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Share Name | Share Symbol | Market | Type | Share ISIN | Share Description |
---|---|---|---|---|---|
Keller Group Plc | LSE:KLR | London | Ordinary Share | GB0004866223 | ORD 10P |
Price Change | % Change | Share Price | Bid Price | Offer Price | High Price | Low Price | Open Price | Shares Traded | Last Trade | |
---|---|---|---|---|---|---|---|---|---|---|
-2.00 | -0.13% | 1,490.00 | 1,490.00 | 1,496.00 | 1,502.00 | 1,484.00 | 1,496.00 | 27,375 | 13:03:41 |
Industry Sector | Turnover | Profit | EPS - Basic | PE Ratio | Market Cap |
---|---|---|---|---|---|
Engineering Services | 2.97B | 89.4M | 1.2251 | 12.23 | 1.09B |
TIDMKLR 11 April 2023 Keller Group plc Annual Report and Accounts for the year ended 31 December 2022 and Notice of 2023 Annual General Meeting Keller Group plc ("Keller", the "Company") announces that its Annual General Meeting will be held at 11.00am on Wednesday 17 May 2023 ("AGM 2023") at the offices of DLA Piper UK LLP, 160 Aldersgate Street, London EC1A 4HT. In connection with this, the following documents have been posted or otherwise made available to shareholders: · Annual Report and Accounts for the year ended 31 December 2022 ("Annual Report 2022") · Notice of AGM 2023 · Proxy Form (for shareholders on the register of members) · Form of Direction (for employee shareholders) · Notice of Availability In compliance with Listing Rule 9.6.1R, copies of these documents have been submitted, where appropriate, to the National Storage Mechanism via the FCA's Electronic Submission System and will shortly be available for inspection at https://data.fca.org.uk/#/nsm/nationalstoragemechanism We have also submitted the Annual Report 2022 in the electronic reporting format required by Disclosure Guidance and Transparency Rule ("DGTR") 4.1.14R; and the Annual Report 2022 and the Notice of AGM 2023 are now available to view on the Company's website at www.keller.com. Should shareholders wish to ask any questions of the Board relating to the business of the AGM 2023, they are encouraged to email their questions in advance to secretariat@keller.com or send them by post to the Company's registered office for the attention of the Group Company Secretary and Legal Advisor. In accordance with DGTR 6.3.5R, this announcement contains information in the Appendix about the principal risks and uncertainties, the Directors' responsibility statement and note 29 to the accounts on related party transactions. This information has been extracted in full unedited text from the Annual Report 2022. This material should be read in conjunction with and is not a substitute for reading the full Annual Report 2022. References to page numbers and notes in the Appendix refer to those in the Annual Report 2022. A condensed set of financial statements was appended to the Keller's preliminary results announcement issued on 7 March 2023. For further information, please contact: Keller Group plc www.keller.com Kerry Porritt, Group Company Secretary and Legal Advisor 020 7616 7575 Silvana Glibota-Vigo, Group Head of Secretariat Notes to editors: Keller is the world's largest geotechnical specialist contractor providing a wide portfolio of advanced foundation and ground improvement techniques used across the entire construction sector. With around 10,000 staff and operations across five continents, Keller tackles an unrivalled 6,000 projects every year, generating annual revenue of more than £2bn. LEI number: 549300QO4MBL43UHSN10 DGTR 6 Annex 1 Classification: 1.1 (Annual financial and audit reports) Appendix Principal risks and uncertainties The tables on pages 37 to 43 list the principal risks and uncertainties as determined by the Board that may affect the Group and highlight the mitigating actions that are being taken. The content of the tables, however, is not intended to be an exhaustive list of all the risks and uncertainties that may arise. Link to strategy 1 Balanced portfolio 2 Engineered solutions 3 Operational excellence 4 Expertise and scale Risk movement since 2021 and link to viability A Increased risk B Constant risk C Reduced risk D Link to Viability Timeframe Short Medium Long Financial risks 1. Inability to finance our business Description and Causes Mitigation and internal controls Movement since impact 2021 Failure to · Failure to · Centralised Treasury Increased Risk sufficiently and accurately function that is responsible for Robust internal effectively manage forecast managing key financial risks, controls within the financial material including liquidity and credit Finance and strength of the Group exposures and/or capacity. Treasury, along could lead it to: manage the · Mixture of long-term with trading in · Fail to meet financial committed debt with varying line with required tests that resources of the maturity dates which comprise a £ expectations, allow it to continue Group. 