ROLRollins, Inc.
Rollins, Inc. (“Rollins,” “we,” “us,” “our,” or the “Company”), is an international services company headquartered in Atlanta, Georgia. 10-K, Item 1
- Employees
- 21,946
- Headquarters
- Atlanta, GA
- CEO
- Jerry Gahlhoff Jr.
- Next results
- around Feb 10, 2027
13 paragraphs in Risk Factors of the 10-K filed Feb 12, 2026 with nothing like them in the 10-K filed Feb 13, 2025. Quoted exactly. Paragraphs that were only edited are under 10-K change.
Compared with the Risk Factors in the latest 10-K of the other 81 Industrials companies: a paragraph with at least half its words the same at another company is called similar, and the companies are listed under it. A paragraph most of them have is marked boilerplate. No line means no other company has one like it. This counts text; it does not say how serious a risk is.
and benefits, but also providing tools, training and development opportunities that drive a high level of teammate engagement.
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While each of our brands may possess their own unique cultures, all of them share one important commonality: the most important people in their businesses are their teammates and their customers. In an effort to leverage this common foundation across our brands to drive deeper unity and connection for our family of brands to Rollins, we developed what we call "The Rollins Way," which we believe is the recipe for continued, sustainable growth and long, profitable relationships with our customers and teammates. "The Rollins Way" is articulated in just six words and three two-word couplets: 1) Heroic Impact; 2) Essential Together; and 3) Be Remarkable.
Our teammates have the opportunity to make a Heroic Impact on our customers and feel pride in what they do. We expect every leader to have a Heroic Impact on their people and their teams. This means embracing the concept of servant leadership by demonstrating leadership in action.
The work we do is essential to the health, safety and well-being of the customers we serve. Our work is different, but interdependent and equally critical to our success of the whole because we are Essential Together. While we each have an opportunity to make a Heroic Impact in our respective roles, we must be aligned as a team for our customers. Our collective success relies on all of us being individually committed to delivering an exceptional customer experience.
We expect our teammates and our leaders to Be Remarkable. We believe this is a key ingredient to building lasting and memorable relationships throughout our business. We expect our leaders to be keenly aware of and connected to their teammates. Being remarkable for them makes it more likely that they will be remarkable for their customers.
We are making a significant investment in our leaders to support the growth of our Company and establish consistent leadership behaviors across the enterprise. Our talent and development team has designed a program called The Co-Lab - a three-and-a-half-day experience for people managers across Rollins. Leaders meet in cross-brand groups for best practice
sharing and networking. Servant leadership is the foundation of these sessions where leaders develop skills to help them develop themselves, their people and ultimately our business. Following the sessions leaders participate in three months of guided practice, peer coaching and continuous learning. Since The Co-Lab was established in 2025, approximately 300 leaders have completed the program.
Read in the 10-K ↗
Through these efforts, we are creating a marketplace of cross-brand and cross-functional talent where teammates can transfer between brands and divisions, and between our home office and field operations. This provides career opportunities for our teammates, keeping our talent within Rollins, and will fuel the Company’s growth with a pipeline of future-ready leaders.
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• Mission First: Provides a network that supports U.S. veterans and their families by helping employees translate military experience to civilian roles.
Workplace Inclusion will continue to partner across brands, divisions, and teams to ensure inclusion is not a program but a fundamental part of how we work and lead.
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We empower our teammates to be leaders in safety by continuously evaluating and improving our performance, implementing best practices, monitoring regulatory changes, and fostering a culture of safety excellence in everything we do.
To ensure accountability, we set measurable safety goals and have enhanced our tracking systems to provide timely, user-friendly insights for field leaders. In 2025, we maintained a strong focus on improving driver safety scores. Thanks to the engagement of our field leaders and front-line teammates, we achieved measurable improvements in these scores.
Our commitment extends to comprehensive training programs, including annual recurrent safety training and targeted onboarding for new teammates, emphasizing both driver safety and general workplace safety.
Read in the 10-K ↗
New in the latest 10-Q
15 paragraphs in the 10-Q filed Oct 22, 2026 with nothing like them in the 10-Q filed Jul 23, 2026 (at least half the words must differ; new numbers alone do not count). Quoted exactly, grouped by the item heading above them. This is text that changed, not a judgement of how serious it is.
