
billion, less worksite employee payroll cost of $8.203
billion and $8.648 billion, respectively .............................
Gross profit ...........................................................................
Operating expenses ...............................................................
Operating income .................................................................
Other income ........................................................................
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 per worksite employee per month .....................
_______________
$ 1,653,096
287,967
260,934
27,033
1,616
16,574
0.66
$ 1,724,434
343,739
278,757
64,982
7,035
45,780
1.79
$
108,736
1,267
221
200
21
13
$
116,957
1,229
245
199
46
33
(4.1)%
(16.2)%
(6.4)%
(58.4)%
(77.0)%
(63.8)%
(63.1)%
(7.0)%
3.1%
(9.8)%
0.5%
(54.3)%
(60.6)%
(1) Gross billings of $7,553 and $7,391 per worksite employee per month less payroll cost of $6,286 and $6,162 per
worksite employee per month, respectively.
Revenues
Our revenues, which represent gross billings net of worksite employee payroll cost, decreased 4.1%
compared to 2008, due to a 7.0% decrease in the average number of worksite employees paid per month, offset in
part by a 3.1%, or $38, increase in revenues per worksite employee per month. The 3.1% increase in revenues per
worksite employee per month was due primarily to increases in the benefits and payroll tax pricing related to our
direct costs.
By region, our revenue change from 2008 and revenue distribution for years ended December 31, 2009 and
2008 were as follows:
2009
Year ended December 31,
2008
(in thousands)
% Change
Northeast............................... $
Southeast...............................
Central ..................................
Southwest .............................
West ......................................
363,268
183,091
249,145
569,655
345,736
1,710,895
Other revenue .......................
13,539
Total revenue ........................ $ 1,653,096 $ 1,724,434
369,761 $
182,888
248,544
518,828
321,935
1,641,956
11,140
1.8%
(0.1)%
(0.2)%
(8.9)% (a)
(6.9)% (a)
(4.0)%
(17.7)%
(4.1)%
Year ended December 31,
2009
2008
( % of total revenue)
22.5%
11.1%
15.2%
31.6%
19.6%
100.0%
21.2%
10.7%
14.6%
33.3%
20.2%
100.0%
(a) The decline in revenue in 2009 as compared to 2008 was primarily due to the loss of four mid-market clients in early 2009.
- 30 -
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 2009, our average number of
worksite employees declined by 7.0%, as the net change in existing clients, new client sales and client retention
declined as compared to 2008.
The decline in U.S. economic activity and associated reductions in employment levels in 2009 and the
latter half of 2008 have impacted the Company’s customer base and target market. We expect the number of paid
worksite employees to decline to a range of 102,500 to 103,000 in the first quarter of 2010.
Gross Profit
Gross profit decreased 16.2% to $288.0 million compared to 2008. The average gross profit per worksite
employee decreased 9.8% to $221 per month in 2009 versus $245 in 2008. 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 3.1%, our direct costs, which primarily
include payroll taxes, benefits and workers’ compensation expenses, increased 6.3% to $1,046 per worksite
employee per month in 2009 versus $984 in 2008. The primary direct cost components changed as follows:
Benefits costs – The cost of group health insurance and related employee benefits increased $53 per worksite
employee per month, or 8.6% on a per covered employee basis compared to 2008. This increase was due to
increased utilization by active participants, as well as higher claims associated with increased COBRA
participation resulting from the severe economic environment and the enactment of the ARRA. The net costs of
COBRA claims per enrollee are approximately double the cost of claims associated with active enrollees. In
addition, the number of individuals electing COBRA coverage has increased from 3.8% of participants in the
United Plan in the second quarter of 2008 to 7.2% in the fourth quarter of 2009. Please read ―Factors That May
Affect Future Results and the Market Price of Common Stock‖ on page 38 for a discussion of ARRA. The
percentage of worksite employees covered under our health insurance plan was 74.8% in 2009 versus 73.5% in
2008. Please read ―—Critical Accounting Policies and Estimates – Benefits Costs‖ on page 25 for a discussion
of our accounting for health insurance costs.
Workers’ compensation costs – Workers’ compensation costs decreased 4.4%, but increased $1 per worksite
employee per month compared to 2008. As a percentage of non-bonus payroll cost, workers’ compensation
costs increased to 0.64% in 2009 from 0.63% in 2008. During 2009, the Company recorded reductions in
workers’ compensation costs of $5.7 million, or 0.08% of non-bonus payroll costs, for changes in estimated
losses related to prior reporting periods, compared to $9.8 million, or 0.13% of non-bonus payroll costs in 2008.
The 2009 period costs include the impact of a 1.8% discount rate used to accrue workers’ compensation loss
claims, compared to a 2.6% discount rate used in the 2008 period. Please read ―—Critical Accounting Policies
and Estimates – Workers’ Compensation Costs‖ on page 26 for a discussion of our accounting for workers’
compensation costs.
Payroll tax costs – Payroll taxes decreased 4.9%, but increased $10 per worksite employee per month compared
to 2008, due to a 2.0% increase in average payroll cost per worksite employee per month. Payroll taxes as a
percentage of payroll cost increased from 6.94% in 2008 to 6.96% in 2009.
- 31 -
Operating Expenses
The following table presents certain information related to our operating expenses for the years ended
December 31, 2009 and 2008.
2009
Year ended December 31,
2008
(in thousands)
% Change
Year ended December 31,
% Change
2008
(per worksite employee per month)
2009
Salaries, wages and payroll taxes
Stock–based compensation
General and administrative expenses
Commissions
Advertising
Depreciation and amortization
Total operating expenses
$ 144,086
10,064
62,381
11,800
16,011
16,592
$ 260,934
$ 153,538
9,970
69,348
12,665
17,666
15,570
$ 278,757
(6.2)% $
0.9%
(10.0)%
(6.8)%
(9.4)%
6.6%
(6.4)% $
110
8
48
9
12
13
200
$
$
110
7
49
9
13
11
199
—
14.3%
(2.0)%
—
(7.7)%
18.2%
0.5%
Operating expenses decreased 6.4% to $260.9 million. Operating expenses per worksite employee per
month increased to $200 in 2009 versus $199 in 2008. The components of operating expenses changed as follows:
Salaries, wages and payroll taxes of corporate and sales staff decreased 6.2%, and remained flat on a per
worksite employee per month basis compared to 2008. During 2009, we initiated a number of operating
expense savings measures, including the absence of merit salary increases and reductions in 401(k) match
for corporate employees. In addition, incentive compensation expense was lower due to reduced operating
results in 2009 as compared to 2008.
Stock-based compensation increased $94,000 over 2008. The stock-based compensation expense represents
amortization of restricted stock awards granted to employees and the annual stock grant made to non-employee
directors. Please read Note 1 to the Consolidated Financial Statements on page F-17 for additional information.
General and administrative expenses decreased 10.0%, or $1 per worksite employee per month, due to various
cost-saving initiatives implemented in 2009, including reductions in travel, overnight postage, repairs and
maintenance, training and printing.
Commissions expense decreased 6.8%, but remained flat on a per worksite employee per month basis compared
to 2008.
Advertising costs decreased 9.4%, or $1 per worksite employee per month compared to 2008, due to cost-
saving efforts in 2009 as well as lower advertising rates.
Depreciation and amortization expense increased 6.6%, or $2 per worksite employee per month compared to the
2008 period, due primarily to depreciation associated with investments in computer software in the latter half of
2008.
Other Income
Other income decreased to $1.6 million in 2009 compared to $7.0 million in 2008, due to the significant
decline in interest rates.
Income Tax Expense
During 2009 we incurred federal and state income tax expense of $12.1 million on pre-tax income of $28.6
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 slightly by tax-exempt interest income. Our effective income tax rate was
42.1% in the 2009 period compared to 36.4% in the 2008 period, due to increases in state income taxes and non-
deductible items, and a decline in tax-exempt interest income.
- 32 -
Net Income
Net income for 2009 was $16.6 million, or $0.66 per diluted share, compared to $45.8 million, or $1.79 per
diluted share in 2008. On a per worksite employee per month basis, net income was $13 in 2009 compared to $33 in
2008.
Results of Operations
Year Ended December 31, 2008 Compared to Year Ended December 31, 2007.
The following table presents certain information related to the Company’s results of operations for the
years ended December 31, 2008 and 2007.
Revenues (gross billings of $10.372 billion and $9.437
billion, less worksite employee payroll cost of $8.648
billion and $7.867 billion, respectively .............................
Gross profit ...........................................................................
Operating expenses ...............................................................
Operating income .................................................................
Other income ........................................................................
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 per worksite employee per month .....................
_______________
Year ended December 31,
2007
2008
% Change
(in thousands, except per share and statistical data)
$ 1,724,434
343,739
278,757
64,982
7,035
45,780
1.79
$
116,957
1,229
245
199
46
33
$ 1,569,977
305,922
243,708
62,214
11,225
47,492
1.74
$
110,291
1,186
231
184
47
36
9.8%
12.4%
14.4%
4.4%
(37.3)%
(3.6)%
2.9%
6.0%
3.6%
6.1%
8.2%
(2.1)%
(8.3)%
(1) Gross billings of $7,391 and $7,130 per worksite employee per month less payroll cost of $6,162 and $5,944 per
worksite employee per month, respectively.
Revenues
Our revenues, which represent gross billings net of worksite employee payroll cost, increased 9.8% over
2007 due to a 6.0% increase in the average number of worksite employees paid per month and a 3.6%, or $43,
increase in revenues per worksite employee per month. The 3.6% increase in revenues per worksite employee per
month was due primarily to increases in the benefits pricing and payroll tax components related to our direct costs.
- 33 -
By region, our revenue change over 2007 and revenue distribution for years ended December 31, 2008 and
2007 were as follows:
2008
Year ended December 31,
2007
(in thousands)
% Change
Year ended December 31,
2008
2007
(% of total revenues)
Northeast...............................
Southeast...............................
Central ..................................
Southwest .............................
West......................................
Other revenue .......................
Total revenue ........................
$
363,268
183,091
249,145
569,655
345,736
1,710,895
13,539
$ 1,724,434
$
311,468
166,115
220,728
533,893
325,613
1,557,817
12,160
$ 1,569,977
16.6%
10.2%
12.9%
6.7%
6.2%
9.8%
11.3%
9.8%
21.2%
10.7%
14.6%
33.3%
20.2%
100.0%
20.0%
10.7%
14.2%
34.2%
20.9%
100.0%
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 the first nine months of 2008,
our unit growth rate over 2007 was 7.2%. During the fourth quarter of 2008, our growth rate slowed to 2.9% as the
net change in existing clients and client retention declined as compared to the fourth quarter of 2007. The net result
was a 6.0% increase in number of worksite employees paid in 2008 as compared to 2007.
The decline in U.S. economic activity and associated reductions in employment levels in the latter half of
2008 has impacted the Company’s small business customer base and target market. In January 2009, the
Company’s number of paid worksite employees declined 4.4% from the fourth quarter of 2008 to 113,571, as the net
employee reductions within the existing client base and number of client terminations exceeded new client sales.
