Robert Walters plc (RWA) Earnings Call Transcript & Summary
October 14, 2026
Earnings Call Speaker Segments
Operator
operatorGood morning, and welcome to the Robert Walters Q3 Trading Update Call. We are joined this morning by Toby Fowlston, Chief Executive Officer; and Jonathan Solesbury, Interim Chief Financial Officer. [Operator Instructions] I would now like to hand the call over to Toby. Please go ahead.
Toby Fowlston
executiveGood morning, everyone, and thanks for joining us. I'm Toby Fowlston, the Chief Executive at Rob Waters, and I'm joined today by Jonathan Solesbury, our Interim CFO. As you will see from this morning's update, we are encouraged that the group is now back to growth. Before I hand over to Jonathan, I will spend a couple of minutes on what we have been doing across the business and what we are now seeing as a result. At our Capital Markets Day in 2024, I talked about bringing greater rigor and focus to our business whilst retaining our entrepreneurial culture. I called this disciplined entrepreneurialism. So in practice, that means things like one, managing the details. We embedded the visibility of what is happening market by market, office by office and desk by desk. And this gives us a clearer view of productivity and pipeline conversion, so we can see where the opportunities are and where and how to improve performance. The second is turning relationships into results. The relationships that we've added so highly mostly backed by trust and capability. That means knowing our markets, spending more time face-to-face with our clients in our, understanding what they need and having the credibility to challenge them when we think there is a better answer. But of course, it will start with leadership. We have strengthened leadership in a number of key markets and businesses and set clear expectations around performance. Our leaders today are more commercial. They know their markets are closer to their clients, develop their people and contribute to revenue. And the same standards apply at the top of the organization, including me. Now there is more to do that market conditions are still uncertain, but we are seeing those actions translate into improved performance. So I'll now hand over to Jonathan to take you through performance at the group level before I talk through what we're seeing across our markets and service lines.
Jonathan Solesbury
executiveThank you very much, Toby, and good morning, everyone. Let's turn to group trading during the third quarter, where as you're accustomed to, and unless otherwise stated, all percentage movements in net fees are in constant currency terms. Group net fees in Q3 were up 1% year-on-year, a sequential improvement versus the first half of 2026. We have our specialist recruitment portfolio was a growth in the third quarter, a broader base than seen in H1. Additionally, recruitment outsourcing saw its third consecutive quarter of year-on-year growth. Now turning to productivity, head count and costs. It was pleasant to see net fee income, overall measure of productivity, up 8% year-on-year. Copayments per property earned per month were 0.89 and our actions remain focused on driving further improvements in volume productivity. Fee and headcounts continue to be carefully managed and was broadly stable in the prior quarter. We consider the existing fee earner head count levels to be about overall for prevailing market conditions. At the business line level though, as Toby alluded to earlier, we remain agile in positioning the business as required market by market. We saw further progress in respect of operating costs during the quarter with the underlying cost rate per month in Q3 at around GBP 22 million. Moving to the balance sheet. Period-end net cash was around GBP 30 million. During the quarter, consistent with our previously stated objective to further optimize cash levels across the group, an additional GBP 20 million of financing facilities were secured around half of this in international markets. Now let me pass it back to Toby, who will take you through trading and our service lines as well as the wider market backdrop.
Toby Fowlston
executiveThanks, Jonathan. I'm now going to take you through our specialist recruit results across each of our 4 geographic regions before turning to crude and outsourcing. So starting with Asia Pacific, where especially to recruitment net fees were flat year-on-year in the third quarter. Japan, our large specialty market saw a third consecutive quarter of growth, with net fees up 5%. This was led by a strong performance in 10, while also grew year-on-year. New Zealand continue to see growth with net fees up 13%, driven by strong volumes. And meanwhile, the in turn offset the stronger performance in Australia, which overall was down 8%. In Greater China, net fees were down 5%, where growth in the Hong Kong and Taiwan was offset by Mainland China. In Europe, net fees were down 5%, albeit both France and the Netherlands saw modest sequential improvement. In France, net fees were down 8% with sequential improvement primarily driven by our interim business. Whilst in the Netherlands, net fees were down 9% with a more resilient performance in. Spain continues to be the brightest spot in the region, with net fees up 10%. The markets continue to be more supportive but we are also spending more time in front of clients, and we can see the impact that it's having on forwards. In Belgium, was down 21%, actions continue to improve the performance there. Looking now at the U.K., where net fees were up 14%. I've talked previously about the changes we made to leadership of that business, the decisions we took around our office footprint and our focus on the sectors and disciplines where we believe we can win, but we are continuing to see those decisions translate into performance. What's encouraging is that this has been achieved against a market backdrop that remains challenging. We are not seeing a sudden influx of new jobs. The difference is in how we are converting the opportunities that are there. In the Rest of the World segment, net fees were down 13%, although that included the impact of offices, which were closed last year. Americas, which comprised our U.S., Mexico and Chile operations performed strongly, with net fees up 29%. In the Middle East, fees were down 39% as the region continues to be impacted by the ongoing conflict. Looking at outsourcing. Net fees were up 19%, and we saw continued very strong growth from our consultancy offering alongside year-on-year progression from the combined RPO MSP offerings. So stepping back, I'm encouraged by the progress that we made in the third quarter. Returning the group net fee growth is an important milestone. But more importantly, we continue to see evidence of the actions that we have taken are working. Now we are not only ahead of ourselves. Conditions remain mixed across our markets, meaning we expect volatility and caution to continue as we enter the final quarter. That said, we feel we have developing momentum in the business, particularly with our cost actions, and that rounds our expectation for the 2026 financial result to be at least in line with current market expectations. Jo and I will now be very happy to take the questions.