375m revolving credit facility demonstrate clear to use the going with a maturity extended to ability to manage concern basis in November 2025 and a US private existing and preparing its placement debt of $75m maturing anticipated risks. financial statements. in 2024. New $115m term loan in Looking forward, · Fail to meet place, maturing in November 2024. we will closely financial covenant · The Group maintains monitor this risk tests, potentially significant undrawn facilities in relation to leading to a default within a high quality RCF bank winning new work event. syndicate, which underpin the orders on the NEOM · Have a lack of liquidity requirements of the project and available funds Group. subsequent restricts investment · Strong free cash flow requirements for in growth profile - flexibility on capital increased capital opportunities, expenditure and ability to reduce expenditure and whether through dividends. working capital. acquisition or · Embedded procedures to innovation. monitor the effective management · Be unable to of cash and debt, including meet dividend payment weekly cash reports and regular requirements. cash flow forecasting to ensure compliance with borrowing limits and lender covenants. · Culture focused on actively managing our working capital and monitoring external factors that may affect funding availability. Link to strategy Link to viability Timeframe 3 / 4 Yes Med / Long Term Market risks 2. A rapid downturn in our markets Description and Causes Mitigation and internal controls Movement since impact 2021 Inability to maintain · Customers · The diverse markets in which Constant Risk a sustainable level postponing or the Group operates, both in terms The Group has a of financial reducing of geography and market segment, very strong order performance investment in provide protection to individual book across all throughout the ongoing and new geographic or segment slowdowns. divisions, with construction industry projects. · Leveraging the global scale significant market cycle, which · Impact of of the Group, talent and opportunities on grows more than many increasing resources can be redeployed to the NEOM project other industries inflation, other parts of the company during in Saudi Arabia. during periods of especially in individual market slowdowns. However, due to economic expansion steel, cement · Having strong local increasing and falls more harder and energy. businesses with in-depth inflation and than many other · Political knowledge of the local markets interest rates, as industries when the instability enables early detection and well as economy contracts. leading to response to market trends. geopolitical Any significant, disruption in · The diverse customer base, uncertainty, we sustained reduction supply chains with no single customer are starting to in the level of impacting both accounting for more than 6% of see some early customer activity availability and Group revenue, reduces the signs of customers could adversely price. potential impact of individual delaying project affect the Group's customer failure caused by an starts and strategy, reducing economic downturn. investment. revenue and profitability in the short and medium term, and negatively impact the longer-term viability of the Group. Link to strategy Link to viability Timeframe 1 / 2 Yes Med / Long Term Strategic risks 3. Failure to procure new contracts while maintaining appropriate margins Description and impact Causes Mitigation and internal Movement since controls 2021 Failure to negotiate · Increased · A focus on understanding Constant Risk
satisfactory and competition customer requirements and While we continued appropriate contractual especially in competitor capabilities. to see a strong terms may result in: tight or · Structured bid review order book during · Delays and contracting processes in operation 2022, we are also disputes during project markets. throughout the Group with seeing increased delivery, negatively · Failure to well-defined selection criteria competition on impacting our fully understand that are designed to ensure we contracts within relationships with our and/or ability to take on contracts only where we our markets with customers and the meet customer understand and can manage the increased pressure Group's reputation for requirements. risks involved. on bid pricing delivering quality · Inadequate · The Project Lifecycle from our customers products and solutions. resources in Management (PLM) Standard has that along with · Adversely place (physical introduced more rigour into how inflationary impacting Group assets and risks are considered during the pressures could strategy leading to people). opportunity, contract approval potentially erode reduced revenue and · Failure to and project execution phases. contract margins. profitability and understand and · Sales training - focus on negatively impacting engage with the contractual and commercial the Group's ability to customer on terms. fund its strategic balanced approach · Continuous monitoring of objectives. to allocation or market trends and their sharing of risk potential impact. in the contract. · Continuous monitoring of order book wins and losses. Link to strategy Link to viability Timeframe 1 / 2 / 3 / 4 No Short / Med / Long Term 4. Losing our market share Description and impact Causes Mitigation and internal Movement since controls 2021 Inability to achieve · Increased · A clear business strategy Constant Risk sustainable growth, competitor with defined short, medium and Robust internal whether through activity long-term objectives, which is controls within acquisition, new especially in monitored at local, divisional Finance and products, new tight or and Group level. Treasury, along geographies or contracting · Continued analysis of with trading in industry-specific markets. existing and target markets to line with solutions, may: · Failure to ensure opportunities that they expectations, · Jeopardise our adjust to offer are understood. demonstrate clear position as the changing