Gross Profit
Gross profit increased 12.4% to $343.7 million compared to 2007. The average gross profit per worksite
employee increased 6.1% to $245 per month in 2008 versus $231 in 2007. 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 3.6%, our direct costs, which primarily
include payroll taxes, benefits and workers’ compensation expenses, increased 3.0% to $984 per worksite employee
per month in 2008 versus $955 in 2007. The primary direct cost components changed as follows:
Benefits costs – The cost of group health insurance and related employee benefits increased $15 per worksite
employee per month, or 2.5% on a per covered employee basis, compared to 2007. The 2008 benefits costs
reflect the impact of costs saving associated with plan design changes implemented on January 1, 2008. The
percentage of worksite employees covered under our health insurance plan was 73.5% in 2008 versus 73.2% in
2007. Please read ―—Critical Accounting Policies and Estimates – Benefits Costs‖ on page 25 for a discussion
of our accounting for health insurance costs.
Workers’ compensation costs – Workers’ compensation costs increased $8 per worksite employee per month
compared to 2007. As a percentage of non-bonus payroll cost, workers’ compensation costs increased to 0.63%
in 2008 from 0.51% in 2007. During 2008, the Company recorded reductions in workers’ compensation costs
of $9.8 million, or 0.13% of non-bonus payroll costs, for changes in estimated losses related to prior reporting
periods, compared to $19.6 million, or 0.28% of non-bonus payroll costs in 2007. Please read ―—Critical
Accounting Policies and Estimates – Workers’ Compensation Costs‖ on page 26 for a discussion of our
accounting for workers’ compensation costs.
Payroll tax costs – Payroll taxes increased $8 per worksite employee per month compared to 2007, due to a
3.7% increase in average payroll cost per worksite employee per month. Payroll taxes as a percentage of
payroll cost decreased from 7.06% in 2007 to 6.94% in 2008, due to higher average payroll and lower state
unemployment tax rates in 2008.
- 34 -
Operating Expenses
The following table presents certain information related to our operating expenses for the years ended
December 31, 2008 and 2007.
Year ended December 31,
2008
2007 % Change
(in thousands)
Year ended December 31,
2008
2007 % Change
(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
$ 153,538
9,970
69,348
12,665
17,666
15,570
$ 278,757
$ 131,648
7,513
62,453
11,795
14,143
16,156
$ 243,708
16.6%
32.7%
11.0%
7.4%
24.9%
(3.6)%
14.4%
$
$
110
7
49
9
13
11
199
$
$
99
6
47
9
11
12
184
11.1%
16.7%
4.3%
–
18.2%
(8.3)%
8.2%
Operating expenses increased 14.4% to $278.8 million. Operating expenses per worksite employee per
month increased 8.2% to $199 in 2008 versus $184 in 2007. The components of operating expenses changed as
follows:
Salaries, wages and payroll taxes of corporate and sales staff increased 16.6%, or $11, per worksite employee
per month compared to 2007. During 2008, the number of corporate employees increased 11.7%, including a
15.9% increase in sales representatives. The average pay for corporate employees increased 5.3% as compared
to 2007.
Stock-based compensation increased $1 per worksite employee per month. Stock-based compensation expense
represents the vesting of restricted stock awards and the annual stock grant made to non-employee directors.
Please read Note 1 to the Consolidated Financial Statements on page F-17 for additional information.
General and administrative expenses increased 11.0%, or $2 per worksite employee per month, due primarily
to: (i) consulting fees associated with the HRTools.com software development and enhancement initiatives; (ii)
expenses associated with the opening and relocating of sales offices; and (iii) increased travel expenses.
Commissions expense increased 7.4%, but remained flat on a per worksite employee per month basis compared
to 2007.
Advertising costs increased 24.9%, or $2 per worksite employee per month compared to 2007, due to an
increase in business promotions and sponsorships designed to increase lead generation activity.
Depreciation and amortization expense decreased 3.6%, or $1 per worksite employee per month. During 2007,
a $1.2 million impairment charge related to software associated with the 2005 acquisition of HRTools.com was
included in depreciation and amortization.
Other Income
Other income decreased to $7.0 million in 2008 compared to $11.2 million in 2007, due to the significant
decline in interest rates and a shift to more conservative investments due to deteriorating market conditions.
Income Tax Expense
During 2008 we incurred federal and state income tax expense of $26.2 million on pre-tax income of $72.0
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 36.4% in the
2008 period compared to 35.3% in the 2007 period, due to a decline in tax-exempt interest income associated with the
decision to shift our current investment holdings from municipal bond funds into more liquid investment funds.
- 35 -
Net Income
Net income for 2008 was $45.8 million, or $1.79 per diluted share, compared to $47.5 million, or $1.74 per
diluted share in 2007. On a per worksite employee per month basis, net income decreased 8.3% to $33 in 2008 from
$36 in 2007.
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 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,
2008
(in thousands, except per worksite employee)
% Change
2009
GAAP to non-GAAP reconciliation:
Payroll cost (GAAP)
Less: bonus payroll cost
Non-Bonus payroll cost
$ 8,202,743
750,351
$ 7,452,392
$ 8,647,774
809,474
$ 7,838,300
Payroll cost per worksite employee (GAAP)
$
6,286
$
6,162
Less: Bonus payroll cost per worksite employee
Non-bonus payroll cost per worksite employee $
575
5,711
$
577
5,585
(5.1)%
(7.3)%
(4.9)%
2.0%
(0.3)%
2.3%
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-
term liquidity requirements, which are primarily the payment of direct and operating expenses, we rely primarily on
cash from operations. Longer-term projects may be financed with debt or equity. 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 $233.1 million in cash and cash equivalents and marketable securities at December 31, 2009, of
which approximately $115.4 million was payable in early January 2010 for withheld federal and state income taxes,
employment taxes and other payroll deductions, and $13.1 million in customer prepayments that were payable in
January 2010. At December 31, 2009, we had working capital of $127.6 million compared to $98.4 million at
December 31, 2008. We currently believe that our cash on hand, marketable securities and cash flows from
operations will be adequate to meet our liquidity requirements for 2010. 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.
- 36 -
Cash Flows from Operating Activities
Our cash flows from operating activities in 2009 were $831,000. 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 client 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 and
at month-end; therefore, operating cash flows decrease in the reporting periods that end on a Friday. In the
year ended December 31, 2009, which ended on a Thursday, client prepayments were $13.1 million and
accrued worksite employee payroll was $93.1 million. In the year ended December 31, 2008, which ended
on a Wednesday, client prepayments were $49.3 million and accrued worksite employee payroll was
$130.0 million.
Workers’ compensation plan funding – Under our workers’ compensation insurance arrangements, we
make monthly payments to the carriers 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 agreements with the
carriers, and are based primarily on anticipated worksite employee payroll levels and workers’
compensation loss rates during the policy year. Changes in payroll levels from those that were anticipated
in the arrangements can result in changes in the amount of the cash payments, which will impact our
reporting of operating cash flows. Our claim funds paid, based upon anticipated worksite employee payroll
levels and workers’ compensation loss rates, were $43.4 million in 2009 and $45.4 million in 2008.
However, our estimates of workers’ compensation loss costs were $33.3 million and $34.7 million in 2009
and 2008, respectively. During 2009 and 2008, we received $17.0 million and $19.8 million, respectively,
for the return of excess claim funds related to the workers’ compensation program, which resulted in an
increase to working capital.
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,
premiums paid and owed to United have exceeded Plan Costs, resulting in a $16.7 million surplus, $7.7
million of which is reflected as a current asset, and $9.0 million of which is reflected as a long-term asset
on our Consolidated Balance Sheets at December 31, 2009. The premiums and taxes owed to United at
December 31, 2009, were $3.4 million, which is included in accrued health insurance costs, a current
liability, on our Consolidated Balance Sheet.
Operating results – Our net income has a significant impact on our operating cash flows. Our net income
decreased 63.8% to $16.6 million in 2009 from $45.8 million in 2008. Please read “Results of Operations
– Year Ended December 31, 2009 Compared to Year Ended December 31, 2008” on page 30.
Cash Flows Used in Investing Activities
Our cash flows used in investing activities were $14.5 million during 2009. We invested $8.0 million in
capital expenditures, including $5.4 million in computer hardware and software and $2.6 million in facility
improvements. In addition, we invested $6.0 million in marketable securities.
Cash Flows Used in Financing Activities
Our cash flows used in financing activities were $11.4 million during 2009, primarily due to $13.3 million
in dividends paid.
- 37 -
Contractual Obligations and Commercial Commitments
The following table summarizes our contractual obligations and commercial commitments as of December
31, 2009, and the effect they are expected to have on our liquidity and capital resources (in thousands):
Contractual obligations:
Total
Less than
1 Year
1-3 Years
3-5 Years
More than
5 Years
Non-cancelable operating leases
Purchase obligations (1)
Other long-term liabilities:
Accrued workers’
compensation claim costs(2)
Total contractual cash obligations
$ 53,687
9,483
$ 13,455
6,463
$ 22,160
2,218
$ 13,183
802
$ 4,889
—
88,450
$ 151,620
34,432
$ 54,350
23,709
$ 48,087
21,111
$ 35,096
9,198
$ 14,087
(1) The table includes purchase obligations associated with non-cancelable contracts individually greater than
(2)
$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.
Factors That May Affect Future Results and the Market Price of Common Stock
Economic Conditions may Continue to Adversely Affect our Industry, Business and Results of
Operations
During the past year, the United States economy has experienced negative economic conditions. The future
economic environment may continue to be less favorable than previous years. In addition, disruptions in national
and international credit markets have lead to a scarcity of credit, tighter lending standards and higher interest rates
on business loans. A prolonged economic downturn or a continuing scarcity of credit could adversely affect the
financial condition and levels of business activity of our clients. Recent economic conditions have had, and may
continue to have, a corresponding negative impact on our operating results as some of our clients may suffer
business failures, and others may react to worsening conditions by reducing their employee headcount, lowering
their wage and bonus levels, lowering their spending on other human resources benefits and services or determining
not to outsource those services to us. In addition, economic conditions may impair our ability to attract new clients.
These circumstances have impacted our 2009 results. If they remain in effect for an extended period of time, there
could be a material adverse effect on our future financial results.
The decline in U.S. economic activity and associated reductions in employment levels in 2009 and the
latter half of 2008 has impacted the Company’s small business customer base and target market. We averaged
108,736 paid worksite employees per month in 2009, a 7.0% decline compared to 2008. We expect the number of
paid worksite employees to decline to a range of 102,500 to 103,000 in the first quarter of 2010.
We Assume Liability for Worksite Employee Payroll, Payroll Taxes and Benefits Costs and are
Responsible for their Payment Regardless of the Amount Billed to or Paid by our Clients
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:
- 38 -
payment of the salaries and wages for work performed by worksite employees, regardless of
whether the client timely pays us the associated service fee;
withholding and payment of federal and state payroll taxes with respect to wages and salaries
reported by Administaff; 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 or Inability to Secure Replacement Contracts on Competitive
Terms could have a Material Adverse Effect on our Financial Condition or Results of Operations
Maintaining health insurance plans that cover worksite employees is a significant part of our business. Our
primary health insurance contract expires on December 31, 2010, subject to cancellation by either party upon 180
days notice. In the event we are unable to secure replacement contracts on competitive terms, significant disruption
to our business could occur.
