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As filed with the Securities and Exchange Commission on March 8,May 7, 2007

Registration Number 333-            333-141142



UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549


AMENDMENT NO. 3 TO
FORM S-1
REGISTRATION STATEMENT
UNDER
THE SECURITIES ACT OF 1933


AECOM TECHNOLOGY CORPORATION
(Exact name of Registrant as specified in its charter)

Delaware 8711 61-1088522
(State or other jurisdiction of
incorporation or organization)
 (Primary Standard Industrial
Classification Code Number)
 (I.R.S. Employer
Identification No.)

555 South Flower Street, Suite 3700
Los Angeles, California 90071
(213) 589-8000593-8000
(Address of principal executive offices, including zip code and telephone number)

John M. Dionisio
President and Chief Executive Officer
AECOM Technology Corporation
555 South Flower Street, Suite 3700
Los Angeles, California 90071
(213) 593-8000
(Name, address and telephone number of agent for service)

Copies to:

Jonathan K. Layne, Esq.
Gibson, Dunn & Crutcher LLP
2029 Century Park East
Los Angeles, CA 90067
(310) 552-8500
 Eric Chen, Esq.
David Y. Gan, Esq.
AECOM Technology Corporation
555 South Flower Street, Suite 3700
Los Angeles, CA 90071
(213) 593-8000
 J. Scott Hodgkins, Esq.
Steven B. Stokdyk, Esq.
Latham & Watkins LLP
633 West 5th Street, Suite 4000
Los Angeles, CA 90071
(213) 485-1234

        Approximate date of proposed sale to the public:As soon as practicable after this Registration Statement becomes effective.

        If any of the securities being registered on this Form are to be offered on a delayed or continuous basis pursuant to Rule 415 under the Securities Act of 1933, check the following box. o

        If this Form is filed to register additional securities for an offering pursuant to Rule 462(b) under the Securities Act, please check the following box and list the Securities Act registration statement number of the earlier effective registration statement for the same offering. o

        If this Form is a post-effective amendment filed pursuant to Rule 462(c) under the Securities Act of 1933, check the following box and list the Securities Act registration statement number of the earlier effective registration statement for the same offering. o

        If this Form is a post-effective amendment filed pursuant to Rule 462(d) under the Securities Act of 1933, check the following box and list the Securities Act registration statement number of the earlier effective registration statement for the same offering. o

        If delivery of the prospectus is expected to be made pursuant to Rule 434, please check the following box. o


CALCULATION OF REGISTRATION FEE


Title of Shares to be Registered
 Proposed Maximum
Aggregate Offering Price(1)(2)

 Amount of
Registration Fee


Common Stock, $0.01 par value $200,000,000 $6,140

(1)
Estimated solely for the purpose of computing the amount of the registration fee, in accordance with to Rule 457(o) promulgated under the Securities Act of 1933.
(2)
Includes offering price of shares that the underwriters have the option to purchase to cover over-allotments, if any.


        THE REGISTRANT HEREBY AMENDS THIS REGISTRATION STATEMENT ON SUCH DATE OR DATES AS MAY BE NECESSARY TO DELAY ITS EFFECTIVE DATE UNTIL THE REGISTRANT SHALL FILE A FURTHER AMENDMENT WHICH SPECIFICALLY STATES THAT THIS REGISTRATION STATEMENT SHALL THEREAFTER BECOME EFFECTIVE IN ACCORDANCE WITH SECTION 8(a) OF THE SECURITIES ACT OF 1933, OR UNTIL THE REGISTRATION STATEMENT SHALL BECOME EFFECTIVE ON SUCH DATE AS THE COMMISSION, ACTING PURSUANT TO SAID SECTION 8(a), MAY DETERMINE.




The information in this preliminary prospectus is not complete and may be changed. We may not sell these securities until the registration statement filed with the Securities and Exchange Commission is effective. This preliminary prospectus is not an offer to sell these securities and we and the selling stockholders are not soliciting an offer to buy these securities in any state where the offer or sale is not permitted.

Subject to Completion, Dated March 8,May 7, 2007

PROSPECTUS

35,150,000 Shares

LOGOLOGO

AECOM TECHNOLOGY CORPORATION

COMMON STOCK


        AECOM Technology Corporation is offering 19,888,797 shares of common stock and the selling stockholders are offering 15,261,203 shares of common stock. We will not receive any proceeds from the sale of shares by the selling stockholders. This is our initial public offering and no public market currently exists for our shares. We estimate that the initial public offering price will be between $$18.00 and $$20.00 per share.


        We are applying to have ourOur common stock tradedhas been approved for trading on The New York Stock Exchange under the symbol "ACM."ACM," subject to official notice of issuance.


        Investing in our common stock involves risks. See "Risk Factors" beginning on page 9.


PRICE $                  A SHARE


 
 Price to
Public

 Underwriting Discounts
and Commissions

 Proceeds to
AECOM

 Proceeds to
Selling Stockholders

Per Share $  $  $  $ 
Total $  $  $  $ 

        We have granted the underwriters the right to purchase up to an additional 5,272,500 shares of common stock to cover over-allotments.

        The Securities and Exchange Commission and state securities regulators have not approved or disapproved these securities, or determined if this prospectus is truthful or complete. Any representation to the contrary is a criminal offense.

        The underwriters expect to deliver the shares to purchasers on May     , 2007.


MORGAN STANLEYMERRILL LYNCH & CO.UBS INVESTMENT BANK

GOLDMAN, SACHS & CO.

CREDIT SUISSE

D.A. DAVIDSON & CO.

                  , 2007


GRAPHIC



TABLE OF CONTENTS

 
 Page
Summary 1
Risk Factors 9
Special Note Regarding Forward-Looking Statements 1817
Use of Proceeds 1918
Industry and Market Data 19
Dividend Policy 19
Capitalization 20
Dilution 2122
Selected Consolidated Financial Data 2223
Management's Discussion and Analysis of Financial Condition and Results of Operations 2425
Business 5455
Management 7173
Executive Compensation 7880
Certain Relationships and Related Transactions 98101
Principal and Selling Stockholders 99102
Description of Capital Stock 101104
United States Federal Income Tax Consequences to Non-U.S. Holders 106109
Shares Eligible for Future Sale 109112
Underwriters 110113
Legal Matters 113117
Experts 114117
Where You Can Find Additional Information 114117
Index to Consolidated Financial Statements F-1

        You should rely only on the information contained in this prospectus or any related free writing prospectus we may authorize to be delivered to you. We have not, and the underwriters have not, authorized anyone to provide you with information different from, or in addition to, that contained in this prospectus or any related free writing prospectus. If anyone provides you with different or inconsistent information, you should not rely on it. We are offering to sell, and are seeking offers to buy, shares of common stock only in jurisdictions where offers and sales are permitted. The information contained in this prospectus or any related free writing prospectus is accurate only as of its date, regardless of its time of delivery, or of any sale of the common stock. Our business, financial conditions, results of operations and prospects may have changed since that date.

        Through and including                , 2007 (25 days after the date of this prospectus), all dealers that buy, sell or trade our common stock, whether or not participating in this offering, may be required to deliver a prospectus. This delivery requirement is in addition to the obligation of dealers to deliver a prospectus when acting as underwriters and with respect to their unsold allotments or subscriptions.

        For investors outside of the United States: Neither we nor any of the underwriters have done anything that would permit this offering or possession or distribution of this prospectus in any jurisdiction where action for that purpose is required, other than in the United States. You are required to inform yourselves about and to observe any restrictions relating to this offering and the distribution of this prospectus.

i





SUMMARY

        This summary highlights information contained elsewhere in this prospectus and does not contain all of the information you should consider before buying shares in this offering. You should read the entire prospectus carefully, especially the information under "Risk Factors." References in this prospectus to "AECOM," "the Company," "we," "us" or "our" refer to AECOM Technology Corporation and its consolidated subsidiaries, unless we indicate otherwise.

        Unless otherwise noted, references to years are for fiscal years. Our fiscal year consists of 52 or 53 weeks, ending on the Friday closest to September 30. Our fiscal quarters end on the Friday closest to December 31, March 31, June 30 and September 30. For clarity of presentation, we refer to all fiscal years and fiscal quarters in this prospectus as ending on September 30, December 31, March 31 or June 30, regardless of the actual date.

Our Company

        We are a leading global provider of professional technical and management support services to government and commercial clients on all seven continents. We provide planning, consulting, architectural and engineering design, and program and construction management services for a broad range of projects, including highways, airports, bridges, mass transit systems, government and commercial buildings, and water and wastewater facilities.facilities and power transmission and distribution. We also provide facilities management, training, logistics and other support services, primarily for agencies of the United States government.

        Through our approximately 28,000more than 30,000 employees in over 60 countries, we provide our services to a number of end markets, with particular strength in the transportation, facilities, also referred to as general building, and environmental markets. With over 60% of our employees operating outside the United States, we believe we are well positioned to grow both in the United States and internationally. According toEngineering News-Record's (ENR) 20062007 Design Survey, we are the largest general architectural and engineering design firm in the world, ranked by 20052006 design revenue. In addition, we are ranked by ENR as the leading firm in a number of design end markets, including transportation and general building.

        We are led by an experienced management team with a proven record of delivering growth in revenue and profits. Over the last five10 fiscal years, we have grown our revenue from $1.7$0.7 billion to $3.4 billion, reflecting a compound annual growth rate, or CAGR, of 20.0%. Furthermore, over the last five fiscal years, we have doubled our revenue from $1.7 billion to $3.4 billion, reflecting a CAGR of 18.3%. In that same five year period, our net income increased from $23.1 million to $53.7 million, reflecting a CAGR of 23.5%. Our revenue for the first quarter of fiscal 2007 grew 25.7% to $938.5 million, compared to $746.8 million for the same period last year. Over the past 10 years, we have enhanced our organic growth with the successful acquisition and integration of more than 30 complementary businesses. These acquisitions have enabled us to expand our professional service offerings, end market coverage and geographic presence. As of DecemberMarch 31, 2006,2007, we had a total backlog of $2.9$3.1 billion compared to $2.5$2.6 billion at DecemberMarch 31, 2005,2006, a 15.0%21.1% increase.



        The following two charts illustrate the diversification of our fiscal 2006 revenue by client type and geography.

Fiscal 2006 Revenue by Client TypeFiscal 2006 Revenue by Geography(1)
GRAPHICGRAPHIC

(1)
By location of project

        We offer our broad range of services through two business segments: Professional Technical Services and Management Support Services.

        Professional Technical Services (PTS).    Our PTS segment delivers planning, consulting, architectural and engineering design, and program and construction management services to government, institutional and commercial clients worldwide in end markets such as transportation, facilities, environmental—including water, wastewater and environmental management—and energy/power. We provide services in connection with some of the largest and most complex projects in the world. Our PTS segment contributed $2.8 billion, or 81.0%, of our revenue in fiscal 2006, which represents an



increase of 33.1% over fiscal 2005 PTS revenue. The following table highlights our principal PTS end markets along with a list of representative projects:

End Market

 Approximate
Percentage of
Fiscal 2006
PTS Segment
Revenue (%)

 Representative Projects
 Project
Locations

Transportation 3029 • Second Avenue Subway
• Sydney Orbital Bypass
• Sutong Bridge
• John F. Kennedy Airport
 U.S.
Australia
China
U.S.