customer · An opportunities pipeline ability to manage preferred international demands or fully covering all sectors of the existing and geotechnical specialist understand and construction market. anticipated risks. contractor. meet their · A wide-ranging local · Lead to requirements. branch network which inefficiencies and · Inability to facilitates customer increased operating identify changes relationships and helps secure costs, which in turn in market repeat work. could impact our demands, · Continually seeking to ability to deliver including changes differentiate our offering balanced profitable to promote through service quality, value growth, which is a key sustainability. for money and innovation. component of our · North American businesses strategy. reorganisation delivering on · Failure to deliver cross-selling opportunities. on our key strategic · Minimising the risk of objective may result in acquisitions, including getting the loss of confidence to know a target company in and trust of our key advance, often working in joint stakeholders including venture, to understand the investors, financial operational and cultural institutions and differences and potential customers. synergies, as well as undertaking these through due diligence and structured and carefully managed integration plans. Link to strategy Link to viability Timeframe 1 / 2 Yes Short / Med / Long Term 5. Ethical misconduct and non-compliance with regulations Description and impact Causes Mitigation and internal Movement since controls 2021 Keller operates in many Failure to comply · A Code of Business Conduct Increased Risk different jurisdictions with the Code of that sets out minimum A financial and is subject to Business Conduct expectations for all colleagues reporting fraud various rules, or related in respect of ethics, integrity was discovered in regulations and other policies and and regulatory requirements, the Austral legal requirements procedures could that is updated annually and is business unit (BU) including those related stem from: backed by a training programme in Australia. As a to anti-bribery and · Failure to to ensure that it is fully result, management anti-corruption. establish robust embedded across the Group. commissioned an Failure to comply with corporate · Ethics and Compliance external forensic the Code of Business culture. Officers in every business unit investigation Conduct or other · Failure to who support the ethics and which reported to regulations could leave adopt a compliance culture and ensure the ARC in the Group exposed to: compliance risk best practice developed by the February 2023. It · Instances of approach. Group is communicated and concluded that the bribery and corruption. · Failure to embedded into local business fraudulent · Fraud and embed the Group's practices. activity had not deception. values and · Regular workshops across resulted in a cash · Human rights behaviours across the Group to ensure compliance loss for the abuses, such as modern the entire risks are identified and Group. A specific slavery, child labour organisation, addressed. controls response abuses and human including any · Ethics and Compliance plan has also been trafficking. joint ventures. updates to the Audit and Risk developed covering · Unfair competition · Failure to Committee semi-annually. both control practices. have a robust · An independent third-party failings in · Unethical training and whistleblowing helpline that is Austral and a treatment within our monitoring actively promoted. Complaints wider review supply chain. programme in are independently investigated across Keller. These failures could place. by the Compliance and Internal Progress against result in legal · Deliberate Audit teams and appropriate plan will be investigations, leading non-compliance. action taken where necessary. reported to the to fines and penalties, ARC. See the reputational damage and committee's report business losses. on page 107 for more information. Link to strategy Link to viability Timeframe 3 / 4 Yes Short Term 6. Inability to maintain our technological product advantage Description and impact Causes Mitigation and internal Movement since controls 2021 Keller has a history of · Failure to · Innovation initiatives Constant Risk innovation that has maintain developed at both Group and given us a investment in divisional level to ensure a technological advantage innovation and structured approach to which is recognised by digitisation. innovation is in our clients and · Increased place across the Group. competitors. Failure to competitor · Digitisation initiatives maintain this advantage investment in focusing on strategy of through the continued innovative facilitating equipment and technological solutions. operational data capture, advancements in our · Failure to bringing information together equipment, products and continue to and making it accessible on a solutions may: invest in our single platform. It will