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.
Claim activity levels are impacted by a number of factors, including, but not limited to, macro-economic changes,
proposed and enacted regulatory changes and medical outbreaks. 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 25.
Health Care Reform Could Affect the Company’s Health Insurance Plan
President Obama has stated that health care reform is a top legislative priority and that one of his highest
goals is to enact health care reform legislation. Congress is currently considering sweeping health care reform
legislation, with various proposals pending in both the House and the Senate. Accordingly, there is ongoing debate
and uncertainty concerning the details and timing of such reform, how it will be funded, and whether reform
legislation will ultimately pass and become law. We do not believe that any of the current legislative proposals
under consideration would expressly eliminate our ability to provide a health insurance plan as a co-employer of
worksite employees. However, given the uncertain nature of the legislative process, we are unable to determine the
impact such reform would have on our operations, if enacted.
Extension of COBRA Continuation Coverage Could Adversely Affect Total Health Care Plan Costs
The American Recovery and Reinvestment Act of 2009 (―ARRA‖), as amended on December 19, 2009 by
the Department of Defense Appropriations Act for Fiscal Year 2010, provides a 65% subsidy for COBRA
continuation coverage premiums for up to fifteen months for employees who are involuntarily terminated during
the period from September 1, 2008 through February 28, 2010. Under ARRA, Administaff pays the 65% subsidy
and then is reimbursed by the federal government through a credit against payroll taxes. The remaining 35% is paid
by individual participants electing COBRA. Plan Costs include the net difference between the premiums collected
and the associated cost of any COBRA claims. Historically, the net cost of COBRA claims per enrollee has been
approximately double the cost of a non-COBRA enrollee. The subsidy of COBRA premiums mandated by ARRA,
coupled with the severe economic environment, has contributed to an increase in the number of individuals electing
COBRA coverage, from 3.8% of participants in the United Plan in the second quarter of 2008 to 7.2% in the fourth
quarter of 2009. The increased number of COBRA participants has resulted in an increase in claim activity levels,
resulting in higher benefits costs incurred and decreased profitability in 2009. Depending on the number of
participants electing COBRA and the resulting claim activity levels, COBRA-related claims have the potential to
- 39 -
increase total Plan Costs in future periods as well. 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 results of operations. The end
date for the ARRA subsidy is currently May 2011; however, it has been extended once and may be extended again.
Increases in Workers’ Compensation Costs or Inability to Secure Replacement Coverage on Competitive
Terms could Lead to a Significant Disruption to our Business
Our workers’ compensation coverage (the ―ACE Program‖) is currently provided through member
insurance companies of ACE American Insurance Company (―ACE‖). Under our arrangement with ACE, we bear
the economic burden for the first $1 million layer of claims per occurrence. ACE bears the economic burden for all
claims in excess of such first $1 million layer. The ACE Program is a fully insured policy whereby ACE 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 ACE, 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.
Workers’ compensation costs are a significant portion of our direct costs. If we were to experience a
sudden and unexpected large increase in the number or severity of claims, our workers’ compensation costs could
increase, which could have a material adverse effect on our results of operations or financial condition.
The current workers’ compensation coverage with ACE expires on September 30, 2010. In the event we
are unable to secure replacement coverage on competitive terms, significant disruption to our business could occur.
Our Captive Insurance Subsidiary Tax Status could be Challenged Resulting in an Acceleration of
Income Tax Payments
In conjunction with the formation of the current workers’ compensation program in 2003, 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.
Our Ability to Adjust and Collect Service Fees for Increases in Unemployment Tax Rates may be
Limited
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, some states have the ability under law to increase unemployment tax rates retroactively to cover
deficiencies in the unemployment fund. Generally, our contractual agreements allow us to incorporate such
increases into our service fees upon the effective date of the rate change. However, our ability to fully adjust service
fees in our billing systems and collect such increases over the remaining term of the customers’ contracts could be
limited, resulting in a potential tax increase not being fully recovered. As a result, such increases could have a
material adverse effect on our financial condition or results of operations.
Our Contracts may be Cancelled on Short Notice. Our Inability to Renew Client Contracts or Attract
New Clients could Materially and Adversely Affect our Financial Conditions and Results of Operations
Our standard CSA can generally be cancelled by us or the client with 30 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 24% in 2009. There can be no assurance that the number of
contract cancellations will continue at these levels or increase in the future due to various factors, including but not
limited to, economic conditions in the markets we operate.
- 40 -
Established Competitors and New Market Entrants may have Greater Resources that Give Them
Competitive Advantage over Us
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 TriNet and 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 large business services 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 we have may enter the PEO market, possibly including large ―fee for service‖ companies
currently providing a more limited range of services.
We may be Subject to 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 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.
We maintain certain general insurance coverages (including coverages for our clients) to manage certain
exposure for various employee-related 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.
Because we act as a co-employer, we may be subject to liability for violations of various employment and
discrimination 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 to the extent that such liabilities are not covered or insured against under our insurance policies. In
addition, worksite employees may be deemed to be our agents, which may subject us to liability for the actions of
such worksite employees.
Changes in Federal, State and Local Regulation or our Inability to Obtain Licenses under New
Regulatory Frameworks could have a Material Adverse Effect on our Results of Operations or Financial
Condition
As a major employer, our operations are affected by numerous federal, state and local laws and regulations
relating to labor, tax, benefit, insurance 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 new or existing federal or state laws to the PEO
relationship with our worksite employees and client companies could have a material adverse effect on our results of
operations or financial condition.
The United States Congress is currently considering various legislative proposals which are intended to
stimulate job growth. Certain of those proposals provide for job creation tax credits to eligible businesses. There is
uncertainty as to the details and timing of such legislation, which businesses could be eligible, how it will be funded,
and whether it will pass and become law. In the event the proposed legislation is enacted, it is possible that the
eligibility of clients of professional employer organizations to receive such tax credits may not be addressed or may
be unclear. A lack of certainty over whether our clients and prospects remain eligible for such tax credits could have
an adverse impact on our business. Given the uncertain nature of the legislative process, the Company is unable to
determine the impact the proposed legislation would have on our operations, if enacted.
- 41 -
While many states do not explicitly regulate PEOs, 34 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 makes our Results of Operations Vulnerable to Economic Factors
Our Houston, Texas (including Houston), and California markets accounted for approximately 14%, 29%
and 16%, respectively, of our worksite employees for the year ended December 31, 2009. Accordingly, while we
have a goal of expanding in our current markets and into new markets, for the foreseeable future, a significant
portion of our revenues may be subject to economic factors specific to Texas and California.
A Determination that a Client is Liable for Employment Taxes not Paid by a PEO may Discourage
Clients from Contracting with us in the Future
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 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.
Potential Disclosure of Sensitive or Private Information could Damage our Reputation and Impact our
Operating Results
Unauthorized access or unintentional disclosure of personal information could damage our reputation and
operating results. While we strive to comply with all applicable data protection laws and regulations, and maintain
stringent privacy and security policies and procedures, any failure or perceived failure to adequately protect
sensitive information may result in negative publicity and / or proceedings or actions against us by government
entities or others, which could potentially have an adverse affect on our business.
Forty-five states and the District of Columbia have enacted notification rules concerning privacy and data
protection. It is possible that these laws may be interpreted and applied in a manner that is inconsistent with our
data practices. If so, in addition to the possibility of fines, this could result in an order requiring that we change our
data practices, which could have a material effect on our business. Complying with these various laws could cause
us to incur substantial costs or require us to change our business practices in a manner adverse to our business.
The Failure of our Insurance Carriers could have a Material Adverse Effect on Us
Administaff contracts with various insurance carriers to provide certain insurance coverages as a part of our
Personnel Management System, which includes health insurance, workers’ compensation insurance and employment
practices liability insurance. In addition, Administaff obtains insurance coverage for various commercial risks in our
- 42 -
business such as property insurance, errors and omissions insurance, general liability insurance, fiduciary liability
insurance, automobile liability insurance, and directors’ and officers’ liability insurance. The failure of any
insurance carrier providing such coverage could leave Administaff exposed to uninsured risk and could have a
material adverse effect upon Administaff.
During the third quarter of 2008, it was publicly reported that American International Group, Inc. (―AIG
Parent‖) experienced significant financial difficulties, and the United States Federal Reserve (―Federal Reserve‖)
approved emergency financial assistance to AIG Parent. AIG Parent received additional financial assistance from
the Federal Reserve in 2009. Selected member insurance companies of AIG Parent (the ―Selected Member
Carriers‖) provide employment practices liability (―EPL‖) insurance to Administaff and our clients, and also remain
as the carriers for all workers’ compensation claim activity incurred between September 1, 2003 and September 30,
2007. As of December 31, 2009, AIG held funds of $27.3 million, which is included in restricted cash and deposits
on the Company’s Consolidated Balance Sheet, to pay remaining claims under the AIG workers’ compensation
program. Although AIG Parent has publicly stated that its Selected Member Carriers remain well-capitalized and
financially secure, in the event that the Selected Member Carriers fail and are placed into receivership or a similar
proceeding, the claim funds held by AIG would not necessarily be used to pay the Company’s remaining workers’
compensation claims. Instead, the claims could be paid by guaranty associations that have been established by most
states, many of which could in turn attempt to return the liability for such claims to Administaff. Moreover, in the
event of a failure of the carrier providing the EPL insurance, Administaff may be responsible for the payment of any
such claims. Any such events could have a material adverse effect on Administaff’s financial condition and results
of operations.
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 receivership or
a similar proceeding, most states have established guaranty funds to pay remaining claims. However, the guaranty
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 Insurance Company
(―Reliance‖), was placed into liquidation 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, we have no similar insurance coverage for the Kemper claims. 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.
For additional information about our workers’ compensation insurance, please read ―Management’s
Discussion and Analysis of Financial Condition and Results of Operations ─ Critical Accounting Policies and
Estimates ─ Workers’ Compensation Costs‖ on page 26.
New and Higher State and Municipal Taxes could have a Material and Adverse Impact on our
Financial Condition and Results of Operations
Many states and municipalities in which the Company operates have experienced economic slowdowns.
This decline in economic activity has resulted in reductions of tax revenues and corresponding budget deficits. In
response to the budget shortfalls, many states and municipalities have increased or enacted new taxes on businesses
operating within their tax jurisdiction, including but not limited to, business activity taxes and income taxes. In
addition, many states and municipalities have increased their audit activity in an effort to identify additional tax
revenues. New tax assessments on the Company’s operations could result in increased costs. The Company’s
ability to adjust its service fees and incorporate additional tax assessments into its billing system could be limited.
As a result, such higher taxes could have a material adverse impact on our financial condition or results of
operations.
- 43 -
Failure to Integrate and/or Realize the Expected Return on Acquisitions could have a Material and
Adverse Impact on our Financial Condition and Results of Operations
Periodically, we make strategic long-term decisions to invest in and/or acquire new companies, business
units or assets. We may have difficulty integrating the operations into our business model in a timely or efficient
manner, which could reduce or eliminate the expected synergies and return on investment. In addition, based on
market conditions or changes in operating plans, the fair value of our investments could decline, requiring us to
record an impairment charge for all or a portion of the investment. Failure to successfully integrate or the
occurrence of impairment could have a material adverse effect on our financial condition or operating results.