Operator
operator[Operator Instructions] Our first question is from Sanjay Vidyarthi from Panmure Liberum.
Sanjay Vidyarthi
analystJonathan, just a question on Japan, please. You've talked in the past about how I think you need to kind of broaden the funnel and get more jobs coming through the pipeline there to help with the productivity. Can you talk a bit about how that's progressing, and where we are now in terms of Japan's productivity versus the rest of the group?
Toby Fowlston
executiveYes, sure. So we have been very deliberate, Sanjay, and Japan's a key market for us. And this year, we have really focused on improving our productivity with the existing headcount. So we haven't actively grown the head count in Japan. I'm delighted to see that our productivity in terms of our net fee income, the fee and also our trading contribution but that is significantly up. So we're seeing big improvements there. On a perspective, I still think there is room for improvement there, but it isn't a single metric that we look at because on the one hand, we could be placing a very senior executive on the other hand, a more junior individual as well. So we tend to look at things like placement per head per month, net fee income for fee earner and TC but fee earner collectively rather than isolation. But I'm really encouraged by the improvement in productivity. We're seeing that and also the fact that we've seen both our perm and our 10 business in growth, albeit that, that has been accelerated more by the performance. So overall, I'm really encouraged by what I'm seeing in Japan. We're going to continue to focus on that operating leverage improvement that we see this year.
Sanjay Vidyarthi
analystOkay. That's great. Are there any other markets where there's -- I know it's a factor across lots of markets, but are there any particular markets where there's a focus on that. And you're seeing the results coming through particularly strongly?
Toby Fowlston
executiveYes. I think Spain would be another example. I think New Zealand would be an another example as well. I think the shape of what we're really trying to focus on next year is to improve wherever we can in that operating leverage. And what I mean by that is we start seeing our growth in profit outstrip our growth in net fee income, which in turn outstrips our growth in head count as well. That's the shape that we really want to start moving towards. And I think now we've made real significant progress on the cost base, which gives us a great platform going into next year. Obviously, we need to be super disciplined about how we focus our efforts on that going into 2017.
Operator
operatorOur next question is from Steven Woolf from Deutsche Bank.
Steven Woolf
analystA couple from me. Just in terms of whether you'd be prepared to split out the salary growth as part of the productivity year-on-year for us. Secondly, on the U.K., again, I mean, like you say, it's still very much against the performance of the peers, which is fantastic. You mentioned the self-help initiatives. I was wondering whether you could point to some of the end markets that you've been focusing more on this probably possibly led to that degree of outperformance? And then thirdly, a rough idea of some of the fee rates that you might be achieving now. And I just -- I pick a couple of random where like a Spain or Japan, where things are doing well relative to France or Netherlands, what's -- are we a top, middle, bottom? Where's the differential between those rights and countries, please?
Toby Fowlston
executiveSure. Okay. Thanks, Steve. I'll take the second and the third question. I'll answer now and then I'll get Jonathan to talk to you about that first question. Just on the U.K., I think I think what's really important to recognize in the U.K., we -- I look very much at what I would call the enterprise markets to the SME market. So if you look at the U.K. in isolation, and I think the patterns are fairly similar actually across the group. We've got roughly 34 million people employed in the U.K. And within that, 82% with the private sector, 18% were in the public sector. And when we look at that private sector, which is really where we tend to operate more in -- so that's about 12.5 million people are employed in the SME space, which is organizations of less than 250 people and have had 11 million are obviously the enterprise businesses, so more than 250. So when we step back from that, what we see is that we see very, very different challenges faced by businesses often determined by the size of the organizations. So when we look at the enterprise businesses, they are really focused on how do we get the work done. We're talking about big programs of work versus perhaps the SME space. And if you think about the 12.5 million people that are employees and organizations of less than 50 people, they're more focused on how do we just get a worker. So the reason I say that is that we are really well set up in the U.K. with our total talent solutions offering. So we obviously have an advanced specialist recruitment service. We have our outsourcing service. We have our consultancy service, and I think the individuals and the leadership there are really tight. So when they're talking to clients, they're really in a position to provide a whole range of different solutions, and we need to be able to operate both the SME and the enterprise markets, and they're doing that really well. So I think that's been a big factor of success for the U.K. In terms of the other question, you talked about the fee rates. The fee rates have held stable. I think there is more that we can do on the fee rates, and we're focused on that. Despite the challenges around the world, we're not really seeing what I would determine a job flow challenge. What we're seeing is the movement of candidates. We see skill shortages in the market. We're seeing still availing lack of confidence for all the reasons that we know. And arguably, it requires even close retention and more skill and relationship from us to be able to really work closely with the candidates to move them. And I think there is some value in those seats that we need to be looking at, which is what we're going to be spending our time, both now and next year trying to drive.
Jonathan Solesbury
executiveIn terms of your first question about net productivity of 8%. Typically, our wage inflation generally across the market moves up 2% to 3%, Steve, yes. So you can argue something between 5% to 6% net, Yes.
Operator
operator[Operator Instructions] At this time, we have no further questions, so I'd like to hand back over to Toby for any closing remarks.
Toby Fowlston
executiveThanks, everybody, for your time, and look forward to seeing you all soon.
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