· Impact our people. include all technical position in the market. information from Keller and · Not being selected third-party sources at each for key complex, stage of delivery, including high-value projects data analysis and that support the Group visualisations where possible, strategy. and it will also be · Make it more BIM-compatible. difficult to attract · We take a leadership role and retain the best in the geotechnical industry, talent. with many of our team playing · Result in the loss key roles in professional of reputation for associations and industry delivering the best activities around the world. engineered solutions. · Global product teams set standards, provide guidance and disseminate best practice across the Group. · Continued investment in both external and internal equipment manufacture. Link to strategy Link to viability Timeframe 1 / 2 No Med / Long Term 7. Climate change Description and impact Causes Mitigation and internal Movement since controls 2021 Climate change is a global · Failure · Sustainability Steering Constant Risk threat and failure to to update Committee that is responsible Starting to win manage and mitigate it product for integrating sustainability project could lead to: offerings targets and measures into the opportunities · Inability to achieve in line with group business plan to related to Keller's commitment to both successfully drive changes climate impact. deliver solutions in an legislation important to the company. Focus remains on environmentally conscious and customer · Collaboration with the delivering manner, which may in turn demand. University of Surrey's Centre sustainability have a negative impact on for Environment and targets and our reputation, affect Sustainability to apply meeting TCFD employee morale and lead to sustainability best practice to reporting a loss of confidence from all business functions. requirements. our customers, suppliers · Scope 1 and 2 carbon and investors. emissions verified by · Product offerings accredited external third party becoming obsolete because (Carbon Intelligence). they are no longer · Carbon calculator tool compliant with used to identify/improve carbon environmental standards. efficiency. · Remediation of · Cross-functional team non-compliant work at our created to develop and embed own expense to maintain processes to meet TCFD compliance. requirements. See page 90 for our Organisational and reporting structure for climate governance. Link to strategy Link to viability Timeframe 1 / 2 / 3 / 4 Yes Short / Med / Long Term Operational risks 8. Service or solutions failure Description and impact Causes Mitigation and internal Movement since controls 2021 In designing a product or a · · Continuing to enhance Constant Risk solution for customers many Misinterpretation our technological and factors need to be of client operational capabilities considered, including client requirements or through investment in our requirements, site and miscommunication product teams, project loading conditions and local of requirements managers and our engineering constraints (eg neighbouring by the client may capabilities. buildings, other underground lead to a poorly · Employing geotechnical structures). Inadequate designed solution engineers that are focused design of a customer product and consequently purely on design. and/or solution may lead to: failure. · Disaster Recovery/ · Inability to achieve Business Continuity Plans in the required standard. place and reviewed across the · Failure to meet quality Group. standards, damaging our · The global product teams reputation, giving rise to set standards, provide regulatory action and legal guidance and disseminate best liability, and ultimately practice across the impact financial organisation for our eight performance. key products. · A negative impact on · We seek to agree long-term profitability from liability limits in our poorly designed product/ contracts with customers. solution as they are · Insurance solutions are generally covered by a in place to limit financial liability limitation period exposure of a potential of 12 years. customer claim. Link to strategy Link to viability Timeframe 2 / 4 Yes Short / Med / Long Term 9. Ineffective execution of our projects Description and Causes Mitigation and internal controls Movement since impact 2021 Inability to · Failure to · Ensuring we understand all of Constant Risk successfully manage our our risks through the bid appraisal Number of projects deliver projects in projects to process and applying rigorous not executed to line with the ensure that they policies and processes to manage expectations in agreed customer are delivered on and monitor contract performance. 2022 above the requirements may time and to · Ensuring we have high-quality long-term average. result in: budget due to people delivering projects. Adversely impacted · Cost overruns, unforeseen Keller's Project Management Academy by persistently contractual ground and site and Field Leadership Academy are high inflation disputes and conditions, designed to create project managers across North reputational weather-related with a consistent skill set across America and damage. delays, the entire organisation. The Europe. · Ineffective unavailability academies cover a broad range of project delivery of key topics including contract may also expose the materials, management, planning, risk Group to long-term workforce assessment, change management, obligations shortages or decision-making and finance. including legal equipment · KDAQ system enabling action and breakdowns. comparison of performance across additional costs to · Lack of sites using similar products, remedy solution comprehensive identification of areas of best failure. understanding of practice and quickly raising contract awareness of where improvement is obligations. needed. · Inadequate · Safety Standards for resources operations (eg platform, cage (people, handling), Equipment Standards and physical assets fleet renewal. and materials). · The PLM Standard aims to drive a consistent approach to project delivery with robust controls at every project phase. · A formal, structured approach to Lean and 5S is being rolled out across the organisation, which is improving processes and strengthening Keller's working culture. Link to strategy Link to viability Timeframe 3 / 4 Yes Short Term 10. Supply chain - partners fail to meet the Group's operational expectation and contractual obligations (including capacity, competency, quality, financial stability, safety, environmental, social and ethical) Description and Causes Mitigation and internal Movement since 2021 impact controls Failure to manage · Failure to · The Group has Constant Risk