ITEM 7A. QUANTITATIVE AND QUALITATIVE 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 investment policy is designed to minimize after-tax interest income while preserving our principal
investment. As a result, our marketable securities consist of tax-exempt short and intermediate-term debt securities.
The following table presents information about our available-for-sale marketable securities as of December
31, 2009 (dollars in thousands):
Principal
Maturities
Coupon
Interest Rate
Effective
Yield
2010
2011
2012
2013
2014
Thereafter
Total
Fair Market Value
$
$
$
2,175
2,500
1,000
—
—
—
5,675
6,037
6.2%
5.9%
5.0%
—
—
—
5.9%
0.4%
0.8%
1.5%
—
—
—
0.8%
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.
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
- 44 -
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, 2009.
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, 2009. Ernst & Young, LLP, our independent registered public accounting firm,
also attested to our internal control over financial reporting. Management’s report and the independent registered
public accounting firm’s attestation report are included in our 2009 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, 2009 that has materially affected, or is reasonably likely to materially affect, our
internal controls over financial reporting.
ITEM 9B. OTHER INFORMATION.
None.
- 45 -
PART III
ITEM 10. DIRECTORS, 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 2013 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 303A.10 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. 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.
- 46 -
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 Amended and Restated Bylaws of Administaff, Inc. dated November 13, 2007
(incorporated by reference to Exhibit 3.1 to the Registrant’s Current Report on Form 8-K
filed on November 16, 2007).
3.3 Certificate of Designation of Series A Junior Participating Preferred Stock setting forth
the terms of the Preferred Stock (included as Exhibit A to the Rights Agreement).
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 November 13, 2007 between Administaff, Inc. and Mellon
Investor Services, LLC, as Rights Agent (the ―Rights Agreement‖) (incorporated by
reference to Exhibit 4.1 to the Registrant’s Current Report on Form 8-K filed on
November 16, 2007).
Form of Rights Certificate (included as Exhibit B to the Rights Agreement).
10.1† Administaff, Inc. 1997 Incentive Plan (incorporated by reference to Exhibit 99.1 to the
4.3
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, as amended and restated (incorporated by
reference to Appendix A to the Registrant’s definitive proxy statement on Schedule 14A
filed on March 18, 2009 (No. 1-13998)).
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).
- 47 -
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 Administaff, Inc. 2008 Employee Stock Purchase Plan (incorporated by reference to
Exhibit 10.1 to the Registrant’s Registration Statement on Form S-8 (No. 333-151275)).
10.21(+) 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).
10.22(+) 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).
10.23(+) 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).
10.24(+) Amendment to Various Agreements between United Healthcare Insurance Company and
Administaff of Texas, Inc. (incorporated by reference to Exhibit 10.1 to the Registrant’s
Form 10-Q for the quarter ended June 30, 2005).
10.25 Houston Service Center Operating Lease Amendment (incorporated by reference to
Exhibit 10.27 to the Registrant’s Form 10-K for the year ended December 31, 2004).
10.26(+) Letter Agreement dated April 21, 2007, between Administaff of Texas, Inc. and
UnitedHealthcare Insurance Company (incorporated by reference to Exhibit 10.1 to the
Registrant’s Form 10-Q for the quarter ended June 30, 2007).
10.27(+) Amendment to Minimum Premium Financial Agreement, as amended and restated
effective January 1, 2005, by and between Administaff of Texas, Inc., and
UnitedHealthcare Insurance Company (incorporated by reference to Exhibit 10.2 to the
Registrant’s Form 10-Q for the quarter ended June 30, 2007).
- 48 -
10.28(+) Amendment to Minimum Premium Administrative Services Agreement, as
amended and restated effective January 1, 2005, by and between Administaff
of Texas, Inc., and UnitedHealthcare Insurance Company (incorporated by
reference to Exhibit 10.3 to the Registrant’s Form 10-Q for the quarter ended
June 30, 2007).
21.1* Subsidiaries of Administaff, Inc.
23.1* Consent of Independent Registered Public Accounting Firm.
24.1* Powers of Attorney.
31.1* Certification of Chief Executive Officer pursuant to Section 302 of the Sarbanes-Oxley
Act of 2002.
31.2* Certification of Chief Financial Officer pursuant to Section 302 of the Sarbanes-Oxley
Act of 2002.
32.1* 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.
Confidential treatment has been requested for this exhibit and confidential portions have
been filed with the Securities and Exchange Commission.
- 49 -
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
11, 2010.
ADMINISTAFF, INC.
By: /s/ Douglas S. Sharp
Douglas S. Sharp
Senior 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 11, 2010:
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/ Daniel D. Herink
Daniel D. Herink, attorney-in-fact
- 50 -
Title
Chairman of the Board, Chief Executive Officer
and Director
(Principal Executive Officer)
President and Director
Senior Vice President, Finance
Chief Financial Officer and Treasurer
(Principal Financial Officer)
Director
Director
Director
Director
Director
Director
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, 2009 and 2008 ............................................................................ F-5
Consolidated Statements of Operations for the years ended
December 31, 2009, 2008 and 2007 ...................................................................................................................... F-7
Consolidated Statements of Stockholders’ Equity for the years ended
December 31, 2009, 2008 and 2007 ...................................................................................................................... F-8
Consolidated Statements of Cash Flows for the years ended
December 31, 2009, 2008 and 2007 .................................................................................................................... F-10
Notes to Consolidated Financial Statements ............................................................................................................ F-12
F-1
THIS PAGE INTENTIONALLY LEFT BLANK
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, 2009 and
2008, and the related Consolidated Statements of Operations, Stockholders’ Equity and Cash Flows for each of the
three years in the period ended December 31, 2009. 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, 2009 and 2008, and the consolidated results of
its operations and its cash flows for each of the three years in the period ended December 31, 2009, in conformity
with U.S. generally accepted accounting principles.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United
States), Administaff, Inc.’s internal control over financial reporting as of December 31, 2009, 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 11, 2010 expressed an unqualified opinion thereon.
/s/Ernst & Young LLP
Houston, Texas
February 11, 2010
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, 2009
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, 2009 have issued
an attestation report on management’s assessment of the effectiveness 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, 2009, 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
Senior Vice President of 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 Administaff, Inc.’s internal control over financial reporting as of December 31, 2009, 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 included in the accompanying Management’s Report on Internal Control. Our
responsibility is to express an opinion on 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, assessing the risk that a material weakness
exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk,
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, Administaff, Inc. maintained, in all material respects, effective internal control over financial
reporting as of December 31, 2009, 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, 2009 and 2008, and the related
Consolidated Statements of Operations, Stockholders’ Equity, and Cash Flows for each of the three years in the
period ended December 31, 2009 of Administaff, Inc. and our report dated February 11, 2010 expressed an
unqualified opinion thereon.
/s/Ernst & Young LLP
Houston, Texas
February 11, 2010
F-4
ADMINISTAFF, INC.
CONSOLIDATED BALANCE SHEETS
(in thousands)
ASSETS
December 31,
2009
December 31,
2008
Current assets:
Cash and cash equivalents ............................................................
Restricted cash .............................................................................
Marketable securities ...................................................................
$
Accounts receivable, net:
Trade ....................................................................................
Unbilled ................................................................................
Other .....................................................................................
Prepaid insurance .........................................................................
Other current assets ......................................................................
Income taxes receivable ...............................................................
Deferred income taxes .................................................................
Total current assets ...............................................................
Property and equipment:
Land .............................................................................................
Buildings and improvements .......................................................
Computer hardware and software ................................................
Software development costs ........................................................
Furniture and fixtures ..................................................................
Aircraft ........................................................................................
Accumulated depreciation and amortization .......................................
Total property and equipment, net ........................................
Other assets:
Prepaid health insurance ..............................................................
Deposits – health insurance..........................................................
Deposits – workers’ compensation ..............................................
Goodwill and other intangible assets, net .....................................
Other assets ..................................................................................
Total other assets ..................................................................
Total assets .......................................................................
$
227,085
36,436
6,037
2,899
106,601
13,092
14,484
6,317
2,692
2,578
418,221
3,260
64,692
65,980
25,372
35,499
31,524
226,327
(145,153)
81,174
9,000
2,785
55,744
8,487
1,059
77,075
576,470
$
252,190
36,466
225
4,908
116,173
4,012
28,911
6,735
—
—
449,620
3,260
63,016
67,198
23,162
35,307
31,548
223,491
(134,152)
89,339
9,000
2,585
56,435
8,595
1,266
77,881
616,840
$
F-5
ADMINISTAFF, INC.
CONSOLIDATED BALANCE SHEETS (Continued)
(in thousands)
LIABILITIES AND STOCKHOLDERS’ EQUITY
December 31,
2009
December 31,
2008
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 ..................................................................
Income tax payable .........................................................................
Deferred income taxes ....................................................................
Total current liabilities .............................................................
Noncurrent liabilities:
Accrued workers’ compensation costs ............................................
Deferred income taxes ....................................................................
Total noncurrent liabilities .......................................................
$
1,857
127,597
93,138
6,374
37,049
16,178
8,401
—
—
290,594
52,014
10,702
62,716
$
3,007
123,666
129,954
14,715
38,028
25,692
10,032
4,157
1,956
351,207
46,589
10,565
57,154
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, 2009 and 2008 .............
Additional paid-in capital ...............................................................
Treasury stock, at cost – 5,226 and 4,622 shares at December 31,
2009 and 2008, respectively ........................................................
Accumulated other comprehensive income, net of tax ...................
Retained earnings ...........................................................................
Total stockholders’ equity .......................................................
Total liabilities and stockholders’ equity ..............................
—
—
309
138,551
(135,712)
3
220,009
223,160
576,470
$
309
139,415
(147,952)
—
216,707
208,479
616,840
$
See accompanying notes.
F-6
ADMINISTAFF, INC.
CONSOLIDATED STATEMENTS OF OPERATIONS
(in thousands, except per share amounts)
Year ended December 31,
2009
2008
2007
Revenues (gross billings of $9.856 billion, $10.372
billion and $9.437 billion, less worksite employee
payroll cost of $8.203 billion, $8.648 billion and
$7.867 billion, respectively) ...........................................
$ 1,653,096
Direct costs:
Payroll taxes, benefits and workers’
$
1,724,434
$
1,569,977
compensation costs ......................................................
Gross profit ........................................................................
1,365,129
287,967
1,380,695
343,739
1,264,055
305,922
Operating expenses:
Salaries, wages and payroll taxes ....................................
Stock-based compensation ..............................................
General and administrative expenses ..............................
Commissions ...................................................................
Advertising .....................................................................
Depreciation and amortization ........................................
Operating income ...............................................................
144,086
10,064
62,381
11,800
16,011
16,592
260,934
27,033
Other income:
Interest income ...............................................................
1,616
Income before income tax expense ....................................
28,649
Income tax expense ............................................................