General BuildingFacilities 5043 • 2012 London Olympics
• Pentagon Renovation
• British Broadcasting Company Headquarters
• Los Alamos National Laboratory
 U.K.
U.S.
U.K.
U.S.

Environmental 2024 • Harbor Area Treatment Scheme
• Chicago Calumet and Stickney Wastewater Treatment Plants
• New York City Bowery Bay
 Hong Kong
U.S.

U.S.

Energy/Power4• Mutnovsky Independent Power Project
• NY Public Schools Coal Conversion Project
• Southern Provincial Rural Electrification Project
Russia
U.S.
Laos

        The following two charts illustrate the diversification of our PTS revenue for the first quarter of fiscal 2007, ended December 31, 2006, by client type and geography.

First Quarter Fiscal 2007 Revenue by Client TypeFirst Quarter Fiscal 2007 Revenue by Geography
GRAPHICGRAPHIC

        Management Support Services (MSS).    Our MSS segment provides facilities management and maintenance, training, logistics, consulting, technical assistance and systems integration services, primarily for agencies of the U.S. government. We have over 9,000 employees managing projects for



over 400 contract-specific job sites for U.S. government clients such as the Department of Defense, Department of Energy and the Department of Homeland Security. Our MSS segment contributed $647 million, or 18.9% of our revenue in fiscal 2006, representing an increase of 109.4% over fiscal 2005 MSS revenue. The following table highlights representative projects in our MSS segment:

Representative Projects

 Project Locations
 Clients
• Nevada Test Site U.S. U.S. Dept. of Energy
• Camp DohaArifjan Army Base Kuwait U.S. Dept. of Defense
• Fort Polk Training Center U.S. U.S. Dept. of Defense
• International Civilian Police (CIVPOL) Various worldwide U.S. Dept. of State

Our Market Opportunity

        According to ENR, the top 500 design firms in the United States, ranked by revenue, generated revenue of approximately $59.8$69.6 billion in 2005, an 11.8%2006, a 17.5% increase over 2004.2005. The top five design firms, which includes us, accounted for 21% of this $69.6 billion market. Our core end markets, namely transportation, facilities, environmental, energy/power and government services, are anticipated to continue to grow, due to the following significant market trends:


        The global market for our services is highly fragmented, with thousands of providers. While many of these providers focus on regional niche markets, we believe that clients are increasingly seeking out larger firms such as us that can meet their needs around the world by providing a diverse array of services. This is contributing to a consolidation trend in this market, particularly among mid-size firms without notable technical niche specialties. Furthermore, our client base is becoming increasingly reliant on professional technical services or management support services that are either not readily available from internal resources or are not among their core competencies, or both.

        With our broad service offerings, end market coverage and geographic presence, we believe we are well positioned to capitalize on these favorable trends. Furthermore, we believe the industry consolidation trend will allow us to continue to advance our market leadership positions by selectively adding successful firms that are seeking a global platform for their services.

Our Competitive Strengths

        We believe we have the experience, relationships, technical expertise and personnel to lead our clients through their most complicated and critical technical undertakings while also delivering the level of consistent, quality service necessary to maintain long-term relationships and secure repeat engagements. Our key competitive strengths include:

        We have leadershipLeadership positions in large, growing markets.    Based on ENR's rankings of firms by 20052006 revenue, we are ranked number one in two of our core end markets, transportation and general



building. We also have leadership positions based upon ENR's most recent available rankings by 2005 revenue in many key specialty technical areas within our core end markets, including:including being ranked first in mass transit, airports, highways, educational facilities, government offices and transmission and distribution.

Transportation
 General Building
 Environmental
 
 Ranking
  
 Ranking
  
 Ranking
Mass Transit and Rail 1 Educational Facilities 1 Wastewater Treatment 2
Airports 1 Government Offices 1 Sanitary and Storm Sewers 2
Marine and Ports 1 Correctional Facilities 1 Sewerage and Solid Waste 2
Highways 1 Hotels/Convention Centers 3 Water Supply 4
Bridges 2 Commercial Offices 4 Clean Air Compliance 4

We are also ranked number one inNew Civil Engineer's 2006 global listing (by 2005 fees) in the areas of water, buildings and roads and number two in waste and rail.

        We are diversifiedDiversification across service lines, end markets and geographies.    We perform a broad range of services in over 60 countries for our clients, from planning and design to construction and project management and logistics.clients. In addition, our 25 largest projects by gross profit in fiscal 2006 accounted for only 14% of our consolidated gross profit. We believe this diversification enables us, to respond to and take advantage of changing business, technological and economic conditions worldwide, and allows usamong other things, to better manage our business through market cycles. We further believe we are well-positioned in geographic areas with favorable growth prospects such as China/Hong Kong and the United Arab Emirates, where we are among the largest engineering design firms. This diversification has been a key factor in our historical growth and positions us for future growth.

        We combine globalGlobal reach with local presence.    We combine local market knowledge and relationships with the technical expertise, scale, experience and resources of one of the world's largest global professional technical and support services firms. We believe that our ability to share capabilities and best practices across the firm delivers significant value to our clients and enables us to win and efficiently execute projects worldwide.

        We have strongStrong and long-standing client relationships.    We have developed strong and long-term relationships with a number of government entities and large corporations worldwide.worldwide that lead to repeat business. For example, we have provided services for over 30 years to clients such as the Illinois State Tollway Authority, U.S. Navy, Massachusetts Water Resources Authority and Port Authority of New York and New Jersey. We believe that these types of long-term relationships enable us to better understand and be more responsive to our clients' needs, which leads to repeat business and opportunities to expand the scope of services we provide to our clients.

        We have a successfulSuccessful history of executing and integrating mergers and acquisitions.    We believe one of our core competencies is successfully identifying, executing and integrating acquisition opportunities. We have consummated more than 30 mergers and acquisitions since 1998 that have enabled us to expand our end markets, service offerings and geographic reach. This acquisition activity has provided us with access to new markets at lower risk and faster speed relative to our entering the markets as a new participant. We have targeted, and we will continue to target, firms that enable us to add backlog, long-term client relationships and experienced executives who can provide leadership across our company. In addition, we derive our acquisition synergies throughby "cross selling" the capabilities of our newly acquired companies to our existing clients and our global capabilities to the clients of our newly acquired companies.

        We benefit from our experiencedExperienced management team and employees.    Our Chief Executive Officer and the 10 most senior members of our operating units have an average of more than 20 years of experience with us and more than 25 years in our industry. We also have a large, experienced and skilled workforce. This humanHuman capital is essential in winning the most attractive workcritical to success in our industry.

Risks Affecting Our Business

        Our business is subject to numerous risks, as discussed more fully in the section entitled "Risk Factors" beginning on page 9 of this prospectus. In turn,particular:



        The foregoing factors, as well as others described in "Risk Factors," could adversely affect the value of your investment in our common stock.

Our Growth Strategy

        We intend to grow our business by leveraging our competitive strengths and leadership positions in our core markets while opportunistically entering new markets and geographies. Key elements of our growth strategy include:

        Expand our long-standing client relationships and provide our clients with a broad range of services.    We have long-standing relationships with a number of governmental agencies, large corporations and public and private institutions worldwide. We will continue to focus on client satisfaction along with opportunities to sell a greater range of services to clients and deliver full-service solutions for their needs. For example, as we have grown our environmental business, we have provided environmental services for transportation and other infrastructure projects in which such services have in the past been subcontracted to third parties.

        Capitalize on growth opportunities in our core markets.    Our core end markets, including transportation, general buildingfacilities and environmental, are expected to continue to grow. We intend to build on our leading positions in these markets to increase our market share. With our track record and our global resources, we believe we are well positioned to win projects in these core markets. We believe that the need for infrastructure upgrades, environmental management and increased government spending and outsourcing of support services, among other things, will result in continued growth opportunities in our core markets.

        Continue to pursue our merger and acquisition strategy.    We intend to continue to attract other successful companies whose growth can be enhanced by joining us. This approach has served us well as we have strengthened and diversified our leadership positions both geographically, technically and across end markets. We believe that the trend towards consolidation in our industry will continue to produce attractive candidates that align with our merger and acquisition strategy. For example, we significantly strengthened our presence in the fast-growing market in the United Arab Emirates with the addition of Cansult Limited in September 2006.

        Strengthen and support human capital.    Our experienced employees and management are our most valued resources. Attracting and retaining key personnel have been and will remain critical to our success. We will continue to focus on providing our personnel with training and other personal and professional growth opportunities, performance-based incentives, opportunities for stock ownership and other competitive benefits in order to strengthen and support our human capital base. During fiscal 2006, we expanded our multi-year employee engagement initiative to focus more intensely on this critical objective.

Corporate Information

        We were formed in 1980 as Ashland Technology Corporation, a Delaware corporation and a wholly owned subsidiary of Ashland Inc., an oil and gas refining and distribution company. Since becoming independent of Ashland Inc. in 1990, we have grown by combination of organic growth and strategic mergers and acquisitions from approximately 3,300 employees and $363$387 million in revenue in fiscal 1991, the first full fiscal year of operations, to approximately 27,30030,200 employees at March 31, 2007 and $3.4 billion in revenue for fiscal 2006. Several of the operating companies within AECOM have histories going back more than 50 years. Our principal executive offices are located at 555 South Flower Street, 37th Floor, Los Angeles, California 90071 and our telephone number is (213) 593-8000. Our website is located at www.aecom.com. The information contained on our website is not a part of this prospectus.


The Offering

Common stock offered  
 By AECOM 19,888,797 shares
 By the selling stockholders 15,261,203 shares
 Total 35,150,000 shares

Common stock to be outstanding after this offering

 

92,335,201 shares

Over-allotment option

 

5,272,500 shares

Net Proceeds


We expect the net proceeds to us from this offering to be $355.2 million ($449.4 million if the underwriters exercise their over-allotment option), after deducting underwriting discounts and commissions payable to the underwriters and our estimated offering expenses, based upon an assumed initial public offering price of $19.00 per share, which is the mid-point of the offering range indicated on the cover of this prospectus, and an assumed $1.14 per share in underwriting discounts and commissions. We will not receive any proceeds from the sale of shares by the selling stockholders.

Use of proceeds

 

To repay borrowings under our credit facilities and our outstanding 83/8% senior notes due 2012, allow employees under our stock purchase plan to diversify their holdings and use the remaining proceeds for general corporate purposes, including possible future acquisitions. We will not receive any of the proceeds from the sale of shares by the selling stockholders. See "Use of Proceeds" for additional information.

Dividends

 

We do not anticipate paying any cash dividends in the foreseeable future.

Proposed New York Stock Exchange symbol

 

ACM

        Common Stock to be outstanding after this offering does not include at December 31, 2006:include:

        Except as otherwise indicated, all of the information in this prospectus assumes:


Summary Consolidated Financial Data

        You should read the summary consolidated financial data presented below together with "Selected Consolidated Financial Data," "Management's Discussion and Analysis of Financial Condition and Results of Operations" and our audited consolidated financial statements, unaudited condensed consolidated financial statements and the related notes included elsewhere in this prospectus. The summary consolidated financial data presented below under "Consolidated Statement of Income Data" for the years ended September 30, 2006, 2005 and 2004 have been derived from our audited consolidated financial statements included elsewhere in this prospectus. We derived the consolidated statement of income data for each of the years ended September 30, 2003 and 2002 and the consolidated balance sheet data as of September 30, 2004, 2003 and 2002 from our audited consolidated financial statements not included in this prospectus.

