1. DAVID J. BAKER DESIGN | 1
D a v i d J . B a k e r
GRAPHIC DESIGN • WEB DESIGN • MULTIMEDIA
d
2. 2 | COMMUNICATION BY DESIGN
ABM Industries Incorporated
2009 Annual Report to the Shareholders
The next 100 years.
Looking ahead. Staying ahead.
Photo: High efficiency induction lamp installed by ABM Energy Services
as part of a comprehensive conservation program at a major airport.
Table of Contents
Five-Year Selected Financial Data 1
The President’s Perspective 2
Operations Reports
ABM Janitorial Services 20
Ampco System Parking 22
ABM Security Services 24
ABM Engineering Services 26
Financial Reports 28
Report of Independent
Registered Public Accounting Firm 32
Board and Executive Officers 33
Photo: The Tenant 414 Green Machine
walk-behind scrubber/sweeper
used in our Philadelphia Center City operations.
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
05 06 07 08 09
0.0
0.1
0.2
0.3
0.4
0.5
0.6
05 06 07 08 09
0.0
0.5
1.0
1.5
2.0
05 06 07 08 09
Dividends Declared
per Common Share
Income from
Continuing Operations
per Diluted Share(2)
Sales ($ Billions)(1)
(1) Beginning in 2008, includes sales associated with OneSource Services, Inc., which was acquired on November 14, 2007.
(2) Income from Continuing Operations per Diluted Share for the fiscal year ended October 31, 2006 is $1.70, which includes $0.75 from the
settlement of the World Trade Center (WTC) insurance claims.
WTC
settlement
income
per diluted
share
Five-year Selected Financial Data
Years ended October 31, 2009 2008 2007 2006 2005
(in thousands, except per share data and ratios)
Revenues and other income $ 3,481,823 $ 3,623,590 $ 2,706,105 $ 2,645,351 $ 2,452,753
Income from continuing operations 55,490 52,731 50,647 84,324 40,852
Net income $ 54,293 $ 45,434 $ 52,440 $ 93,205 $ 57,941
Income from continuing operations
Basic $ 1.08 $ 1.04 $ 1.02 $ 1.72 $ 0.83
Diluted $ 1.07 $ 1.03 $ 1.00 $ 1.70 $ 0.81
Weighted-average common and common equivalent shares outstanding
Basic 51,373 50,519 49,496 49,054 49,332
Diluted 51,845 51,386 50,629 49,678 50,367
Dividends declared per common share $ 0.52 $ 0.50 $ 0.48 $ 0.44 $ 0.42
Total assets $ 1,521,153 $ 1,575,944 $ 1,132,198 $ 1,069,462 $ 957,818
Trade accounts receivable - net 445,241 473,263 349,195 358,569 322,713
Insurance deposits 42,500 42,506 - - -
Goodwill 547,237 535,772 234,177 229,885 225,556
Other intangibles - net 60,199 62,179 24,573 23,881 24,463
Investments in auction rate securities 19,531 19,031 25,000 - -
Line of credit 172,500 230,000 - - -
Insurance claims 346,327 346,157 261,043 248,377 252,677
Insurance recoverables $ 72,117 $ 71,617 $ 55,900 $ 53,188 $ 54,108
2009 Annual Report | 1
ANNUAL REPORTS
1
Client: ABM Industries Inc.
Services Provided: Building and facility
maintenance and management
3. DAVID J. BAKER DESIGN | 3
1909-2009ABM Industries Incorporated
2008 Annual Report to Shareholders
A past that powers our future
TedandSydneyRosenberg(centerandright)standonthefloor
oftheNewYorkStockExchangein1971andpurchasethefirst
100sharesofABMstocktocrosstheNYSEtape.
6
...a Century of GROWTH
Over the last 100 years, ABM has evolved from a one-man window cleaning business to
one of the largest facility services contractors listed on the New York Stock Exchange.
As the cornerstone of our growth strategy, we invest. We invest in new technologies for
our trades and for our infrastructure,and most importantly,we invest in our people, who
make all our service and success possible. We deepen our relationships with customers,
expand our service platform and continue to cultivate leaders with a passion for service
and a desire to grow. The personal growth of our people goes hand in hand with the
growth of ABM.
