More Than Meets The Eye: Keller Group PLC Report and Accounts 2002

more than
Keller Group plc
Keller Group plc Report and accounts 2002

Aztec House
397-405 Archway Road
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meets the eye
www.keller.co.uk Keller Group plc Report and accounts 2002
Photography:
01 Introduction to Keller Craig Easton
John Edwards
02 Chairman’s statement Christopher Barnes Photography
04 Keller today Brian Fitz Photography
06 More than meets the eye Colin Whyman Photography
Done Stine Photography.
16 Operating review
Illustrations:
22 Financial review Steve Cross
24 Board of directors Designed and produced by
26 Accounts Radley Yeldar (London)
1 Keller Group plc Report and accounts 2002
Keller, the global construction

services Group, is renowned
for providing innovative and
cost-effective solutions to
ground engineering problems,
refurbishment projects and
post-tension systems. Keller
has unrivalled coverage in
Europe, North America and
Australia where its services are
used in infrastructure, building,
civil engineering and structural
renovation contracts.
Chairman’s statement
I am pleased to report another

outstanding set of results for the
Group. The 2002 financial year
saw Group sales at £511.0m
up 21% (2001: £422.2m), with Results
The consistency of performance across the Group, with
profit before tax and goodwill significantly improved margins, reflects the strength of our
amortisation up 29% to £30.4m business model and the ability of our management to adapt
to changing market conditions.
(2001: £23.6m). Of the profit Within Foundation Services, the US had a record
increase roughly half was generated year, whilst Continental Europe & Overseas produced
another excellent performance. The UK and Australian
from organic growth and half from foundation businesses both returned results that were
acquisitions completed during much improved on the previous year. Within Specialist
Services, Makers started to see returns from its investment
2001 and 2002. Earnings per share in systems and processes, whilst Suncoast had a
before goodwill amortisation satisfactory first full year of ownership by the Group.
increased by 27% to 32.7p Acquisitions
(2001: 25.8p). These excellent 2002 was an active year for acquisitions reflecting good
opportunities which became available to us and which
results demonstrate our ability were consistent with our strategy.
to generate sustained organic In December 2002, in Foundation Services we
acquired both a 51% interest in the new Spanish subsidiary,
growth, complemented by selective Keller-Terra, for £8.6m, and McKinney Drilling in the US
value-creating acquisitions. for an initial consideration of £17.1m, together with the
acquisition of Vibropile, announced at the half year, for
£1.0m. In Specialist Services, we added Wannenwetsch in
Germany and Accrete in the UK for a combined investment
of £6.8m. We are encouraged by both the strategic benefit
and the initial performance of these businesses as part of
the Keller Group and we have made good progress in terms
of their integration. As the acquisitions of Keller-Terra and
McKinney were not completed until the end of 2002, there
is no contribution from them in these results.
Financing
We completed two share issues during the year: 3.0m new
shares were issued on 9 December 2002 as consideration
for our 51% share in Keller-Terra and on 20 December
2002 we raised approximately £5.1m through a placing of
2.2m shares to part finance the acquisition of McKinney.
With EBITDA interest cover remaining strong at 11 times,
the board is of the view that the Group continues to be
efficiently, but conservatively, financed.
Dividends
In light of this strong performance, the board is
recommending an increased final dividend of 6.6p
per share (2001: 6.05p), bringing the total dividend
for the year to 9.9p (2001: 9.2p), an increase of 7.6%.
This increase is in line with our policy of reinvesting our
strong cash flow in the continued growth of the Group,
whilst at the same time maintaining a healthy dividend
cover and seeking to reward shareholders with above
inflation increases. We have achieved this aim for each
year since flotation in 1994, returning compound annual
dividend growth of 9.5%.
Board
After 12 years with the Group, including three and a half
years as finance director, Justin Atkinson (42) has been
appointed chief operating officer with immediate effect.
A search for a new finance director is already underway.
Building on the management changes announced at
the half year, Bob Rubright (51) and Rob Ewen (43),
managing directors of Foundation Services and Specialist
Services respectively, join the board with effect from today.
The promotion of these three extremely capable individuals
combines continuity with a fresh perspective and reinforces
our management structure.
In January 2003, we welcomed Pedro Lopez
Jimenez to the board as a non-executive director.
Amongst his external appointments, Mr Lopez Jimenez
is chairman of Terratest Tecnicas Especiales, S.A., a
shareholder in Keller-Terra. With first-hand knowledge of
the construction sectors in Europe and South America,
his appointment brings valuable insight and extensive
international experience to the board.
People
In the last two years, we have increased Group turnover
from £313m to £511m, much of which has come from Turnover (£m)
organic growth. This has presented a considerable 98 266.9
challenge to our management and staff. Delivering this
growth in turnover, whilst increasing margins and
+21% 99
00
314.9
313.0
maintaining a healthy cash flow, is a tribute to the skill and 01 422.2
dedication of our employees. I would like to extend the 02 511.0
board’s sincere thanks for their hard work in 2002, which
has been at the heart of our success. Profit before tax (£m)*
98
+29%
16.7
Strategy
99 19.0
Our performance in 2002 continues our impressive track
00 15.8
record, reflecting the consistency of our strategy to further
consolidate our global leadership in Foundation Services 01 23.6
and to strengthen and broaden our offering of technical 02 30.4
services and products to the construction industry. In 2003,
we will continue to invest wisely in our existing businesses Earnings per share (p)*
to exploit fully the opportunities to grow their market share 98 18.8
and extend their geographic presence. We will also
continue to take advantage of selective acquisition
+27% 99
00 17.9
21.2
opportunities where they arise and where they offer long 01 25.8
term growth and value enhancement. 02 32.7
Outlook Dividends per share (p)

In closing, I am pleased to be able to report that we go into 98 7.10
2003 with a total order book representing four months’
sales, which gives a strong platform for the year ahead.
+8% 99
00
7.80
8.50
We see potential for continued growth in Europe, given 01 9.20
our broad product range, leading market positions and
02 9.90
sector mix. In the US, although weather has delayed some
job starts, we continue to see strength in the infrastructure *before amortisation of goodwill
and housing sectors. Against this background, and with
the benefit of a full year’s contribution from McKinney and
Keller-Terra, the present indications encourage us to
believe that 2003 will be another good year for the
Keller Group.
Dr J M West
Chairman
6 March 2003
Keller today
With over 4,000 employees working in more than 30 countries
worldwide, Keller operates under a portfolio of strong regional brands.
You may not have seen our work or you may know us by another name.
In fact, the Group has worked on some of the most prestigious civil
engineering projects in the world. Often a hidden giant, there’s more
to Keller than meets the eye!
Foundation Services
Our companies
KELLER GROUND HAYWARD BAKER

Our unique combination of ENGINEERING
resources and experience, backed Hayward Baker is
Keller Ground Engineering headquartered in Maryland
by size and financial strength, (KGE) has 50 years’ and has 18 offices
enables Keller to provide solutions experience in the UK
market, offering specialty
throughout the United
States. It is the leading
for the full range of ground grouting, piling and ground specialty grouting and
improvement services ground modification
engineering problems worldwide. from offices in Coventry contractor in the US.
and Wetherby.
CASE
KELLER CONTINENTAL
EUROPE & OVERSEAS Case Foundation, based
in Chicago and Case
Keller Continental Europe Atlantic, based in Florida,
& Overseas offers innovative offer large diameter piling
solutions to geotechnical and diaphragm wall
problems through over 40 services and are renowned
offices in Continental for their deep caisson
Europe, North Africa, foundation systems.
the Middle East and the
Far East.
MCKINNEY
FRANKI McKinney, a leading

provider of drilled shaft
Turnover £m Franki is Australia’s ground caissons in the Eastern
engineering market leader, United States, was
361.4m offering a range of piling

and geotechnical services
from its offices in New
South Wales, Queensland,
Victoria, and Jakarta,
acquired by Keller in
December 2002 adding
complementary strength
to our Case operations.
+4%
Operating profit £m*
Indonesia.
VIBROPILE
Vibropile is the Melbourne-
27.7m based specialist in rotary

drilling, continuous flight
augur and rotary
displacement, acquired by
+17%
Keller in August 2002 to
consolidate our premier
ranking in Australia.
*before amortisation of goodwill

Specialist Services
Our companies
MAKERS
Our Specialist Services
businesses offer a wide range Makers is renowned for
structural refurbishment and
of niche products and services repair services to the social
to the built environment, working housing, car parking and
infrastructure sectors in the
with both public and private UK. Heritage, concrete
testing, and M&E services
sectors on a range of renewal are provided through its
and refurbishment projects. Woods Masonry, Martech
and Allied divisions.
SUNCOAST
Suncoast is a market leader

in the design, fabrication
and distribution of post-
tension cable systems to
the construction industry.
Headquartered in Houston,
Suncoast was acquired by
Keller in October 2001.
WANNENWETSCH
Turnover £m Wannenwetsch supplies
robotic hydrodemolition
149.6m services for precision

concrete removal,
complementing the services
offered by Makers in the
concrete refurbishment
+101%
Operating profit £m*
market. Acquired by Keller
in January 2002,
Wannenwetsch is based
in Meiningen, Germany.
8.8m
+138%
More than meets the eye

Project: Museum Quarter, Vienna v

Royal riding stables constructed in 1716 formed the heart of
this major construction project to accommodate six of Vienna’s
main cultural institutions. Keller employed a range of ground
engineering techniques on this site, including use of the
Soilcrete system of anchored jet-grouting underpinning to set
deeper and secure the pit of the ancient riding hall.
Process: Soilcrete underpinning h

Interlocking Soilcrete columns are commonly used to form
support walls to underpin the adjacent structure. New
foundations are thus formed from Soilcrete to enlarge or replace
the existing support system. Where retained heights are large,
and soil conditions appropriate, additional lateral support can
be provided by anchoring the Soilcrete columns.
Project: Phalempin, Northern France k

Keller performed vibro replacement under the floor slab and
footings for this 2,000 square metre office building. One of the
challenges was to complete the work quickly, to enable civil
engineering works to commence and reduce the overall
construction time. Working in double shift, our French subsidiary
completed 2,600 metres of vibro replacement in six days.
Process: Vibro replacement x

First developed by Keller in 1957, the vibro replacement method
of constructing stone columns through fill material and weak
soils to improve their load bearing and settlement
characteristics has been used on an increasing scale to provide
economic and technically sound solutions to a wide range of
geotechnical and foundation problems.


Project: Kensal House, London v

Kensal House in west London was built in 1937 for the Gas
Light and Coke Company to rehouse people from deprived
urban areas. Deliberately painted white to contrast with
the inner city surroundings, Kensal House was hailed as
a prototype for modern living. The London Borough of
Kensington and Chelsea employed Makers to refurbish the
interior and exterior of the building, including the repair
of all concrete structures.
Process: Concrete repair x

The concrete repair process typically involves removal of
defective carbonated concrete; treatment of any exposed
reinforcing steel; reinstatement of concrete with repair mortar;
application of a corrosion inhibitor to protect the repair area
and surrounding concrete from future corrosion; application
of protective levelling mortars to restore a level profile; and
application of a final protective coating.

Project: Sarasota Bridge, Florida v

This new high level, fixed span bridge crossing the inter-coastal
waterway in Sarasota will replace a bascule bridge to improve
the flow of road and water traffic. To support the bridge’s
ten piers, Case Atlantic worked from barges to construct 20
108-inch diameter caissons. Permanent casing was set through
water, then driven through sand and seated into the lower
limestone layer.
Process: Caissons h
Caissons, also known as drilled shafts, are deep foundation
structural elements capable of supporting highly concentrated
loads. Although caissons have been in regular use since the
mid-1950’s, it is only recently that the construction community
has seen a resurgence in caisson specification, as owners and
engineers recognise the reliability, versatility and economic
advantages of this type of foundation system.
Project: John P. McGovern Texas Medical

Center Commons Building k
This facility is part of the world’s largest teaching medical centre,
employing 65,000 people and teaching 90,000 students each
year. The 26,750 square metre structure features an exterior
waterfall and accommodates parking for 500 vehicles, together
with restaurants and retail shops over seven floors. More than
87,000 metres of unbonded post-tension cable were installed
by Suncoast for reinforcement of the floor slabs.
Process: Post-tension cable systems x

The post-tension cable system is an advanced method of
concrete reinforcement used in slab on grade foundations
and structural spans. The system comprises plastic sleeved
steel strand with anchors which are cast into the concrete
and subsequently ‘tensioned’ using hydraulic pumps.
Once tensioned, this method of reinforcement concentrates the
inherent compressive strength and durability of concrete, whilst
providing exceptional economy and simplicity of construction.

Operating review Conditions in our major markets

Despite the general economic uncertainty in the US, the
construction market has remained resilient. Towards the
2002 was another highly end of 2002, activity slowed in the commercial sector,
whilst housing and public infrastructure continued to be
successful year for Keller, in which strong. The picture across Europe was mixed: Germany
we significantly improved margins saw construction output fall for the eighth consecutive
year and Poland and Switzerland both experienced a
and continued our strong track construction slowdown. France and Sweden remained
record of growth. Whilst we faced robust, whilst Italy showed signs of growth. Housing and
infrastructure were fairly strong in the UK, but the ground
difficult conditions in some of engineering sub-sector remained flat. Overseas, the Far
our traditional markets, the range East once again offered good opportunities, whilst the
Middle East continued to be slow. In Australia, both the
and technical superiority of our commercial and infrastructure sectors saw recovery
products and the diversity of from a post-Olympic slump.
markets we serve once again Strategic developments

held us in good stead. Last year, we made further significant progress towards
our strategic objective of developing our global leadership
in our core foundations business, whilst expanding the
range of specialist products and services we offer to the
built environment. In Foundation Services, the acquisition
of Vibropile consolidates our number one ranking in
the Australian foundations sector; our 51% interest in
Keller-Terra will enable us to penetrate the growing and
attractive Spanish ground engineering market; whilst
the acquisition of McKinney reinforces our position as
the leading provider of foundation services in the US.
In Specialist Services, we acquired an 84% interest in
Wannenwetsch, the supplier of robotic hydrodemolition
services for precision concrete removal, to complement
the services already offered by Makers in the concrete
refurbishment market. In addition, the acquisition of
Accrete is enhancing the position of Makers Infrastructure
as a major partnering contractor in the water sector.
We are confident that we have the experience, skills
and resources to add value to these businesses and
to manage their integration, as our past track record
amply demonstrates.
Hayward Baker Hayward Baker Case

Triple tube jet–grouting at the Installing micropiles, Milwaukee Slurry wall installation at Chicago’s
University of Chicago, USA Theater renovations, USA Field Museum, USA
Foundation Services
The Foundation Services operations had another

excellent year in 2002, with sales 4% ahead of
last year at £361.4m (2001: £347.8m) and operating
profit before amortisation of goodwill of £27.7m
(2001: £23.6m), 17% better than the previous year’s
good performance. This result reflects improved
margins from 6.8% to 7.7%, combined with
continued good organic growth.
North America
Hayward Baker achieved another good, balanced
performance with steady margin growth in the established
business, complemented by the strong performance of
recent acquisitions, further increasing Hayward Baker’s
market penetration. The business continued to extend its
geographic presence through the opening of new branch
offices in Boston and Houston.
Sales were once again dominated by small to
medium sized jobs across the United States, for which
Hayward Baker’s highly developed, regional structure
enables it to compete successfully and profitably.
Risk management continues to be a priority and
Hayward Baker continues to focus on projects with
acceptable margins and levels of risk.
The successful $23m Wickiup Dam remediation
project, a superjet grouting and earthworks project for
the US Bureau of Reclamation, was an exception to the
normal job profile. This is the largest single jet-grouting
project ever performed in the US, involving two rigs
working two shifts a day from April through to October,
creating a total of over 200,000 cubic yards of Soilcrete
within the dam. Other significant projects undertaken
during the year included a groundwater control and
excavation project using various grouting techniques for
a new sewer tunnel in Los Angeles; and a soil mixing
scheme to improve the stability of a site for three 310-foot
diameter petroleum tanks in Louisiana.
Keller Continental Europe Keller Continental Europe

& Overseas & Overseas
Soilcrete rig at work in Rostock, Securing an excavation pit at Vienna’s
Germany Museum Quarter, Austria
Foundation Services operating review
Case Foundation and Case Atlantic had a record year,

with both sales and operating profit significantly ahead
of the previous year’s very strong performance.
Following its opening in January 2002, the new office
in Phoenix performed well, continuing the geographic
expansion of the Case operation. Amongst the
noteworthy jobs undertaken during the year were the
foundation system for the Hyatt Center in Chicago; the
installation of caissons to support highway and railway Continental Europe & Overseas
bridges over the Tennessee River in Northern Kentucky; Our Continental Europe & Overseas business gave
and construction of concrete diaphragm walls at the another excellent performance. Once again, the broad
University of Chicago Graduate School. The largest single spread of markets we serve provided some insulation
job in Case’s 50-year history, the Cooper River Bridge in from the difficult economic conditions persisting in parts
Charleston, South Carolina, began in 2002 and was 60% of Europe and the Middle East. In the face of keen
complete at the year end. The project is being performed competition, the continuous development of technologies
by Case Atlantic and involves the construction of 10-foot such as Vibro and Soilcrete has been key to maintaining
diameter caissons to a maximum depth of 230 feet. our market leading edge.
At the end of 2002, we completed our acquisition Against a general downturn in the German
of McKinney, a leading provider of drilled shaft caissons construction market of around 9% last year, our German
across the Eastern US. This high-margin, well-established operation saw a slight reduction in sales, but improved
business operates principally in the civil (highways and its margin significantly, thereby increasing its contribution.
bridges) and commercial sectors. Operating at the We saw an increase in sales in Austria, despite growing
small to mid-diameter end of the caisson market, the competition, and in France, after extending the range of
McKinney products complement those offered by products on offer and our geographic reach. In Sweden,
Case and, whilst McKinney will continue to be managed we increased sales volume and margins, predominantly
separately, there are expected to be some synergies using the lime column technology of our LCM subsidiary
between the two businesses. which we continue to introduce to other territories. After a
difficult start to the year, our operation in Poland saw a
recovery in the second half, when it took on a significant
amount of flood protection work. With a steady
performance in the Czech Republic and Slovakia and an
established presence in Croatia, we are well positioned
to take advantage of the growth opportunities that are
expected to result from an enlarged European Union.
Within the Overseas division, the Far East region
delivered the lion’s share of sales volume and profit.
In Singapore, two large sand compaction contracts
for land reclamation schemes progressed well. A good
performance was delivered on the Ipoh-Rawang railway
project, which marked the introduction of the LCM
technology to Malaysia. Results for the Middle East region
were in line with our expectations. Our geographic
expansion continues with the establishment of a new
branch in Morocco and subsidiaries in India and Algeria.
KGE KGE Franki