        The summary consolidated financial data presented below under "Consolidated Statement of Income Data" for the threesix months ended DecemberMarch 31, 2006 and 20052007 and "Consolidated Balance Sheet Data" as of DecemberMarch 31, 20062007 have been derived from our unaudited condensed consolidated financial statements that are included elsewhere in this prospectus and have been prepared on the same basis as our audited consolidated financial statements. In the opinion of management, the unaudited condensed consolidated financial statements reflect all adjustments, consisting only of normal and recurring adjustments, necessary to state fairly our results of operations for and as of the periods presented. The results for any interim period are not necessarily indicative of the results that may be expected for a full year.



 Year Ended September 30,
 Three Months
Ended
December 31,


 Year Ended September 30,
 Six Months
Ended
March 31,



 2002
 2003
 2004
 2005
 2006
 2005
 2006

 2002
 2003
 2004
 2005
 2006
 2006
 2007


 (in millions, except share and per share data)


 (in millions, except share and per share data)

Consolidated Statement of Income Data:Consolidated Statement of Income Data:                     Consolidated Statement of Income Data:                     
Revenues $1,747 $1,915 $2,012 $2,395 $3,421 $747 $939
Cost of revenues  1,269  1,381  1,443  1,718  2,515  547  691
RevenueRevenue $1,747 $1,915 $2,012 $2,395 $3,421 $1,606 $2,022
Cost of revenueCost of revenue  1,269  1,381  1,443  1,718  2,515  1,177  1,490
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Gross profitGross profit  478  534  569  677  906  200  248Gross profit  478  534  569  677  906  429  532
Equity in earnings of joint venturesEquity in earnings of joint ventures  1  2  3  2  7  2  1Equity in earnings of joint ventures  1  2  3  2  7  3  4
General and administrative expensesGeneral and administrative expenses  430  467  485  581  810  177  219General and administrative expenses  430  467  485  581  810  382  468
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Income from operationsIncome from operations  49  69  87  98  103  25  30Income from operations  49  69  87  98  103  50  68
Minority interest share of earningsMinority interest share of earnings  3  3  3  8  14  2  1Minority interest share of earnings  3  3  3  8  14  5  5
Gain on the sale of equity investmentGain on the sale of equity investment              11Gain on the sale of equity investment              11
Interest expense—netInterest expense—net  12  10  8  7  10  4  1Interest expense—net  12  10  8  7  10  8  3
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Income before income tax expenseIncome before income tax expense  34  56  76  83  79  19  39Income before income tax expense  34  56  76  83  79  37  71
Income tax expenseIncome tax expense  11  19  26  29  25  6  13Income tax expense  11  19  26  29  25  12  24
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Net incomeNet income $23 $37 $50 $54 $54 $13 $26Net income $23 $37 $50 $54 $54 $25 $47
 
 
 
 
 
 
 
 
 
 
 
 
 
 

Net income allocation:

Net income allocation:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Net income allocation:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 
Preferred stock dividend $ $2 $5 $6 $2 $1 $Preferred stock dividend $ $2 $5 $6 $2 $2 $
Net income available for common stockholders  23  35  45  48  52  12  26Net income available for common stockholders  23  35  45  48  52  23  47
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Net income $23 $37 $50 $54 $54 $13 $26Net income $23 $37 $50 $54 $54 $25 $47
 
 
 
 
 
 
 
 
 
 
 
 
 
 

Earnings per share available for common stockholders:

Earnings per share available for common stockholders:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Earnings per share available for common stockholders:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 
Basic $0.89 $1.34 $1.71 $1.86 $1.88 $0.43 $0.89Basic $0.45 $0.67 $0.86 $0.93 $0.94 $0.43 $0.82
Diluted $0.86 $1.29 $1.57 $1.68 $1.48 $0.40 $0.65Diluted $0.43 $0.65 $0.78 $0.84 $0.74 $0.37 $0.60

Weighted average shares outstanding (in thousands):

Weighted average shares outstanding (in thousands):

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Weighted average shares outstanding (in thousands):

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 
Basic  25,815  26,429  26,300  25,940  27,428  26,644  28,800Basic  51,630  52,858  52,600  51,880  54,856  53,482  56,965
Diluted  27,001  28,589  32,127  31,989  36,329  32,612  39,518Diluted  54,002  57,178  64,254  63,978  72,658  67,765  78,500

 
 Year Ended or as of September 30,
 Three Months
Ended or as of
December 31,

 
 2002
 2003
 2004
 2005
 2006
 2005
 2006
 
 (in millions, except employee data)

Other Data:                     
Depreciation and amortization $23 $13 $13 $20 $40 $9 $7
Amortization expense of acquired intangible assets        3  15  3  1
Capital expenditures  20  14  19  31  32  7  10
Backlog  1,710  1,660  1,620  2,000  2,500  2,480  2,851
Number of full-time and part-time employees  15,500  16,800  17,700  22,000  27,300  24,200  28,500
 
 As of September 30,
 As of December 31,
 
 
 2002
 2003
 2004
 2005
 2006
 2005
 2006
 2006
 
 
 (in millions, except employee data)

   
Actual

 Pro Forma,
as adjusted

 
Consolidated Balance Sheet Data:                        
Cash and cash equivalents $28 $120 $121 $54 $128 $67 $138   
Working capital  113  213  225  171  201  224  178   
Total assets  965  1,056  1,115  1,425  1,826  1,585  1,879   
Long-term debt excluding current portion  171  122  105  216  123  313  104   
Redeemable preferred and common stock and stock units, net of notes receivable  378  547  576  661  970  668  1,014   
Stockholders' (deficit) equity  (108) (181) (159) (240) (291) (237) (324)  
 
 Year Ended or as of September 30,
 Six Months
Ended or as of
March 31,

 
 2002
 2003
 2004
 2005
 2006
 2006
 2007
 
 (in millions, except employee data)

Other Data:                     
Depreciation and amortization $23 $13 $13 $20 $40 $18 $19
Amortization expense of acquired intangible assets(2)        3  15  6  6
Capital expenditures  20  14  19  31  32  13  19
Backlog  1,710  1,660  1,620  1,980  2,480  2,585  3,131
Number of full-time and part-time employees  15,500  16,800  17,700  22,000  27,300  24,800  30,200
 
 As of September 30,
 As of March 31,
 
 
 2002
 2003
 2004
 2005
 2006
 2007
 2007
 
 
 (in millions)

 Pro Forma,
as adjusted

 
 
  
  
  
  
  
   
Actual

 
Consolidated Balance Sheet Data:                      
Cash and cash equivalents $28 $120 $121 $54 $128 $116 $326 
Working capital  113  213  225  171  201  185  434(1)
Total assets  965  1,056  1,115  1,425  1,826  2,076  2,088 
Long-term debt excluding current portion  171  122  105  216  123  153  11 
Redeemable preferred and common stock and stock units, net of notes receivable  378  547  576  661  970  1,068   
Stockholders' (deficit) equity  (108) (181) (159) (240) (291) (298) 1,116 

(1)
Assumes that the ratio of current and long-term stock purchase plan balances are proportionate with those at March 31, 2007.

(2)
Included in depreciation and amortization above.


RISK FACTORS

        Investing in our common stock involves a high degree of risk. You should carefully consider the risks described below and the other information in this prospectus, including our financial statements and the related notes, before making a decision to buy our common stock. If any of the following risks actually occurs, our business could be harmed. In that case, the trading price of our common stock could decline, and you may lose all or part of your investment.

Risks Relating to Our Business and Industry

We depend on long-term government contracts, some of which are only funded on an annual basis. If appropriations for funding are not made in subsequent years of a multiple-year contract, we may not be able to realize all of our anticipated revenuesrevenue and profits from that project.

        A substantial majority of our revenues arerevenue is derived from contracts with agencies and departments of national, state and local governments. During fiscal 2004, 2005 and 2006, approximately 76%, 75% and 63%, respectively, of our revenues wererevenue was derived from contracts with government entities.

        Most government contracts are subject to the government's budgetary approval process. Legislatures typically appropriate funds for a given program on a year-by-year basis, even though contract performance may take more than one year. As a result, at the beginning of a program, the related contract is only partially funded, and additional funding is normally committed only as appropriations are made in each subsequent fiscal year. These appropriations, and the timing of payment of appropriated amounts, may be influenced by, among other things, the state of the economy, competing priorities for appropriation, changes in administration or control of legislatures and the timing and amount of tax receipts and the overall level of government expenditures. If appropriations are not made in subsequent years on our government contracts, then we will not realize all of our potential revenue and profit from that contract.

        For instance, a significant portion of historical funding for state and local transportation projects has come from the U.S. federal government through its "SAFETEA-LU" infrastructure funding program and predecessor programs. This $286 billion program covers federal fiscal years 2004-2009. Approximately 79% of the SAFETEA-LU funding is for highway programs, 18.5% is for transit programs and 2.5% is for other programs such as motor carrier safety, national highway traffic safety and research. A key uncertainty in the outlook for federal transportation funding in the U.S. is the future viability of the Highway Trust Fund. The Highway Account within the Highway Trust Fund could have a negative balance as soon as 2009, based on the Department of Treasury projections of receipts and Department of Transportation projections of outlays. This raises concerns about whether funding for federal highway programs authorized by SAFETEA-LU will be met in future years.

Governmental agencies may modify, curtail or terminate our contracts at any time prior to their completion and, if we do not replace them, we may suffer a decline in revenues.revenue.

        Most government contracts maybe modified, curtailed or terminated by the government either at its convenience or upon the default of the contractor. If the government terminates a contract at its convenience, then we typically are able to recover only costs incurred or committed, settlement expenses and profit on work completed prior to termination, which could prevent us from recognizing all of our potential revenuesrevenue and profits from that contract. If the government terminates the contract due to our default, we could be liable for excess costs incurred by the government in obtaining services from another source.



A delay in the completion of the budget process of the U.S. government could delay procurement of our services and have an adverse effect on our future revenues.revenue.

        In years when the U.S. government does not complete its budget process before the end of its fiscal year on September 30, government operations are typically funded pursuant to a "continuing resolution" that authorizes agencies of the U.S. government to continue to operate, but does not authorize new spending initiatives. When the U.S. government operates under a continuing resolution, government agencies may delay the procurement of services, which could reduce our future revenues.revenue.

Our contracts with governmental agencies are subject to audit, which could result in adjustments to reimbursable contract costs or, if we are charged with wrongdoing, possible temporary or permanent suspension from participating in government programs.

        Our books and records are subject to audit by the various governmental agencies we serve and their representatives. These audits can result in adjustments to the amount of contract costs we believe are reimbursable by the agencies and the amount of our overhead costs allocated to the agencies. In addition, if one of our subsidiaries is charged with wrongdoing as a result of an audit, that subsidiary, and possibly our company as a whole, could be temporarily suspended or could be prohibited from bidding on and receiving future government contracts for a period of time. Furthermore, as a government contractor, we are subject to an increased risk of investigations, criminal prosecution, civil fraud, whistleblower lawsuits and other legal actions and liabilities to which purely private sector companies are not, the results of which could harm our business.