7
Dear Stockholders, Employees and Other Friends of ABM:
2008wasanextraordinaryyear.
The Company entered
fiscal year 2008 after
generating record revenues
of more than $2.7 billion in
2007. Shortly into the first
quarter of the fiscal year,
we completed the strategic
acquisition of OneSource,
a significant milestone in
the Company’s history that
would give us unmatched
scale, scope and customer
breadth and diversity. As
the fiscal year began, our
outlook was positive and
our momentum was strong.
We have long held to
the recession-resistant
nature of our business
and, in 2008, ABM was
tested by one of the most
historically challenging
economic climates for
doing business. Once again,
the Company proved to
be resilient. We delivered
solid top and bottom line
growth, despite the impact
of economic conditions in
certain geographic regions
and industry sectors. We
achieved record revenues,
and our full-year results,
discussed below, reflected
the fundamental strength
of our operations.
In the course of the
year, we also sharpened
our focus and targeted
our resources on our
strongest businesses, as
we sold Amtech Lighting
Services, and continued
the successful integration
of OneSource. When we
reached the end of fiscal
year 2008, concluding one of
the most difficult economic
periods in our 100-year
history, the Company had
achieved solid growth and
results on the strength
of our core operations,
our prudent management
of the balance sheet and
resources and our unrivaled
national platform and
customer penetration.
It was an extraordinary year.
The2008ResultsinReview
The Company reported
revenues of $3.6 billion for
the year ended October
31, 2008, a 33.9% increase
compared to revenues of $2.7
billion for fiscal year 2007.
Operating profit for fiscal
year 2008 increased 29% to
$99.5 million, compared to
fiscal year 2007 operating
profit of $77.2 million. Income
from continuing operations
for fiscal year 2008 was $52.7
million, or $1.03 per diluted
share, compared to $50.6
million, or $1.00 per diluted
share, in fiscal year 2007. Net
income for fiscal year 2008
was $45.4 million, or $0.88
per diluted share, compared
to $52.4 million, or $1.04 per
diluted share for fiscal year
2007. Net income for fiscal
year 2008 included a $7.3
million loss, or ($0.15) per
diluted share, related to the
Company’s former Amtech
Lighting Services business.
LeveragingOperationalStrength
inaToughEconomy
Our core businesses –
Janitorial, Parking, Security
and Engineering – all turned
in strong results in fiscal
year 2008. Collectively, these
four businesses produced
double-digit growth in
revenues and operating
profit in 2008. Revenues
increased 34.1% for the year
and the operating profit for
our core businesses grew
28.1% to $164.8 million.
ABM Janitorial Services
felt the impact of the
economic slowdown. Despite
these market conditions, the
division increased revenues
by $870.7 million, or 53.7%,
and operating profits by
The President’s Perspective
(Continued on page 4.)
2
Henrik C. Slipsager
President and Chief Executive Officer
3
2
Client: ABM Industries Inc.
Services Provided: Building and facility
maintenance and management
4. 4 | COMMUNICATION BY DESIGN
U.S. ARMY
M at e r ie l
Command
U.S. ARMY
Whenever and Wherever Our Forces Need it:
AMC Provides
AMC Provides Production
Since our inception, AMC’s mission
has embraced the integrated “Concept
to Combat” end-to-end life cycle
management of materiel – from
research and development, procurement
and production, distribution and
maintenance, and finally, disposal.
Using our leading-edge technologies,
AMC designs and develops sophisticated
innovations for combat weapons systems
to improve survivability and lethality.
In addition to producing ammunition,
weapons, and repair parts, AMC depots
and arsenals refurbish, repair and
overhaul every type of major weapon
system in the Army inventory.
AMC Provides Process
AMC unifies and synchronizes all
of the materiel life cycle functions
nested within Major Subordinate
Commands providing Capability Based
Solutions: Research, development,
acquisition, testing, distribution, supply,
maintenance, industrial base operations
and disposal.
ARFORGEN (Army Force Generation)
was created to methodically generate
and prepare a pool of ready units while
improving predictability for Soldiers and
Families. It is a rotational model based
on progressive readiness with cyclical
deployments.