Vibrocat rig in operation at housing Slope stabilisation for M11 road Installing a stone column wall at the
development, Feltham, UK widening scheme, Stansted, UK Hume Dam, NSW, Australia
UK
In line with the results for the half year, volumes in KGE,
the UK foundation business, were some 6% down on
the previous year, whilst margins improved, justifying our
concentration on value-added, higher-margin products.
The range of solutions KGE can provide is a key
factor in winning work and last year, as anticipated,
KGE stepped up its offering of mixed-product packages.
An example of this was the solution for a brownfield
site in Feltham, Middlesex, being developed by a leading
housebuilder. A combination of vibro stone columns,
driven cast in-situ piles, continuous flight auger bored
piles and dynamic compaction provided a cost-effective
and technically efficient means of stabilising the ground
and supporting the proposed structures. KGE’s package
offering has been enhanced by the development
of soil reinforcing systems, which provide an
alternative to concrete, steel or brickwork retaining
walls, with a particular application in rail and highway
improvement schemes. Australia
Throughout 2002, KGE developed new partnering 2002 saw a very strong performance from Franki
relationships with a number of general contractors and Australia and an excellent result by our mid year
homebuilders, resulting in an increased proportion of acquisition, Vibropile. Franki Indonesia also performed
repeat and negotiated work. Such a relationship led to particularly well, in light of the continuing fragile economy
Keller’s involvement in the high profile Blackheath project, and an almost total lack of foreign investment.
where compaction grouting was used to stabilise a road Major contracts in Australia during the year
collapse on the main A2 route through Greenwich into included the foundations for the prestigious 88-storey
central London. “Q1” Tower on the Gold Coast and the Asset
The single biggest contract on which KGE was Development Project for BHP-Billiton at Port Hedland in
engaged during the year was CTRL 310, where it is northern Western Australia, a particularly demanding
installing large diameter rotary bored pile foundations to design and construct package requiring very close
support structures for the second phase of the Channel co-operation with the client. Franki also successfully
Tunnel Rail Link. carried out jet-grouting to retain the basement boundaries
on a refurbishment project in Manly, Sydney with
extremely restricted access and used compaction
grouting techniques for Port Waratah Coal Services to
re-level a conveyor transfer house that had tilted at their
Kooragang Terminal, near Newcastle.
The acquisition of Vibropile has strengthened
Keller’s position as the leading specialist foundation
contractor in Australia, bringing expertise in hard rock
rotary drilling, deep continuous flight auger and rotary
displacement piles to complement our existing range
of products.
Makers Makers
New build multistorey car park, Refurbishing homes under the
Amersham, UK “Decent Homes Standard”,
London, UK
Specialist Services
The results for the Specialist Services operations

include, for the first time, a full year for Suncoast.
With sales of £149.6m and operating profit before
amortisation of goodwill of £8.8m, Specialist Services
now accounts for 29% of Group turnover and 26% of
operating profit.
Makers
Last year, Makers started to reap the benefits of the
investment in core business systems, which characterised
the previous year and created the platform for growth.
The business is now clearly structured around its key
markets – social housing, car parking and infrastructure –
in which Makers has established a growing number of
long term partnering relationships.
In social housing, which accounts for around 50%
of turnover, Makers worked with 21 out of 33 London
Boroughs, together with a further 25 local authorities
outside London. Makers was pleased to secure first
time contracts with the London Boroughs of Lambeth
and Islington and Mercian Housing Association.
The successful track record with the City of Westminster,
which has been at the vanguard of partnering
arrangements for social housing refurbishment, has
resulted in approaches from other authorities looking
to adopt the Westminster model. Makers is hopeful of
securing partner status with a number of these clients in
2003. During the year, the business moved into reactive
maintenance services through its joint venture company,
Makers Haywards Property Services (MHPS).
Supported by a state-of-the-art communication and
job-processing system, MHPS had a pleasing first
year, serving several housing “villages” within the
City of Westminster.
Suncoast Suncoast
Post-tensioned structural spans at Post-tensioned floor slabs for housing
5 Houston Center, Texas, USA development, Texas, USA
Makers Parking completed the refurbishment works at

Heathrow’s Short Stay Car Park 1 and replaced support
columns at Car Park 3 which had been unsettled by the
tunnelling for the adjacent Heathrow Express railway line.
In addition to working with BAA and other clients on
deteriorated car park structures, Makers completed
its first new build multistorey car park during the year.
The innovative and practical design of this steel-framed
car park attracted significant interest and Makers is about
to embark on a similar project for Norwich City Council. Suncoast
Last year, Makers restructured its former civil Suncoast produced a satisfactory result, albeit at the
engineering repair division into dedicated teams of lower end of our original expectations. The principal
industry specialists under the new name Makers weakness was in high rise activity following 11 September,
Infrastructure. The infrastructure division works on capital on which we reported at the half year and which
refurbishment projects, either as a main contractor or as a continued into the second half. In addition, sales in the
specialist supply chain partner, to the highway authorities, slab-on-grade market were affected in the last few
the railway industry and utilities. Makers’ position in months of the year by adverse weather in the Texas area.
the UK water market was strengthened through the With a strengthened management team and new
acquisition of Accrete in August 2002. Accrete provides a control and information systems in place, Suncoast is
wide range of maintenance, refurbishment and security now better placed to anticipate and mitigate the effects
services to the water and waste-water industry through of such external factors on its business. The growth
framework agreements with Scottish Water, Yorkshire prospects of the business will be enhanced by further
Water, South West Water and Vivendi. geographic diversification. To this end, new offices were
established in Las Vegas, Sacramento, Atlanta and
Wannenwetsch Denver, marking the start of a rollout of the business
During the year we increased our stake in Wannenwetsch into new markets where competition is fragmented and
to 84%, from our original 49% interest acquired in significant opportunities exist for Suncoast to increase
January 2002. Wannenwetsch returned an excellent its market share. As the opening of new offices gathers
margin on sales that were almost entirely domestically momentum, Suncoast’s heavy reliance on the Texas
sourced in Germany. With a new management team in area, which accounted for some 73% of sales in 2002,
place, the business will now focus on growing its share of will be reduced.
the repair and maintenance market, one of the expanding Improved management information is also
segments of the construction market in Central Europe, enabling us to improve operational efficiency within
and taking its technology into new territories. Suncoast. Last year we reduced inventory levels by 13%
through improved controls, whilst the investment in
upgrading the production facility in Houston is expected
to generate cost savings this year. In addition, the
advantage which Suncoast has over its smaller
competitors in terms of strand-buying is expected
to strengthen as domestic strand prices increase.
T Dobson
Chief executive
6 March 2003
Financial review Results

Group operating margins before goodwill amortisation
increased to 6.7% from the 6.0% margin reported in
The Group’s operating profit before 2001, reflecting the full year impact of the Suncoast
business together with improved margins across all our
the amortisation of goodwill at major Foundation Services business units.
£34.3m was 35% higher than in The average foreign currency exchange rates
of the Euro and Australian dollar against Sterling each
2001. Some 5% or £1.4m of this strengthened by around 1% year on year but the
increase arose as a result of profit US dollar weakened by some 4% against Sterling.
Cumulatively this had an adverse effect on operating
earned on the acquisitions made profit before goodwill amortisation of £0.8m.
during the year. In addition, the Stripping out the effects of acquisitions and
currency, the like for like growth in operating profit before
Suncoast business acquired in the amortisation of goodwill was 14% indicating that the
October 2001 contributed a full Group has continued to deliver strong organic growth.
year’s profit against a three-month Acquisitions

contribution last year. Several acquisitions were made in the year for a total
investment (including costs) of £34.4m of which £19.3m
was in cash. In December, McKinney Drilling was
acquired for an initial consideration of £17.1m funded by
a placing of new shares and an extension to the Group’s
banking facilities. There is a deferred consideration
payable in 2005 dependent on McKinney’s results in
the two years to December 2004. The directors’ current
estimate of such deferred consideration is £1.7m. Also in
December, the Group created a new venture, Keller-Terra,
with Terratest, one of Spain’s leading ground engineers,
with an investment of £8.6m, representing 51% of the
new venture. This was satisfied by the issue of 3m new
Keller shares to Terratest. In August, Keller Australia
purchased Vibropile for a cash consideration of £1.0m
and Makers UK purchased Accrete for an initial
consideration of £3.2m with a deferred consideration
which the directors currently estimate at £0.9m.
A number of smaller investments were made during
the year including the buy out of the remaining 15%
minority interest in Keller Australia and an investment
of 84% in Wannenwetsch, a German concrete repair
business. Total net debt assumed on all of these
acquisitions was £0.8m with net goodwill arising
Turnover by area (£m) of £8.7m.
1. UK 106.7 Capital and reserves
2. Americas 242.6 4
1 The net assets of the Group increased during the year
3. Continental Europe
and overseas 135.6 3 by £26.8m to stand at £100.1m at 31 December 2002.
4. Australia 26.1 The net goodwill carried on the balance sheet increased
by £5.7m to £66.3m and taking into account other
intangibles of £0.4m the tangible net assets were £33.4m
2
+21% at the year end, an increase of two and a half times the
figure at the end of the prior year.
Of the increase in net assets, £13.6m net of
Operating profit* by area (£m) expenses arose as a result of the two share issues during
the year: 3,029,000 shares at 277p for the investment in
1. UK 4.4
2. Americas 22.3 4 Keller-Terra and 2,215,000 shares at 240p for the partial
1
3. Continental Europe 3 funding of McKinney. Retained earnings increased by
and overseas 8.0 £10.0m in the year and minority interests increased by
4. Australia 1.8 £3.2m reflecting the new 49% minority in Keller-Terra and
the new 16% minority in Wannenwetsch, offset by the
2 buy out of the 15% minority in Keller Australia.
+35%
Cash flow and net debt

The operating cash flow of the Group at £43.2m
represents 126% of the operating profit before goodwill
amortisation in the year compared to £32.2m and 127%
respectively for the prior year. Cash conversion is one
of the great strengths of this Group and is something
that all of our key employees work hard to achieve.
Working capital controls have remained good with an
inflow from working capital of £0.5m in the year despite
sales increases of 21%. However, net capital expenditure
has increased over the prior year and at £12.7m, of
which £1.8m was spent on land and buildings, it was
one and a half times the depreciation charge.
Group insurances Although net debt levels at the year end increased
In line with most other businesses in our industry the to £68.0m from £63.2m the previous year, the gearing
Group has faced significant rises in its insurance costs level reduced from 86% to 68%. The majority of the
during the year. Group’s debt is denominated in US dollars reflecting its
As a result of this, and after taking advice from our profit and asset profile.
insurance brokers and reviewing several available options, The net interest charge in the year of £3.9m more
the Group set up a captive insurance company with effect than doubled compared to the previous year reflecting
from May 2002 to self insure a portion of the general third the higher debt levels taken on since the acquisition
party insurance exposure. The provisions for reserves of Suncoast in October 2001. The Group increased
made by the captive together with net cash balances its banking facilities in December 2002 to help fund the
retained by the captive are consolidated with these McKinney acquisition, when the revolving credit facility
financial statements. was increased from £40m to £53m and a new four year
term loan of $18m was negotiated. Around 60% of the
Accounting standards Group’s debt is subject to floating interest rates with 40%
Although the full implementation of FRS 17 on retirement subject to fixed rates until September 2004.
benefits has been deferred indefinitely the transitional The Group has sufficient headroom in its banking
disclosures have been made in note 29 of these financial facilities and its banking covenants to give it flexibility
statements. These disclosures show that the net deficit in funding its existing operations and future strategy.
after deferred tax relief in the UK-based Keller Group The Group’s EBITDA interest cover for 2002 was
Pension Scheme has increased to £4.6m. This increase 11.1 times (2001: full year pro forma of 7.8 times),
has arisen not only as a result of the recent deterioration well within its banking covenant.
in the equity markets but also as a result of a reduction in
the discount rate used to value the liabilities. The scheme Earnings and dividends
has been closed to new employees since 1999 and all After a minority interest charge of £0.2m, slightly below
new contributions into the scheme are going into fixed the prior year, and an increase in the weighted average
interest securities, with the split between equities and number of shares in issue during the year of 3,109,000
bonds being 60% to 40% at the year end. Contributions reflecting the placing of shares which was made in
into the scheme have been increased as explained in December 2001, earnings per share for the year were
note 29. In addition to this defined benefit scheme the 27.5p, an increase of 17% on 2001 reflecting an increase
Group retains funds within the business to provide for in the goodwill charge from £1.3m to £3.1m in 2002.
retirement obligations for the German and Austrian Earnings per share before goodwill amortisation of 32.7p
employees. Although these retirement obligations are were 27% ahead of the prior year.
not fully funded the respective assets and liabilities are Following the recommendation of a final dividend
included within debtors and creditors on the Group of 6.6p, the total dividend for the year of 9.9p, an increase
balance sheet. All other pension provisions in the Group of 8% on 2001, is covered 2.6 times by earnings and
are of a defined contribution nature. 3.1 times by earnings before goodwill amortisation.
UITF Abstract 34 on pre contract costs which was
issued in May 2002 has had no adverse impact on the J R Atkinson
Group. In general the Group’s contracts are of a relatively Finance director
short term nature and the Group has always had a policy 6 March 2003
of expensing all bid related costs as they are incurred.
Taxation
The Group’s effective tax rate for the year at 39% is the
same as that of the prior year. While this is significantly
higher than the standard UK corporation tax rate of 30% it
is a direct result of more than 60% of the Group’s taxable
profit arising in the US where the effective federal and
state tax rate is nearly 40% and less than 5% of taxable
profit arising in the UK .
1 2
5 6 7
Board of directors
1 Dr J M West 3 J R Atkinson 5 R J T Ewen
Non-executive chairman. Chief operating officer and Managing director,
Joined the Group in 1964. finance director. Joined Specialist Services. Joined
Chief executive of Keller the Group in 1990. Group the Group in May 2002 from
Group of companies 1982–95. financial controller from Thales Group, where he was
Appointed director of Keller 1995–99. Appointed finance managing director of CityLink
Group in 1990. Appointed director in 1999 and chief Communications. Previously
chairman in 1995 and became operating officer on 6 March with the Tarmac Group
non-executive chairman upon 2003. Age 42. (now Carillion plc) and
retirement in 1997. Chairman Jarvis plc. Appointed to the
4 R M Rubright
of the Nomination Committee board on 6 March 2003.
and a member of the Managing director, Foundation
Age 43.
Audit Committee. Age 65. Services. Joined the Group in
1984 with the Hayward Baker 6 E G F Brown
2 T Dobson acquisition. Appointed Non-executive director.
Chief executive. Joined the president, Hayward Baker Appointed to the board
Group in 1966. President of in 1994 and president, Keller on 13 December
North American operations Foundations Inc. in 1998. 2001. Member of the
1986–99, now chairman. Appointed Managing director, Remuneration and Audit
Appointed director of Foundation Services in 2002 Committees. From 1998
Keller Group in 1990, and appointed to the board to 2000 Mr Brown was
managing director in 1995 on 6 March 2003. Age 51. chairman of Mainland Europe
and chief executive in 1997. for Tibbett & Britten Group plc.
Member of the Nomination He was previously an
Committee. Age 60. executive director of TDG plc
and operations director of
Exel plc. He is a non-executive
director of Quintiles
Transnational Corporation,
Vantec Ltd, CH Jones Ltd and
M H Gerson Ltd. Age 58.
3 4
8 9
7 P J Lopez Jimenez 8 K F Payne