Our business and operating results could be adversely affected by losses under fixed-price contracts.

        Fixed-price contracts require us to either perform all work under the contract for a specified lump-sum or to perform an estimated number of units of work at an agreed price per unit, with the total payment determined by the actual number of units performed. In fiscal 2006, approximately one-third of our revenues wererevenue was recognized under fixed-price contracts. Fixed-price contracts expose us to a number of risks not inherent in cost-plus and time and material contracts, including underestimation of costs, ambiguities in specifications, unforeseen costs or difficulties, problems with new technologies, delays beyond our control, failures of subcontractors to perform and economic or other changes that may occur during the contract period. Losses under fixed-price construction contracts could be substantial and harm our results of operations.

We conduct a portion of our operations through joint venture entities, over which we may have limited control.

        Approximately 24% of our fiscal 2006 revenue was derived from our operations through joint ventures or similar partner arrangements, where control may be shared with unaffiliated third parties. As with most joint venture arrangements, differences in views among the joint venture participants may result in delayed decisions or disputes. We also cannot control the actions of our joint venture partners, and we typically have joint and several liability with our joint venture partners under the applicable contracts for joint venture projects. These factors could potentially harm the business and operations of a joint venture and, in turn, our business and operations.

        Operating through joint ventures in which we are minority holders results in us having limited control over many decisions made with respect to projects and internal controls relating to projects. Approximately 7% of our fiscal 2006 revenue was derived from our unconsolidated joint ventures where we generally do not have control of the entities. These joint ventures may not be subject to the same requirements regarding internal controls and internal control over financial reporting that we follow. As a result, internal control problems may arise with respect to the joint ventures, which could have a material adverse effect on our financial condition and results of operations.



Misconduct by our employees or consultants or our failure to comply with laws or regulations applicable to our business could cause us to lose customers or lose our ability to contract with government agencies.

        As a government contractor, misconduct, fraud or other improper activities by our employees or consultants failure to comply with laws or regulations could have a significant negative impact on our business and reputation. Such misconduct could include the failure to comply with federal procurement regulations, regulations regarding the protection of classified information, legislation regarding the pricing of labor and other costs in government contracts, regulations on lobbying or similar activities, and any other applicable laws or regulations. Our failure to comply with applicable laws or regulations or misconduct by any of our employees or consultants could subject us to fines and penalties, loss of security clearance, cancellation of contracts and suspension or debarment from contracting with government agencies, any of which may adversely affect our business.

Our defined benefit plans currently have significant deficits that could grow in the future and cause us to incur additional costs.

        We have defined benefit pension plans for employees in the United States, United Kingdom and Australia. At September 30, 2006, our defined benefit pension plans had an aggregate deficit (the excess of projected benefit obligations over the fair value of plan assets) of $117.2 million. At September 30, 2006, the excess of accumulated benefit obligations over the fair value of plan assets was $84.8 million. In the future, our pension deficits may increase or decrease depending on changes in the levels of interest rates, pension plan performance and other factors. If we are forced or elect to make up all or a portion of the deficit for unfunded benefit plans, our profits could be materially and adversely affected.

Our operations worldwide expose us to legal, political and economic risks in different countries as well as currency exchange rate fluctuations that could harm our business and financial results.

        During fiscal 2006, revenuesrevenue attributable to our services provided outside of the United States werewas approximately 44% of our total revenue. Approximately 27% of our total fiscal 2006 revenue was contracted in non-U.S. dollar denominations. We expect the percentage of revenuesrevenue attributable to our non-U.S. operations to increase further as a result of our strategic focus in areas such as Eastern Europe, China and the Middle East. There are risks inherent in doing business internationally, including:


        Any of these factors could have a material adverse effect on our business, results of operations or financial condition.


We work in international locations where there are high security risks, which could result in harm to our employees and contractors or material costs to us.

        Some of our services are performed in high-risk locations, such as Iraq and Afghanistan, where the country or location is suffering from political, social or economic problems, or war or civil unrest. In those locations where we have employees or operations, we may incur material costs to maintain the safety of our personnel. Despite these precautions, the safety of our personnel in these locations may continue to be at risk, and we may suffer the loss of key employees and contractors, which could harm our business.

Failure to successfully execute our merger and acquisition strategy may inhibit our growth.

        We have grown in part as a result of our mergers and acquisitions over the last several years, and we expect continued growth in the form of additional acquisitions and expansion into new markets. We cannot assure you that suitable mergers and acquisitions or investment opportunities will continue to be identified or that any of these transactions can be consummated on favorable terms or at all. Any future mergers and acquisitions will involve various inherent risks, such as:

        Furthermore, during the mergers and acquisitions process and thereafter, our management may need to assume significant mergers and acquisitions related responsibilities, which may cause them to divert their attention from our existing operations. If our management is unable to successfully integrate acquired companies or implement our growth strategy, our operating results could be harmed. Moreover, we cannot assure you that we will continue to successfully expand or that growth or expansion will result in profitability.

Our ability to grow and to compete in our industry will be harmed if we do not retain the continued services of our key technical and management personnel and identify, hire and retain additional qualified personnel.

        There is strong competition for qualified technical and management personnel in the sectors in which we compete. We may not be able to continue to attract and retain qualified technical and management personnel, such as engineers, architects and project managers, who are necessary for the development of our business or to replace qualified personnel. Our planned growth may place increased demands on our resources and will likely require the addition of technical and management personnel and the development of additional expertise by existing personnel. Also, some of our personnel hold security clearances required to obtain government projects; if we were to lose some or all of these personnel, they would be difficult to replace. Loss of the services of, or failure to recruit, key technical and management personnel could limit our ability to complete existing projects successfully and to compete for new projects.

        Additionally, in the past, we have promoted our employee ownership culture as a competitive advantage in recruiting and retaining employees. Although we intend to retain the essential elements of an employee ownership culture and do not intend to change our core values and operating philosophy,



if our employees or recruits perceive that becoming a publicly-traded company will negatively impact our company culture, our ability to recruit and retain employees may be adversely impacted.

Our revenuesrevenue and growth prospects may be harmed if we or our employees are unable to obtain the security clearances or other qualifications we and they need to perform services for our customers.

        A number of government programs require contractors to have security clearances. Depending on the level of required clearance, security clearances can be difficult and time-consuming to obtain. If we or our employees are unable to obtain or retain necessary security clearances, we may not be able to win new business, and our existing customers could terminate their contracts with us or decide not to renew them. To the extent we cannot obtain or maintain the required security clearances for our employees working on a particular contract, we may not derive the revenue anticipated from the contract.

Our industry is highly competitive and we may be unable to compete effectively, which could result in reduced revenue, profitability and market share.

        We are engaged in a highly competitive business. The extent of competition varies with the types of services provided and the locations of the projects. Generally, we compete on the bases of technical and management capability, personnel qualifications and availability, geographic presence, experience and price. Increased competition may result in our inability to win bids for future projects and loss of revenue, profitability and market share.

Our services expose us to significant risks of liability and our insurance policies may not provide adequate coverage.

        Our services involve significant risks of professional and other liabilities that may substantially exceed the fees that we derive from our services. In addition, we sometimes contractually assume liability under indemnification agreements. We cannot predict the magnitude of potential liabilities from the operation of our business.

        Our professional liability policies cover only claims made during the term of the policy. Additionally, our insurance policies may not protect us against potential liability due to various exclusions in the policies and self-insured retention amounts. Partially or completely uninsured claims, if successful and of significant magnitude, could have a material adverse affect on our business.

Our backlog of uncompleted projects under contract is subject to unexpected adjustments and cancellations and thus, may not accurately reflect future revenuesrevenue and profits.

        At DecemberMarch 31, 2006,2007, our backlog of uncompleted projects under contract was approximately $2.9$3.1 billion. We cannot guarantee that the revenuesrevenue attributed to uncompleted projects under contract will be realized or, if realized, will result in profits. Many projects may remain in our backlog for an extended period of time because of the size or long-term nature of the contract. In addition, from time to time projects are delayed, scaled back or cancelled. These types of backlog reductions adversely affect the revenuesrevenue and profits that we ultimately receive from contracts reflected in our backlog.

We have submitted claims to clients for work we performed beyond the scope of some of our contracts. If these clients do not approve these claims, our results of operations could be adversely impacted.

        We typically have pending claims submitted under some of our contracts for payment of work performed beyond the initial contractual requirements for which we have already recorded revenues.revenue. In general, we cannot guarantee that such claims will be approved in whole, in part or at all. If these claims are not approved, our revenuesrevenue may be reduced in future periods.



In conducting our business, we depend on other contractors and subcontractors. If these parties fail to satisfy their obligations to us or other parties, or if we are unable to maintain these relationships, our revenues,revenue, profitability and growth prospects could be adversely affected.

        We depend on contractors and subcontractors in conducting our business. There is a risk that we may have disputes with our subcontractors arising from, among other things, the quality and timeliness of work performed by the subcontractor, customer concerns about the subcontractor, or our failure to extend existing task orders or issue new task orders under a subcontract. In addition, if any of our subcontractors fail to deliver on a timely basis the agreed-upon supplies and/or perform the agreed-upon services, our ability to fulfill our obligations as a prime contractor may be jeopardized.

        We also rely on relationships with other contractors when we act as their subcontractor or joint venture partner. Our future revenuesrevenue and growth prospects could be adversely affected if other contractors eliminate or reduce their subcontracts or joint venture relationships with us, or if a government agency terminates or reduces these other contractors' programs, does not award them new contracts or refuses to pay under a contract.

Systems and information technology interruption could adversely impact our ability to operate.

        We rely heavily on computer, information and communications technology and related systems in order to properly operate. From time to time, we experience occasional system interruptions and delays. If we are unable to continually add software and hardware, effectively upgrade our systems and network infrastructure and take other steps to improve the efficiency of and protect our systems, systems operation could be interrupted or delayed. In addition, our computer and communications systems and operations could be damaged or interrupted by natural disasters, telecommunications failures, acts of war or terrorism, computer viruses, physical or electronic security breaches and similar events or disruptions. Any of these or other events could cause system interruption, delays and loss of critical data, could delay or prevent operations, and could adversely affect our operating results.

Risks Relating to this Offering and Our Common Stock

There has been no prior public market for our shares and an active market may not develop or be maintained, which could limit your ability to sell shares of our common stock.

        Before this offering, there has not been a public market for our shares of common stock. Although we are applyingour common stock has been approved for listing on the New York Stock Exchange, an active public market for our shares may not develop or be sustained after this offering. The initial public offering price will be determined by negotiations between the underwriters and our board of directors and may not be representative of the market price at which our shares of common stock will trade after this offering. In particular, we cannot assure you that you will be able to resell our shares at or above the initial public offering price.

The value of our common stock could be volatile.

        The overall market and the price of our common stock may fluctuate greatly. The trading price of our common stock may be significantly affected by various factors, including:


Our quarterly operating results may fluctuate significantly, which could have a negative effect on the price of our common stock.