12,075
Net income ......................................................................... $
16,574
Basic net income per share of common stock .................... $
Diluted net income per share of common stock ................. $
0.67
0.66
$
$
$
153,538
9,970
69,348
12,665
17,666
15,570
278,757
64,982
7,035
72,017
26,237
45,780
1.81
1.79
$
$
$
131,648
7,513
62,453
11,795
14,143
16,156
243,708
62,214
11,225
73,439
25,947
47,492
1.78
1.74
See accompanying notes.
F-7
ADMINISTAFF, INC.
CONSOLIDATED STATEMENTS OF STOCKHOLDERS’ EQUITY
(in thousands)
Common Stock
Issued
Shares Amount
Additional
Paid-In
Capital
Treasury
Stock
Accumulated
Other
Comprehensive
Income (Loss)
Retained
Earnings
Total
30,839
$ 309
$ 135,942
$
(55,405)
$
(131)
$ 147,730
$ 228,445
―
―
―
―
―
(2,618)
(80,521)
6,554
―
―
2,936
—
―
—
—
―
—
2,124
256
—
―
―
―
—
30,839
―
―
―
—
$ 309
―
―
―
—
$ 138,640
—
5,389
383
—
―
―
―
—
$ (123,600)
$
―
―
―
―
―
(2,415)
(38,082)
5,606
―
―
821
—
―
—
—
―
—
2,352
17
—
―
―
—
30,839
―
―
—
$ 309
―
―
—
$ 139,415
—
7,601
523
—
―
―
—
$ (147,952)
$
―
―
―
―
―
―
―
―
(80,521)
3,936
―
2,936
—
―
(11,901)
7,513
639
(11,901)
(129)
265
―
―
5
―
―
47,492
―
$ 183,321
(129)
265
47,492
47,628
$ 198,675
―
―
―
―
―
―
―
―
―
(38,082)
3,191
821
17
―
(12,411)
9,970
540
(12,411)
(5)
―
―
―
―
45,780
―
$ 216,707
(5)
45,780
45,775
$ 208,479
Balance at December 31, 2006
Purchase of treasury stock,
at cost
Exercise of stock options
Income tax benefit from
stock-based compensation,
net
Stock-based compensation
expense
Other
Dividends paid
Change in unrealized loss on
marketable securities, net
of tax:
Unrealized loss
Unrealized gain
Net income
Comprehensive income
Balance at December 31, 2007
Purchase of treasury stock,
at cost
Exercise of stock options
Income tax benefit from
stock-based compensation,
net
Stock-based compensation
expense
Other
Dividends paid
Change in unrealized loss on
marketable securities, net
of tax:
Unrealized loss
Net income
Comprehensive income
Balance at December 31, 2008
F-8
ADMINISTAFF, INC.
CONSOLIDATED STATEMENTS OF STOCKHOLDERS’ EQUITY (Continued)
(in thousands)
Common Stock
Issued
Shares Amount
Additional
Paid-In
Capital
Treasury
Stock
Accumulated
Other
Comprehensive
Income (Loss)
Retained
Earnings
Total
30,839
$ 309
$ 139,415
$ (147,952)
$
—
$ 216,707
$ 208,479
―
―
―
―
―
(1,873)
(2,024)
4,711
―
―
(372)
—
―
—
—
―
—
1,462
(81)
—
—
—
—
30,839
—
—
—
$ 309
—
—
—
$ 138,551
—
8,602
951
—
—
—
—
$ (135,712)
$
—
—
—
—
—
—
3
—
—
3
―
―
(2,024)
2,838
―
(372)
—
―
(13,272)
10,064
870
(13,272)
—
16,574
—
$ 220,009
3
16,574
16,577
$ 223,160
Balance at December 31, 2008
Purchase of treasury stock,
at cost
Exercise of stock options
Income tax expense from
stock-based compensation,
net
Stock-based compensation
expense
Other
Dividends paid
Change in unrealized gain on
marketable securities, net of
tax:
Unrealized gain:
Net income
Comprehensive income
Balance at December 31, 2009
See accompanying notes.
F-9
ADMINISTAFF, INC.
CONSOLIDATED STATEMENTS OF CASH FLOWS
(in thousands)
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’ compensation 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 for note receivable ................................................
Acquisition of USDatalink...........................................................
Property and equipment:
Purchases ..............................................................................
Proceeds from dispositions ...................................................
Net cash provided by (used in) investing activities ..
Year ended December 31,
2008
2007
2009
$ 16,574
$ 45,780
$ 47,492
16,561
10,064
(4,397)
30
2,501
14,427
418
698
(1,150)
3,931
(36,816)
(8,341)
4,446
(10,188)
(7,927)
(15,743)
831
(6,039)
225
―
―
(720)
(8,019)
36
(14,517)
15,541
9,970
5,363
(1,148)
9,741
(6,516)
(462)
(4,722)
(2,229)
9,737
19,548
(4,582)
8,351
6,249
7,169
72,010
117,790
―
3,895
70,746
―
(3,780)
(26,714)
124
44,271
16,548
7,513
4,370
2,087
(12,111)
657
(1,873)
(4,120)
1,434
(2,997)
15,588
4,081
(2,788)
(172)
(725)
27,492
74,984
(87,643)
86,877
11,296
173
―
(12,868)
52
(2,113)
F-10
ADMINISTAFF, INC.
CONSOLIDATED STATEMENTS OF CASH FLOWS (Continued)
(in thousands)
Year ended December 31,
2008
2007
2009
Cash flows from financing activities:
Purchase of treasury stock............................................................
Dividends paid .............................................................................
Proceeds from the exercise of stock options ................................
Principal repayments on capital lease obligations .......................
Income tax benefit from stock-based compensation ....................
Other ............................................................................................
Net cash used in financing activities ........................
$
(2,024)
(13,272)
2,838
(537)
706
870
(11,419)
$ (38,082)
(12,411)
3,191
(629)
1,727
540
(45,664)
$ (80,521)
(11,901)
3,936
(583)
2,936
639
(85,494)
Net increase (decrease) in cash and cash equivalents .........................
Cash and cash equivalents at beginning of year ..................................
Cash and cash equivalents at end of year ............................................
(25,105)
252,190
$ 227,085
116,397
135,793
$ 252,190
(12,623)
148,416
$ 135,793
Supplemental disclosures:
Cash paid for income taxes ..........................................................
$ 23,694
$ 11,978
$ 22,501
See accompanying notes.
F-11
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
December 31, 2009
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 2009, 2008 and 2007, revenues from the Company’s Texas
markets represented 29%, 31% and 32%, while California represented 15%, 16% and 17% of the Company’s total
revenues, respectively.
F-12
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
Revenue and Direct Cost Recognition
The Company accounts for its revenues in accordance with Accounting Standards Codification (―ASC‖)
605-45, Revenue Recognition, Principal Agent Considerations. 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, which exclude the payroll cost component of gross billings, and therefore, consist solely of
markup, are 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 ASC 280, Segment Reporting.
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, Cash Equivalents and Marketable Securities
The Company invests its excess cash in federal government and municipal-based money market funds and
debt instruments of U.S. municipalities. Administaff’s investments do not include any asset-backed securities with
underlying collateral of sub-prime mortgages or home equity loans, nor do they include any collateralized debt
obligations or collateralized loan obligations. All highly liquid investments with stated maturities of three months or
less from date of purchase are classified as cash equivalents. Liquid investments with stated maturities of greater
than three months are classified as marketable securities in current assets.
F-13
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
The Company accounts for marketable securities in accordance with ASC 320, Investments – 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, 2009 and 2008, 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 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.
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 capital leases approximate fair value due to the stated interest rates approximating market
rates.
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
1-5 years
Computer hardware and software ..................................................................
Software development costs ...........................................................................
3 years
5-7 years
Furniture and fixtures .....................................................................................
20 years
Aircraft ...........................................................................................................
Software development costs relate primarily to software coding, system interfaces and testing of the
Company’s proprietary professional employer information systems and are accounted for in accordance with ASC
350-40, Internal Use Software. Capitalized software development costs are amortized using the straight-line method
over the estimated useful lives of the software, generally three years.
The Company accounts for its HRTools.com software in accordance with ASC 985-20, Costs of Software to
be Sold. This Topic establishes standards of financial accounting and reporting for the costs of computer software to
be sold, leased, or otherwise marketed as a separate product or as part of a product or process, whether internally
developed and produced or purchased.
The Company periodically evaluates its long-lived assets for impairment in accordance with ASC 360-10,
Property, Plant, and Equipment. ASC 360-10 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
assess recoverability based on the estimated undiscounted future cash flows to be generated from the applicable
asset. In addition, the Company may 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.
F-14
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
The Company is currently redeveloping the technological platform for the HRTools.com software products;
as a result, the unamortized software costs were written down to the net realizable value, resulting in an impairment
charge of $1.2 million in 2007, which is included in amortization expense in the Consolidated Statement of
Operations.
Goodwill and Other Intangible Assets
The Company’s goodwill and intangible assets are subject to the provisions of ASC 350, Intangibles –
Goodwill and Other. Accordingly, 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, 2009 and 2008, no
impairment write downs were necessary. Furthermore, ASC 350 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 following table provides the gross carrying amount and accumulated depreciation as of December 31,
2009 and 2008, for each class of intangible assets and goodwill (in thousands):
2009
2008
Gross
Carrying
Amount
Accumulated
Amortization
Gross
Carrying
Amount
Accumulated
Amortization
Amortizable intangible assets:
Trademarks
Customer relationships
Goodwill
Total goodwill and intangible assets
HRTools.com
USDatalink
$
$
$
$
1,613
2,190
5,705
9,508
5,058
4,450
9,508
$
(394)
(627)
―
$ (1,021)
$
(547)
(474)
$ (1,021)
$
$
$
$
1,613
2,190
5,405
9,208
5,058
4,150
9,208
$
(233)
(380)
—
(613)
$
$
$
(410)
(203)
(613)
The Company’s amortization expense related to purchased intangible assets other than goodwill was
$408,000 in 2009, $340,000 in 2008 and $137,000 in 2007, and is estimated to be $403,000 per year from 2010
through 2012 and $318,000 in 2013 and 2014.
Health Insurance Costs
The Company provides group health insurance coverage to its worksite employees through a national
network of carriers including UnitedHealthcare (―United‖), PacifiCare, Kaiser Permanente, 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 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 each quarter; (ii) recent claim development patterns under the plan, to estimate a completion rate;
F-15
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
and (iii) the number of participants in the plan, including both active and COBRA enrollees. 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, 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 premiums paid and owed to United, a deficit in the plan would be incurred and a liability for the excess
costs would be accrued in the Company’s Consolidated Balance Sheet. On the other hand, if the Plan Costs for the
reporting quarter are less than the premiums paid and owed to United, a surplus in the plan would be incurred and
the Company would record an asset for the excess premiums in its Consolidated Balance Sheet. The terms of the
arrangement require Administaff to maintain an accumulated cash surplus in the plan of $9.0 million, which is
reported as long-term prepaid insurance. As of December 31, 2009, Plan Costs were less than the net premiums paid
and owed to United by $16.7 million. As this amount is in excess of the agreed-upon $9.0 million surplus
maintenance level, the $7.7 million balance is included in prepaid insurance, a current asset, in the Company’s
Consolidated Balance Sheet. The premiums and taxes owed to United at December 31, 2009, were $3.4 million,
which is included in accrued health insurance costs, a current liability in the Company’s Consolidated Balance Sheet.