Non-executive director. Non-executive director.
Appointed to the board on Appointed to the board in
14 January 2003. Mr Lopez 1999. Chairman of the Audit
Jimenez is chairman of Committee and a member
Terratest Tecnicas Especiales of the Remuneration and
S.A. and a non-executive Nomination Committees.
director of ACS Actividades de From 1991 to 1996 he was an
Construccion y Servicios S.A. executive director of BET plc
Mr Lopez Jimenez, who is with responsibility for finance,
also a director of a number planning and development.
of other Spanish businesses, Mr Payne is the non-executive
was Secretary of State for chairman of Multi Group plc
Public Works and Urban and of OSS Group Ltd.
Development in the Spanish Age 60.
Government between 1977
and 1979. Age 60. 9 R T Scholes
Non-executive director.
Appointed to the board on
7 February 2002. Member of
the Remuneration and Audit
Committees. Mr Scholes
was a director at Dresdner
Kleinwort Wasserstein from
1986 to 2001. He is a
non-executive director of
British Vita PLC and Bodycote
International Plc and was
formerly a non-executive
director of RCO Holdings PLC.
Age 57.
27 Directors’ report
29 Social responsibility
31 Remuneration report
35 Corporate governance
37 Independent auditors’ report
38 Consolidated profit and loss account
38 Consolidated statement of total recognised gains and losses
39 Consolidated balance sheet
40 Consolidated cash flow statement
41 Company balance sheet
42 Notes to the accounts
61 Financial record
62 Notice of annual general meeting
64 Principal offices
64 Secretary and advisers
Directors’ report
The directors present their annual report, together with the audited Research and development
accounts for the year ended 31 December 2002. Keller has a reputation for engineering excellence and innovation.
The Group has in-house design, development and manufacturing
Principal activities facilities where staff work closely with site engineers continually to
Keller Group plc is a holding company. Its principal subsidiary develop new and more effective methods of solving problems of
undertakings are engaged in specialised ground engineering, ground behaviour. Most of the specialised equipment we use is
structural renovation and post-tension systems, providing the designed and built by Keller.
construction industry around the world with an extensive range of
problem solving techniques and services. Management of financial risks
Currency risk
Business review
The Group faces currency risk principally on its net assets, of which
A review of the Group’s progress and prospects may be found on
a large proportion are in currencies other than Sterling. In order to
pages 16 to 21.
reduce the impact that retranslation of these assets might have on
the balance sheet, the Group manages its borrowings, to the extent
Results and dividends
possible, to hedge its foreign currency assets. Where possible,
The results for the year, showing a profit before taxation of
hedging is carried out by borrowing in the same currency as the
£27,330,000 (2001: £22,393,000), are set out on page 38.
assets being hedged.
The directors recommend a final dividend of 6.6p per share to be
The Group manages its currency flows to minimise
paid on 30 May 2003, to members on the register at the close of
currency transaction exchange risk and forward contracts are used
business on 2 May 2003. An interim dividend of 3.3p per share was
to hedge significant individual transactions. The majority of such
paid on 31 October 2002. The total dividend for the year of 9.9p
currency flows within the Group relate to repatriation of profits and
(2001: 9.2p) will amount to £6,284,000 (2001: £5,401,000).
intra Group loan repayments. The Group’s foreign exchange cover
is executed primarily in the UK and at 31 December 2002 the
Directors
principal value of forward exchange contracts amounted to
The names and biographical details of the directors who hold office
£602,000 (2001: £1,700,000).
at the date of this report are given on pages 24 and 25. All served
The Group does not trade in financial instruments nor
throughout the year, with the exception of Mr Scholes, who was
does it engage in speculative derivative transactions.
appointed on 7 February 2002, Mr Lopez Jimenez, who was
appointed on 14 January 2003 and Mr Ewen and Mr Rubright, Interest rate risk
who were appointed on 6 March 2003. Interest rate risk is managed by mixing fixed and floating rate
Dr Bond and Dr Peipers retired on 9 May 2002. borrowings depending upon the purpose of the financing.
All drawdowns against the Group’s central borrowing facility are
Retirement and re-election reviewed and the interest rate adopted depends upon the interest
Mr Dobson and Mr Atkinson retire by rotation at the Annual General rate outlook for the subsequent six months. The facility affords the
Meeting and, being eligible, will offer themselves for re-election. Group the ability to choose from one, three or six month interest
Mr Lopez Jimenez, Mr Rubright and Mr Ewen, who have been rates for its drawdowns.
appointed since the last Annual General Meeting, retire in In addition, interest rates have been fixed on approximately
accordance with the Articles of Association and, being eligible, 50% of central banking facility borrowings until 5 September 2004
will offer themselves for election. Details of the service contracts by the use of swaps.
of directors who served during the year are contained in the
Credit risk
remuneration report, together with details of their remuneration
Amounts deposited with banks and other financial institutions give
and benefits and their interests in the shares of the Company.
rise to credit risk. This risk is managed by limiting the aggregate
amount of exposure to any such institution by reference to their
Substantial shareholdings
credit rating and by regular review of these ratings. The possibility
At 6 March 2003, the Company had been informed of the following
of material loss in this way is considered unlikely.
interests in the Company’s issued ordinary share capital:
Percentage Corporate governance
Number of issued This is the subject of a separate report on pages 35 and 36 which
of shares share
held capital details the Company’s compliance with the Combined Code on
Corporate Governance, incorporated into the Financial Services
Schroder Investment Management Ltd 10,308,378 15.86
Authority’s Listing Rules. The remuneration report is set out on
Deutsche Bank AG 6,530,225 10.05 pages 31 to 34.
Standard Life Investments Limited 3,309,715 5.09
Terratest Tecnicas Especiales S.A. 3,029,000 4.66 Going concern
The accounts have been prepared on the going concern basis as
Legal & General Investment the directors, having made appropriate enquiries, consider that the
Management Ltd 2,776,336 4.27 Group has adequate resources to continue in operational existence
Prudential Corporation 2,182,333 3.36 for the foreseeable future.
Dr J M West 1,948,000 3.00
Payments to suppliers
Apart from the above interests, the Company has not been notified, The Group’s policy, in relation to all of its suppliers, is to settle the
and is not aware, of any other person who is directly or indirectly terms of payment when agreeing the terms of the transaction and
materially interested in 3% or more, or who has a non-material to abide by those terms, providing that it is satisfied that the
interest in 10% or more, of the issued ordinary share capital of supplier has provided the goods or services in accordance with
the Company. the agreed terms and conditions. The Group does not follow any
code or statement on payment practice.
At 31 December 2002 the Group had 67 days’ (2001:
69 days’) purchases outstanding.
Directors’ report continued
Political and charitable contributions Resolution number 13 – Purchase of the Company’s own shares
No contributions were made to any political party during the year. This resolution grants a limited authority to the Company to
Donations made by the Group in the UK for charitable purposes purchase through the market up to 10% of the issued ordinary
were £6,000 (2001: £2,000). share capital. The resolution specifies the maximum and minimum
prices at which the shares may be bought at the date of the notice.
Social responsibility The authority sought will expire at the conclusion of the next
The Group’s approach to employee involvement, disabled persons, Annual General Meeting. The directors have no immediate intention
health and safety and the environment are discussed in the social of exercising the proposed authority when it becomes effective.
responsibility report on pages 29 and 30. Any purchases will only be made when, in the opinion of the
directors, an improvement in earnings per share of the remaining
Special business at the Annual General Meeting shares is anticipated and it is in the best interests of shareholders
The full wording of the resolutions to be tabled at the forthcoming generally. Any shares so purchased will be cancelled and the
Annual General Meeting is set out in the Notice of Annual number of shares in issue will be reduced accordingly.
General Meeting on pages 62 and 63.
Auditors
Resolution number 10 – Scrip dividends
In accordance with Section 384 of the Companies Act 1985, a
Article 162 of the Company’s Articles of Association permits the
resolution for the reappointment of KPMG Audit Plc as auditors
directors, subject to the authority of the Company in general
to the Company is to be proposed at the forthcoming Annual
meeting, to offer to shareholders the right to elect to receive
General Meeting.
ordinary shares, credited as fully paid, instead of cash in respect
of dividends declared by the Company or by the directors.
On behalf of the board
The board recommends that by an ordinary resolution it be given
authority to make such offers until the conclusion of the next
J F Holman Secretary
Annual General Meeting.
6 March 2003
Resolutions numbered 11 and 12 – Authority to allot shares
Under the Companies Act 1985 (the “Act”), the directors of the
Company may only allot unissued shares if authorised to do so
under Section 80 of the Act. Section 89 of the Act also prevents
allotments for cash, other than to existing shareholders in
proportion to their existing holdings, unless the directors are
specifically authorised. This gives existing shareholders what are
known as “pre-emption rights”. The Articles of Association give
a general authority to the directors to allot unissued shares and
disapply these pre-emption rights. Passing resolutions 11 and 12
will extend the directors’ flexibility to act in the best interests of
shareholders, when opportunities arise, to issue new shares.
The directors will be able to issue new shares up to a
nominal value of £2,166,035 which is equal to approximately
33.3% of the issued ordinary share capital at 6 March 2003.
The directors will also be able either to issue shares for cash,
other than to existing shareholders in proportion to their existing
holdings, up to a maximum nominal amount of £324,905,
representing about 5% of the issued ordinary share capital at
6 March 2003 or, other than for cash, in a rights issue.
These arrangements are intended to ensure that the
interests of existing shareholders are protected so that, for
example, in the event of a share issue which is not a rights issue,
the proportionate interests of existing shareholders could not,
without their agreement, be reduced by more than 5% by the issue
of new shares for cash to new shareholders.
The board has no current plans to allot ordinary shares
except in connection with the executive share option arrangements.
The authority sought by resolutions 11 and 12 will expire at
the conclusion of the next Annual General Meeting, but could be
varied or withdrawn by agreement of shareholders at an intervening
general meeting.
Social responsibility
Environment Environmental management systems

Notwithstanding the positive impacts of many of the schemes
Bringing benefits to the environment
in which we are involved, we do recognise that many of our site
The Keller Group continues to recognise the impact of its business
activities have environmental effects. Most notably, these involve
on the environment, with many of its products contributing
noise, dust and slurry emissions and the use of specialist products,
environmental benefits. These include land reclamation schemes,
such as grouts. We have a continuous programme of trying to
soil erosion control, flood control, decontamination or containment
mitigate these impacts by, for example, selecting new plant with
of contamination and the preparation of brownfield sites.
reduced noise emissions, researching the viability of new, more
During the year, Keller Ground Engineering (KGE) was
benign materials and seeking better ways of capturing waste
involved at a site in Portadown, Belfast, which is being used as a
from drilling.
testing ground for an innovative in situ groundwater remediation
At Hayward Baker, for example, the equipment fleet has
system. This reactive gate and barrier system involved constructing
been converted to operate with a new, environmentally-friendly
deep slurry walls across the natural flow of groundwater, thereby
form of lubricant. Many of the hydraulic systems operate in areas
directing contamination to a reactor vessel containing filter material
where leaks or spills could result in contamination of the soil or
where the contaminant is broken down.
nearby waterways. The properties of the new hydraulic oil make
Group companies were involved in various dam
it inherently biodegradable, minimising the risk of long term
remediation schemes, forming part of a worldwide focus on
environmental damage.
upgrading major dams to prevent premature failure due to soil
Our environmental management systems are not uniform
erosion and earthquake. For example, Franki Australia was involved
across the Group. Our businesses, which have their own
in the remediation of two dams – the Yarawonga Reservoir in
environmental policies, have each adopted a system that reflects
Victoria and the Hume Dam, which straddles the Murray River,
local regulations, culture and business needs. In Australia, for
separating Victoria from New South Wales – where they installed
example, Franki has developed an Environmental Noise and
secant walls comprising interlocking stone columns to depths of
Vibration Management Plan, which is modified to suit the specific
up to 20 metres.
requirements of individual sites. This plan involves community
In 2002, Keller continued its support for various
consultation, including advising local residents and businesses
environmental research projects. These included a project
of the duration of Franki’s activities and providing an in-house
undertaken jointly by Franki Australia and Monash University, to
contact who will discuss their concerns.
ascertain the effectiveness of deep soil mixing in Coode Island
Makers has now integrated its environmental management
silt in the docks area of Melbourne. Coode Island silt is an
system into a single safety, quality and environmental management
acid sulphate soil and improving its strength in situ will allow
system. As planned, ISO14001 accreditation will be sought during
construction of container platforms without undue settlement,
2003. During the year, environmental training for operatives has
reduce the requirement for more costly piling solutions and limit
been undertaken at all sites and environmental awareness training
the expensive handling of this contaminated material.
has been incorporated into the standard induction training for all
In the UK, KGE continued to support research into
new staff.
sustainable construction, through its sponsorship of a Queen’s
The KGE environmental management system, which
University, Belfast, Ph.D programme. The Group is represented
complies with ISO14001, was fully introduced into the business in
on the Industrial Advisory Board of the QUESTOR Centre
2002. An “environmental performance” satisfaction rating has
(Queen’s University Environmental Science and Technology
recently been added to their customer survey which, together with
Research Centre) and, in partnership with the Environmental
the internal review process, is expected to provide an independent
Agency, the QUESTOR Centre and others, Keller is involved
measurement of performance.
in the development of permeable reactive barriers.
Our Specialist Services business, Makers, is working with
Working with the community
local authorities and housing associations across the UK on the
Most projects in which Group companies are involved are located
structural refurbishment of social housing, much of which was
in remote areas, away from local populations and therefore, there
constructed in the 1960s and 1970s. As an alternative to demolition
is usually little impact on, or relationship with, a local community.
and rebuild, these projects are resource efficient and have fewer
For most of our businesses, support for local community projects
environmental impacts. In addition, they invariably bring thermal
is indirect – by, for example, sponsoring or supporting the efforts of
efficiency benefits, resulting in reduced energy consumption.
employees who are involved in charitable or community projects.
A notable exception to this is Makers which, through its
social housing refurbishment schemes, has significant interfaces
with residents and community groups. Makers prides itself in
having an effective dialogue with residents, which includes the
distribution of site brochures (in four different languages, in
some cases) to advise residents on how they will be affected
by their works.
Social responsibility continued
Health and safety Following an increase in reportable accidents during the first
As with environmental management systems, there is no single six months of 2002, all managers were targeted to attend the
health and safety management system across the Group, as each Construction Industry Training Board’s Site Managers Safety
business is subject to different safety standards and regulations. Training Scheme. Another key initiative introduced during 2002
There is, however, a strong safety culture within all the businesses, was the use of video cameras by safety advisers to capture
which means that safety features high on the senior management good and bad site practices, for use in training videos. Also, the
agenda, safety training at all levels is taken very seriously and, on measurement of safety performance at site level was improved.
the ground, significant resources are dedicated to inspecting job Performance charts are used for internal benchmarking and are
sites for potential hazards and giving on site “toolbox talks” to reviewed by the board on a monthly basis.
ensure that safety awareness governs the daily work activities. KGE saw a slight rise in the number of reportable
In North America, a company’s safety record, relative to accidents in 2002, with an increase in the number of three-day
other businesses, is measured through the experience modification accidents and a reduction in major injury accidents. This resulted
rating (EMR). A low score indicates a good safety record. In 2002 in an increased AFR of 15.6 (2001:12.5) and an AIR of 3,690
the EMRs for Hayward Baker and Case were both 0.69, against (2001: 2,991). As a consequence, a number of new safety initiatives
an industry standard rating of 1.00 and a previous year’s rating of have been introduced, including an increase in the frequency of
0.73. This improvement reflects the effort and resources which are site safety “toolbox talks”, the introduction of a new series of safety
dedicated to improving safety performance. Both Hayward Baker awareness days and greater participation of site supervisors in
and Case have full-time, dedicated safety professionals as well management safety meetings.
as regional safety officers and operate schemes through which There were no HSE prosecutions or enforcement notices
employees are incentivised to come up with new ways of brought against either of the UK businesses in 2002 and there are
improving safety. none pending.
The key safety objective for our Franki operations in
Australia is to achieve zero lost-time injuries. Despite a renewed Employees
emphasis on safety management throughout the year, the number Throughout the year our businesses have continued to use
of lost-time injuries rose from 10 to 12, notwithstanding a reduction a variety of media and forums for communicating with their
in man-hours worked. Incident and frequency rates remain below employees including Company newsletters, consultative councils,
the Australian construction industry average. results presentations, suggestion schemes and informal channels,
In our Continental Europe and Overseas operations, a such as company-wide social events.
procedure for on-site health and safety forms part of the quality In addition to job-specific and safety training, in which
management system. In addition, operating units are required to considerable resource is invested by all our businesses, the
respect and comply with all local regulations. To the extent feasible, Group has a three-tier management development programme.
training courses are held on a regular basis in order to improve risk It comprises basic modules, which are offered locally in the main
awareness on site. Each business unit employs a safety officer, centres of operation; a strategic programme offered each year
either on a full or part-time basis, according to the business need to some 20 managers from across the Group; and the further
and local regulations. Performance is monitored by the divisional development of individuals at, or just below, board level through
head office in Germany and compared to international standards. executive programmes at Insead and Harvard business schools.
Rates of sick leave remain below the industry average. As a trend, It is our policy to employ and train disabled people
the number of accidents on site declined in 2002 compared with wherever their skills and qualifications allow and when suitable
the previous year. vacancies are available. Disabled employees are encouraged to
In the UK, Makers recorded a further reduction in the undertake training and career development to prepare them for
total number of accidents reported through the accident reporting promotion. Should existing employees become disabled, every
procedure to 98 (2001: 114). The number of accidents reported to effort is made to find appropriate work and training if appropriate.
the Health & Safety Executive (“HSE”) increased to 18 (2001: 14),
which becomes less significant when account is taken of the
increase in the number of employees on site from 598 in 2001
to 725 in 2002. The accident frequency rate (AFR) increased to
1.13 (2001: 1.05) and the accident incident rate (AIR) increased to
2,344 (2001: 2,174).
Remuneration report
Introduction During the year, a review of executive remuneration was