        Our quarterly revenues,revenue, expenses and operating results may fluctuate significantly because of a number of factors, including:



        Variations in any of these factors could cause significant fluctuations in our operating results from quarter to quarter.quarter and could cause the price of our common stock to fluctuate and decline.

Our charter documents contain provisions that may delay, defer or prevent a change of control.

        Provisions of our certificate of incorporation and bylaws could make it more difficult for a third party to acquire control of us, even if the change in control would be beneficial to stockholders. These provisions include the following:


Future sales of our common stock may lower our stock price.

        If our existing stockholders sell a large number of shares of our common stock following this offering, the market price of our common stock could decline significantly. In addition, the perception in the public market that our existing stockholders might sell shares of common stock could depress the market price of our common stock, regardless of the actual plans of our existing stockholders. Immediately after this offering, approximately 92,335,201 shares of our common stock will be outstanding, or 97,607,701 if the underwriters' over-allotment option is exercised in full. Of these shares, approximately 40,252,191 shares will be available for immediate resale in the public market, including all of the shares in this offering, and 9,413,842 shares will be available for resale 90 days following completion of this offering, except those held by our "affiliates." Of the remaining shares outstanding, approximately 42,669,167 shares are subject to lock-up agreements restricting the sale of those shares for 180 days from the date of this prospectus. However, the underwriters may waive this restriction and allow the stockholders to sell their shares at any time.



        After this offering, we intend to register approximatelyWe have registered 25,637,100 shares of common stock that are reserved for issuance upon exercise of options granted under our stock option plans. Once we registerUpon completion of this offering, these shares they can be sold in the public market upon issuance, subject to restrictions under the securities laws applicable to resales by affiliates.affiliates and applicable lock-up agreements.

Purchasers in this offering will experience immediate and substantial dilution in net tangible book value.

        The initial public offering price per share is expected to be substantially higher than the net tangible book value per share of our outstanding common stock. Purchasers of shares in this offering will experience immediate dilution in the net tangible book value of their shares. Based on an assumed initial public offering price of $$19.00 per share, dilution per share in this offering will be $$14.16 per share (or %74.5% of the price). In addition, we have issued options to acquire 8,409,191 shares of our common stock at a weighted average exercise price of $$8.90 per share. To the extent these outstanding options are exercised, there will be further dilution to investors in this offering. Further, if we issue additional equity securities to raise additional capital, your ownership interest in our company may be diluted and the value of your investment may be reduced.

We do not expect to pay any cash dividends for the foreseeable future.

        We do not anticipate paying any cash dividends to our stockholders for the foreseeable future. Our credit facilities also restrict our ability to pay dividends. Accordingly, you may have to sell some or all of your common stock in order to generate cash flow from your investment. You may not receive a gain on your investment when you sell our common stock and may lose some or all of the amount of your investment. Any determination to pay dividends in the future will be made at the discretion of our board of directors and will depend on our results of operations, financial conditions, contractual restrictions, restrictions imposed by applicable law and other factors our board of directors deems relevant.

We will incur increased costs as a result of being a publicly-traded company.

        As a company with publicly-traded securities, we could incur significant legal, accounting and other expenses not presently incurred. In addition, the Sarbanes-Oxley Act of 2002, as well as rules promulgated by the U.S. Securities and Exchange Commission and the New York Stock Exchange, require us to adopt corporate governance practices applicable to U.S. public companies. These rules and regulations will increase our legal and financial compliance costs.



If we do not timely satisfy the requirements of Section 404 of the Sarbanes-Oxley Act of 2002, the trading price of our common stock could be adversely affected.

        Section 404 of the Sarbanes-Oxley Act of 2002 requires us to document and test the effectiveness of our internal controls over financial reporting in accordance with an established internal control framework and to report on our conclusion as to the effectiveness of our internal controls. It also requires our independent registered public accounting firm to test our internal controls over financial reporting and report on the effectiveness of such controls as of September 30, 2008. Our independent registered public accounting firm is also required to test, evaluate and report on management's assessment of internal control. Any delays or difficulty in satisfying these requirements could cause some investors to lose confidence in, or otherwise be unable to rely on, the accuracy of our reported financial information, which could adversely affect the trading price of our common stock.



SPECIAL NOTE REGARDING FORWARD-LOOKING STATEMENTS
(Cautionary Statements Under the Private Securities Litigation Reform Act of 1995)

        This prospectus contains statements which, to the extent that they do not recite historical fact, constitute "forward-looking statements" within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. The words "believe," "expect," "estimate," "may," "will," "could," "plan" or "continue" and similar expressions are intended to identify forward-looking statements. Such forward-looking information involves important risks and uncertainties that could materially alter results in the future from those expressed in any forward-looking statements made by us or on our behalf. These risks and uncertainties include, but are not limited to:

        In addition, this prospectus contains industry data related to our business and the markets in which we operate. This data includes projections that are based on a number of assumptions. If these assumptions turn out to be incorrect, actual results could differ from the projections.

        We caution you that forward-looking statements are only predictions and that actual events or results may differ materially. In evaluating these statements, you should specifically consider the various factors that could cause actual events or results to differ materially from those indicated by the forward-looking statements, including the factors that we discuss in the section entitled "Risk Factors."



USE OF PROCEEDS

        We estimate that our net proceeds (after deducting underwriting discounts and commissions payable to the underwriters and our estimated offering expenses) from this offering will be $$355.2 million ($449.4 million if the underwriters exercise their option to acquire additional shares in full), based upon an assumed initial public offering price of $$19.00 per share, which is the mid-point of the offering range indicated on the cover of this prospectus.prospectus, and an assumed $1.14 per share in underwriting discounts and commissions, which is the mid-point of the range of the underwriting discounts and commissions we will pay of $1.09 per share to $1.19 per share, depending on the public offering price and subject to a performance increase payable at the discretion of the Company. We will not receive any proceeds from the sale of shares by the selling stockholders.

        We expect to use approximately $$63.0 million (of which $50.0 million was outstanding as of March 31, 2007) of the net proceeds to repay amounts outstanding under our unsecured senior credit facility, which matures March 31, 2011, and currently bears interest at the Interbank Offered Rate plus        %, or        % per annum, at March 1, 2007.a weighted average interest rate of 6.80%. We also expect to use approximately $$57.0 million of the net proceeds to repay all our outstanding borrowings under our unsecured term credit agreement which matures September 22, 2011 and currently bears interest at a weighted average interest rate of 5.51%. Further, we expect to use approximately $39.0 million to repay all of our outstanding 83/8% senior notes due April 14, 2012 which includes principal, accrued interest and make-whole premiums.

        We also expect to use $71.8 million of the net proceeds to fund elections made by employee participants in our stock purchase plan to diversify their holdings of plan units in connection with this offering. The diversification will be effected by our selling a make-whole premium.number of newly issued shares of common stock in this offering equal to the number of common stock units under the stock purchase plan that each employee has elected to diversify. The net proceeds from the sale of such shares will be delivered to a trust for the benefit of such employee's plan account and the plan account will be reduced by the corresponding number of stock units. Such net proceeds will be retained in the trust and will be invested to match the investment elections made by such employee. Since the plan units are currently included in our total shares outstanding and the number of newly issued shares equals the number of plan units deducted from employee plan accounts, this diversification has no net impact on our total shares outstanding.

        We expect to use the remaining net proceeds to fund elections made by our employees under our stock purchase plan to diversify their holdings in connection with this offering, in an aggregate amount of approximately $                , and for general corporate purposes, which may include future acquisitions of businesses.acquisitions.

        A $1.00 increase (decrease) in the assumed initial public offering price of $$19.00 per share would increase (decrease) the net proceeds to us from this offering by $$18.7 million, assuming the number of shares offered by us, as set forth on the cover page of this prospectus, remains the same and after deducting the estimated underwriting discounts and commissions and estimated expenses payable by us.

        Until we use the net proceeds as described above, we intend to invest the net proceeds in short-term securities.



INDUSTRY AND MARKET DATA

        We obtained the market, demographic, competitive position and similar data used throughout this prospectus from our own research and from surveys or studies conducted by third parties and industry or general publications. We have also derived data regarding our competitors and customers from their press releases and other public filings. This market, demographic, competitive position and similar data include, among other things, statements regarding the global market for engineering, design and support services, our position in the relevant markets, including the transportation, facilities and environmental markets, and the historical and projected growth rate of our industry. While we believe that each of these surveys, studies and publications is reliable, we have not independently verified such data. Similarly, we believe our internal research is reliable, but it has not been verified by any independent sources.


DIVIDEND POLICY

        We have not declared or paid any cash dividends on our common stock, and we do not anticipate doing so in the foreseeable future. We currently intend to retain future earnings, if any, to operate our business and finance future growth strategies. Our loan covenants require us to obtain the consent of the banks or the senior noteholders, as the case may be, prior to the payment of any cash dividends.



CAPITALIZATION

        The following table sets forth our capitalization as of DecemberMarch 31, 20062007 on an actual basis and as adjusted to give effect to our sale of shares of common stock in this offering at an assumed initial offering price of $$19.00 per share and the application of the net proceeds from this offering as described under "Use of Proceeds." A $1.00 increase or decrease in the assumed public offering price of $$19.00 per share would increase or decrease each of additional paid-in capital, total stockholders' (deficit)/equity and total capitalization by approximately $$18.7 million, assuming the number of shares offered by us, as set forth on the cover page of this prospectus, remains the same and after deducting the estimated underwriting discount and estimated offering expenses payable by us.



 As of December 31, 2006

 As of March 31, 2007
 


 Actual
 Pro Forma
As Adjusted


 Actual
 Pro Forma
As Adjusted(3)

 


 (in thousands, except share data)
(unaudited)


 (in thousands, except share data)
(unaudited)

 
Cash and cash equivalentsCash and cash equivalents $137,774 $ Cash and cash equivalents $116,264 $325,729 
 
 
 
 
 
Share purchase liabilityShare purchase liability 56,634  
Debt:Debt:    
Debt:

 

 

 

 

 
Current portion of long-term debt 23,626  Current portion of long-term debt 33,258 33,258 
Long-term debt, less current portion 104,115  Long-term debt, less current portion 153,118 11,118 
 
 
 
 
 
 Total debt 127,741   Total debt 186,376 44,376 

Redeemable common and preferred stock and stock units

 

818,901

 

 

Redeemable common and preferred stock and stock units(1)

Redeemable common and preferred stock and stock units(1)

 

832,624

 


 
Notes receivable from stockholdersNotes receivable from stockholders (36,607)  Notes receivable from stockholders   
Redeemable preferred stock, Class F—authorized, 200,000, issued and outstanding, 47,000 as of December 31, 2006, and shares as adjusted 117,500  
Redeemable preferred stock, Class G—authorized, 200,000, issued and outstanding 47,000 as of December 31, 2006, and shares as adjusted 117,500  
Redeemable preferred stock, Class F—47,000 authorized, issued and outstanding as of March 31, 2007, and 0 shares as adjusted(2)Redeemable preferred stock, Class F—47,000 authorized, issued and outstanding as of March 31, 2007, and 0 shares as adjusted(2) 117,500  
Redeemable preferred stock, Class G—47,000 authorized, issued and outstanding as of March 31, 2007, and 0 shares as adjusted(2)Redeemable preferred stock, Class G—47,000 authorized, issued and outstanding as of March 31, 2007, and 0 shares as adjusted(2) 117,500  