Workers’ Compensation Costs
Since October 1, 2007, the Company’s workers’ compensation coverage has been provided through an
arrangement with ACE Group of Companies (―ACE‖). Under the arrangement with ACE (the ―ACE Program‖), the
Company bears the economic burden for the first $1 million layer of claims per occurrence. ACE bears the
economic burden for all claims in excess of such first $1 million layer. The ACE Program is a fully insured policy
whereby ACE has the responsibility to pay all claims incurred under the policy regardless of whether Administaff
satisfies its responsibilities. Prior to the current relationship with ACE, coverage from September 1, 2003 through
September 30, 2007 was provided through selected member insurance companies of American International Group,
Inc. (the ―AIG Program‖). The AIG Program coverage and structure was consistent with the ACE Program.
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 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 $5.7 million in 2009 and $9.8 million in 2008, for
changes in estimated losses 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 2009 and 2008 was 1.8% and 2.6%, 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.
F-16
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
The following table provides the activity and balances related to incurred but not reported workers’
compensation claims for the years ended December 31, 2009 and 2008 (in thousands):
Year ended
2009
2008
Beginning balance ..........................................
Accrued claims ...............................................
Present value discount ....................................
Paid claims .....................................................
Ending balance ...............................................
$ 83,055
35,525
(2,203)
(27,927)
$ 88,450
$ 74,433
38,159
(3,466)
(26,071)
$ 83,055
Current portion of accrued claims ..................
Long-term portion of accrued claims .............
$ 36,436
52,014
$ 88,450
$ 36,466
46,589
$ 83,055
As of December 31, the undiscounted accrued workers’ compensation costs were $103.8 million in 2009
and $98.5 million in 2008.
At the beginning of each policy period, the insurance carrier 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 the insurance carrier. 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. As of December
31, 2009, the Company had restricted cash of $36.4 million and deposits of $55.7 million.
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.
Stock-Based Compensation
At December 31, 2009, the Company has three stock-based employee compensation plans. The Company
accounts for these plans under the recognition and measurement principles of ASC 718, Compensation – Stock
Compensation, which 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.
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.
Company-Sponsored 401(k) Plans
Under the Company’s 401(k) plan for corporate employees (the ―Corporate Plan‖), the Company matched
50% of eligible corporate employees’ contributions, up to 6% of the employee’s eligible compensation in 2009, and
100% of eligible corporate employees’ contributions, up to 6% of the employee’s eligible compensation in 2008 and
2007. Under the Company’s separate 401(k) plan for worksite employees (the ―Worksite Employee Plan‖), the
F-17
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
match percentage for worksite employees ranges from 0% to 6%, as determined by each client company. Matching
contributions under the Corporate Plan and the Worksite Employee Plan are immediately vested. During 2009, 2008
and 2007, the Company made matching contributions to the Corporate and Worksite Employee Plans of $47.7
million, $52.0 million and $44.0 million, respectively. Of these contributions, $45.1 million, $47.3 million and
$39.8 million were made under the Worksite Employee Plan on behalf of worksite employees. The remainder
represents matching contributions made under the Corporate Plan 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.
Reclassifications
Certain prior year amounts have been reclassified to conform to the 2009 presentation.
Subsequent Events
The Company has evaluated subsequent events through the time these financial statements in the Form 10-K
report were filed with the Securities and Exchange Commission on February 11, 2010.
New Accounting Pronouncements
In September 2006, Financial Accounting Standards Board (―FASB‖) ASC 820 (formerly SFAS 157), Fair
Value Measurements, was issued. ASC 820 establishes a framework for measuring fair value by providing a
standard definition of fair value as it applies to assets and liabilities. ASC 820, which does not require any new fair
value measurements, clarifies the application of other accounting pronouncements that require or permit fair value
measurements. Our effective date was initially January 1, 2008. However, the FASB delayed the effective date of
ASC 820 for all non-financial assets and non-financial liabilities until fiscal years beginning after November 15,
2008. Accordingly, the Company adopted ASC 820 for its financial assets and liabilities on January 1, 2008 and
adopted ASC 820 for its non-financial assets and liabilities on January 1, 2009. The adoption did not have a material
impact on the Company’s Consolidated Financial Statements.
In December 2007, FASB ASC 805 (formerly SFAS 141R) Business Combinations, was issued. ASC 805
replaced and updated previous business combination standards. Under the new standard, the acquirer of a business
is required to recognize and measure the identifiable assets acquired, the liabilities assumed, and any non-controlling
interest in the acquiree at fair value. The standard also requires transactions costs related to the business
combination to be expensed as incurred. ASC 805 applies prospectively to business combinations for which the
acquisition date is on or after the beginning of the first annual reporting period beginning on or after December 15,
2008. The Company’s effective date was January 1, 2009. The Company has not yet determined the impact of ASC
805, if any, on its Consolidated Financial Statements, because the impact is fact-specific and will not be invoked
until the Company acquires a business after the effective date.
F-18
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
In June 2008, the FASB issued ASC 260 (formerly FASB Staff Position EITF 03-6-1), Determining
Whether Instruments Granted in Share-Based Payment Transactions Are Participating Securities. ASC 260
concludes that unvested restricted share awards that pay nonforfeitable cash dividends are participating securities
and are subject to the two-class method of computing earnings per share. The Company’s effective date for ASC
260 was January 1, 2009. The adoption of ASC 260 did not have a material impact on the Company’s Consolidated
Financial Statements.
In May 2009, FASB ASC 855 (formerly SFAS 165), Subsequent Events, was issued. ASC 855 establishes
general standards of accounting for and disclosure of events that occur after the balance sheet date (―subsequent
events‖), but before the financial statements are issued or available to be issued and requires disclosure of the date
through which the entity has evaluated subsequent events and the basis for that date. ASC 855 is effective for
interim and annual periods ending after June 15, 2009; the Company adopted ASC 855 for the quarter ended June
30, 2009. The Company evaluated subsequent events through the time the Form 10-K was filed with the Securities
and Exchange Commission on February 11, 2010. The adoption did not have a material impact on the Company’s
Consolidated Financial Statements.
In June 2009, FASB ASC 105 (formerly SFAS 168), The FASB Accounting Standards Codification and the
Hierarchy of Generally Accepted Accounting Principles, was issued. ASC 105 is the single official source of
authoritative U.S. GAAP, superseding all other accounting literature except that issued by the Securities and
Exchange Commission. As of July 2009, only one level of authoritative U.S. GAAP exists. All other literature will
be considered non-authoritative. The Codification does not change U.S. GAAP; instead, it introduces a new
referencing system that is designed to be an easily accessible, user-friendly online research system. ASC 105 is
effective for financial statements issued for interim and annual periods ending after September 15, 2009. The
Company adopted ASC 105 for the quarter ended September 30, 2009. The adoption did not have a material impact
on the Company’s Consolidated Financial Statements.
2.
Cash, Cash Equivalents and Marketable Securities
The following table summarizes the Company’s investments in cash equivalents and marketable securities
held by investment managers and overnight investments:
December 31,
2009
2008
(in thousands)
Overnight Holdings
Money market funds (cash equivalents) ................................................
$ 152,402
$ 181,594
Investment Holdings
Money market funds (cash equivalents) ................................................
Marketable securities ............................................................................
Total ..............................................................................................
93,517
6,037
$ 251,956
85,127
225
$ 266,946
The Company’s overnight holdings fluctuate based on the timing of the client’s payroll processing cycle.
Included in the overnight holdings balance as of December 31, 2009, are $115.4 million in withholdings associated
with federal and state income taxes, employment taxes and other payroll deductions; as well as $13.1 million in
client prepayments. Please read ―Cash Flows from Operating Activities – Timing of Client Payments/Payrolls,‖ on
page 37 for additional information.
F-19
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
The Company accounts for its financial assets in accordance with ASC 820, Fair Value Measurement. This
standard defines fair value, establishes a framework for measuring fair value and expands disclosures about fair
value measurements. The fair value measurement disclosures are grouped into three levels based on valuation
factors:
Level 1 - quoted prices in active markets using identical assets;
Level 2 - significant other observable inputs, such as quoted prices for similar assets or liabilities,
quoted prices in markets that are not active, or other observable inputs, and
Level 3 - significant unobservable inputs.
The following table summarizes the levels of fair value measurements of the Company’s financial assets:
Fair Value Measurements
(in thousands)
December 31,
2009
Level 1
Level 2
Level 3
Money market funds ......................................
Municipal bonds ............................................
Total .......................................................
$
$
245,919
6,037
251,956
$
$
245,919
6,037
251,956
$
$
— $
—
— $
—
—
—
Fair Value Measurements
(in thousands)
December 31,
2008
Level 1
Level 2
Level 3
Money market funds ......................................
Municipal bonds ............................................
Total .......................................................
$
$
266,721
225
266,946
$
$
266,721
225
266,946
$
$
— $
—
— $
—
—
—
The following is a summary of the Company’s available-for-sale marketable securities as of December 31,
2009 and 2008:
December 31, 2009:
State and local government securities .................
December 31, 2008:
State and local government securities .................
Amortized
Cost
Gross
Unrealized
Gains
Gross
Unrealized
Losses
(in thousands)
Estimated
Fair Value
$ 6,034
$ 6,034
$
$
225
225
$
$
$
$
4
4
—
—
$
$
$
$
(1)
(1)
—
—
$ 6,037
$ 6,037
$
$
225
225
F-20
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
For the years ended December 31, 2009, 2008 and 2007, the Company’s realized gains and losses
recognized on sales of available-for-sales marketable securities, using specific identification, are as follows:
Realized Gains
Realized Losses
(in thousands)
Net Realized
Gains (Losses)
2009 ...........................................
2008 ...........................................
2007 ...........................................
$
―
—
1
$
―
—
(407)
$
―
—
(406)
As of December 31, 2009, the contractual maturities of the Company’s marketable securities were as
follows:
Amortized
Cost
Estimated
Fair Value
(in thousands)
Less than one year ....................................
One to five years .......................................
Six to ten years .........................................
Greater than ten years ...............................
Total .........................................................
$
$
2,230
3,804
―
―
6,034
$
$
2,230
3,807
―
―
6,037
3.
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 $1.3 million and $977,000 as of December 31, 2009 and 2008, respectively. The Company
establishes an allowance for doubtful accounts based on management’s assessment of the collectability 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
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, 2009 and 2008,
unbilled accounts receivable consisted of the following:
2009
2008
(in thousands)
Accrued worksite employee payroll cost .............
Unbilled revenues ................................................
Customer prepayments ........................................
Unbilled accounts receivable ...............................
$ 93,138
26,537
(13,074)
$ 106,601
$ 129,954
35,551
(49,332)
$ 116,173
F-21
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
4.
Deposits
The contractual arrangement with United for health insurance coverage requires Administaff to maintain an
accumulated cash surplus in the plan of $9.0 million, which is reported as long-term prepaid health insurance. Please
see Note 1 for a discussion of our accounting policies for health insurance costs.
As of December 31, 2009, the Company had $55.7 million of workers’ compensation long-term deposits.