Financial statements and notes
Certain properties, consisting of parcels of land and commercial buildings, met the held for sale classification criteria as of September 30, 2026. The assets meet the criteria for classification as held for sale as the Company has committed to a plan to sell the assets and they are available for immediate sale in their present condition and expected to sell within 12 months. The assets held for sale are recorded at the lower of their carrying value or fair value less estimated cost to sell. The Company had $ 13.7 million of assets held for sale as of September 30, 2026 and no assets held for sale as of December 31, 2025. The Company plans to sell and immediately lease these properties as they are still used as part of operations.
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We are disappointed with our third quarter performance, during which residential customer acquisition remained under pressure. We now have a clearer understanding of how the customer acquisition landscape is evolving and are taking concrete steps to optimize our marketing approach - reallocating resources from the traditional digital playbook to the channels and capabilities generating the highest returns, including those that strengthen our visibility in AI- and LLM-driven discovery. This remains a dynamic environment that requires us to continually assess and adapt how we reach and win new customers. At the same time, we continue to invest in our people and the service quality that builds customer loyalty.
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Our record of 100 consecutive quarters of revenue growth reflects the durability of our business and our ability to successfully adapt through changing conditions. Our capital allocation priorities remain unchanged: investing in the business through accretive M&A, maintaining and growing a healthy and sustainable dividend, and deploying excess cash opportunistically for share repurchases. Our financial flexibility and conviction in the intrinsic value of the business supported more meaningful share repurchase activity during the quarter. With recurring customer relationships, a diversified portfolio and the underlying resilience of the pest control market, we remain confident in our ability to deliver sustainable, profitable growth over the long term.
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Given our performance through the first nine months of the year and the visibility we have today, we are updating our full-year outlook. We now expect organic revenue* growth of 4% to 6% for the year and adjusted incremental EBITDA margin* ranging from slightly positive to 10% for the year. Our expectations for 2% to 3% of acquisition-related growth and free cash flow conversion* above 100% remain unchanged for the year. The revision to our expectations for the year reflects our assessment of near-term operating conditions rather than any change in our confidence in the long-term growth potential of the business.
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and free cash flow conversion to the most directly comparable GAAP measures because it cannot predict, without unreasonable effort, the amount or timing of certain items, such as contingent consideration fair value adjustments, gains and losses on asset sales, related tax effects, and working capital changes. These items could have a material impact on the Company's GAAP results for the applicable period.
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Nine months ended September 30, 2026 compared to nine months ended September 30, 2025
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• the evolving customer acquisition landscape, including pressure on residential customer acquisition, and the steps we are taking to address it;
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• our efforts to optimize our marketing approach, including reallocating resources from the traditional digital playbook to the channels and capabilities generating the highest returns, including those that strengthen our visibility in AI- and LLM-driven discovery, and our ability to continually assess and adapt how we reach and win new customers;
Read in the 10-Q ↗
• the durability of our business and our ability to adapt through changing conditions, the benefits of our recurring customer relationships and diversified portfolio, and the underlying resilience of the pest control market;
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• our continued investment in our people and the service quality that builds customer loyalty;
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• our updated full-year 2026 outlook, including expected organic revenue growth, adjusted incremental EBITDA margin, acquisition-related growth and free cash flow conversion, and our assessment of near-term operating conditions and the long-term growth potential of the business;
Read in the 10-Q ↗
• the timing of tax payments and refunds associated with our tax credit planning strategy and their impact on our cash flows;
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• our expectation that certain real estate assets classified as held for sale will be sold within 12 months, and our plan to lease those properties back following the sale;
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• our capital allocation priorities, including investing in the business through accretive acquisitions, maintaining and growing a healthy and sustainable dividend, and deploying excess cash opportunistically for share repurchases, and our financial flexibility;
Read in the 10-Q ↗
• our ability to execute our strategy and deliver sustainable, profitable growth over the long term.
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The 10-Q's risk factors against the 10-K
Item 1A of the 10-Q filed Oct 22, 2026 against Item 1A of the 10-K filed Feb 12, 2026.
A 10-Q repeats only the risks that changed, so a 10-K paragraph that is missing from it is not counted as removed.
Added is a paragraph with nothing like it in the 10-K, Reworded a sentence that is in both with several words changed,
Quiet changes a sentence in both where one to four words changed and one is a hedge or a modal
(cut words struck through, new words highlighted and underlined).
Text on the page, not a score; each links to the filing at sec.gov.
What the 10-Q itself says about its risk factors:
Read in the 10-Q ↗
There have been no material changes from the risk factors previously disclosed in the Company’s Annual Report on Form 10-K filed with the Securities and Exchange Commission for the year ended December 31, 2025.
1 paragraph in the 10-Q's Item 1A, and none of them adds, rewords or quietly edits a paragraph of the 10-K's.
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