Stockholders' (deficit)/equity:

Stockholders' (deficit)/equity:

 

 

 

 

Stockholders' (deficit)/equity:

 

 

 

 

 
Convertible preferred stock authorized 7,799,780 shares; issued and outstanding, 57,279 shares pro forma as adjusted, $100 liquidation preference value per share  5,728 
Preferred stock, Class C-authorized 200 shares; issued and outstanding, 111.518 shares pro forma as adjusted, $1.00 liquidation preference value per share   
Preferred stock, Class E-authorized 20 shares; issued and outstanding, 5.165 shares pro forma as adjusted, $1.00 liquidation preference value per share   
Common stock, $0.01 par value, and common stock units, no par value, total authorized 150,000,000; issued and outstanding 91,135,704 shares pro forma as adjusted(2)  840 
Common stock, $0.01 par value, authorized 150,000,000; issued and outstanding             shares pro forma as adjusted(1)   Additional paid-in capital (289,790) 1,121,219 
Additional paid-in capital (290,797)  Retained earnings 21,111 17,362 
Retained earnings   Notes receivable from stockholders   
Accumulated other comprehensive loss (33,694)  Accumulated other comprehensive loss (29,495) (29,495)
 
 
 
 
 
 Total stockholders' (deficit)/equity (324,491)   Total stockholders' (deficit)/equity (298,174) 1,115,654 
 
 
 
 
 
Total capitalizationTotal capitalization $820,544 $ Total capitalization $1,012,460 $1,160,030 
 
 
 
 
 

(1)
Common stock issued and outstanding does not include at DecemberMarch 31, 2006:2007:

9,069,612 shares of common stock issuable upon the exercise of options outstanding under our stock incentive plans, with a weighted average exercise price of $$8.79 per share;

371,821 shares of common stock issuable upon conversion of our convertible preferred stock;

28,588 shares of common stock issuable upon conversion of our convertible preferred stock units;

9,373,753 shares of common stock issuable upon conversion of our Class F convertible preferred stock at December 31, 2006;stock;

9,373,753 shares of common stock issuable upon conversion of our Class G convertible preferred stock at December 31, 2006;

shares of common stock issuable upon redemption of our common stock units and convertible preferred stock units;

6,240,084 shares of common stock available for issuance under our 2006 Stock Incentive Plan; and


(2)
Pro forma as adjusted common stock amount reflects conversion of Class F and Class G Convertible Preferred Stock to common stock.

(3)
Pro forma as adjusted capitalization assumes the following:

net proceeds from the offering of 19.9 million shares, of which 4.0 million shares, or approximately $71.8 million, will be used to defease stock units currently held by employee participants in our stock purchase plan. Stock units held in the stock purchase plan are currently included in our total shares outstanding, so there will be no dilution upon exchange of these stock units for newly issued shares. The fair value of these stock units at March 31, 2007 was approximately $61.9 million;

sharesdebt repayment of $145.7 million, including make-whole premiums of $3.7 million;

reclassification of redeemable common and preferred stock issuable upon conversion of our Class Y and Class YY shares;stock units to stockholders' equity; and

sharesconversion of share purchase liability to common stock available for issuance under our Global Stock Plans.and additional paid-in capital.

DILUTION

        Our pro forma net tangible book value at DecemberMarch 31, 20062007 was $$85.5 million, or $$1.20 per share. Net tangible book value per share before the offering has been determined by dividingPro forma net tangible book value (total book valueassumes the conversion, concurrent with the offering, of tangible assets lessall redeemable common and preferred stock and stock units and the related share purchase liability resulting in total liabilities) by the numbercommon shares outstanding of shares71,246,907 as of common stock outstanding at DecemberMarch 31, 2006.2007. After giving effect to the sale of our common stock in this offering at an assumed initial public offering price of $$19.00 per share and after deducting estimated underwriting discounts and commissions and estimated offering expenses payable by us, our adjusted net tangible book value at DecemberMarch 31, 20062007 would have been $$440.7 million or $$4.84 per share. This represents an immediate increase in net tangible book value per share of $$3.64 to existing stockholders and dilution in net tangible book value per share of $$14.16 to new investors who purchase shares in the offering. The following table illustrates this per share dilution to new investors:

Assumed initial public offering price per share$
Net tangible book value per share at December 31, 2006$
Increase in net tangible book value per share attributable to new investors
Adjusted net tangible book value per share
Dilution per share to new investors$

Assumed initial public offering price per share    $19.00
 Pro forma net tangible book value per share at March 31, 2007 $1.20   
 Increase in net tangible book value per share attributable to new investors  3.64   
Adjusted net tangible book value per share     4.84
     
Dilution per share to new investors    $14.16
     

        The following table sets forth, on the as adjusted basis described above, at DecemberMarch 31, 2006,2007, the difference between the number of shares of common stock purchased, the total consideration paid, and the average price per share paid by the existing stockholders and by investors purchasing shares in this offering, before deducting estimated underwriting discounts and commissions and estimated offering expenses.


Shares Purchased
Total Consideration


Average Price
Per Share


Number
Percent
Amount
Percent
Existing stockholders$
New investors$





Total%%$





 
 Shares Purchased
 Total Consideration
  
 
 Average Price
Per Share

 
 Number
 Percent
 Amount
 Percent
Existing stockholders 71,246,907 78 655,262,022 63 $9.20
New investors 19,888,797 22 377,887,143 37 $19.00
  
 
 
 
 
 Total 91,135,704 100%1,033,149,165 100%$11.34
  
 
 
 
 

        The discussions and tables above exclude the following at DecemberMarch 31, 2006:2007:



SELECTED CONSOLIDATED FINANCIAL DATA

        You should read the following selected consolidated financial data along with "Management's Discussion and Analysis of Financial Condition and Results of Operations" and our consolidated financial statements and the accompanying notes, which is included in this prospectus. We derived the consolidated statement of income data for each of the three years ended September 30, 2006, 2005 and 2004 and the consolidated balance sheet data at September 30, 2006 and 2005 from our audited consolidated financial statements, which are included elsewhere in this prospectus. The data for the three months ended DecemberMarch 31, 20062007 and 20052006 have been derived from our unaudited consolidated financial statements included elsewhere in this prospectus. The unaudited consolidated financial statements have been prepared on the same basis as our audited consolidated financial statements and, in the opinion of our management, reflect all adjustments necessary for a fair presentation of this data. The results for any interim period are not necessarily indicative of the results that may be expected for a full year. We derived the consolidated statement of income data for each of the years ended September 30, 2003 and 2002 and the consolidated balance sheet data as of September 30, 2004, 2003 and 2002 from our audited consolidated financial statements not included in this prospectus.



 Year Ended September 30,
 Three Months
Ended December 31,


 Year Ended September 30,
 Six Months
Ended March 31,



 2002
 2003
 2004
 2005
 2006
 2005
 2006

 2002
 2003
 2004
 2005
 2006
 2006
 2007


 (in millions, except share and per share data)


 (in millions, except share and per share data)

Consolidated Statement of Income Data:Consolidated Statement of Income Data:                     Consolidated Statement of Income Data:                     
Revenues $1,747 $1,915 $2,012 $2,395 $3,421 $747 $939
Cost of revenues  1,269  1,381  1,443  1,718  2,515  547  691
RevenueRevenue $1,747 $1,915 $2,012 $2,395 $3,421 $1,606 $2,022
Cost of revenueCost of revenue  1,269  1,381  1,443  1,718  2,515  1,177  1,490
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Gross profitGross profit  478  534  569  677  906  200  248Gross profit  478  534  569  677  906  429  532
Equity in earnings of joint venturesEquity in earnings of joint ventures  1  2  3  2  7  2  1Equity in earnings of joint ventures  1  2  3  2  7  3  4
General and administrative expensesGeneral and administrative expenses  430  467  485  581  810  177  219General and administrative expenses  430  467  485  581  810  382  468
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Income from operationsIncome from operations  49  69  87  98  103  25  30Income from operations  49  69  87  98  103  50  68
Minority interest share of earningsMinority interest share of earnings  3  3  3  8  14  2  1Minority interest share of earnings  3  3  3  8  14  5  5
Gain on the sale of equity investmentGain on the sale of equity investment              11Gain on the sale of equity investment              11
Interest expense—netInterest expense—net  12  10  8  7  10  4  1Interest expense—net  12  10  8  7  10  8  3
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Income before income tax expenseIncome before income tax expense  34  56  76  83  79  19  39Income before income tax expense  34  56  76  83  79  37  71
Income tax expenseIncome tax expense  11  19  26  29  25  6  13Income tax expense  11  19  26  29  25  12  24
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Net incomeNet income $23 $37 $50 $54 $54 $13 $26Net income $23 $37 $50 $54 $54 $25 $47
 
 
 
 
 
 
 
 
 
 
 
 
 
 

Net income allocation:

Net income allocation:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Net income allocation:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 
Preferred stock dividend $ $2 $5 $6 $2 $1 $Preferred stock dividend $ $2 $5 $6 $2 $2 $
Net income available for common stockholders  23  35  45  48  52  12  26Net income available for common stockholders  23  35  45  48  52  23  47
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Net income $23 $37 $50 $54 $54 $13 $26Net income $23 $37 $50 $54 $54 $25 $47
 
 
 
 
 
 
 
 
 
 
 
 
 
 

Earnings per share available for common stockholders:

Earnings per share available for common stockholders:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Earnings per share available for common stockholders:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 
Basic $0.89 $1.34 $1.71 $1.86 $1.88 $0.43 $0.89Basic $0.45 $0.67 $0.86 $0.93 $0.94 $0.43 $0.82
Diluted $0.86 $1.29 $1.57 $1.68 $1.48 $0.40 $0.65Diluted $0.43 $0.65 $0.78 $0.84 $0.74 $0.37 $0.60

Weighted average shares outstanding (in thousands):

Weighted average shares outstanding (in thousands):

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Weighted average shares outstanding (in thousands):

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 
Basic  25,815  26,429  26,300  25,940  27,428  26,644  28,800Basic  51,630  52,858  52,600  51,880  54,856  53,482  56,965
Diluted  27,001  28,589  32,127  31,989  36,329  32,612  39,518Diluted  54,002  57,178  64,254  63,978  72,658  67,765  78,500

 
 Year Ended or as of September 30,
 Three Months
Ended or as of
December 31,

 
 2002
 2003
 2004
 2005
 2006
 2005
 2006
 
 (in millions, except employee data)

Other Data:              
Depreciation and amortization 23 13 13 20 40 9 7
Amortization expense of acquired intangible assets    3 15 3 1
Capital expenditures 20 14 19 31 32 7 10
Backlog 1,710 1,660 1,620 2,000 2,500 2,480 2,851
Number of full-time and part-time employees 15,500 16,800 17,700 22,000 27,300 24,200 28,500
 
 As of September 30,
 As of December 31,
 
 
 2002
 2003
 2004
 2005
 2006
 2005
 2006
 
 
 (in millions)

 
Consolidated Balance Sheet Data:                      
Cash and cash equivalents $28 $120 $121 $54 $128 $67 $138 
Working capital  113  213  225  171  201  224  178 
Total assets  965  1,056  1,115  1,425  1,826  1,585  1,879 
Long-term debt excluding current portion  171  122  105  216  123  313  104 
Redeemable preferred and common stock and stock units, net of notes receivable  378  547  576  661  970  668  1,014 
Stockholders' deficit  (108) (181) (159) (240) (291) (237) (324)
 
 Year Ended or as of September 30,
 Six Months
Ended or as of
March 31,

 
 2002
 2003
 2004
 2005
 2006
 2006
 2007
 
 (in millions, except employee data)

Other Data:                     
Depreciation and amortization $23 $13 $13 $20 $40 $18 $19
Amortization expense of acquired intangible assets(1)        3  15  6  6
Capital expenditures  20  14  19  31  32  13  19
Backlog  1,710  1,660  1,620  1,980  2,480  2,585  3,131
Number of full-time and part-time employees  15,500  16,800  17,700  22,000  27,300  24,800  30,200
 
 As of September 30,
  
  
 
 
 As of
March 31,
2007

  
 
 
 2002
 2003
 2004
 2005
 2006
  
 
 
 (in millions)

  
 
Consolidated Balance Sheet Data:                     
Cash and cash equivalents $28 $120 $121 $54 $128 $116   
Working capital  113  213  225  171  201  185   
Total assets  965  1,056  1,115  1,425  1,826  2,076   
Long-term debt excluding current portion  171  122  105  216  123  153   
Redeemable preferred and common stock and stock units, net of notes receivable  378  547  576  661  970  1,068   
Stockholders' deficit  (108) (181) (159) (240) (291) (298)  

(1)
Included in depreciation and amortization above.