As part of ARFORGEN, Reset rebuilds
unit readiness, ensures strategic depth
and synchronizes resources and materiel
solutions to support and sustain forces
during full spectrum operations.
AMC Provides Power
AMC pledges materiel readiness and
dominance for America’s Joint Services
and our allies around the world.
As the Army’s Lead Materiel Integrator
(LMI), AMC manages and distributes the
right equipment in the right quantity –
when and where our Soldiers need it.
Army Field Support Brigades (AFSBs)
are embedded worldwide on the field –
integrating acquisitions, logistics and
technology to equip and sustain joint and
coalition forces.
AMC Provides People
AMC is where we are today because of
a globally connected and multi-skilled
team of military personnel, civilians
and contractors working together to
provide whatever our Forces need, in any
environment, in any conditions.
Talented professionals from science,
engineering, manufacturing and
technology sectors collectively provide
our Forces with the decisive edge.
A totally trained, totally ready workforce
is fundamental to America’s worldwide
security and military superiority.
WheneverWheneverWheneverWheneverWhenever WhereverWhereverWhereverWhereverWhereverWherever
BROCHURES
1
9” x 12” Brochure/Pocket Folder
Client: U.S. Army Materiel Command
Services Provided: Department of the Army
logistics, maintenance and supply
5. DAVID J. BAKER DESIGN | 5
WWWWWashington Golf & Country Clubashington Golf & Country Clubashington Golf & Country Clubashington Golf & Country Clubashington Golf & Country Clubashington Golf & Country Clubashington Golf & Country Clubashington Golf & Country ClubWashington Golf & Country ClubWWWashington Golf & Country ClubWashington Golf & Country ClubWashington Golf & Country ClubWWWashington Golf & Country ClubWWashington Golf & Country ClubWWashington Golf & Country ClubW
Chapter I – BuildingA Course
10
Chapter I – Building A Course
Bobby Jones played in a friendly
exhibition match on our course in
1926. He was most enthusiastic about
the layout and the variety of shots and
holes. Here Bobby is putting on the
eighteenth green, while a considerable
gallery looks on. Al Howard is holding
the pin. With arms on his hips and
wearing white knickers is Walter
McCollum, long a member of the Club
and golf writer for the Washington Star.
Note the sylvan setting along Rock
Spring Road.
In 1923, the tennis courts
werewere moved across the
roadroad to make room for a
puttingputting green. Despite the
ever-risingver-rising popularity of
tennis,tennis, bridge, and danc-
ing,ing, Colonel Drain spoke
fororforf many members when
hehe restated his loyalty to
thethe Club’s founding sportsportspor
in his 1924 annual report.
“If“If I have seemed to talk
tootoo much about golf,” he
wrote,wrote, “my justification
is that this is a golf club.
EveryEvery other activity of the
organizationorganizationor is subordinated by the will of the membership to the pri-
mary call for golf.”
Women on the Green
omen had been membersmembers of WashingtonWashingtonW Golf
since its founding days —— in the 1898 directory,
30 of the roughly 150 namesnames belonged to women.
But it was during the 1920’s1920’s that ladies’ golf began
to blossom. On Saturday afteto blossom. On Saturday afternto blossom. On Saturday afternto blossom. On Saturday afte oons beginning in
1920, the women of WGCC played in a series of putting tournaments. In
1927, the Board voted to enter the women playersplayers in the Ladies’ Section
of the U.S.G.A.