Please see Note 1 for a discussion of our accounting policies for workers’ compensation costs.
5.
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 Consolidated Balance
Sheets are as follows:
Deferred tax liabilities:
Prepaid assets ..................................................................................
Depreciation ....................................................................................
Software development costs ............................................................
Other ...............................................................................................
Total deferred tax liabilities .......................................................
Deferred tax assets:
Workers’ compensation accruals .....................................................
Long-term capital loss carry-forward ..............................................
State unemployment tax accruals ....................................................
Accrued rent ....................................................................................
Stock-based compensation ..............................................................
Uncollectible accounts receivable ...................................................
Total deferred tax assets ............................................................
Valuation allowance ........................................................................
Total net deferred tax assets.......................................................
December 31,
2009
2008
(in thousands)
$
(6,021)
(7,842)
(1,270)
(406)
(15,539)
$ (10,968)
(8,160)
(706)
(142)
(19,976)
2,648
184
―
1,343
2,931
493
7,599
(184)
7,415
2,778
184
164
1,340
2,807
366
7,639
(184)
7,455
Net deferred tax liabilities ..................................................................
$
(8,124)
$ (12,521)
Net current deferred tax assets (liabilities) .........................................
Net noncurrent deferred tax liabilities ................................................
$
$
2,578
(10,702)
(8,124)
$
(1,956)
(10,565)
$ (12,521)
F-22
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
The components of income tax expense are as follows:
Year ended December 31,
2009
2008
2007
(in thousands)
Current income tax expense:
Federal ............................................................................................ $ 14,478
1,994
State ................................................................................................
16,472
Total current income tax expense ..............................................
Deferred income tax (benefit) expense:
Federal ............................................................................................
State ................................................................................................
Total deferred income tax (benefit) expense ..............................
(4,162)
(235)
(4,397)
Total income tax expense ..................................................... $ 12,075
$ 19,171
1,703
20,874
$ 20,328
1,248
21,576
5,111
252
5,363
$ 26,237
4,091
280
4,371
$ 25,947
As a result of nonqualified stock option exercises, disqualifying dispositions of certain employee incentive
stock options and vesting of restricted stock awards, the Company had net income tax expense of $372,000 in 2009,
and net income tax benefits of $821,000 and $2.9 million in 2008 and 2007, respectively. The income tax benefit or
expense was reported as a component of additional paid-in capital.
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:
Year ended December 31,
2009
2008
2007
(in thousands)
Expected income tax expense at 35% ................................................. $ 10,027
1,053
State income taxes, net of federal benefit ...........................................
1,093
Nondeductible expenses .....................................................................
(103)
Tax-exempt interest income ................................................................
―
Valuation allowance against long-term capital loss carry-forward .....
Other, net ............................................................................................
5
Reported total income tax expense ..................................................... $ 12,075
$ 25,206
1,372
906
(1,098)
—
(149)
$ 26,237
$ 25,704
1,152
754
(1,814)
142
9
$ 25,947
The Company has capital loss carryforwards totaling approximately $500,000 that will expire during 2012,
but can only be used to offset future capital gains. The Company has a valuation allowance of $500,000 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. In addition, the Company has incurred net operating losses at the subsidiary
level for state income tax purposes totaling $3.5 million ($262,000 tax effected) that expire from 2010 to 2028.
The Company recognizes interest and penalties related to uncertain tax positions in income tax expense. As
of December 31, 2009, 2008 and 2007, the Company made no provisions for interest or penalties related to uncertain
tax positions. The tax years 2006 through 2009 remain open to examination by the Internal Revenue Service of the
United States.
The 2009 state income tax expense, net of federal benefit, includes $196,000 of adjustments to deferred tax
liabilities resulting from higher state tax rates. The income tax rate for the year ended December 31, was 42.1% in
2009 and 36.4% in 2008.
F-23
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
6.
Stockholders’ Equity
The Company’s Board of Directors (the ―Board‖) has authorized a program to repurchase up to 12,500,000
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. The
Company did not repurchase shares under this program during 2009. However, 87,932 shares were withheld during
2009 to satisfy tax withholding obligations for the vesting of restricted stock awards. These purchases are not
subject to the repurchase program. During 2008, the Company repurchased 1,731,025 shares at a cost of $38.1
million. As of December 31, 2009, the Company had repurchased 12,088,868 shares under this program at a total
cost of approximately $237.7 million. As a result, the Company has the authorization to repurchase an additional
411,132 shares.
During each quarter of 2009 and the third and fourth quarters of 2008 the Board declared a dividend of
$0.13 per share of common stock and $0.11 per share of common stock in the first and second quarters of 2008,
resulting in a total of $13.3 million and $12.4 million in dividend payments paid by the Company in 2009 and 2008,
respectively.
At December 31, 2009, 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 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 November 13, 2017.
7.
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 2001 Incentive Plan is currently the
only Administaff plan under which stock-based awards may be granted. No new stock-based awards may be made
under any other plan. 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 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, 2009, 1,374,250 shares of common stock were available for future grants under the 2001 Incentive
Plan. The Incentive Plans permit stock options, including nonqualified stock options and options 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.
F-24
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
The Administaff Nonqualified Stock Option Plan (the ―Nonqualified Plan‖) provided for options to
purchase shares of the Company’s common stock that were granted to employees who are not officers. An aggregate
of 3,600,000 shares of common stock of the Company were authorized to be issued under the Nonqualified Plan.
Although there are unissued shares remaining, no new awards may be granted under the Nonqualified Plan. 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
The following summarizes stock option activity and related information:
2009
Weighted
Average
Exercise
Price
Shares
Year ended December 31,
2008
Weighted
Average
Exercise
Price
Shares
2007
Weighted
Average
Exercise
Price
Shares
(in thousands, except per share amounts)
Outstanding – beginning of year
Granted
Exercised
Cancelled
Outstanding – end of year
Exercisable – end of year
Weighted average fair value of
options granted during year
Intrinsic value of options
outstanding at year end
Intrinsic value of options
1,610
12
(195)
(18)
1,409
1,409
$ 24.76
27.87
14.52
39.76
26.02
26.02
$ 27.87
$ 5,279
exercised during the year
$ 1,902
1,823
13
(223)
(3)
1,610
1,610
$ 23.48
28.69
14.27
43.69
$ 24.76
$ 24.76
$ 28.69
2,127
—
(301)
(3)
1,823
1,823
$ 22.02
—
13.10
32.98
$ 23.48
$ 23.48
$ —
$ 5,289
$ 3,059
$ 15,519
$ 7,142
The following summarizes information related to stock options outstanding at December 31, 2009:
Range of Exercise Prices
Shares
Options Outstanding & Exercisable
Weighted
Weighted Average
Average
Remaining
Exercise
Contractual
Price
Life (Years)
(share amounts in thousands)
$ 4.02
$ 10.01
$ 15.01
$ 20.01
$ 30.01
Total
to
to
to
to
to
$ 10.00
$ 15.00
$ 20.00
$ 30.00
$ 43.69
75
126
530
255
423
1,409
3.3
3.9
1.7
2.4
0.7
1.8
$ 7.24
$ 12.83
$ 18.54
$ 24.39
$ 43.66
$ 26.02
F-25
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 $10.1 million, $10.0 million and $7.5
million of compensation expense associated with the restricted stock awards in 2009, 2008 and 2007, respectively.
As of December 31, 2009, unrecognized compensation expense associated with the non-vested shares outstanding
was $9.0 million and is expected to be recognized over a weighted average period of 20 months.
The following summarizes restricted stock awards as of December 31, 2009, 2008 and 2007:
Year ended December 31,
2009
2008
2007
Weighted
Average
Market
Value at
Grant Date
Weighted
Average
Market
Value at
Grant Date
Shares
Shares
Weighted
Average
Market
Value at
Grant Date
Shares
Non-vested — beginning of year
Granted
Vested
Cancelled/Forfeited
Non-vested — end of year
669,468
347,272
(305,980)
(20,370)
690,390
$
$
29.77
20.92
22.47
25.64
24.30
528,049
414,948
(267,227)
(6,302)
669,468
$ 34.09
24.61
26.21
26.22
$ 29.77
404,793
296,302
(171,345)
(1,701)
528,049
$
$
30.33
35.53
39.28
27.04
34.09
8.
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:
Denominator:
Basic – weighted average shares outstanding ....................................
Effect of dilutive securities – treasury stock method:
2009
Year ended December 31,
2008
(in thousands)
2007
24,768
25,233
26,660
Common stock options ..................................................................
Restricted stock awards .................................................................
148
192
247
97
537
67
Diluted – weighted average shares outstanding plus effect of
dilutive securities ...........................................................................
25,108
25,577
27,264
Options and/or restricted stock awards to purchase 541,000, 692,000 and 808,000 shares of common stock
were not included in the diluted net income per share calculation for 2009, 2008 and 2007, respectively, because
their inclusion would have been anti-dilutive.
F-26
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
9.
Leases
The Company leases various office facilities, furniture, equipment and vehicles under 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 $14.1
million, $12.1 million and $10.5 million in 2009, 2008 and 2007, respectively. At December 31, 2009, future
minimum rental payments under noncancelable operating leases are as follows (in thousands):
2010 .............................................................................
2011 .............................................................................
2012 .............................................................................
2013 .............................................................................
2014 .............................................................................
Thereafter ....................................................................
Total minimum lease payments ...................................
Operating
Leases
$ 13,455
12,087
10,073
8,135
5,048
4,889
$ 53,687
10.
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,
2009 future non-cancelable purchase and service obligations greater than $100,000 and one year were as follows (in
thousands):
2010 .....................................................
2011 .....................................................
2012 .....................................................
2013 .....................................................
2014 .....................................................
Thereafter ............................................
Total obligations ...........................
$ 6,463
1,359
859
652
150
―
$ 9,483
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, 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.
F-27
ADMINISTAFF, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued)
11.
Quarterly Financial Data (Unaudited)
March 31
June 30
Sept. 30
Dec. 31
(in thousands, except per share amounts)
Quarter ended
Year ended December 31, 2009:
Revenues .............................................
Gross profit .........................................
Operating income (loss) ......................
Net income (loss) ................................
Basic net income (loss) per share ........
Diluted net income (loss) per share .....
$ 461,979
83,561
12,897
8,166
0.33
0.33
Year ended December 31, 2008:
Revenues .............................................
Gross profit .........................................
Operating income ................................
Net income ..........................................
Basic net income per share .................
Diluted net income per share ..............
$ 456,066
86,607
17,986
13,156
0.52
0.51
$ 404,312
71,967
8,605
5,385
0.22
0.22
$ 420,469
84,061
15,572
10,987
0.43
0.43
$ 390,908
71,101
9,563
5,832
0.23
0.23
$ 421,914
85,499
16,923
11,929
0.47
0.46
$ 395,897
61,338
(4,032)
(2,809)
(0.11)
(0.11)
$ 425,985
87,572
14,501
9,708
0.39
0.39
F-28
GAAP to Non-GAAP Reconciliation
Year ended
December 31,
2009
2008
Net (loss) income (GAAP)
Interest expense
Income tax (benefit) expense
Depreciation and amortization
EBITDA
Stock-based compensation
$ 16,574
18
12,075
16,592
$ 45,259
$ 10,064
$ 55,323
$ 45,780
66
26,237
15,570
$ 87,653
$
9,970
$ 97,623
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 and 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 periods presented. Investors are encouraged to review the reconciliation of the non-GAAP financial measures
used in this report to the most directly comparable GAAP financial measure as provided in the tables above.