In preparing this report, the Committee has complied with undertaken on behalf of the Committee, comparing all elements
the Directors’ Remuneration Report Regulations 2002, which of remuneration against over 30 comparator businesses, having
introduced new statutory requirements for the disclosure of regard to size, profitability and geographic spread. The review
directors’ remuneration in respect of periods ending on or was undertaken by the company secretary under the guidance of
after 31 December 2002. The report also meets the relevant MCG Consulting, which advised on the scope and methodology
requirements of the Listing Rules of the Financial Services Authority of the survey, sense checked the data against its own data
and describes how the board has applied the Principles of Good sources and provided an independent challenge to the analysis
Governance relating to directors’ remuneration. As in the previous and conclusions.
year, a resolution to approve the report will be proposed at the The survey showed that, in the 2001 calendar year
forthcoming Annual General Meeting of the Company. (the period under review), the Company’s earnings per share (EPS)
The Regulations require the auditors to report to the growth was in the market upper quartile, whilst total remuneration
Company’s members on the “auditable part” of the remuneration levels including pension (but excluding any share based
report and to state whether, in their opinion, that part of the report emoluments) were found to be below the market median.
has been properly prepared in accordance with the Companies Act The survey reviewed the Company’s long term incentive
1985 (as amended by the Regulations). The report has therefore arrangements against the comparator groups. Notwithstanding the
been divided into separate sections for unaudited and audited difficulty in quantifying the value of awards under share-based, long
information. Within the unaudited section, the report deals with term incentive schemes, as market values fluctuate, the analysis
the remuneration policy that is to be followed in respect of 2003, did indicate that the Company was somewhat behind the market
summarises the results of a remuneration survey which was in terms of the number of shares over which options were granted
undertaken during the year and describes arrangements which and the value of options granted as a percentage of salary.
applied during 2002. In light of the findings of the remuneration survey, the
Committee has agreed the principle that base salary should be set
Remuneration Committee broadly in line with the median for executives who have sustained
The Company has established a Remuneration Committee performance in a role of comparable standing and that directors
(“the Committee”) in accordance with the recommendations of the should be able to achieve total remuneration at the market
Combined Code. The names of members of the Committee during upper quartile level when justified by performance.
the year and, where there has been a change during the year, their There are five main elements of the remuneration
date of appointment or retirement, are given below: package for executive directors and senior managers: basic
Director Appointment date Retirement date salary, performance related annual bonus, long term incentive
arrangements, pension arrangements and other benefits:
Dr K Bond 9 May 2002
E G F Brown 13 December 2001 (i) Basic salary
An executive director’s basic salary is determined by the
K F Payne Committee before the start of each year and when an individual
Dr H Peipers 9 May 2002 changes position or responsibility. In deciding appropriate levels,
R T Scholes 7 February 2002 the Committee considers the Group as a whole and seeks to be
competitive, but fair, using information provided both by external
Mr Brown took over as Chairman of the Committee, following and internal sources. As noted above, the Committee has agreed
Dr Bond’s retirement in May. the principle that base salary should be set broadly in line with the
The principal function of the Committee is to agree with the board market median.
the framework and policy for the remuneration of the Group’s (ii) Performance related annual bonus
executive management and to determine, on behalf of the board, Performance related annual cash bonuses are designed to reward
the remuneration packages of the executive directors. contribution and to encourage the achievement of targeted levels
No member of the Committee has any personal financial of performance over the short term.
interest (other than as a shareholder), conflict of interest arising The maximum annual cash bonuses are set by the
from cross-directorships or day-to-day involvement in running the Committee and are subject to stretching targets linked to the
business. No director plays a part in any discussion about his own Group’s operating performance in the year and to individual
remuneration. As discussed in the corporate governance report on performance against objectives set by the Committee.
pages 35 and 36, the board considers Mr Brown, Mr Payne and The performance related bonus is not pensionable.
Mr Scholes to be independent directors. Following the remuneration survey, it was decided that the
In determining the directors’ remuneration for the year, the maximum bonus potential be increased to 50% of basic
Committee consulted Dr West, the chairman and Mr Dobson, the annual salary from 1 January 2003. This is consistent with
chief executive about its proposals except in relation to their own the market median maximum bonus.
remuneration. The Committee also appointed MCG Consulting to
advise on the remuneration survey. In January 2003, New Bridge (iii) Long term incentive arrangements
Street Consultants were appointed by the board to advise on The Company’s long term incentive arrangements are intended
long-term incentive arrangements, which are discussed on page 32. to encourage directors and other key employees to focus on long
Neither of these firms has provided any other services to the Group. term, strategic corporate objectives and to further align the interests
However, MCG’s parent, DLA, is the Company’s legal adviser. of management and shareholders. They consist of share option
arrangements and a deferred annual bonus scheme, further details
Remuneration policy and arrangements of which can be found on page 32.
The objective of the remuneration policy is to ensure that members Since the end of the year, the Committee has initiated
of the executive management of the Company are provided with a review of long term incentive arrangements. The review is
appropriate incentives to encourage enhanced performance and ongoing and the Committee has not yet determined to what
are, in a fair and responsible manner, rewarded for their individual extent it may result in a change in the policy relating to long term
contributions to the success of the Company. Each director is incentive arrangements.
assessed individually so that his remuneration is directly related to
his performance over time and so that a significant proportion of
his remuneration package is performance related.
Remuneration report continued
Share option arrangements (iv) Pension arrangements

Since 2001, the Group has operated an Inland Revenue approved Mr Atkinson and Dr West are both members of the Keller Group
executive share option plan (“the Approved Plan”) and an Pension Scheme. This scheme provides a lump sum death in
unapproved share option plan (“the Unapproved Plan”). service benefit and pensions for dependants on death in service
Under the Approved Plan, the total market value of shares or following retirement. On retirement at age 62, Mr Atkinson will
at the date of grant over which any participant may be awarded be eligible for a pension based upon a percentage of final salary.
options is £30,000. At any time, the total number of new issue This percentage will increase with pensionable service to a
shares over which options may be granted (under all share option maximum of two-thirds, subject to Inland Revenue limits.
plans of the Company) in any consecutive ten-year period must not Mr Dobson is a member of a defined contribution scheme
exceed 10% of the issued ordinary share capital. operated in the US. His normal retirement age is 65.
Under the plans, options are being granted annually.
(v) Other benefits
The rules of the plans provide that, except in exceptional
Other benefits for executive directors comprise a car and payment
circumstances, in any 12-month period, a participant may not be
of its operating expenses and fuel, entitlement to a private health
granted options over shares (under all share option plans of the
care scheme and pensions as detailed above. In addition, the
Company) having a market value in excess of his or her gross
Company pays the accommodation costs in the UK for Mr Dobson,
remuneration (excluding bonuses and benefits in kind) in that
whose main home is in the US.
12-month period. In exceptional circumstances, such as the
need to recruit a key executive, this individual limit may be
Service contracts
exceeded. The limit was exceeded in respect of options granted
In accordance with general market practice, it is the Company’s
to Mr Dobson, Mr Atkinson and Mr Ewen in 2002, following a
policy that executive directors should have contracts with an
steep increase in the share price between the date of approving
indefinite term providing for a maximum of one year’s notice.
the options and the date of granting the options.
However, it may be necessary occasionally to offer longer initial
Options granted under the plans are only exercisable
notice periods to attract new directors, provided that the notice
when the Company has achieved average annual growth in
period shall reduce to one year after the initial period.
adjusted EPS of not less than 4% above the increase in the retail
Mr Dobson has a service agreement dated 10 April 1995,
price index over at least three consecutive years from the date
which is terminable on one year’s notice by either party. Mr Atkinson
of grant. Adjusted EPS is calculated before the amortisation of
has a service agreement dated 11 October 1999, which is
goodwill. There is flexibility to “re-test” the performance condition at
terminable on one year’s notice by either party. In the event of early
the end of the fourth year if the condition is not met over the initial
termination, the directors’ contracts provide for compensation up to
three year period following grant. If the performance condition is
a maximum of basic salary plus the fair value of benefits to which
not achieved by the end of the fourth year, the option will lapse.
the directors are contractually entitled for the unexpired portion of
The Committee selected EPS for the performance condition
the notice period. The Company seeks to apply the principle of
because it provides participants with the incentive to increase
mitigation in the payment of compensation on the termination
earnings, a key indicator of the underlying financial performance
of the service agreement of any executive director.
of the Company.
During the year, £35,000 was paid to Mr K Kirsch and
The Approved and Unapproved Plans were introduced
£30,000 was paid to Mr M W C Martin, both former directors of the
in 2001 to replace an Inland Revenue approved executive share
Company, for consultancy services provided to Group companies.
option scheme which was established in 1994 and which by 2001
The board may allow executive directors to accept
no longer reflected best practice (“the 1994 Scheme”). No new
external appointments, provided that the Company retains any
options have been granted under the 1994 Scheme since 1995
related remuneration.
and it is the intention that no new options will be granted under
this scheme in the future.
Non-executive directors
All non-executive directors have specific terms of engagement, the
Deferred Annual Bonus Scheme
dates of which are set out below, with an initial appointment period
The Keller Group plc Deferred Annual Bonus Scheme (“the DABS
of 12 months and thereafter subject to three months’ notice by
Scheme”), a long term incentive plan for the executive directors
either party. There are no provisions for compensation payable in
and a limited number of senior employees, was adopted in 1998
the event of early termination.
and terminated on 21 June 2000 in accordance with its rules.
No further awards will be granted under the DABS Scheme but Director Date of engagement letter
the provisions of the DABS Scheme remain in force with regard Dr K Bond (retired 9 May 2002) 11 June 1999
to awards that have already been granted. E G F Brown 18 January 2002
The operation of the DABS Scheme was subject to the
discretion of the board. Participants in the DABS Scheme were P J Lopez Jimenez 21 January 2003
required to defer 50% of their performance related annual bonus K F Payne 11 June 1999
in the form of shares in the Company for a period of three years. Dr H Peipers (retired 9 May 2002) 21 March 1995
At the end of the three-year deferral period, matched shares could R T Scholes 8 February 2002
be awarded up to a maximum of two matched shares for every
one share deferred, depending on a combination of performance Dr J M West 8 June 1998
requirements. These are annual growth in adjusted EPS and the The determination of the non-executive directors’ remuneration has
Total Shareholder Return (TSR) performance of the Group against been delegated by the board to the executive directors, within the
a group of construction industry comparator companies. limits set by the Articles of Association and based on independent
Once the matched shares have unconditionally vested, surveys of fees paid to non-executive directors of similar
participants have the option of selling their shares or earning companies. The fees paid to non-executive directors in the year,
additional matched shares at the rate of one for every five shares shown on page 33, are inclusive of the additional work performed for
retained for a further two-year period. the Company in respect of membership of the board committees.
No award of shares, matched shares or additional Non-executive directors cannot participate in any of the Company’s
matched shares form part of a participant’s pensionable salary. long term incentive arrangements.
Details of the shares awarded are shown on page 34
under directors’ interests in long term incentive plans.
Relative performance
The following graph shows the Company’s performance, measured by TSR, compared with the performance of the FTSE All-Share
Index. This index has been selected because it reflects the Company’s international nature better than the UK Construction & Building
Materials index, the constituents of which operate predominantly in the UK, and because it reflects the Company’s size better than the
FTSE 100 or the FTSE 250 indices.
Total Shareholder Return • Keller • FTSE All-Share Index
240 1 Jan 98 1 Jan 99 1 Jan 00 1 Jan 01 1 Jan 02
220
200
180
160
140
120
100
80
60 Source: Datastream
This graph looks at the value, by the end of 2002, of £100 invested in Keller on 31 December 1997 compared with the value of £100 invested in the FTSE All-Share Index.
Audited information
Directors’ emoluments for the year ended 31 December 2002

Basic Annual Total Total
salary Fees Benefits bonus emoluments emoluments
2002 2002 2002 2002 2002 2001
£000 £000 £000 £000 £000 £000
Executive
J R Atkinson 150 – 14 45 209 180
T Dobson 240 – 50 72 362 375
Non-executive
Dr K Bond – 8 – – 8 20
E G F Brown – 23 – – 23 –
K F Payne – 23 – – 23 20
H Peipers – 8 – – 8 20
R T Scholes – 21 – – 21 –
Dr J M West – 67 15 – 82 81
390 150 79 117 736 696
Included in the above were fees amounting to £23,000 paid to G. Brown Associates Limited in respect of services provided by Mr Brown.
A maximum annual cash bonus of 40% of basic annual salary was set for the year ended 31 December 2002, of which up to
25% of salary related to the achievement of profit related targets, split equally between profit before tax (PBT) and EPS, and up to 15%
related to the achievement of individual objectives. The baselines for the 2002 operating performance targets, below which no bonus was
payable, were set at PBT of £25m and EPS of 25p. The performance targets attracting maximum bonus are considered commercially
sensitive and are not, therefore, disclosed.
Directors’ shareholdings
The directors’ beneficial interests in the issued ordinary share capital of the Company were:
At At
31 December 31 December
2002 2001
Ordinary Ordinary
shares shares
J R Atkinson 28,315 24,134
T Dobson 919,571 898,000
K Payne 8,588 3,808
Dr J M West 1,948,000 1,948,000
There have been no changes in the directors’ beneficial interests during the period from the end of the financial year to 6 March 2003.
Any ordinary shares required to fulfil entitlements under the DABS Scheme are provided by the Keller Group plc Employee
Benefit Trust (the Trust). As beneficiaries under the Trust, the directors are deemed to be interested in the shares held by the Trust which,
at 31 December 2002, amounted to 195,044 ordinary shares.
Remuneration report continued
Directors’ pension rights

Dr West, having retired in 1997, received a pension of £134,000 in 2002. Company pension contributions in 2002 to the US defined
contribution scheme in respect of Mr Dobson were £7,200 (2001: £12,200). The change during the year in the accrued pension
entitlement of Mr Atkinson under the Keller Group Pension Scheme is shown in the table below:
Transfer
value of
increase
Transfer Transfer Increase in accrued
value of value of in transfer Increase Increase pension
accrued accrued value during in accrued in accrued excluding
benefit benefit the year Accrued pension pension inflation less
at beginning at end less member pension at including excluding member
of year of year contributions end of year inflation inflation contributions
Director £000 £000 £000 £000 £000 £000 £000
J R Atkinson 150 155 4 36 11 10 43
The total accrued pension entitlement shown is that which would be paid annually on retirement, based on service to the end of the year.
Directors’ interests in long term incentive plans

The directors’ interests in the Deferred Annual Bonus Scheme are given in the table below:
Crystallising
Interests as at Market value of Awards lapsed Interests as at dates of
1 January Awards granted shares when or crystallised 31 December outstanding
Name of Director 2002 during the year award granted during the year 2002 awards
J R Atkinson 11,557 1,409 333.5p 7,043 5,923 09/03/03
T Dobson 30,310 4,314 333.5p 21,571 13,053 09/03/03
The following table provides further information in relation to the awards previously granted under the Deferred Annual Bonus Scheme
that were subject to the performance conditions described on page 32 and which crystallised during the year:
Number Market price Market price
of shares of shares when of shares
Name of Director Date of award vesting award granted on vesting
J R Atkinson 11/03/99 5,634 238.5p 333.5p
T Dobson 11/03/99 17,258 238.5p 333.5p
As mentioned on page 32, the Deferred Annual Bonus Scheme was terminated on 21 June 2000. No awards of deferred shares were
therefore made in relation to the year ended 31 December 2002. The performance conditions applying to all of the above awards are
described more fully on page 32.
Share options
Options held at Options Options Options Options held at Dates
1 January granted exercised lapsed 31 December from which
Name of Director 2002 during the year during the year during the year 2002 Exercise price exercisable Expiry date
J R Atkinson
1994 Scheme* 14,800 – 6,100 – 8,700 102.0p 26/04/98 25/04/05
Unapproved Plan
14 May 2001 25,000 – – – 25,000 231.5p 14/05/04 13/05/11
13 March 2002 – 45,511 – – 45,511 332.0p 13/03/05 12/03/12
Approved Plan
13 March 2002 – 4,489 – – 4,489 332.0p 13/03/05 12/03/12
T Dobson
1994 Scheme* 80,000 – – – 80,000 102.0p 26/04/98 25/04/05
Unapproved Plan
14 May 2001 50,000 – – – 50,000 231.5p 14/05/04 13/05/11
13 March 2002 – 75,000 – – 75,000 332.0p 13/03/05 12/03/12
169,800 125,000 6,100 – 288,700
*All share options granted under the 1994 Scheme were granted on 26 April 1995.
The market value of the shares at 31 December 2002 was 250p and the range during the year was 228.5p to 367p. The market
value of the shares on 25 April 2002, when Mr Atkinson exercised his option, was 360p, producing a gain on exercise of £15,738.
The performance conditions applying to the above options are described more fully on page 32. There have been no variations
to the terms and conditions or performance criteria for share options during the financial year.
On behalf of the board
E G F Brown Chairman, Remuneration Committee