That same year, the Club’s female members werewere asked to lend their
elegant and sporty reputations to a Jergen’s soap advertising cam-
paign. The copy painted a vivid picture of the “distinguished“distinguished women”
who could be found on WGCC’s golf course: “all“all the familiar figures of
the social season flocking to the WashingtonWashingtonW GolfGolf and Country Club;
enchantingly pretty debutantes in new sports frocks from the Riviera;enchantingly pretty debutantes in new sports frocks from the Riviera;
the lovely wives from the foreign embassies.” According to the adverthe lovely wives from the foreign embassies.” According to the adver-the lovely wives from the foreign embassies.” According to the adver-the lovely wives from the foreign embassies.” According to the adver
W
11
Chapter I – Building A Course
tisement, these women owed much of their grace and
elegance to regular use of Woodbury’s facial soap.elegance to regular use of Woodbury’s facial soap.elegance to regular use of W
Whether or not the lady golfers were actually using Jergen’s
products, they were turning out on the course in larger and
larger numbers. Sixty women took part in an 18-hole medal
play in the fallfallf of 1930, and that same season, WashingtonWashingtonW
Golf won against a ladies’ team from Baltimore by a score
of 26 to 19. Over the years that followed,followed,f 14 other women’s
championships were established
at WGCC. These tournaments
attracted women from farfarf and
wide; Patty Berg,Berg,Ber foundingfoundingf mem-
ber of the Ladies’ Professional
Golf Association, was among the
pro golfers who played at WGCC
during the height of their careers.
As female members developed an ever-increasing inter-
est in the sport, they owed a great debt of thanks to Mrs. Edith Sutton,
the bold wife of Dr. Richard Sutton, who later served as Club president.
The first woman elected to the Board, Mrs. Sutton was responsible for
a number of improvements to the clubhouse, but she is perhaps best
remembered for a bit of gardening that took place one spring morn-
ing. In the words of longtime member Sid Carroll:
For years, a hedge separated the ground floor terrace area. Women
were required to view golf events from the pool side of the clubhouse;
the men used the space in front of the men’s grill and locker room.
Edith Sutton was not pleased with the arrangement. WilliamWilliamW (Brick)
Wood,Wood,W longtime golf starter and caddie master, reported to the first tee
one early spring morning to see Mrs. Sutton and her gardener scatter-
ing the side of the clubhouse with hedge and tools in hand.
The hedge was never replaced, and from that day onward, the ladies
of WGCC had a clear view of all the action on the golf course.
Patty Berg demonstrating
good follow through.
The Woodbury soap ad from 1927,
featuring the fastidious women guests of
Washington Golf and Country Club.
Brick Wood started caddying in 1917.
2
8.5” x 11” 36-Page Booklet
Client: Washington Golf & Country Club
Description: Part of a series of historical booklets
on the founding and growth of one of the oldest
country clubs in the U.S.
8. 8 | COMMUNICATION BY DESIGN
1
Direct Mail
Client: ABM Industries Inc.
Description: Invitation to trade show
attendees announcing after-show party
2
Free-standing Banners
Client: US Army Materiel Command
Description: Displays depicting AMC’s areas of
responsibility
3
Ceiling Banners and 20’ x 20’ Booth Display
Client: ATK
Description: Trade show booth display
promoting areas of expertise
1
2
EXHIBITS AND PROMOTIONS
10. 10 | COMMUNICATION BY DESIGN
1
Client: U.S. Army PEO Enterprise Information Systems
Description: Army Project Certificate Seal
2
Client: U.S. Army PEO Enterprise Information Systems
Force Management System is an Army Database
Management system handling troop supply and logistics
levels
3
Client: Barbara J. Culliton
Description: Ms. Culliton provides technical and
scientific writing services
4
Client: Creative Energy Corporation
Description: Creative Energy provided roofing and siding
services for residential homes
5
Client: Techway Magazine
Description: Golf tournament logo
LOGO DESIGN
PROJECT
SPON
S
OR WORK
S
HOP
1
5
4
3
2
11. DAVID J. BAKER DESIGN | 11
1
Client: U.S. Army, PEO Enterprise
Information Systems
http://www.eis.army.mil
2
Client: Cavalier Services, Inc.
http://www.cavalierservices.com
3
Client: Art Matters LLP
http://www.artmatters.us
4
Client: LeAnn Kalita
http://www.leannkalita.com/
WEBSITE DESIGN
1
4
3
2
12. 12 | COMMUNICATION BY DESIGN
GRAPHIC DESIGN • WEB DESIGN • MULTIMEDIA
9103 WINDFLOWER LANE
ANNANDALE, VA 22003
(H) 703-323-9491
(C) 703-795-2531
DAVIDJBAKER@VERIZON.NET
WWW.DJBAKERDESIGN.COM
