Kier Group Plc
Annual Report and Accounts 2011

Kier at a glance

Whatever a customer requires at any stage of the built environment life-cycle, one or more of our businesses can bring them solutions, individually or combined, locally or nationally. Our network of regional offices and our strong local relationships ensure that we can supply both the skills and the resources to meet customer demands, anytime, anywhere.

Our divisions

Kier has the financial strength, the ability and the resources to adapt its offering of services to meet any customer’s requirements in the built environment. Whether through acquisition or through creating and developing new areas of expertise and resources within the Group, we are proactive in providing solutions where a customer’s need has been identified.

Our market

“Kier has had another successful year in a tough economic environment; underlying revenue and profit before tax are well ahead of last year and cash generation has been very strong, with average month-end cash balances at a high level.

Our diverse skills and integrated business model have provided greater resilience during these challenging economic conditions. We are encouraged by the prospects we see in markets such as power and waste, in mixed-use regeneration and in the growth we see in public sector outsourcing.

Kier continues to benefit from its long-term client relationships and the numerous frameworks in which we are involved. Our network of local offices allows us to respond to the ever-widening requirement of customers for local capability to deliver ‘bundled’ services.

We have announced a full-year dividend of 64 pence per share, a 10% increase on last year. This demonstrates the strength of our financial position and the confidence we have in our business going forward.

Although we expect the next 12 months to be challenging, we remain confident that our positioning across a wide spectrum of service areas, coupled with our committed and professional staff, will enable us to deliver a good performance in the new financial year.”

Paul Sheffield
Chief executive

Our built environment life-cycle

Whatever a customer requires at any stage of the built environment life-cycle, one or more of our businesses can bring them solutions, individually or combined, locally or nationally. At the heart of everything we do is a concern for the environment, social responsibility, health and safety and sustainability.

By providing our customers with the highest possible quality of service and through sustainable, profitable growth, our vision is to be the most highly respected company in the industry. By maintaining our core values and remaining focused on improvement and delivery, our vision will become reality.

  • 4

    Design and technical services

    1. Design
    2. 3D modeling
    3. Technical services
    4. Building information modelling (BIM)
  • 5

    Site remediation

    1. Site regeneration
    2. Land reclamation
    3. Soil mechanics
    4. Contamination management
    5. Soil investigations
    6. Site preparation
    7. Mining
  • 6

    Refurbishment and upgrading

    1. Building ‘greening’
    2. Energy management
    3. Property refits
    4. Small works
    5. Decant management
    6. Minor repairs
  • 7

    Civil engineering

    1. UK
    2. Overseas
  • 8

    Construction

    1. Major capital works
    2. Civil and infrastructure
    3. Design and build
    4. Supply chain management
    5. Traditional contracting
    6. Turnkey projects
  • 9

    FM and managed services

    1. Cleaning, waste management and recycling
    2. Pest control
    3. M&E maintenance
    4. Street services
    5. Reception and help desk
    6. Catering
    7. Grounds maintenance
    8. Post room
    9. Security
  • 10

    Repairs and maintenance

    1. Planned maintenance
    2. Cyclical maintenance
    3. Reactive maintenance
    4. Repairs and upgrades
    5. Building fabric maintenance
    6. ‘Greening’ of existing assets
  • 11

    Property / asset management

    1. Asset strategy and consultancy
    2. Building surveying
    3. Statutory compliance
    4. Acquisition and disposal
    5. Estate, asset data, rural estate and lease management
    6. Compulsory purchase orders
    7. Rating and variation
    8. Energy strategy
  • 1

    Strategy and planning

    1. Property policy
    2. Accommodation strategy
    3. Space planning
    4. Working patterns
    5. Estate modelling
  • 2

    Feasibility studies

    1. Planning appraisals
    2. Local property mapping
    3. Development use
    4. Community engagement
    5. Grants and funding
  • 3

    Development

    1. Investment appraisals
    2. Development appraisals
    3. Life-cycle costs and management
    4. PFI and PPP arrangements
    5. End user engagement
    6. Development partnerships
    7. Local asset partnership
    8. Lease/leaseback arrangements
    9. Urban regeneration and rural development
    10. Social housing and care homes

Kier Construction

Revenue

£1,445m (2010: £1,417m)

Operating profit

£39.3m (2010: £36.2m)

The Construction division encompasses our UK regional contracting, civil engineering and overseas businesses.

Kier Services

Revenue

£484m (2010: £471m)

Operating profit*

£21.7m (2010: £21.4m)

The Services division manages and delivers support services to both public and private sector clients.

* Before amortisation of intangible assets


Kier Property

Revenue

£97m (2010: £53m)

Operating profit

£11.1m (2010: £4.5m)

The Property division comprises two main businesses: commercial, industrial, retail, mixed-use property development and structured property financing (PFI).

Kier Homes

Revenue

£153m (2010: £158m)

Operating profit

£4.2m (2010: £2.8m)*

The Homes division brings together our social housing contracting business with our private house building business.

* Excluding 2010 one-off land transaction profit of £7.1m