THIS PAGE INTENTIONALLY LEFT BLANK
Officers
Paul J. Sarvadi
Chairman and Chief Executive Officer
Richard G. Rawson
President
A. Steve Arizpe
Executive Vice President of Client Services
and Chief Operating Officer
Jay E. Mincks
Executive Vice President of Sales and Marketing
Daniel D. Herink
Senior Vice President of Legal, General Counsel
and Secretary
Douglas S. Sharp
Senior Vice President of Finance, Chief Financial Officer
and Treasurer
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
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.
Common Stock
Administaff, Inc.’s common stock is traded on the
New York Stock Exchange under the symbol “ASF.”
Mark W. Allen
Senior Vice President of Strategic Planning
Gregory R. Clouse
Senior Vice President of Service Operations
Betty L. Collins
Senior Vice President of Corporate Human Resources
Roger L. Gaskamp
Senior Vice President of Client Selection and Pricing
Samuel G. Larson
Senior Vice President of Enterprise and Technology Solutions
Ronald M. McGee
Senior Vice President of Property and Casualty Products
and Services
Transfer Agent and Registrar
BNY Mellon Shareowner Services
480 Washington Boulevard
Jersey City, New Jersey 07310-1900
866-229-4421
TDD for Hearing Impaired: 800-231-5469
Foreign Shareholders: 201-680-6578
TDD Foreign Shareholders: 201-680-6610
Web Site: www.bnymellon.com/shareowner/isd
Annual Meeting
Administaff, Inc.’s Annual Meeting of Shareholders
will be held at 11 a.m. CDT on Monday, April 19, 2010,
at the Company’s corporate headquarters, 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 Administrator
Administaff, Inc.
19001 Crescent Springs Drive
Kingwood, Texas 77339-3802
281-348-3987
Board of Directors
Michael W. Brown I Independent Director
Mr. Brown, age 64, joined the Company as a Class I director in
November 1997. He is a member of the Company’s Finance, Risk
Management and Audit Committee and the Nominating and Corporate
Governance Committee. Mr. Brown is the past Chairman of the
Nasdaq Stock Market Board of Directors and a past governor of the
National Association of Securities Dealers. Mr. Brown joined Microsoft
Corporation in 1989 as its Treasurer and became its Chief Financial Officer in 1993, in which
capacity he served until his retirement in July 1997. Prior to joining Microsoft, Mr. Brown
spent 18 years with Deloitte & Touche LLP. Mr. Brown is also a director of EMC
Corporation, VMware, Inc., 360networks, FatKat, Inc., Pipeline Financial Group, Inc., Thomas
Weisel Partners and Particle Econ Research Group, and serves on the audit committees of
EMC Corporation, Thomas Weisel Partners and VMware, Inc. He is a member of the Particle
Economics Research Institute. Mr. Brown holds a Bachelor of Science in Economics from the
University of Washington in Seattle.
the Company’s Compensation Committee and
Jack M. Fields, Jr. I Independent Director
Mr. Fields, age 58, joined the Company as a Class III director in
January 1997 following his retirement from the United States House
of Representatives, where he served for 16 years. Mr. Fields is a
member of
the
Nominating and Corporate Governance Committee. During 1995 and
1996, Mr. Fields served as Chairman of the House Telecommunications
and Finance Subcommittee, which has jurisdiction and oversight of the Federal Communications
Commission and the Securities and Exchange Commission. Mr. Fields has been Chief
Executive Officer of the Twenty-First Century Group in Washington, D.C. since January 1997.
Mr. Fields also serves on the Board of Directors for AIM Mutual Funds, the Discovery
Channel – Global Education Fund, and the Advisory Council of the Honors College at Baylor
University. Mr. Fields earned a Bachelor of Arts in 1974 from Baylor University and graduated
from Baylor Law School in 1977.
Dr. Eli Jones I Independent Director
Dr. Jones, age 48, joined the Company as a Class I director in April 2004.
He is Chairman of the Company’s Compensation Committee and a
member of the Nominating and Corporate Governance Committee.
Dr. Jones is Dean of the E. J. Ourso College of Business and Ourso
Distinguished Professor of Business at Louisiana State University. Prior
to joining the faculty at Louisiana State University, he was Professor
of Marketing and Associate Dean at the C.T. Bauer College of Business at the University of
Houston from 2007 to 2008; an Associate Professor of Marketing from 2002 to 2007; and an
Assistant Professor from 1997 until 2002. He taught at Texas A&M University for several years
before joining the faculty of the University of Houston. He served as the Executive Director of
the Program for Excellence in Selling and the Sales Excellence Institute at the University of
Houston from 1997 until 2007. Dr. Jones also serves on the editorial review boards of the Journal
of the Academy of Marketing Sciences, Journal of Personal Selling and Sales Management,
Journal of Business and Industrial Marketing, and Industrial Marketing Management. He has
conducted research and published articles on sales and sales management topics in major
journals and is the co-author of a sales textbook, Selling ASAP, a professional book, Strategic
Sales Leadership, and the Sales Handbook published by Oxford University Press. Dr. Jones is
also an ad hoc reviewer for the Journal of Marketing, Journal of Business Research, American
Marketing Association and the National Conference in Sales Management. He was a Visiting
Professor at Vlerick Leuven Gent Management School in Belgium, at Cornell’s School of Hotel
Administration and at the Tuck School of Management, Dartmouth; and has been a member of
the Duke Corporate Education Global Learning Resource Network since 2005. Dr. Jones has
designed corporate training courses and has taught senior and mid-level executives on leadership,
sales strategies and customer relationship management in Belgium, Dubai, France, Hong Kong,
India, Malaysia, Mexico, Trinidad, United Kingdom and in the United States. Before becoming a
professor, Dr. Jones worked in sales and sales management for three Fortune 100 companies:
Quaker Oats, Nabisco and Frito-Lay. He received his Bachelor of Science degree in Journalism
in 1982, his MBA in 1986 and his Ph.D. in 1997 from Texas A&M University.
Paul S. Lattanzio I Independent Director
Mr. Lattanzio, age 46, has been a Class III director of the Company since
1995. He is a member of the Company’s Finance, Risk Management
and Audit Committee and the Nominating and Corporate Governance
Committee. Mr. Lattanzio served as a Senior Managing Director and
head of Bear Growth Capital Partners, a private equity group, from
July 2003 to January 2009. He previously served as a Managing
Director for TD Capital Communications Partners (f/k/a Toronto Dominion Capital), a venture
capital investment firm, from July 1999 until July 2002. From February 1998 to March 1999,
he was a co-founder and Senior Managing Director of NMS Capital Management, LLC, a $600
million private equity fund affiliated with NationsBanc Montgomery Securities. Prior to NMS
Capital, Mr. Lattanzio served in several positions with various affiliates of Bankers Trust New
York Corporation for more than 13 years, most recently as a Managing Director of BT Capital
Partners, Inc. Mr. Lattanzio has experience in a variety of investment banking disciplines,
including mergers and acquisitions, private placements and restructuring. Mr. Lattanzio received
his Bachelor of Science in Economics with honors from the University of Pennsylvania’s Wharton
School of Business in 1984.
Gregory E. Petsch I Independent Director
Mr. Petsch, age 59, joined the Company as a Class I director in October
2002. He is Chairman of the Company’s Nominating and Corporate
Governance Committee and a member of the Compensation Committee.
Mr. Petsch retired from Compaq Computer Corporation in 1999 where
he had held various positions since 1983, most recently as Senior
Vice President of Worldwide Manufacturing and Quality beginning in
1991. Prior to joining Compaq, he worked for 10 years for Texas Instruments. In 1992,
Mr. Petsch was voted Manufacturing Executive of the Year by Upside Magazine, and from
1993 to 1995, he was nominated Who’s Who of Global Business Leaders. He is founder and
President of Petsch Foundation, Inc. He earned a Bachelor of Business Technology degree
from the University of Houston in 1978.
Richard G. Rawson I Management Director
Mr. Rawson, age 61, President of the Company and its subsidiaries, is a
Class III director and has been a director of the Company since 1989.
He has been President since August 2003. Before being elected
President, he served as Executive Vice President of Administration, Chief
Financial Officer and Treasurer of the Company from February 1997
until August 2003. Prior to that, he served as Senior Vice President,
Chief Financial Officer and Treasurer of the Company since 1989. Prior to joining the
Company in 1989, Mr. Rawson served as a Senior Financial Officer and Controller for several
companies in the manufacturing and seismic data processing industries. Mr. Rawson is
Chairman of the Dean’s Executive Advisory Board of the University of Houston’s C.T. Bauer
College of Business, and also serves on the Board of Directors of the YMCA of Greater
Houston. He previously served NAPEO as President (1999-2000), First Vice President,
Second Vice President and Treasurer. In addition, he previously served as Chairman of the
Accounting Practices Committee of NAPEO for five years. Mr. Rawson has a Bachelor of
Business Administration in Finance from the University of Houston.
Paul J. Sarvadi I Management Director
Mr. Sarvadi, age 53, Chairman of the Board and Chief Executive
Officer and co-founder of the Company and its subsidiaries, is a Class II
director and has been a director and Chairman of the Board since the
Company’s inception in 1986. He has also served as the Chief Executive
Officer of the Company since 1989. He also served as President of the
Company from 1989 until August 2003. He attended Rice University
and the University of Houston prior to starting and operating several small companies.
Mr. Sarvadi has served as President of the National Association of Professional Employer
Organizations (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 serves on the Board of Trustees of the DePelchin Children’s Center in
Houston. In 1995, Mr. Sarvadi was selected as Houston’s Ernst & Young Entrepreneur of the
Year for service industries and in 2001, he was selected as the 2001 National Ernst & Young
Entrepreneur of the Year for service industries. In 2004, he received the Conn Family
Distinguished New Venture Leader Award from Mays Business School at Texas A&M University.
In 2007, he was inducted into the Texas Business Hall of Fame.
Austin P. Young I Independent Director
Mr. Young, age 69, joined the Company as a Class II director in January
2003. He is Chairman of the Company’s Finance, Risk Management
and Audit Committee and a member of the Nominating and Corporate
Governance Committee. Mr. Young served as Senior Vice President,
Chief Financial Officer and Treasurer of CellStar Corporation from
1999 to December 2001, when he retired. From 1996 to 1999, he
served as Executive Vice President - Finance and Administration of Metamor Worldwide, Inc.
Mr. Young also held the position of Senior Vice President and Chief Financial Officer of
American General Corporation for over eight years and was a partner in the Houston and
New York offices of KPMG before joining American General. Mr. Young currently serves as
a Director and Chairman of the Audit Committees of Tower Group, Inc. and Amerisafe, Inc.
He is a member of the Houston and State Chapters of the Texas Society of CPAs, the
American Institute of CPAs, and the Financial Executives Institute. He holds an accounting
degree from the University of Texas.
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