MANAGEMENT'S DISCUSSION AND ANALYSIS
OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS

        You should read the following discussion in conjunction with our consolidated financial statements and the related notes and other financial information included in this prospectus. In addition to historical consolidated financial information, the following discussion contains forward-looking statements that reflect our plans, estimates and beliefs. Our actual results could differ materially. Factors that could cause or contribute to these differences include those discussed below and elsewhere in this prospectus, particularly in "Risk Factors."

Overview

        We are a leading global provider of professional technical and management support services for commercial and government clients around the world. We provide our services in a broad range of end markets and strategic geographic markets through a global network of operating offices and approximately 28,000more than 30,000 employees and staff employed in the field on a project-by-project basis.

        Our business focuses primarily on providing fee-based professional technical and support services and, as such, we are labor and not capital intensive. We derive income from our ability to generate revenuesrevenue and collect cash from our clients through the billing of our employees' time and our ability to manage our costs. We operate our business through two segments: Professional Technical Services (PTS) and Management Support Services (MSS).

        Our PTS segment delivers planning, consulting, architecture and engineering design, and program and construction management services to institutional, commercial and government clients worldwide in major end markets such as transportation, facilities and environmental markets. PTS revenues arerevenue is primarily derived from fees from services that we provide, as opposed to pass-through fees from subcontractors and other direct costs. As a percentage of PTS revenue, our other direct costs, including subcontractor and consultant costs, typically range from 30% to 38%. Our gross margin as a percentage of PTS revenue typically ranges from 44%30% to 48%32%, depending on the nature and scope of the underlying projects.

        Our MSS segment provides facilities management and maintenance, training, logistics, consulting, technical assistance and systems integration services, primarily for agencies of the U.S. government. MSS revenuesrevenue typically includeincludes a significant amount of pass-through fees from subcontractor and other direct costs. As a percentage of MSS revenue, other direct costs, including subcontractor, consultants and material costs typically range from 85% to 87%. Our gross margin as a percentage of MSS revenue typically ranges from 3% to 5%, depending on the level of other direct costs required, which can vary significantly from period to period.

        In total, our revenues arerevenue is dependent on our ability to attract qualified and productive employees, identify business opportunities, allocate our labor resources to profitable markets, secure new contracts, renew existing client agreements and provide outstanding services. Moreover, as a professional services company, the quality of the work generated by our employees is integral to our revenue generation.

        Our costs are driven primarily by the compensation we pay to our employees, including fringe benefits, the cost of hiring subcontractors and other project-related expenses, and sales, general and administrative overhead costs.

Components of Income and Expense

        Our management analyzes the results of our operations using threetwo financial measures that are not in accordance with generally accepted accounting principles in the United States (GAAP).: revenue, net of other direct costs and cost of revenue, net of other direct costs.



        The following table presents, for the periods indicated, a presentation of the non-GAAP financial measures reconciled to the closest GAAP measure:

 
 Year Ended September 30,
 Three Months
Ended
December 31,

 
 2002
 2003
 2004
 2005
 2006
 2005
 2006
 
 (in millions)

Other Financial Data:                     
Revenues $1,747 $1,915 $2,012 $2,395 $3,421 $747 $939
Other direct costs  671  725  776  933  1,521  332  436
  
 
 
 
 
 
 
Net service revenues  1,076  1,190  1,236  1,462  1,900  415  503
  
 
 
 
 
 
 
Stock match expense—direct  5  2  1  2  11  1  1
Other cost of net service revenues  593  654  666  783  983  214  254
  
 
 
 
 
 
 
Cost of net service revenues  598  656  667  785  994  215  255
  
 
 
 
 
 
 
Gross profit  478  534  569  677  906  200  248
  
 
 
 
 
 
 
Equity in earnings of joint ventures  1  2  3  2  7  2  1
  
 
 
 
 
 
 
Amortization expense of acquired intangible assets        3  15  3  1
Stock match expense—general and administrative  6  1  1  1  4  3  1
Other general and administrative expenses  424  466  484  577  791  171  217
  
 
 
 
 
 
 
General and administrative expenses  430  467  485  581  810  177  219
  
 
 
 
 
 
 
Income from operations $49 $69 $87 $98 $103 $25 $30
  
 
 
 
 
 
 
 
 Year Ended September 30,
 Six Months
Ended
March 31,

 
 2002
 2003
 2004
 2005
 2006
 2006
 2007
 
 (in millions)

Other Financial Data:                     
Revenue $1,747 $1,915 $2,012 $2,395 $3,421 $1,606 $2,022
 Other direct costs  671  725  776  933  1,521  701  929
  
 
 
 
 
 
 
 Revenue, net of other direct costs  1,076  1,190  1,236  1,462  1,900  905  1,093
 Cost of revenue, net of other direct costs  598  656  667  785  994  476  561
  
 
 
 
 
 
 
Gross profit  478  534  569  677  906  429  532
  
 
 
 
 
 
 
Equity in earnings of joint ventures  1  2  3  2  7  3  4
  
 
 
 
 
 
 
 Amortization expense of acquired intangible assets        3  15  6  6
 Other general and administrative expenses  430  467  485  578  795  376  462
  
 
 
 
 
 
 
General and administrative expenses  430  467  485  581  810  382  468
  
 
 
 
 
 
 
Income from operations $49 $69 $87 $98 $103 $50 $68
  
 
 
 
 
 
 
Reconciliation of Cost of Revenue:                     
 Other direct costs $671 $725 $776 $933 $1,521 $701 $929
 Cost of revenue, net of other direct costs  598  656  667  785  994  476  561
  
 
 
 
 
 
 
Cost of revenue $1,269 $1,381 $1,443 $1,718 $2,515 $1,177 $1,490
  
 
 
 
 
 
 

        We recognize revenuesrevenue using the percentage-of-completion method. Under this method, revenue is recorded generally on the basis of the ratio of direct labor dollars incurred to the estimated total direct labor dollars. We review our progress on each contract periodically and losses, if any, are recognized as soon as we determine that the contract will result in a loss. Our revenues arerevenue is primarily derived from fee-based professional and technical services that our employees provide to our portfolio of clients as well as from other direct costs such as subcontractor and direct material purchases. Increases in fees or billable hours of our employees tends to have a more positive impact on our profitability than do increases in other direct costs. Contracts that are more heavily weighted on other direct costs tend to have lower profit margins.

        On many projects we are responsible for other direct costs or pass-through costs that may include third party field labor, subcontracts, or the procurement of materials and equipment. We account for the reimbursement of these expenses as revenuesrevenue as these costs are incurred. On projects where the client elects to pay these costs directly, however, pass-through costs are not reflected in our revenuesrevenue or expenses. Thus, other direct costs can fluctuate significantly. We generally do not earn profits from pass-through costs with the exception when incremental costs are incurred relating to the level of effort expended by us on these pass-through costs for supervision, accounting services and similar activities. In the cases where we do mark-up costs and earn profits, the amount is typically insignificant.


        In the course of providing our services, we routinely incur "other direct costs" (i.e. payments to subcontractors and other "pass-through" costs). Generally, these other direct costs are passed through to our clients and are included in our revenuesrevenue when it is our responsibility to procure or manage such costs under the contract. Because other direct costs can vary significantly from project to project and period to period, changes in revenue may not be indicative of our business trends. Accordingly, in addition to revenues,revenue, we report revenue, net service revenues,of other direct costs, and our discussion and analysis of financial condition and results of operations uses revenue, net services revenuesof other direct costs as a point of reference. Net service revenuesRevenue, net of other direct costs and gross margin (gross profit as a percentage of revenue, net service revenues)of other direct costs are non-GAAP measures and may not be comparable to similarly titled items reported by other companies. We believe that net service revenues are a more reflective measure of our business because total revenues include significant amounts of other direct or pass-through costs.

        Cost of revenue, net service revenuesof other direct costs reflects the direct cost of our own personnel (including fringe benefits and overhead expense) associated with revenue, net service revenue.of other direct costs.

        Our total cost of revenue, net service revenues,of other direct costs, as well as in our general and administrative costs, includes an expense for company-provided stock matches. Our strategy as a privately-held company has been to encourage employee ownership of company stock by providing stock matches on certain purchases of our common stock and common stock units, as well as a means to raise capital as there has not been a public market to do so. To the extent that employees purchase stock and stock units directly or by designating previously earned retirement funds, we have provided a match on a portion of the stock purchased. In addition, in mergers and acquisitions, as well as key hires, we have from time to time, provided discretionary matches beyond the typical match. The standard matching percentage for fiscal years 2004, 2005 and 2006 was primarily 18%. Compensation expense associated with these stock matches, which is included in both cost of revenue, net service revenuesof other direct costs and general and administrative expenses under GAAP, is segregated because it is considered a function of the level of stock purchased by employees and not a cost of work performed.

        Because it is difficult to predict with any precision the amount of stock that will be purchased by employees, our stock match expense can vary significantly from period to period and tends to be a function of the level of our mergers and acquisitions activity. We anticipate that, once there is a public market for our stock, towe will reduce the overall matches to employees, including those obtained through mergers and acquisitions. As discussed above in "Components of Income and Expense," management believes that segregating stock matches is appropriate in analyzing results of operations. Stock matches are non-GAAP measures and segregating them from compensation expense included in cost of revenues and general and administrative expenses may not provide an accurate comparison to similarly titled captions reported by other companies.

        Equity in earnings of joint ventures includes our portion of fees added by joint ventures in which we participate in client billings for services performed by joint venture partners and earnings from investments in non-controlled and non-consolidated joint ventures where the joint venture employs its own employees.