6 March 2003
Corporate governance
The Principles of Good Governance and Code of Best Practice (the Directors’ remuneration
“Combined Code”) drafted by the Hampel Committee on corporate The Remuneration Committee is chaired by Mr Brown, the
governance was issued in June 1998 encompassing principles other members during the year, all of whom are independent of
previously addressed by the Cadbury and Greenbury Committees. management, are shown on page 31. This Committee is
Section 1 of the Combined Code contains broad responsible for agreeing with the board the framework and policy
principles and further detailed provisions covering four main issues for the remuneration of the Group’s executive management and for
which all companies listed on the London Stock Exchange are determining the remuneration packages of the executive directors.
expected to follow. The remuneration for the non-executive directors is determined
The directors consider that the Group has been in by the board. The directors’ remuneration report is set out on
compliance throughout the year with the code provisions set out in pages 31 to 34.
Section 1 of the Combined Code issued by the Stock Exchange.
Relations with shareholders
Directors Where practicable throughout the year, with the exception of closed
Throughout the year, the board comprised two executive and at periods, the Company meets with and makes presentations to
least four non-executive directors. Since the end of the year, institutional investors. All directors of the Group are available to
Mr Lopez Jimenez was appointed as a non-executive director on answer questions at the Annual General Meeting, which is
14 January 2003 and Mr Rubright and Mr Ewan were appointed considered to be the most effective way of keeping private investors
as executive directors on 6 March 2003, increasing to four the informed of the Group’s progress. The notice of the Annual General
number of executive directors and increasing to five the number Meeting, detailing all proposed resolutions, will be posted to
of non-executive directors. shareholders at least 20 working days prior to the meeting.
Mr Brown, Mr Payne, Mr Lopez Jimenez and Mr Scholes
are considered by the board to be independent of management. Accountability and audit
Mr Scholes has, within the last three years, had a business The membership of the Audit Committee comprises Mr Brown,
relationship with the Company as a director of Dresdner Kleinwort Mr Payne, Mr Scholes and Dr West. Dr Bond and Dr Peipers were
Wasserstein, the Company’s stockbroker and financial adviser. members of the Committee until their retirement on 9 May 2002.
Mr Lopez Jimenez is associated with Terratest, a shareholder The Committee is chaired by Mr Payne. This Committee meets
in Keller-Terra. The board takes the view that these business at least three times a year and the Company’s auditors attend at
relationships are not material in the context of Keller’s operations least two of these meetings. The Committee assists the board in
and that the independence of Mr Scholes and Mr Lopez Jimenez observing its responsibility for ensuring that the Group’s financial
is evidenced in board meetings by their objective judgement and systems provide accurate and up to date information on its
willingness to challenge. Mr Payne is the senior independent financial position and that the Group’s published financial
director. There is an agreed procedure for individual directors to statements represent a true and fair reflection of this position.
obtain independent legal advice and all directors have unrestricted During the year, the Committee considered the need for an
access to the company secretary and chairman. internal audit function. The Committee concluded that the nature of
There is a clear division of responsibilities between the business risks and the effectiveness of existing controls were
Dr West as non-executive chairman and Mr Dobson who, as chief such that an internal audit function was unlikely to add value.
executive, is the director ultimately responsible for the running of
the Group’s business. The board normally meets at least ten times
throughout the year to monitor the Group’s performance and to
take decisions based upon a schedule of matters specifically
reserved for its approval. Board papers and other relevant
information are supplied to the board members in advance of the
meetings to enable directors to be properly briefed on topics to be
discussed at these meetings. Site visits are arranged periodically
for non-executive directors to develop and refresh their
understanding of the business.
The Nomination Committee is chaired by Dr West, the
other members during the year being Mr Payne and Mr Dobson.
This Committee monitors the composition and balance of the board
and recommends to the board the appointment of new directors.
Corporate governance continued
Internal control The chief executive reports to the board on significant changes in
The board is ultimately responsible for the Group’s system of the business and the external environment that affect significant
internal control and for reviewing its effectiveness. However, such risks. The finance director provides the board with monthly financial
a system is designed to manage, rather than eliminate, the risk information that includes key performance and risk indicators.
of failure to achieve business objectives, and can provide only Where areas for improvement are identified, the board
reasonable and not absolute assurance against material considers the recommendations made by the Audit Committee.
misstatement or loss.
Following publication of guidance for directors on internal Directors’ responsibilities in relation to the financial statements
control Internal Control: Guidance for directors on the Combined Company law requires the directors to prepare financial statements
Code (the Turnbull Guidance), the board confirms that there is an for each financial year which give a true and fair view of the state of
ongoing process for identifying, evaluating and managing the affairs of the Company and Group and of the profit or loss for that
significant risks faced by the Group, that has been in place for the period. In preparing those financial statements, the directors are
year under review and up to the date of approval of the annual required to:
report and accounts, and that this process is regularly reviewed by
the board and accords with the guidance. (a) select suitable accounting policies and then apply
them consistently;
The principal elements of the internal control framework are
as follows: (b) make judgements and estimates that are reasonable
and prudent;
(a) Contract appraisal
A risk analysis covering technical, operational and financial issues is (c) state whether applicable accounting standards have been
performed as part of the bidding process. The bidding of contracts followed, subject to any material departures disclosed and
is approved at the appropriate level. The performance of contracts explained in the financial statements; and
is monitored by each business unit on a weekly basis. (d) prepare the financial statements on the going concern basis
(b) Budgeting and forecasting unless it is inappropriate to presume that the Company and Group
There is a comprehensive budgeting system with an annual budget will continue in business.
approved by the directors. This budget includes monthly profit and The directors are responsible for keeping proper accounting
loss accounts, balance sheets and cash flows. Forecasts for the full records which disclose with reasonable accuracy at any time the
year are updated as considered necessary. In addition, detailed financial position of the Company and to enable them to ensure
quarterly forecasts are prepared for the two subsequent years. that the financial statements comply with the Companies Act 1985.
(c) Financial reporting They have general responsibility for taking such steps as are
Detailed monthly management accounts are prepared which reasonably open to them to safeguard the assets of the Group and
compare profit and loss accounts, balance sheets, cash flows to prevent and detect fraud and other irregularities.
and other information with budget, and significant variances
are investigated.
(d) Cash control
A rolling 12 week cash forecast is prepared each week to monitor
the Group’s short term cash positions and to control immediate
borrowing requirements.
(e) Investments and capital expenditure
All significant investment decisions, including capital expenditure,
are referred to the appropriate divisional or Group authority level.
On behalf of the board, the Audit Committee has reviewed
the effectiveness of the system of internal control. In particular,
it has reviewed and updated the process for identifying and
evaluating the significant risks affecting the business and the
policies and procedures by which these risks are managed.
Management are responsible for the identification and
evaluation of significant risks applicable to their areas of business
together with the design and operation of suitable internal controls.
These risks are assessed on a continual basis and may be
associated with a variety of internal or external sources including
control breakdowns, disruptions in information systems, markets
and competition, natural catastrophe and regulatory requirements.
A process of control self-assessment and hierarchical
reporting has been established which provides for a documented
and auditable trail of accountability. These procedures are relevant
across Group operations and provide for successive assurances to
be given at increasingly higher levels of management and, finally, to
the board.
Management report on their review of risks and how they
are managed to the Audit Committee. One of the roles of the
Audit Committee is to review, on behalf of the board, the key risks
inherent in the business and the system of control necessary to
manage such risks, and to present their findings to the board.
The Audit Committee reviews the assurance procedures, ensuring
that an appropriate mix of techniques is used to obtain the level of
assurance required by the board. The Audit Committee presents
its findings to the board twice yearly.
Independent auditors’ report

to the members of Keller Group plc
We have audited the financial statements on pages 38 to 60. Basis of audit opinion
We have also audited the information in the directors’ remuneration We conducted our audit in accordance with Auditing Standards
report that is described as having been audited. issued by the Auditing Practices Board. An audit includes
This report is made solely to the Company’s members, examination, on a test basis, of evidence relevant to the amounts
as a body, in accordance with Section 235 of the Companies Act and disclosures in the financial statements and the part of the
1985. Our audit work has been undertaken so that we might state directors’ remuneration report to be audited. It also includes an
to the Company’s members those matters we are required to state assessment of the significant estimates and judgements made by
to them in an auditor’s report and for no other purpose. To the the directors in the preparation of the financial statements, and of
fullest extent permitted by law, we do not accept or assume whether the accounting policies are appropriate to the Group’s
responsibility to anyone other than the Company and the circumstances, consistently applied and adequately disclosed.
Company’s members as a body, for our audit work, for this We planned and performed our audit so as to obtain all
report, or for the opinions we have formed. the information and explanations which we considered necessary
in order to provide us with sufficient evidence to give reasonable
Respective responsibilities of directors and auditors assurance that the financial statements and the part of the
The directors are responsible for preparing the Annual Report and directors’ remuneration report to be audited are free from material
the directors’ remuneration report. As described on page 36, this misstatement, whether caused by fraud or other irregularity or error.
includes responsibility for preparing the financial statements in In forming our opinion we also evaluated the overall adequacy of
accordance with applicable United Kingdom law and accounting the presentation of information in the financial statements and the
standards. Our responsibilities, as independent auditors, are part of the directors’ remuneration report to be audited.
established in the United Kingdom by statute, the Auditing
Practices Board, the Listing Rules of the Financial Services Opinion
Authority, and by our profession’s ethical guidance. In our opinion:
We report to you our opinion as to whether the financial • the financial statements give a true and fair view of the state of
statements give a true and fair view and whether the financial affairs of the Company and the Group as at 31 December 2002
statements and the part of the directors’ remuneration report to and of the profit of the Group for the year then ended; and
be audited have been properly prepared in accordance with the • the financial statements and the part of the directors’
Companies Act 1985. We also report to you if, in our opinion, the remuneration report to be audited have been properly prepared
directors’ report is not consistent with the financial statements, if in accordance with the Companies Act 1985.
the Company has not kept proper accounting records, if we have
not received all the information and explanations we require for KPMG Audit Plc
our audit, or if information specified by law regarding directors’ Chartered Accountants
remuneration and transactions with the Group is not disclosed. Registered Auditor
We review whether the statement on page 35 reflects the 8 Salisbury Square
Company’s compliance with the seven provisions of the Combined London EC4Y 8BB
Code specified for our review by the Listing Rules, and we report
if it does not. We are not required to consider whether the board’s 6 March 2003
statements on internal control cover all risks and controls, or
form an opinion on the effectiveness of the Group’s corporate
governance procedures or its risk and control procedures.
We read the other information contained in the Annual
Report, including the corporate governance statement and the
unaudited part of the directors’ remuneration report, and consider
whether it is consistent with the audited financial statements.
We consider the implications for our report if we become aware
of any apparent misstatements or material inconsistencies with the
financial statements.
Consolidated profit and loss account

for the year ended 31 December 2002
2002 2002 2001

2002 Continuing Continuing Continuing
Continuing operations operations operations
operations Acquisitions Total Total
Note £000 £000 £000 £000
Turnover 2 502,403 8.568 510,971 422,248
Operating costs 3 (472,451) (7,276) (479,727) (398,070)
Operating profit before amortisation of goodwill 32,955 1,389 34,344 25,429
Amortisation of goodwill (3,003) (97) (3,100) (1,251)
Operating profit 2 29,952 1,292 31,244 24,178
Net interest payable 5 (3,914) (1,785)
Profit on ordinary activities before taxation 2 27,330 22,393
Taxation 6 (10,684) (8,684)
Profit on ordinary activities after taxation 16,646 13,709
Equity minority interests (233) (342)
Profit for the financial year 16,413 13,367
Dividends paid and proposed 7 (6,284) (5,401)
Retained profit for the financial year 20 10,129 7,966
Basic earnings per share 8 27.5p 23.6p
Earnings per share before amortisation of goodwill 8 32.7p 25.8p
Diluted earnings per share 8 27.3p 23.4p
Diluted earnings per share before amortisation of goodwill 8 32.5p 25.6p
There is no difference between the profit on ordinary activities before taxation and the retained profit for the financial year stated above,
and their historical cost equivalents.
Consolidated statement of total recognised gains and losses

2002 2001
Note £000 £000
Profit for the financial year 16,413 13,367
Currency translation differences on overseas investments 20 (107) (555)
Prior year adjustment in 2001 30 – (1,081)
Total recognised gains and losses relating to the year 16,306 11,731
The notes on pages 42 to 60 form part of these accounts.
Consolidated balance sheet

as at 31 December 2002
2002 2001
Note £000 £000
Fixed assets
Positive goodwill 9 68,529 60,752
Negative goodwill 9 (2,239) (105)
66,290 60,647
Other intangible assets 10 374 372
Intangible assets 66,664 61,019
Tangible assets 11 79,815 59,277
Investments 12 – –
146,479 120,296
Current assets
Stocks 13 15,147 12,466
Debtors 14 143,897 120,318
Cash at bank and in hand 25 16,206 12,209
175,250 144,993
Creditors: amounts falling due within one year 15 (141,404) (129,143)
Net current assets 33,846 15,850
Total assets less current liabilities 180,325 136,146
Creditors: amounts falling due after more than one year 16 (72,341) (56,825)
Provisions for liabilities and charges 17 (7,840) (6,046)
Net assets 2 100,144 73,275
Capital and reserves
Called up share capital 19 6,498 5,968
Share premium account 20 35,293 22,202
Capital redemption reserve 20 7,629 7,629
Profit and loss account 20 46,494 36,472
Equity shareholders’ funds 21 95,914 72,271
Equity minority interests 4,230 1,004
100,144 73,275
These accounts were approved by the board of directors on 6 March 2003 and signed on its behalf by:
J M West Chairman
J R Atkinson Finance director

Consolidated cash flow statement

2002 2002 2001 2001

Note £000 £000 £000 £000
Net cash inflow from operating activities 22 43,171 32,187
Returns on investment and servicing of finance
Interest received 288 482
Interest paid (4,073) (1,951)
Interest element of finance lease rental payments (104) (71)
Finance costs of new bank loans (297) (1,646)
Payments to minority interests (172) (115)
(4,358) (3,301)
Taxation
UK corporation tax paid (403) (505)
Overseas tax paid (8,572) (7,732)
(8,975) (8,237)
Capital expenditure
Purchase of intangible fixed assets (82) (72)
Purchase of tangible fixed assets (16,868) (11,385)
Sale of tangible fixed assets 4,250 1,223
(12,700) (10,234)
Acquisitions and disposals
Acquisition of subsidiary undertakings (32,941) (67,343)
Net cash acquired with subsidiary undertakings 899 13
(32,042) (67,330)
Equity dividends paid (5,609) (5,000)
Net cash outflow before use of liquid resources and financing (20,513) (61,915)
Management of liquid resources
(Payments into)/repayments from short term bank deposits (61) 947
Financing
Issue of new shares 13,621 7,944
New bank loans drawn 72,555 62,153
Repayment of bank loans and loan notes (54,759) (18,407)
Sale and leaseback transactions 739 887
Capital element of finance lease rental payments (902) (396)
Net cash inflow from financing 31,254 52,181
Increase/(decrease) in cash in the year 23 10,680 (8,787)
Company balance sheet

as at 31 December 2002
2002 2001
Note £000 £000
Fixed assets
Investments 12 31,439 22,846
Current assets
Debtors* 14 96,906 44,102
Cash at bank and in hand 560 2,702
97,466 46,804
Creditors: amounts falling due within one year 15 (17,700) (9,201)
Net current assets* 79,766 37,603
Total assets less current liabilities 111,205 60,449
Creditors: amounts falling due after more than one year 16 (56,534) (18,145)
Net assets 54,671 42,304
Capital and reserves
Called up share capital 19 6,498 5,968
Share premium account 20 35,293 22,202
Capital redemption reserve 20 7,629 7,629
Profit and loss account 20 5,251 6,505
Equity shareholders’ funds 54,671 42,304
*Debtors and net current assets include debtors recoverable after more than one year of £76,067,000 (2001: £29,302,000).
These accounts were approved by the board of directors on 6 March 2003 and signed on its behalf by:
J M West Chairman
J R Atkinson Finance director

