www.dg.ca

ACSESS – May 2008ACSESS – May 2008

Who We Are…HighlightsWho We Are…Highlights

• Founded in Edmonton in 1976, we’re one of the largest privately held staffing firms in Canada;

• Operate 28 branch offices in 17 cities throughout Canada;

• Employ over 375 staff and a workforce of over 4,000 people;

• Revenue of $300 Million (2007); and

• Shares (ESOP) have increased in value 240% in the last 3 years.

Specialization…Specialization…By Gross Margin($42 million 2007)

Administrative andAdministrative andLight IndustrialLight Industrial

Information Information Technology, Technology,

Accounting and Accounting and FinanceFinance

48% 15%

37%

EngineeringEngineeringAnd TechnicalAnd Technical

Historical Sales Growth…Historical Sales Growth…

$0

$50

$100

$150

$200

$250

$300

79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07

1979 - 20071979 - 2007

mill

i ons

M&A Strategy…M&A Strategy…

• Risk diversification

• Augment growth – target 30% of revenue growth

• Acquire talent – larger succession pool

• Expand customer base and market share

• Economic return

Target Companies…Target Companies…

• Established leadership

• Cultural compatibility

• Similar growth strategy

• Small companies that are easier to integrate

• Opportunity to add value through technology, capital, scale, geographic reach, management support, etc.

• Provide long term win for all parties (owners, employees, customers)

Target Companies…Target Companies…

Established leadership

Cultural compatibility

Similar growth strategy

Small companies that are easier to integrate

Opportunity to add value through technology, capital,scale, geographic reach, management support, etc.

Provide long term win for all parties (owners, employees,customers)

3

2

6

5

4

1

Rank

Valuation…Valuation…

Summarize three valuation models:

• Book value plus goodwill (goodwill of 2 - 3x EBT)

• EBITDA multiple (3 - 5x less debt)

• Capitalized after tax cash flow (less Capx) ranging from 12.5% to 25% return (4 - 8x)

Based on:

• Normalized capital structure (debt/equity, working capital ratios)

• Normalized for non-market salaries, non-recurring and discretionary items, redundant assets, etc.

• Sustainable earnings

EBITDA Multiples…EBITDA Multiples…

Staffing Services EV/EBITDAKelly Services 5.9Spherion 5.1Kforce 4.9CDI 5.2

HR & OutsourcingFirst Advantage 6.8Administaff 5.5GevityHR 5.6Barrett 4.6

Notes: 1. As of February 15, 20082. Enterprise Value (EV) = Debt + Equity + Goodwill3. Source: Capital IQ, Thompson

Some Reasons Negotiations Fail…Some Reasons Negotiations Fail…

• Unrealistic price expectations

• Sustainability of current earnings

• Unreliable financial information

• Seller remorse…second thoughts

• Lack of rapport of owners

• Inexperienced advisors

Some Reasons Integrations Fail…Some Reasons Integrations Fail…

• Unclear deal strategy;

• Inappropriate level of integration;

• Trying to change culture (values and behavior);

• Taking too long to make decisions;

• No one person in charge of integration; and

• Ineffective communication strategy.

Monkey Tree…Monkey Tree…