suppliers embed the Group's developed long-term Supply chain issues, effectively could expectation within partnerships with key including both scarcity lead to: the procurement suppliers, working of certain materials · Delays to process. closely with them to (steel, cement and executing · Inadequate understand their energy) and the pricing projects waiting assessment of operations, but is not impact of this, are for materials and supply chain over-reliant on any beginning to show signs ongoing business partner single one, with an of easing. While disruption. capabilities extensive network of pressure remains as a · Additional during bidding approved suppliers in result of the costs to find phase. place across the geopolitical alternative · Lack of organisation to support uncertainty following suppliers. supplier its strategic Russia's invasion of · Becoming resilience due to ambitions. Ukraine, it is being involved in legal rising costs of · A Supply Chain better managed as disputes and energy as a result Code of Business demand cools across potentially fines of geopolitical Conduct that sets out North America and and penalties. uncertainty. minimum expectations Europe. It will · Damaging our · Lack of for all suppliers in continue to be closely reputation and supply respect of ethics, monitored and action potentially being availability due integrity and taken to mitigate barred from to increased regulatory impacts. bidding on future demand from and requirements, that is The Group is committed contracts. too little supply. updated annually. to ensuring slavery and · Human rights · Inflation · Working group forced labour is not abuses, such as driving up prices. established, reporting taking place in its modern slavery, · Logistical to the Group Company business or supply child labour impact causing Secretary and Legal chain. Following a abuses and human delays due to lack Advisor, to drive recent issue with a trafficking. of HGV drivers. minimum standards both contractor's use of contractually and overseas recruitment behaviourally across agents, we are key labour suppliers. undertaking a modern slavery assessment of our labour only contractors to ensure they are complying with our standards. Link to strategy Link to viability Timeframe 3 / 4 Yes Short / Med Term 11. Causing a serious injury or fatality to an employee or a member of the public Description and impact Causes Mitigation and internal Movement since controls 2021 Failure to maintain · Inadequate · Board-led commitment to Constant Risk high standards of risk drive health and safety health and safety, and identification, programmes and performance with an increase in serious assessment and a vision of zero harm. injuries or fatalities, management. · An emphasis on safety leading to: · Lack of leadership to ensure both HSEQ · Erosion of trust clear leadership professionals and operational of employees and driving the leaders drive implementation potential clients. safety culture. and sustainment of our safety · Damage to staff · Lack of standards through ongoing site morale, an increase in employee presence, using safety tours, employee turnover rates competency. safety audits, safety action and a decrease in · Poorly groups and mandatory employee productivity. designed training. · Threat of processes that do · Ongoing improvement of potential criminal not eliminate or existing HSEQ systems to prosecutions, fines, mitigate risk. identify and control known and disbarring from future · Lack of emerging HSEQ risks, which contract bidding and focus on the conform to internal standards. reputational damage. wellbeing and · Incident Management mental health of Standard and incident employees and JV management software driving a partners. robust and consistent management process across the organisation that ensures the cause of the incident is identified and actions are put in place to prevent recurrence. Link to strategy Link to viability Timeframe 3 Yes Short Term 12. Not having the right skills to deliver Description and impact Causes Mitigation and internal Movement since controls 2021 Failure to attract and · Inability to · Continuing to invest in Constant Risk develop excellent recruit our people and organisation in While we are still people to create a and retain strong line with the four pillars of witnessing high-quality, vibrant, performers. the Keller People agenda as inflationary diverse and flexible · Lack of a noted below. pressure on pay workforce could: diverse · Ensuring that the 'Right across many · Harm the Group's workforce. Organisation' is in place with locations where ability to win or · Failure to people having clear Keller operates, execute specific maintain accountabilities; each the pressure