Notes to the accounts
1 Principal accounting policies (e) Joint arrangements

(a) Basis of accounting From time to time the Group undertakes contracts jointly with
The accounts of the Group have been prepared under the other parties. These fall under the category of joint arrangements
historical cost convention in accordance with applicable that are not entities as defined by FRS 9. The Group accounts
accounting standards. for its own share of sales, profits, assets, liabilities and cash flows
measured according to the terms of the agreements covering the
The Group implemented FRS 19 – Deferred Tax in 2001 which
joint arrangements.
gave rise to a prior year adjustment in that year, details of which
are set out in note 30. The following accounting policies have been (f) Depreciation
applied consistently in dealing with items which are considered Depreciation is not provided on freehold land.
material in relation to the Group’s accounts.
Depreciation is provided to write off the cost less the estimated
(b) Basis of consolidation residual value of assets by reference to their estimated useful lives
The Group accounts consolidate the accounts of the parent using the straight line method.The rates of depreciation used are:
company and its subsidiary undertakings made up to 31 December
Buildings 2%
each year. Where subsidiary undertakings are acquired or sold
during the year, the accounts include the results for the part of Long life plant and equipment 8.33%
the year for which they were subsidiary undertakings using the Short life plant and equipment 12.5%
acquisition method of accounting unless otherwise stated. Motor vehicles 25%
The Company has taken advantage of the exemption in Computers 33.33%
Section 230 of the Companies Act 1985 and has not produced
its own profit and loss account. Of the consolidated profit for Leased properties are amortised by equal instalments over the
the financial year of £16,413,000 a profit of £5,030,000 has been period of the lease or 50 years, whichever is the shorter.
dealt with in the financial statements of Keller Group plc. (g) Research and development
(c) Turnover Expenditure on research and development is written off against
Turnover represents the valuation of work done on contracts trading profits as incurred.
performed during the year on behalf of clients or the invoiced (h) Capital work in progress
value of goods and services charged to clients. Capital work in progress represents expenditure on fixed assets in
These valuations are based upon estimates of the final expected the course of construction. Transfers are made to other fixed asset
outcome of contracts and the proportion of work which has categories when the assets are available for use.
been completed. (i) Stocks
(d) Contract results Stocks are valued at the lower of cost and estimated net
In the nature of the Group’s business the results for the year realisable value with due allowance being made for obsolete
include adjustments to the outcome of contracts, including joint or slow moving items.
arrangements, completed in previous years arising from:
(i) claims by customers or third parties in respect of work carried
out where full provision is made in the year in which the Group
becomes aware that a claim may arise;
(ii) claims on customers or third parties for variations to the
original contract which are not taken to profit until the outcome
is reasonably certain; and
(iii) costs of insurance arrangements which can be adjusted
retrospectively based on claims experience.
Where it is reasonably foreseen that a loss will arise on a contract,
full provision for this loss is made in the year in which the Group
becomes aware that a loss may arise.
1 Principal accounting policies continued Positive goodwill and negative goodwill arising prior to 1 January
(j) Amounts recoverable on contracts 1998 were taken directly to reserves in the year in which they
Amounts recoverable on contracts comprises work completed, or arose. Such positive goodwill and negative goodwill have not been
measurable parts thereof, not yet invoiced to clients, and is stated reinstated on the balance sheet. This positive goodwill or negative
after making due allowance for irrecoverable amounts. goodwill would be charged or credited to the profit and loss
account on a subsequent disposal of the business to which
(k) Leases
they relate.
Fixed assets acquired under finance leases are capitalised in the
balance sheet at fair value and depreciated in accordance with Intangible assets, other than goodwill, which are purchased, such
the Group’s accounting policy. The capital element of the leasing as licences, patents and trademarks are capitalised and charged
commitment is shown as “obligations under finance leases”. to the profit and loss account over their useful economic lives.
The rentals payable are apportioned between interest, which is Internally generated intangible assets are not capitalised.
charged to the profit and loss account, and capital, which reduces
(o) Foreign currencies
the outstanding obligation.
Balance sheet items in foreign currencies are translated into
Rental costs in respect of operating leases are charged to the profit Sterling at closing rates of exchange at the balance sheet date.
and loss account as incurred. However, if amounts receivable and payable in foreign currencies
are covered by a forward contract, the contract rate of exchange
(l) Deferred taxation
is used for translation. Profit and loss accounts and cash flows of
Except where otherwise required by accounting standards, full
overseas subsidiary undertakings are translated into Sterling at
provision, without discounting, is made for all timing differences
average rates of exchange for the year.
which have arisen but not reversed at the balance sheet date.
Exchange differences arising from the retranslation of opening
(m) Pensions
net assets and profit and loss accounts at closing rates of
The expected cost of providing pensions on defined benefit
exchange are dealt with as movements on reserves. All other
schemes is recognised on a systematic and rational basis over
exchange differences are charged to the profit and loss account.
the expected service lives of current employees.
The exchange rates used in respect of principal currencies are:
Pension costs in respect of defined contribution schemes are 2002 2001
recognised as incurred.
US Dollar: average for year 1.50 1.44
(n) Goodwill and intangibles US Dollar: year end 1.60 1.45
Positive goodwill arising on consolidation, representing the
difference between the fair value of the purchase consideration Australian Dollar: average for year 2.77 2.79
and the fair value of the net assets of the subsidiary undertaking Australian Dollar: year end 2.84 2.84
at the date of acquisition, is capitalised as an intangible fixed Euro: average for year 1.59 1.61
asset and charged to the profit and loss account over the useful Euro: year end 1.53 1.64
economic life of the asset.
Negative goodwill, where the fair value of the net assets is greater
than the fair value of the purchase consideration of the subsidiary
undertaking at the date of acquisition, is recognised separately on
the balance sheet below positive goodwill. It is credited to the profit
and loss account over a period in which the non monetary assets
(usually fixed assets) are depreciated or sold.
Notes to the accounts continued
2 Segmental analysis
Turnover, operating profit and net assets may be analysed as follows:
2002 2002 2001
£000 £000 £000 £000
Turnover
Class of business
Foundation services 356,416 5,025 361,441 347,826
Specialist services 145,987 3,543 149,530 74,422
502,403 8,568 510,971 422,248
Geographical origin
United Kingdom 104,704 2,034 106,738 100,130
The Americas 242,567 – 242,567 188,761
Continental Europe and overseas 133,918 1,681 135,599 115,008
Australia 21,214 4,853 26,067 18,349
502,403 8,568 510,971 422,248
Operating profit
Class of business
Foundation services 26,625 761 27,386 23,216
Specialist services 5,490 531 6,021 2,762
32,115 1,292 33,407 25,978
Geographical origin
United Kingdom 3,830 117 3,947 3,167
The Americas 19,536 – 19,536 16,344
Continental Europe and overseas 7,490 430 7,920 5,820
Australia 1,259 745 2,004 647
32,115 1,292 33,407 25,978
Unallocated central costs (2,163) (1,800)
31,244 24,178
Net interest payable (3,914) (1,785)
Profit on ordinary activities before taxation 27,330 22,393
The amortisation of goodwill has been analysed by geographical segment as follows: United Kingdom £376,000 (2001: £288,000),
The Americas £2,802,000 (2001: £1,005,000), Continental Europe and overseas £122,000 (2001: £62,000) and Australia, a credit of
£200,000 (2001: credit £104,000).
The amortisation of goodwill has been analysed by class of business as follows: Foundation services £292,000 (2001: £336,000) and
Specialist services £2,808,000 (2001: £915,000).
2 Segmental analysis continued

2002 2001
Continuing Continuing
operations operations
Total Total
£000 £000
Net assets
Class of business
Foundations services 94,153 69,532
Specialist services 73,986 66,945
168,139 136,477
Net debt (67,995) (63,202)
100,144 73,275
Geographical origin
United Kingdom 22,839 9,194
The Americas 115,507 109,862
Continental Europe and overseas 26,251 15,468
Australia 3,542 1,953
168,139 136,477
Net debt (67,995) (63,202)
100,144 73,275
In the opinion of the directors: (i) it is not deemed appropriate to analyse net debt and net interest payable thereon by geographical
segment and (ii) turnover by destination is not materially different from turnover by origin.
3 Operating costs
2002 2002 2001
£000 £000 £000 £000
Change in stocks of finished goods and work in progress 722 – 722 303
Own work capitalised (4,502) – (4,502) (4,108)
Raw materials and consumables 147,978 2,635 150,613 113,329
Other external and operating charges 185,269 1,732 187,001 170,771
Staff costs 131,306 2,625 133,931 109,176
Amortisation of goodwill and intangibles 3,110 97 3,207 1,338
Depreciation: tangible owned fixed assets 8,203 187 8,390 6,961
tangible fixed assets held under finance leases 365 – 365 300
472,451 7,276 479,727 398,070
Other external and operating charges include:
Auditors’ remuneration: audit fees (Company: £56,000 (2001: £48,000)) 454 424
fees paid to the auditors and associates for other services* 150 116
Rental of plant and equipment 32,313 32,092
Rental of property 3,055 2,222
*In addition, £112,000 was paid in relation to the acquisition of Keller Terra S.L. and £27,000 for the acquisition of Accrete Limited.
4 Employees
The aggregate staff costs of the Group were:
2002 2001
£000 £000
Wages and salaries 114,997 93,348
Social security costs 16,339 13,426
Other pension costs 2,595 2,402
133,931 109,176
These costs include directors’ remuneration. Disclosures on directors’ remuneration, including emoluments, shareholdings, pension rights
and interests in long term incentive arrangements required by the Companies Act 1985 and those specified for audit by the Financial
Services Authority are on pages 33 and 34 within the remuneration report and form part of these financial statements.
4 Employees continued
The average weekly number of persons, including directors, employed by the Group during the year was:
2002 2001
Number Number
United Kingdom 876 833
The Americas 1,528 995
Continental Europe and overseas 1,276 1,105
Australia 375 335
4,055 3,268
5 Net interest payable

2002 2001
£000 £000
Interest payable on bank loans and overdrafts 3,803 1,728

Interest on other loans 294 446
Interest payable on finance leases 104 71
4,201 2,245
Interest receivable (287) (460)
3,914 1,785
6 Taxation
The taxation charge comprises:
2002 2001
£000 £000
Current tax:
UK corporation tax on profits of the period 342 411
Overseas tax 9,555 9,285
Adjustments in respect of previous periods (1,030) 37
Total current tax 8,867 9,733
Deferred tax:
Current year 359 (1,049)
Prior year 1,458 –
Total deferred tax (see note 17) 1,817 (1,049)
10,684 8,684
Factors affecting the tax charge for the year.
Profit on ordinary activities before taxation 27,330 22,393
Profit on ordinary activities multiplied by the UK standard corporation tax rate of 30% (2001: 30%) 8,199 6,718
Effects of:
Tax charged overseas at rates other than 30% 1,869 1,486
Capital allowances for the period in excess of depreciation (406) (350)
Other timing differences 235 1,842
Adjustment to tax charge in respect of previous periods (1,030) 37
Current tax charge 8,867 9,733
7 Dividends paid and proposed

Ordinary dividends on equity shares:
2002 2001
£000 £000
Interim paid 1,995 1,790
Final proposed 4,289 3,611
6,284 5,401
An interim ordinary dividend of 3.3p (2001: 3.15p) per share was paid on 31 October 2002.
The final proposed ordinary dividend of 6.6p (2001: 6.05p) per share will be paid on 30 May 2003.
8 Earnings per share

Earnings per share is calculated as follows:
2002 2002 2001 2001
Basic Diluted Basic Diluted
Profit after tax and minority interests £16,413,000 £16,413,000 £13,367,000 £13,367,000
No. of shares No. of shares No. of shares No. of shares
Weighted average of ordinary shares in issue during the year 59,749,130 59,749,130 56,640,447 56,640,447
Add: weighted average of shares under option during the year – 993,116 – 168,862
Add: weighted average of own shares held – 218,625 – 318,000
Subtract: number of shares assumed issued at fair value during the year – (827,442) – (79,362)
Adjusted weighted average of ordinary shares in issue 59,749,130 60,133,429 56,640,447 57,047,947
pence pence pence pence
Earnings per share 27.5 27.3 23.6 23.4
Earnings per share before amortisation of goodwill of 32.7p (2001: 25.8p) is calculated based on profit after tax and minority interests
before amortisation of goodwill of £19,513,000 (2001: £14,618,000) and the weighted average number of ordinary shares in issue during
the year of 59,749,130 (2001: 56,640,447).
Diluted earnings per share before amortisation of goodwill of 32.5p (2001: 25.6p) is calculated based on profit after tax and minority
interests before amortisation of goodwill of £19,513,000 (2001: £14,618,000) and the adjusted weighted average number of ordinary
shares in issue during the year of 60,133,429 (2001: 57,047,947).
9 Goodwill
Positive Negative
goodwill goodwill Total
Group £000 £000 £000
Cost
At 1 January 2002 62,637 (489) 62,148
Additions 11,077 (2,334) 8,743
At 31 December 2002 73,714 (2,823) 70,891
Amortisation
At 1 January 2002 1,885 (384) 1,501
Charge/(credit) for the year 3,300 (200) 3,100
At 31 December 2002 5,185 (584) 4,601
Net book value
At 31 December 2002 68,529 (2,239) 66,290
Net book value
At 31 December 2001 60,752 (105) 60,647
On 16 August 2002, the Group acquired 100% of the issued share capital of Accrete Limited for a consideration of £3,000,000 in cash.
Additional related fees amounted to £210,000. Deferred purchase consideration of up to £900,000 may become payable based on the
pre-tax profits of the Company for the three years to 30 April 2005.
On 16 August 2002, the Group acquired 100% of the issued share capital of Vibropile (Aust) Pty Limited for a cash consideration of £1.0m.
On 9 December 2002, the Group acquired 51% of the issued share capital of Keller-Terra S.L. for a consideration of £8,390,000 satisfied
by the issue of 3,029,000 new ordinary shares of 10p each. Additional related fees amounted to £203,000.
On 20 December 2002, the Group acquired 100% of the issued share capital of McKinney Drilling Company for an initial consideration of
£16,227,000 in cash. Additional related fees amounted to £833,000. Under the terms of the acquisition agreement the working capital at
the date of acquisition is subject to audit and adjustment. The directors are of the opinion that no further payment will be required of the
Group in this respect. Deferred purchase consideration may become payable up to a maximum of $24m (£15m), dependent upon the
results of McKinney for the two years ended 31 December 2004. Of this deferred consideration, up to US$14m (£9m) will become
payable on a dollar for dollar basis to the extent that aggregate EBITDA for the two years exceeds US$12m (£7.7m), and up to US$10m
(£6.4m) will become payable on the basis of 50 cents for every dollar that aggregate EBITDA for those two years exceeds US$26m
(£17m). The directors estimate that £1.7m will become payable in respect of deferred purchase consideration, and will be paid in cash.
Items disclosed in the following table under “Other” include the acquisition of Wannenwetsch Hochdruckwassertechnik GmbH.
On 21 January 2002, the Group acquired 49% of the issued share capital for a cash consideration of £1.3m and on 1 October 2002
the Group acquired a further 35% interest in the company for a cash consideration of £1.4m.
In August, the Group bought out the local management’s 15% minority interest in the Australian subsidiary, Keller Australia, for £0.3m.
In addition, the goodwill arising from the acquisition of Suncoast in 2001 has been adjusted to reflect the result of the completion working
capital audit and the write-back of the deferred purchase consideration.
9 Goodwill continued
In the period from 31 January 2002 to 20 December 2002, McKinney had a profit after taxation of £2,850,000 and for the year ended
31 January 2002, a profit after taxation of £4,355,000.
Positive goodwill on acquisitions is amortised over its estimated economic life which is considered to be 20 years. Negative goodwill is
amortised over its economic life of 10 years.
The assets and liabilities acquired at the date of acquisition were as follows:
2002 2001
McKinney Vibropile Keller-Terra Accrete Other Total Total
£000 £000 £000 £000 £000 £000 £000
Fixed assets 6,130 1,739 1,965 251 2,094 12,179 7,494
Stocks 1,334 31 1,413 41 120 2,939 6,116
Debtors 9,403 1,364 10,175 1,888 787 23,617 21,470
Net cash/(overdraft) 1,049 131 4 (343) 58 899 13
Net debt – (1,386) (551) 250 – (1,687) (1,157)
Creditors (3,029) (666) (6,509) (1,465) (2,272) (13,941) (12,157)
Net assets acquired 14,887 1,213 6,497 622 787 24,006 21,779
Fair value adjustments:
Fixed asset revaluations 6,311 – – – (583) 5,728 (2,040)
Stocks revaluation – – – – – – (95)
Debtors’ revaluation 1,119 – – (498) (55) 566 (1,501)
Deferred tax 748 – – – – 748 –
Creditors’ revaluation (2,200) – – (222) – (2,422) –
Accounting policy alignment – – – – – – (170)
Fair value of net assets acquired 20,865 1,213 6,497 (98) 149 28,626 17,973
Minority interests in net assets acquired – (37) (3,184) – 244 (2,977) –
Group interests in net assets acquired 20,865 1,176 3,313 (98) 393 25,649 17,973
(Negative)/positive goodwill arising
on investment (2,082) (178) 5,280 4,208 1,515 8,743 49,597
Cost of investment 18,783 998 8,593 4,110 1,908 34,392 67,570
Less: deferred purchase consideration (1,723) – – (900) – (2,623) (833)
Deferred purchase consideration
in respect of prior year acquisitions – – – – 1,172 1,172 606
Acquisition of subsidiary undertakings
per cash flow 17,060 998 8,593 3,210 3,080 32,941 67,343
10 Other intangible assets

Licences
Group £000
Cost
At 1 January 2002 559
Additions 82
Acquired with subsidiary undertakings 14
Exchange differences 23
At 31 December 2002 678
Amortisation
Charge for the year 107
Exchange differences 10
Net book value
Net book value
11 Tangible assets
Plant, Capital
Land and machinery work in
buildings and vehicles progress Total
Group £000 £000 £000 £000
Cost
At 1 January 2002 18,155 97,808 297 116,260
Exchange differences (221) (1,798) 11 (2,008)
Additions 1,794 14,841 233 16,868
Acquired with subsidiary undertakings 2,741 15,152 – 17,893
Disposals (30) (7,397) (7) (7,434)
Reclassification – 279 (279) –
At 31 December 2002 22,439 118,885 255 141,579
Depreciation
At 1 January 2002 2,035 54,948 – 56,983
Exchange differences 29 (67) – (38)
Charge for the year 312 8,443 – 8,755
Disposals (3) (3,933) – (3,936)
At 31 December 2002 2,373 59,391 – 61,764
Net book value
At 31 December 2002 20,066 59,494 255 79,815
Net book value
At 31 December 2001 16,120 42,860 297 59,277
The net book value of tangible fixed assets includes the following amounts in respect of assets held under finance leases:
2002 2001
£000 £000
Land and buildings 888 755
Plant, machinery and vehicles 3,324 2,652
4,212 3,407
The net book value of land and buildings may be analysed as follows:
2002
2002 Accumulated 2002 2001
Cost depreciation NBV NBV
£000 £000 £000 £000
Freehold land 5,659 – 5,659 5,236
Freehold buildings 15,724 (2,205) 13,519 10,130
Long leases 794 (135) 659 550
Short leases 262 (33) 229 204
22,439 (2,373) 20,066 16,120
12 Investments
2002 2001 2002 2001
Group Group Company Company
Cost £000 £000 £000 £000
Own shares 463 778 463 778
Less: amounts owed to beneficiaries of Employee Benefit Trust (463) (778) (463) (778)
Subsidiary undertakings – – 31,439 22,846
– – 31,439 22,846
The market value of the investment in 195,044 own shares at 31 December 2002 was £492,486. As noted on page 32 this investment
relates to purchases under the Keller Group plc Deferred Annual Bonus Scheme to cover awards of potential matched shares or
additional matched shares by the Keller Group plc Employee Benefit Trust.
During the year the Company acquired 51% of the issued share capital of Keller-Terra S.L. at a total cost of £8,593,000.
The Company’s principal operating subsidiary undertakings at 31 December 2002 were as follows. A full list of subsidiaries will be
annexed to the Company’s next annual return.
Subsidiary undertaking Country of incorporation Subsidiary undertaking Country of incorporation
Keller Limited Great Britain Keller Fondazioni S.r.l. Italy
Makers UK Limited Great Britain Keller (Malaysia) Sdn. Bhd. Malaysia
Allied Mechanical Services Limited Great Britain Keller Foundations (South East Asia) Pte Ltd Singapore
Accrete Limited Great Britain Keller Turki Company Ltd Saudi Arabia
Keller Grundbau GmbH Germany Geotechnical Engineering Contractor Ltd Egypt
Wannenwetsch Hochdruckwassertechnik GmbH Germany Frankipile Australia Pty Ltd Australia
Keller Fondations Spéciales SARL France Vibro-pile (Aust) Pty Ltd Australia
Keller Grundbau Ges.mbH Austria P. T. Frankipile Indonesia Indonesia
Keller Specialne zakladanie, spol. sr.o. Slovakia Hayward Baker Inc USA
Keller Specialni zakladani, spol. sr.o. Czech Republic Case Foundation Company USA
Keller Grundbau Mélyépítö kft Hungary Case Atlantic Company USA
Minages et Travaux Souterrains SA Switzerland McKinney Drilling Company USA
Keller Funderingstecknieken B.V. Holland Suncoast Post-Tension L.P. USA
Keller-Terra S.L. Spain Keller Cimentaciones Cia Ltda Colombia
Lime Column Markteknik AB Sweden Keller Cimentaciones de Latinoamerica,
Keller Polska Sp. z o.o. Poland S.A. de C.V. Mexico
Each of the above subsidiary undertakings is directly or indirectly wholly owned by the Company apart from Keller-Terra S.L. which
is 51% owned by the Company, Wannenwetsch Hochdruckwassertechnik GmbH which is owned 84% by Keller Holding GmbH,
Lime Column Markteknik AB which is owned 50% by Keller Holding GmbH, Keller Turki Company Ltd which is owned 65% by Keller
Grundbau GmbH and P. T. Frankipile Indonesia which is owned 60% by Franki Pacific Holdings Pty Ltd. Keller Ltd, Makers Holdings
Limited and Keller-Terra S.L. are held directly by the Company. All other shareholdings are held by intermediate subsidiary undertakings.
All companies are engaged in the principal activities of the Group, as defined in the directors’ report.
13 Stocks
2002 2001
Group £000 £000
Raw materials and consumables 9,645 5,744
Work in progress 217 290
Finished goods 5,285 6,432
15,147 12,466
14 Debtors
2002 2001 2002 2001
£000 £000 £000 £000
Trade debtors 129,728 107,297 – –
Amounts recoverable on contracts 3,383 4,978 – –
Amounts owed by subsidiary undertakings – – 94,835 43,049
Other debtors 6,840 5,240 2,069 873
Prepayments 3,946 2,803 2 180
143,897 120,318 96,906 44,102
Included in the above are amounts falling due after more than one year
in respect of:
Amounts owed by subsidiary undertakings – – 76,067 29,302
Other debtors 1,220 1,680 – –
1,220 1,680 76,067 29,302
15 Creditors: amounts falling due within one year

2002 2001 2002 2001
£000 £000 £000 £000
Overdrafts 2,232 9,225 3 –
Bank loans 9,512 5,197 7,188 –
Loan notes 5,303 6,898 3,903 4,198
Trade creditors 61,736 55,764 1,565 919
Obligations under finance leases 818 436 – –
Amounts owed to subsidiary undertakings – – 499 9
Other creditors 33,571 26,452 22 –
Accruals 10,684 10,090 226 259
Corporation and withholding taxes payable 5,704 4,503 – 205
Other taxes and social security payable 7,550 6,967 – –
Dividends payable 4,294 3,611 4,294 3,611
141,404 129,143 17,700 9,201
There are no fixed terms for the repayment of loan notes of the Company amounting to £3,903,500. Loan note holders have the right to
require the Company to repay up to the whole of their holding on any date between 15 March and 14 April and between 15 September
and 14 October in any year up to the final repayment date of 25 November 2006. The redemption of these loan notes has been assessed
according to the earliest period during which loan note holders can demand redemption, namely 15 March to 14 April 2003.
Interest on these loan notes is charged at a rate for six month Sterling deposits and at 31 December 2002 this interest rate was 3.96%
(2001: 4.48%).
Loan notes amounting to £1,400,000 were redeemed at the option of the loan note holders on 20 January 2003.
Interest on these loan notes was charged at a rate for six month Sterling deposits less 0.5%. At 31 December 2002 this interest rate (net)
was 3.46% (2001: 3.98%).
As detailed in note 18, the Group has sufficient unutilised committed banking facilities to meet these short-term obligations.
16 Creditors: amounts falling due after more than one year

2002 2001 2002 2001
£000 £000 £000 £000
Bank loans 64,035 51,797 55,125 7,390
Obligations under finance leases 2,301 1,858 – –
Amounts owed to subsidiary undertakings – – 1,409 10,755
Other creditors 6,005 3,170 – –
72,341 56,825 56,534 18,145
Bank loans and loan notes are repayable as follows:
Between one and two years 10,474 7,115 10,313 –
Between two and five years 53,561 44,682 44,812 7,390
64,035 51,797 55,125 7,390
Obligations under finance leases are repayable as follows:
Between one and two years 776 711 – –
Between two and five years 622 344 – –
In five years or more 903 803 – –
2,301 1,858 – –
Bank loans totalling £70,223,000 are due for repayment by September 2006. Interest is charged at a premium over LIBOR and at
31 December 2002 the weighted average interest rate was 4.70%.
A bank loan of £3,042,000 is repayable in equal instalments until June 2008.
The bank loans are denominated as follows:
2002 2001
Group £000 £000
Loans denominated in Sterling 17,167 7,390
Loans denominated in Euros 4,420 –
Loans denominated in US Dollars 48,918 48,384
Loans denominated in Australian Dollars 3,042 1,220
73,547 56,994
17 Provisions for liabilities and charges

2002 2001
Group £000 £000
Deferred taxation 1,175 24
Retirement provisions 6,305 5,703
Long service leave provisions 360 319
7,840 6,046
Deferred taxation
At 1 January 24 1,081
Exchange differences 82 (8)
Profit and loss account 1,817 (1,049)
Acquired with subsidiary undertakings (748) –
At 31 December 1,175 24
The total net deferred taxation liability is as follows:
2002 2001
£000 £000
Accelerated capital allowances 5,988 4,790
Other timing differences (4,813) (4,766)
1,175 24
No provision has been made for any taxation which may arise in respect of future remittances from overseas subsidiary undertakings as
no liability is expected to crystallise.
2002 2001
£000 £000
Retirement provisions (see note 29)
At 1 January 5,703 5,617
Arising during the year 188 269
Utilised during the year – (7)
At 31 December 6,305 5,703
Long service leave provisions
Exchange differences (2) (18)
Acquired with subsidiary undertakings 101 –
Arising during the year (16) 47
Utilised during the year (42) (12)
Employees in Australia are entitled to long service leave after ten years of service on the basis of 82⁄3 weeks for every ten years of service.
The provision has been calculated at current wage rates depending on length of service.
18 Treasury information
Interest rate and currency profile:
The profile of the Group’s financial assets and financial liabilities was as follows:
2002 2002 2002 2002 2002
AUD USD Euro Sterling Total
Weighted average fixed debt interest rate – 5.4% – 4.6% n/a
Weighted average fixed debt period (years) – 3.6 – 3.6 n/a
£000 £000 £000 £000 £000
Fixed rate financial liabilities – (27,209) – (9,219) (36,428)
Floating rate financial liabilities (3,042) (24,385) (6,049) (14,297) (47,773)
Financial assets 2,528 2,967 6,379 4,332 16,206
Net financial assets/(liabilities) (514) (48,627) 330 (19,184) (67,995)
2001 2001 2001 2001 2001

AUD USD Euro Sterling Total
Weighted average fixed debt interest rate – 5.6% – 7.2% n/a
Weighted average fixed debt period (years) – 4.6 – 4.6 n/a
£000 £000 £000 £000 £000
Fixed rate financial liabilities – (31,016) – (8,571) (39,587)
Floating rate financial liabilities (1,233) (26,118) (1,479) (6,994) (35,824)
Financial assets 1,192 2,069 4,081 4,867 12,209
Net financial assets/(liabilities) (41) (55,065) 2,602 (10,698) (63,202)
The fixed rate financial liabilities comprise bank loans and finance leases.
The floating rate financial liabilities comprise bank loans, finance leases, loan notes and overdrafts, which bear interest based on LIBOR
or local country equivalent.
Financial assets comprise cash at bank and in hand. Financial assets and financial liabilities exclude short-term debtors and creditors.
The fair values of the financial assets and liabilities are not materially different from their carrying values.
The Group had an unutilised committed banking facility of £26.3m at 31 December 2002; the facility expires on 5 September 2006.
In addition, the Group had unutilised uncommitted facilities totalling £23.5m at 31 December 2002. All of these borrowing facilities
are unsecured.
19 Share capital
2002 2001
Company £000 £000
Authorised
Equity share capital: 80,000,000 ordinary shares of 10p each (2001: 80,000,000) 8,000 8,000
Allotted, called up and fully paid
Equity share capital: 64,981,050 ordinary shares of 10p each (2001: 59,680,950) 6,498 5,968
Under the 1994 Scheme, options to subscribe for the Company’s shares have been granted to certain executives. On 26 April 1998
these options became exercisable at any time up to 25 April 2005. At 1 January 2002 options under this scheme were outstanding over
154,800 ordinary shares at 102p each. 56,100 options were exercised during the year.
On 13 March 2002, the Company issued options over 547,000 shares. These options, 66,525 issued under the Approved Plan and
480,475 issued under the Unapproved Plan, may become exercisable between 13 March 2005 and 12 March 2012 subject to the
performance criteria.
On 7 May 2002, the Company issued options over 50,000 shares. These options, 8,451 issued under the Approved Plan and 41,549
issued under the Unapproved Plan, may become exercisable between 7 May 2005 and 6 May 2012 subject to the performance criteria.
On 9 December 2002, the Company issued 3,029,000 ordinary shares as consideration for the acquisition of 51% of the issued share
capital of Keller-Terra S.L. as detailed in note 9.
On 20 December 2002, the Company made a placing of 2,215,000 ordinary shares at a price of 240p per share.
20 Reserves
Share Capital Profit
premium redemption and loss
account reserve account Total
Group £000 £000 £000 £000
At 1 January 2002 22,202 7,629 36,472 66,303
Retained profit for the financial year – – 10,129 10,129
Exchange differences net of taxation – – (107) (107)
Issue of new shares 13,091 – – 13,091
At 31 December 2002 35,293 7,629 46,494 89,416
Company
At 1 January 2002 22,202 7,629 6,505 36,336
Retained loss for the financial year – – (1,254) (1,254)
Issue of new shares 13,091 – – 13,091
At 31 December 2002 35,293 7,629 5,251 48,173
At 31 December 2002 the cumulative amount of positive goodwill charged to reserves in previous years is £11,998,000 (2001: £11,998,000)
and the cumulative amount of negative goodwill credited to reserves in previous years is £407,000 (2001: £407,000). There have been no
disposals of any of the businesses to which this cumulative positive goodwill or negative goodwill relates.
21 Reconciliation of movements in shareholders’ funds

2002 2001 2002 2001
£000 £000 £000 £000
Profit for the financial year 16,413 13,367 5,030 4,663
Dividends (6,284) (5,401) (6,284) (5,401)
Exchange differences net of taxation (107) (555) – –
Issue of new shares 13,621 7,944 13,621 7,944
Net movements in shareholders’ funds 23,643 15,355 12,367 7,206
Shareholders’ funds at 1 January 72,271 56,916 42,304 35,098
Shareholders’ funds at 31 December 95,914 72,271 54,671 42,304
22 Reconciliation of operating profit to net cash inflow from operating activities

2002 2001
Group £000 £000
Operating profit 31,244 24,178
Depreciation charge 8,755 7,261
Amortisation of goodwill and intangibles 3,207 1,338
Profit on sale of fixed assets (752) (349)
Movement in long-term provisions 130 (282)
(Increase)/decrease in stocks (197) 581
Increase in debtors (3,190) (9,238)
Increase in creditors 3,880 9,550
Net cash inflow from operating activities 43,171 32,187
23 Reconciliation of net cash flow to movement in net debt

2002 2001
Group £000 £000
Increase/(decrease) in cash in the year 10,680 (8,787)
Cash flow from debt and lease financing (17,336) (42,591)
Cash flow from increase/(decrease) in short-term bank deposits 61 (947)
Change in net debt resulting from cash flows (6,595) (52,325)
Net debt acquired with subsidiary undertakings (1,687) (1,157)
New finance leases – (79)
New loan notes (1,400) –
Exchange differences 4,889 (30)
Movement in net debt in the year (4,793) (53,591)
Net debt at 1 January (63,202) (9,611)
Net debt at 31 December (67,995) (63,202)
24 Analysis of changes in net debt

At Acquired with Other At
1 January subsidiary non-cash Exchange 31 December
2002 Cash flow undertakings changes differences 2002
Group £000 £000 £000 £000 £000 £000
Cash in hand 10,103 4,012 – – (250) 13,865
Overdrafts (9,225) 6,668 – – 325 (2,232)
878 10,680 – – 75 11,633
Short-term bank deposits 2,106 61 250 – (76) 2,341
Bank loans due within one year (5,197) 3,487 (895) (7,079) 172 (9,512)
Bank loans due after one year (51,797) (23,981) (42) 7,079 4,706 (64,035)
Loan notes due within one year (6,898) 2,995 – (1,400) – (5,303)
Finance leases (2,294) 163 (1,000) – 12 (3,119)
(63,202) (6,595) (1,687) (1,400) 4,889 (67,995)
25 Cash at bank and in hand

2002 2001
Group £000 £000
Cash in hand 13,865 10,103
Short-term bank deposits 2,341 2,106
16,206 12,209
Cash in hand includes bank deposits repayable on demand. Short-term bank deposits are those which require more than 24 hours’
notice of withdrawal.
26 Related party transactions

In the ordinary course of business the Group has undertaken a number of transactions with certain of its joint arrangements including the
transfer of, and charging for, staff and the rental of plant and equipment. The following is a summary of these transactions:
2002 2001
Group £000 £000
Share of turnover from the joint arrangements 5,450 10,487
Net joint arrangement balances at 1 January 1,029 223
Share of profit from the joint arrangements before overhead allocation 1,120 1,411
Net distributions from the joint arrangements (1,030) (576)
Exchange differences (28) (29)
Net joint arrangement balances at 31 December 1,091 1,029
Joint arrangement debtor balances at 31 December 1,494 1,410
Joint arrangement creditor balances at 31 December (403) (381)
27 Commitments
(a) Capital commitments for which no provision has been made in these accounts are as follows:
2002 2001
Group £000 £000
Contracted for – 487
(b) The Group had annual commitments under non-cancellable operating leases as follows:
2002
2002 Plant,
Land and machinery 2002 2001
buildings and vehicles Total Total
£000 £000 £000 £000
Expiring within one year 427 762 1,189 535
Expiring between two and five years inclusive 2,095 4,861 6,956 7,150
Expiring in over five years 915 3 918 1,449
3,437 5,626 9,063 9,134
28 Contingent liabilities
The Group has entered into bonds in the normal course of business relating to contract tenders, advance payments, contract
performance and the release of retentions.
The Company and certain of its subsidiary undertakings have entered into a number of guarantees, the effects of which are to guarantee
or cross guarantee certain bank borrowings.
There are claims arising in the normal course of trading, which involve or may involve litigation. All amounts which the directors consider
will become payable on account of such claims have been fully accrued in these accounts.
At 31 December 2002 the Group had discounted bills of exchange and standby letters of credit outstanding of £2,634,519
(2001: £1,222,902).
29 Pensions
The Group operates several pension schemes in the UK and overseas.
In the UK, the Group operates the Keller Group Pension Scheme, a defined benefit scheme, which is closed to new employees.
The assets of the scheme are held separately from the Group in trustee administered funds which are managed by investment managers.
A full actuarial valuation of the scheme was carried out by an independent professionally qualified actuary as at 5 April 2002. At this date
the market value of the assets of the scheme was £14.6m and the actuarial valuation showed a funding level of 79%. The next actuarial
valuation will be carried out as at 5 April 2005.
The Group has taken steps to address the deficit in the Keller Group Pension Scheme. The contribution rate for employees was
increased from 6% to 8% with effect from 6 April 2002 and the contribution rate for the Group will increase from 12% to 13% with effect
from 6 April 2003 giving a combined contribution rate going forward of 21%, a rate almost double that of five years ago. In addition, in
December 2001 the Group made a one-off contribution to the scheme of £250,000 which was followed by another one-off contribution
of £200,000 in January 2003.
The actuarial method of assessing the funding rates was that of the projected unit credit method. The principal actuarial assumptions
used were: investment returns of 8.21% before retirement and 5.21% after retirement, salary increases of 4.91% and pension increases
of 2.91%.
The total UK pension charge for the year was £700,000 (2001: £645,000).
On 6 October 1999, a defined contribution scheme was established. There were no contributions outstanding in respect of the defined
contribution scheme at 31 December 2002.
In Germany and Austria, for employees who joined the Group prior to 1 January 1998, the Group retains funds within the business to
provide for retirement obligations and at 31 December 2002 the liability was £6,235,000 (2001: £5,703,000). The total German and
Austrian pension charge for the year was £448,000 (2001: £594,000) based on local generally accepted accounting principles.
The Group operates a defined contribution scheme for employees in the USA, where the Group is required to match employee contributions
up to a certain level in accordance with the scheme rules. The total USA pension charge for the year was £933,000 (2001: £838,000).
In Australia there is a defined contribution scheme where the Group is required to ensure that a prescribed level of superannuation
support of an employee’s notional base earnings is made. This prescribed level of support is currently 7%. The total Australian pension
charge for the year was £475,000 (2001: £326,000).
The information included in the accounts and in the above disclosure note follows the requirements of the existing standard for
accounting for pension costs: SSAP 24. However, a new accounting standard FRS 17 – Retirement Benefits, has now been introduced
and the information below is disclosed in accordance with the transitional provisions of FRS 17.
As at As at
2002 2001
The Keller Group Pension Scheme £000 £000
Market value of assets 12,524 13,954
Present value of the scheme liabilities (19,027) (14,908)
Deficit in the scheme (6,503) (954)
Related deferred tax asset @ 30% 1,951 286
Net pension liability (4,552) (668)
The value of the scheme liabilities has been determined by the actuary based on an actuarial valuation as at 5 April 2002 updated to the
balance sheet date and using the following assumptions:
As at As at
2002 2001
Rate of increase in salaries 3.67% 3.75%
Rate of increase in pensions in payment 2.42% 2.50%
Rate of revaluation of pensions in deferment 2.42% 2.50%
Inflation assumption 2.42% 2.50%
Discount rate 5.75% 6.00%
The assets of the scheme and the expected long-term rates of return as at 31 December 2002 were:
Value as at Expected Value as at Expected
31 December long term 31 December long term
2002 return 2001 return
£000 2002 £000 2001
Equities 7,417 8.5% 10,320 8.5%
Bonds 5,107 5.0% 3,634 5.0%
Total market value of assets 12,524 13,954
29 Pensions continued
Year ended
31 December
2002
£000
Amount charged to operating profit
Current service cost 718
Amount charged to other finance income
Expected return on assets 1,059
Interest on scheme liabilities (894)
Net return 165
Amounts recognised in Statement of Total Recognised Gains and Losses (STRGL)
Actual less expected return on assets (2,715)
Experience losses on liabilities (2,369)
Effect of change in assumptions on liabilities (508)
Total loss recognised in STRGL (5,592)
Movement in deficit during the year
Deficit in scheme at beginning of year (954)
Current service cost (718)
Cash contribution 596
Other finance income 165
Actuarial loss (5,592)
Deficit in scheme at end of year (6,503)
History of experience gains and losses
Difference between expected and actual returns on scheme assets (2,715)
Percentage of assets at end of year 21.68%
Experience losses on scheme liabilities (2,369)
Percentage of liabilities at end of year 12.45%
Total actuarial loss (5,592)
Value as at Value as at
2002 2001
German and Austrian Schemes £000 £000
Market value of assets 1,370 1,346
Present value of the schemes liabilities (5,079) (4,862)
Deficit in the scheme (3,709) (3,516)
Related deferred tax asset at 28% (2001: 26%) 1,027 927
Net pension liability (2,682) (2,589)
The value of the schemes’ liabilities has been determined by the actuary using the following assumptions:
Discount rate 5.75% 6.00%
The assets of the scheme and the expected long-term rates of return as at 31 December 2002 were:
Value as at Expected Value as at Expected
31 December long term 31 December long term
2002 return 2001 return
£000 2002 £000 2001
Insurance policy 1,370 5.75% 1,346 6.0%
29 Pensions continued
Year ended
31 December
2002
£000
Amount charged to operating profit
Current service cost 201
Amount charged to other finance cost
Expected return on assets 81
Interest on scheme liabilities (291)
Net charge (210)
Amount recognised in Statement of Total Recognised Gains and Losses (STRGL)
Actual less expected return on assets 257
Experience losses on liabilities (243)
Effect of change in assumptions on liabilities 204
Total gain recognised in STRGL 218
Movement in deficit during the year
Deficit in scheme at beginning of year (3,516)
Current service cost (201)
Cash contribution –
Other finance cost (210)
Actuarial gain 218
Deficit in scheme at end of year (3,709)
History of experience gains and losses
Difference between expected and actual returns on scheme assets 257
Percentage of assets at end of year 18.76%
Experience losses on scheme liabilities (243)
Total actuarial gain 218
30 Prior year adjustment