on high-value, complex and promote the organisational unit is properly competition for projects. Keller culture. configured with a matrix of skilled personnel · Fail to meet · Overheating line management, functional is beginning to strategic objectives to of market causing support and product expertise. ease. Focus grow the business and significant · As an industry leader, remains on lose key stakeholder increase in that Keller is made up of retaining staff confidence within the demand 'Great People' that are well with the right market. or competition trained, motivated and have skills to deliver. for people. opportunities to develop to · Lack of their full potential. Project visibility of managers and field employees long-term receive comprehensive training pipeline for programmes which cover a broad career range of topics including progression contract management, planning, resulting in risk assessment, change existing management, decision?making and employees leaving finance. the business. · A strong focus on the · Post 'Exceptional Performance' of COVID-19 recovery employees in delivering driving increase commercial outcomes safely for in attrition Keller based upon project or people leaving successes for our customers. the sector. Business leaders are · Pressure incentivised to deliver their from annual financial and safety wage inflation commitments to the Group. and increased · The 'Keller Way' provides offers guidance to the company's from competition. employees and leaders to comply with local laws and work within Keller's values and Code of Business Conduct. Link to strategy Link to viability Timeframe 2 / 3 / 4 No Short / Med Term 13. Cyber security Description and impact Causes Mitigation and internal Movement since controls 2021 Risk of potential · Poor · The Group has a cyber Constant Risk disruption in the internal security and information business operations, governance. assurance team and is utilising reputational damage and · Failure to zero trust layered technology. /or loss or corruption embed · Creation of an Information
of data could lead to: preventative Security Management System · Loss of culture. framework, referencing industry intellectual property · Lack of or standards to ensure appropriate and competitive inadequate governance, control and risk advantage. training and management and then onward · Operational impact awareness. management for compliance, restricting ability to · Increased maturity and development of carry out business exposure to service. critical activities. phishing attacks · Introduction of technical · Potential fines and ransomware capabilities and services to and penalties. due to increased further enable prevention, · Reputational use of personal detection, prediction and damage leading to loss devices and response services. of market and customer remote working. · Multi-factor confidence. · Inconsistent authentication for all users approach to data prevents unauthorised access to security, Keller's networks and especially with applications. JV partners and · Advanced threat protection external third on all IT equipment delivers parties. comprehensive, ongoing and · Increased real-time protection against use of cloud viruses, malware and spyware. services without · Data protection framework equivalent to ensure compliance with the investment in GDPR and other standards of modern threat data protection. prevention. · Independent third-party · Cyber review of our approach to cyber attacks. security and the adequacy of the control environment. Link to strategy Link to viability Timeframe 3 / 4 No Short Term Responsibility statement of the Directors in respect of the Annual Report and the financial statements We confirm that to the best of our knowledge: · the financial statements, prepared in accordance with the applicable set of accounting standards, give a true and fair view of the assets, liabilities, financial position and profit or loss of the company and the undertakings included in the consolidation as a whole; and · the Strategic report and the Directors' report, including content contained by reference, includes a fair review of the development and performance of the business and the position and performance of the company and the undertakings included in the consolidation taken as a whole, together with a description of the principal risks and uncertainties that they?face. The Board confirms that the Annual Report and the financial statements, taken as a whole, are fair, balanced and understandable and provide the information necessary for shareholders to assess the Group's position and performance, business model and strategy. Related party transactions Transactions between the parent, its subsidiaries and joint operations, which are related parties, have been eliminated on consolidation. Other related party transactions are disclosed below: Compensation of key management personnel The remuneration of the Board and Executive Committee, who are the key management personnel, comprised: 2022 2021 £m £m Short-term employee benefits 4.5 8.2 Post-employment benefits 0.3 0.3 Termination payments 0.4 0.4 5.2 8.9 Other related party transactions As at 31 December 2022, there was a net balance of £0.1m owed by (2021: £0.1m owed by) the joint venture. These amounts are unsecured, have no fixed date of repayment and are repayable on demand. END
(END) Dow Jones Newswires
April 11, 2023 11:18 ET (15:18 GMT)
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