The Group implemented FRS 19 – Deferred Tax in 2001. This standard requires provision for taxation in respect of all timing differences.
This represented a change in accounting policy and therefore resulted in a prior year adjustment. The charge to reserves brought forward
at 1 January 2001 amounted to £1,081,000.
Financial record
1998* 1999* 2000* 2001 2002

£000 £000 £000 £000 £000
Consolidated profit and loss account
Turnover 266,854 314,899 312,954 422,248 510,971
Operating profit before amortisation of goodwill
and restructuring costs 16,995 19,362 17,706 25,429 34,344
Amortisation of goodwill 48 24 (322) (1,251) (3,100)
Restructuring costs – – (1,177) – –
Operating profit 17,043 19,386 16,207 24,178 31,244
Net interest payable (341) (345) (760) (1,785) (3,914)
Profit on ordinary activities before taxation 16,702 19,041 15,447 22,393 27,330
Taxation (5,693) (6,872) (5,791) (8,684) (10,684)
Profit on ordinary activities after taxation 11,009 12,169 9,656 13,709 16,646
Equity minority interests (354) (112) 140 (342) (233)
Profit for the financial year 10,655 12,057 9,796 13,367 16,413
Dividends paid and proposed (4,021) (4,428) (4,829) (5,401) (6,284)
Retained profit for the financial year 6,634 7,629 4,967 7,966 10,129
Consolidated balance sheet

Intangible fixed assets 1,506 1,604 12,696 61,019 66,664
Tangible fixed assets 42,839 43,688 50,788 59,277 79,815
Other net operating assets 14,756 14,082 18,971 31,857 43,939
Net (debt)/funds (648) 5,264 (9,611) (63,202) (67,995)
Other liabilities (14,110) (13,487) (15,216) (15,676) (22,279)
Net assets 44,343 51,151 57,628 73,275 100,144
Equity minority interests (949) (899) (712) (1,004) (4,230)
Equity shareholders’ funds 43,394 50,252 56,916 72,271 95,914
Gearing 1% 0% 17% 86% 68%

Basic earnings per share 18.9p 21.3p 17.3p 23.6p 27.5p
Earnings per share before amortisation of goodwill 18.8p 21.2p 17.9p 25.8p 32.7p
Diluted earnings per share 18.8p 21.2p 17.2p 23.4p 27.3p
Diluted earnings per share before amortisation of goodwill 18.7p 21.2p 17.8p 25.6p 32.5p
Dividend per share 7.1p 7.8p 8.5p 9.2p 9.9p
*Restated for the effects of FRS 19.
Notice of annual general meeting
Notice is hereby given that the Annual General Meeting of (12) THAT, subject to the passing of resolution 11 above, the
Keller Group plc will be held at the offices of Dresdner Kleinwort directors be and are hereby empowered pursuant to Section 95(1)
Wasserstein, 20 Fenchurch Street, London EC3P 3DB on 13 May of the Act to allot equity securities (as defined in Section 94(2) of
2003 at 09.30am for the transaction of the following business: the Act) of the Company within the terms of the authority set out in
resolution 11 above as if Section 89(1) of the Act did not apply to
such allotment provided that such power shall be limited to:
Ordinary business
(i) the allotment of equity securities in connection with a rights
(1) To receive and adopt the report of the directors and the
issue in favour of the holders of ordinary shares in proportion
statement of accounts for the year ended 31 December 2002
(as nearly as may be) to their respective holdings of such
together with the report of the auditors thereon.
shares subject only to such exclusions or other arrangements
(2) To declare a final dividend of 6.6p per ordinary share, such as the directors may consider expedient to deal with fractional
dividend to be paid on 30 May 2003 to members on the register entitlements or legal or practical considerations arising under
at the close of business on 2 May 2003. the laws of any territory or the requirements of any regulatory
(3) To approve the directors’ remuneration report for the year ended body; and
31 December 2002. (ii) the allotment (otherwise than pursuant to paragraph (i) of this
(4) To re-elect as a director Mr J R Atkinson who retires by rotation. resolution) of equity securities up to an aggregate nominal value
of £324,905
(5) To re-elect as a director Mr T Dobson who retires by rotation.
and shall expire at the conclusion of the next Annual General
(6) To elect as a director Mr R J T Ewen, who has been appointed Meeting of the Company save that the directors may before such
by the board since the last Annual General Meeting. expiry make an offer or agreement which would or might require
(7) To elect as a director Mr P J Lopez Jimenez, who has been equity securities to be allotted after such expiry and the directors
appointed by the board since the last Annual General Meeting. may allot equity securities pursuant to such offer or agreement
as if the power conferred hereby had not expired.
(8) To elect as a director Mr R M Rubright, who has been appointed
by the board since the last Annual General Meeting. (13) THAT the Company be and is hereby granted general and
unconditional authority (pursuant to Section 166 of the Act) to make
(9) To reappoint KPMG Audit Plc as auditors to the Company and market purchases (as defined in Section 163 of the Act) of up to
to authorise the directors to fix their remuneration. in aggregate 10% of its own ordinary shares of 10p each in the
capital of the Company (“ordinary shares”) provided that:
Special business (i) the maximum price which may be paid for an ordinary share
To consider and, if thought fit, to pass the following resolutions is an amount equal to not more than 5% above the average
of which resolution numbered 10 will be proposed as an ordinary of the middle market quotations for the shares taken from the
resolution and resolutions numbered 11, 12 and 13 will be London Stock Exchange Daily Official List for the five business
proposed as special resolutions: days before the day on which the purchase is made exclusive
of expenses payable by the Company;
(10) THAT the directors be and are hereby generally authorised
for the purposes and subject to the provisions of Article 162 of the (ii) the minimum price which may be paid for a share is 10p; and
Company’s Articles of Association to offer the holders of ordinary (iii) the authority conferred by this resolution shall expire at the
shares the right to elect to receive ordinary shares, credited as conclusion of the next Annual General Meeting of the
fully-paid, instead of cash in respect of all or part of such dividend Company, except that the Company may, before such expiry,
or dividends as may be declared by the Company or by the enter into a contract for the purchase of its own shares which
directors and that the authority of the directors to make such offers would or may require to be completed or executed wholly or
shall be exercisable during the period commencing on the date of partly after the expiration of this authority as if the said authority
the passing of this resolution and expiring at the conclusion of the had not expired.
next Annual General Meeting of the Company.
By order of the board
(11) THAT:
J F Holman Registered office:
(i) the directors be and are hereby generally and unconditionally Secretary Aztec House, 397-405 Archway Road
authorised for the purposes of Section 80 of the Companies 6 March 2003 London N6 4EY
Act 1985 (“the Act”) to allot relevant securities (as defined in
Section 80(2) of the Act) of the Company up to an aggregate
nominal amount of £2,166,035 during the period commencing
on the date of the passing of this resolution and expiring at
the conclusion of the next Annual General Meeting of the
Company, provided that the Company may make at any time
prior to the expiry of such authority any offer or agreement
which would or might require relevant securities of the
Company to be allotted after the expiry of such authority and
the directors may allot relevant securities in pursuance of such
offer or agreement as if the authority hereby conferred had not
expired; and
(ii) all previous authorisations given by the Company in general
meeting or otherwise pursuant to Section 80 of the Act be
and are hereby revoked to the extent not previously exercised.
Notes
(1) Any member entitled to attend and vote at the Annual General Meeting
convened by this notice may appoint one or more proxies to attend and
to vote instead of him. A proxy need not be a member of the Company.
(2) To appoint a proxy, the form enclosed with this notice should be
completed and deposited at the offices of the Company’s Registrars not
less than 48 hours before the time of the Annual General Meeting specified
above or of the adjourned meeting at which the proxy proposes to vote.
Completion of a form of proxy does not preclude a member from attending
and voting at the meeting in person.
(3) Copies of all the directors’ service contracts or memoranda of the terms
thereof and the memorandum and articles of association will be available
for inspection at the registered office of the Company during usual business
hours on any weekday (Saturdays and public holidays excluded) from the
date of this notice until the date of the Annual General Meeting and will be
available for inspection at the place of the Annual General Meeting for at
least 15 minutes prior to and during the meeting.
(4) Directors’ biographical details are set out on pages 24 and 25 of the
Annual Report and Accounts.
Principal offices
UK USA Continental Europe Overseas
Keller Ground Engineering Hayward Baker Inc Keller Grundbau GmbH Keller (Malaysia) Sdn. Bhd.
Oxford Road 1130 Annapolis Road Kaiserleistrasse 44 No 35, Kg Pakar
Ryton-on-Dunsmore Odenton D-63067 Offenbach Batu 5, Jalan Sungei Besi
Coventry CV8 3EG Maryland 21113 Germany 57100 Kuala Lumpur
Telephone 024 7651 1266 Telephone 1410 5518200 Telephone 4969 80510 Malaysia
Fax 024 7630 5230 Fax 1410 5511988 Fax 4969 8051244 Telephone 603 7802894
Fax 603 7800349
Makers Case Foundation Company Keller Fondations Spéciales
3rd Floor, North Wing PO Box 40 SARL Geotechnical Engineering
Lyon Court 1325 West Lake Street Espace Plein Ciel Contractor Ltd
Walsworth Road Roselle Allée de l’Europe 462 El Horreya Street
Hitchin Illinois 60172 F-67960 Entzheim Alexandria
Herts SG4 9SX Telephone 1630 5292911 France Egypt
Telephone 02476 405619 Fax 1630 5294802 Telephone 333 88599200 Telephone 203 5458443
Fax 02476 405625 Fax 333 88599590 Fax 203 5427372
Suncoast Post-Tension L.P.
Australia 15422 Lillja Road Keller Grundbau Ges.mbH Keller Foundations (SE Asia)
Houston Mariahilfer Strasse 129 Pte Ltd
Franki Pacific Holdings Pty Ltd Texas 77060 Postfach 99 25 International Business Park
56 Station Street Telephone 1281 4458886 A-1151 Vienna #03–108 German Center
Parramatta Fax 1281 4459633 Austria Singapore 60 99 16
NSW 2150 Telephone 431 8923526 Telephone 96 37 97 11
Telephone 612 98912588 McKinney Drilling Company Fax 431 8923711 Fax 7 88 59 05
Fax 612 98911616 P.O. Box 1000
Nacogdoches Keller-Terra S.L.
Texas 75963 C/General Moscardó, 3
Vibro-Pile (Aust.) Pty Ltd Telephone 936 560 1000 28020 Madrid
No 1, Steele Court Spain
Mentone Telephone 34 91 423 75 61
VIC 3194 Fax 34 91 423 75 01
Australia
Telephone 613 95844544
Fax 613 95838629
Secretary and advisers
Company secretary Stockbrokers and Principal bankers Financial public relations

J F Holman financial advisers Bank of Scotland advisers
Dresdner Kleinwort Wasserstein 38 Threadneedle Street Weber Shandwick Square Mile
Registered office 20 Fenchurch Street London EC2P 2EH Fox Court
Aztec House London EC3P 3DB 14 Gray’s Inn Road
397-405 Archway Road Legal advisers London WC!X 8WS
London N6 4EY Auditors DLA
KPMG Audit Plc 3 Noble Street Registrars
Registered number Chartered Accountants London EC2V 7EE Lloyds TSB Registrars
2442580 8 Salisbury Square The Causeway
London EC4Y 8BB Worthing
West Sussex BN99 6DA
Photography:
01 Introduction to Keller Craig Easton
John Edwards
02 Chairman’s statement Christopher Barnes Photography
04 Keller today Brian Fitz Photography
06 More than meets the eye Colin Whyman Photography
Done Stine Photography.
16 Operating review
Illustrations:
22 Financial review Steve Cross
24 Board of directors Designed and produced by
26 Accounts Radley Yeldar (London)
more than
Keller Group plc
Keller Group plc Report and accounts 2002

Aztec House
397-405 Archway Road
London N6 4EY
United Kingdom.
T 020 8341 6424
F 020 8340 6981
meets the eye
www.keller.co.uk Keller Group plc Report and accounts 2002

More Than Meets The Eye: Keller Group PLC Report and Accounts 2002

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More Than Meets The Eye: Keller Group PLC Report and Accounts 2002

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more than

Keller Group plc

Keller Group plc Report and accounts 2002

Keller, the global construction

I am pleased to report another

Outlook Dividends per share (p)

KELLER GROUND HAYWARD BAKER

FRANKI McKinney, a leading

361.4m offering a range of piling

Vibropile is the Melbourne-

27.7m based specialist in rotary

*before amortisation of goodwill

Suncoast is a market leader

149.6m services for precision

More than meets the eye

Project: Museum Quarter, Vienna v

Process: Soilcrete underpinning h

Project: Phalempin, Northern France k

Process: Vibro replacement x

More than meets the eye

More than meets the eye

Project: Kensal House, London v

Process: Concrete repair x

More than meets the eye

Project: Sarasota Bridge, Florida v

Project: John P. McGovern Texas Medical

Process: Post-tension cable systems x

More than meets the eye

Operating review Conditions in our major markets

markets we serve once again Strategic developments

Hayward Baker Hayward Baker Case

The Foundation Services operations had another

Keller Continental Europe Keller Continental Europe

Foundation Services operating review

Case Foundation and Case Atlantic had a record year,

KGE KGE Franki

The results for the Specialist Services operations

Makers Parking completed the refurbishment works at

Financial review Results

year’s profit against a three-month Acquisitions

Cash flow and net debt

7 P J Lopez Jimenez 8 K F Payne

Directors’ report continued

Environment Environmental management systems

Social responsibility continued

Introduction During the year, a review of executive remuneration was

Remuneration report continued

Share option arrangements (iv) Pension arrangements

Directors’ emoluments for the year ended 31 December 2002

Remuneration report continued

Directors’ pension rights

Directors’ interests in long term incentive plans

On behalf of the board

E G F Brown Chairman, Remuneration Committee

Corporate governance continued

Independent auditors’ report

Consolidated profit and loss account

2002 2002 2001

Consolidated statement of total recognised gains and losses