        General and administrative expenses include all corporate overhead expenses, including personnel, occupancy, administrative, performance earnings plan accruals, taxes, benefits and other operating


expenses, and prior to fiscal 2002, amortization expense of goodwill acquired through acquisitions. In fiscal 2002, we discontinued amortizing goodwill and commenced testing our goodwill for impairment in accordance with Financial Accounting Standards Board, or FASB, Statement of Financial Accounting Standards, or SFAS, No. 142, "Goodwill and Other Intangible Assets" (SFAS 142). To date, we have not recognized, nor do we expect to recognize in the future, any expense related to goodwill impairment.


Should we determine, however, that our goodwill is impaired the related expense would be a component of our general and administrative expense.

        Included in our general and administrative expense is amortization expense of acquired intangible assets. Under SFAS No. 141,"Business Combinations" (SFAS 141) and the SEC's interpretations thereof, we must ascribe value to identifiable intangible assets other than goodwill in our purchase allocations for acquired companies. These assets include but are not limited to backlog, customer lists and trade names. To the extent we ascribe value to identifiable intangible assets that have finite lives, we amortize those values over the estimated useful lives of the assets. Such amortization expense, although non-cash in the period expensed, directly impacts our results of operations.

        It is difficult to predict with any precision the amount of expense we may record relating to acquired intangible assets. As backlog is typically the shortest lived intangible asset in our business, we would expect to see higher amortization expense in the first 12 to 18 months after a merger or acquisition has been consummated. AmortizationDue to its volatility and significance of these amounts, we segregate amortization expense of acquired intangible assets is a non-GAAP measures and segregating them from general and administrative expenseexpense. This presentation may not provide an accurate comparison to similarly titled captions reported by other companies. In order to assess true operational performance, we segregate from general and administrative expense, as well as income from operations, the periodic amortization expense related to acquired intangible assets. These changes would have the effect of showing income from operations higher than it would have been under GAAP in actual dollars, as well as a percent of total revenue.

        Income tax expense varies as a function of income before income tax expense and permanent non-tax deductible expenses such as amortization expense of acquired intangible assets, certain amounts of meals and entertainment expense, valuation allowance requirements and other permanent differences. We anticipate to continue our merger and acquisition strategy and as such, we anticipate that there will be variability in our effective tax rate from quarter to quarter and year to year, especially to the extent that our permanent differences increase or decrease.

Mergers and Acquisitions

        One of our key strategies is to focus on both organic growth and mergers and acquisitions of technical companies that complement our business sectors and/or expand our geographic presence.

        In fiscal year 2004, we consummated the following two acquisitions:


        In fiscal year 2005, we consummated seven mergers and acquisitions, including:


        In fiscal year 2006, we consummated four mergers and acquisitions, including:

        In fiscal year 2007, we have consummated fivesix mergers and acquisitions to date, including:

        The purchase prices in certain of these mergers and acquisitions are subject to purchase allocation adjustments based upon the final determination of the acquired firm's tangible and intangible net asset values as of their respective closing dates. All of our mergers and acquisitions have been accounted for as purchases and the results of operations of the acquired companies have been included in our consolidated results since the dates of the merger and/or acquisition.

Critical Accounting Policies

        Our financial statements are presented in accordance with GAAP. Highlighted below are the accounting policies that management considers significant to understanding the operations of our business.

        Contract revenues arerevenue is recognized on the percentage-of-completion method, measured generally by the ratio of direct labor dollars incurred to date to the total estimated direct labor dollars at completion. We include other direct costs (for example, third party field labor, subcontractors, or the procurement of materials or equipment) in contract revenuesrevenue when the costs of these items are incurred and we are responsible for the ultimate acceptability of such costs. We consider the percentage-of-completion method to be the best available measure of progress on these contracts. Changes in job performance, job conditions and estimated profitability, including those arising from final contract settlements, may result in revisions to estimated costs and revenuesrevenue and are recognized in the period in which the revisions are determined. Provisions for estimated losses on uncompleted contracts are made in the period in which such losses are determined.

        In the ordinary course of business, and at a minimum on a quarterly basis, we prepare updated estimates of the total forecasted contract revenue, cost and profit or loss. The cumulative effect of



revisions in estimates of the total forecasted revenue and costs during the course of the work, including unapproved change orders and claims, is reflected in the accounting period in which the facts that caused the revision become known to us. The financial impact of these revisions to any one contract is a function of both the amount of the revision and the percentage of completion of the contract.



        Claims are amounts in excess of the agreed contract price (or amounts not included in the original contract price) that we seek to collect from customers or others for delays, errors in specifications and designs, contract terminations, change orders in dispute or unapproved as to both scope and price or other causes of unanticipated additional costs. We record claims in accordance with paragraph 65 of the American Institute of Certified Public Accountants Statement of Position 81-1,"Accounting for Performance of Construction-Type and Certain Production-Type Contracts." This statement of position provides that recognition of amounts related to claims as additional contract revenue is appropriate only if it is probable that the claims will result in additional contract revenue and if the amount can be reliably estimated. Those two requirements are satisfied by management's determination of the existence of all of the following conditions: the contract or other evidence provides a legal basis for the claim; additional costs are caused by circumstances that were unforeseen at the contract date and are not the result of deficiencies in the contractor's performance; costs associated with the claim are identifiable or otherwise determinable and are reasonable in view of the work performed; and the evidence supporting the claim is objective and verifiable. If such requirements are met, revenue from a claim is recorded to the extent that contract costs relating to the claim have been incurred. The amounts recorded, if material, are disclosed in the notes to the financial statements. Costs attributable to claims are treated as costs of contract performance as incurred.

        Unbilled accounts receivable represents the excess of contract costs and profits (or contract revenue) recognized to date using the percentage-of-completion accounting method over billings to date. Unbilled work results when:


        Billings in excess of costs on uncompleted contracts represent the excess of billings to date, as allowed under the terms of a contract, over the amount of contract costs and profits (or contract revenue) recognized to date using the percentage-of-completion accounting method on certain contracts.

        We establish arrangements with other service providers to provide architecture, engineering, program management, construction management and operations and maintenance services through joint ventures. These joint ventures, the combination of two or more partners, are generally formed for a specific project. Management of the joint venture is controlled by the joint venture executive committee which is typically comprised of a representative of each joint venture partner with equal voting rights, irrespective of the ownership percentage, which is generally based on the percentage split of work to be performed by each joint venture partner. The executive committee provides management oversight and assigns work efforts to the joint venture partners. In accordance with the FASB Interpretation No. 46 (revised December 2003)"Consolidation of Variable Interest Entities" (FIN 46R)


joint ventures in which we are not the primary beneficiary are accounted for using the equity method. Services performed by us and billed to the joint ventures with respect to work done by us for third party customers are recorded as our revenuesrevenue in the period such services are rendered. In certain joint ventures, a fee is added to the respective billings from us and the other joint venture partners on the amounts billed to third party customers. These fees result in earnings to the joint venture and are split


with each of the joint venture partners and paid to the joint venture partners upon collection from the third party customer. We record our allocated share of these fees as equity in earnings of joint ventures.

        Under these arrangements, if one partner is financially unable to complete its share of the contract, the other partners will be required to complete those activities. Our policy is to enter into joint venture arrangements with partners who are financially sound and who carry appropriate levels of surety bonds for a project to adequately assure completion of their assignment. We have from time to time deviated from this policy at the request of our clients. In all instances, we attempt to structure our operating agreements among the joint venture partners to minimize risk.

        Valuation Allowance.    Deferred income taxes are provided on the liability method whereby deferred tax assets and liabilities are established for the difference between the financial reporting and income tax basis of assets and liabilities, as well as operating loss and tax credit carry-forwards. Deferred tax assets and liabilities are adjusted for the effects of changes in tax laws and rates on the date of enactment.

        Deferred tax assets are reduced by a valuation allowance when, in our opinion, it is more likely than not that some portion or all of the deferred tax assets may not be realized. Whether a deferred tax asset may be realized requires considerable judgment by us. In considering the need for a valuation allowance, we consider the future reversal of existing temporary differences, future taxable income exclusive of reversing temporary differences and carry-forwards, taxable income in carry-back years if carry-back is permitted under tax law, and prudent and feasible tax planning strategies that would not normally be taken by management, in the absence of the desire to realize the deferred tax asset. Whether a deferred tax asset will ultimately be realized is also dependent on varying factors, including, but not limited to, changes in tax laws and audits by tax jurisdictions in which we operate.

        We review the need for a valuation allowance annually. If we determine we will not realize all or part of our net deferred tax asset in the future, we will record an additional valuation allowance. Conversely, if we determine that the ultimate realizability of all or part of the net deferred tax asset is more likely than not to be realized, then the amount of the valuation allowance will be reduced. This adjustment will increase or decrease income tax expense in the period of such determination.

        Undistributed Foreign Earnings.    The results of foreign operations are consolidated by us for financial reporting; however, earnings from investments in foreign operations are included in domestic taxable income only when actually or constructively received. No deferred taxes have been provided on the undistributed earnings of foreign operations of approximately $71.8 million because we plan to permanently reinvest these earnings overseas. If we were to repatriate these earnings additional taxes would be due at that time. However, these additional taxes may be offset in part by the use of foreign tax credits.

        At September 30, 2006, we had recorded goodwill in the amount of approximately $466.5 million. SFAS 142 requires that we test our goodwill, at least annually, for potential impairment. The process of testing goodwill for impairment involves the determination of the fair value of our reporting units. Inherent in such fair value determinations are certain judgments and estimates, including assumptions


about our strategic plans with regard to our operations as well as the interpretation of current economic indicators and market valuations. To the extent economic conditions that would impact the future operations of our reporting units change, our goodwill may be deemed to be impaired and an impairment charge could result in a material adverse effect on our financial position or results of operations.


        We carry professional liability insurance policies or self-insure for our initial layer of professional liability claims under our professional liability insurance policies and for a deductible for each claim even after exceeding the self-insured retention. We accrue for our portion of the estimated ultimate liability for the estimated potential incurred losses. We establish our estimate of loss for each potential claim in consultation with legal counsel handling the specific matters and on historic trends taking into account recent events. We also use an outside actuarial firm to assist us in estimating our future claims exposure. It is possible that our estimate of loss may be revised based on the actual or revised estimate of liability of the claims.

Results of Operations


 Three Months Ended
 Change
 
 Six Months Ended
 Change
 

 December 31,
2005

 December 31,
2006

 $
 %
 
 March 31,
2006

 March 31,
2007

 $
 %
 

 ($ in thousands)

 
 ($ in thousands)

 
Revenues $746,797 $938,549 $191,752 25.7%
Other direct costs 331,449 435,417 103,968 31.4 
RevenueRevenue $1,605,727 $2,022,258 $416,531 25.9%
 
 
 
   Other direct costs 700,538 929,642 229,104 32.7 
Net service revenues 415,348 503,132 87,784 21.1 
Cost of net service revenues 215,309 254,713 39,404 18.3 
 
 
 
   
Revenue, net of other direct costs 905,189 1,092,616 187,427 20.7 
Cost of revenue, net of other direct costs 476,127 560,326 84,199 17.7 
 
 
 
     
 
 
   
Gross profit 200,039 248,419 48,380 24.2 Gross profit 429,062 532,290 103,228 24.1 
Equity in earnings of joint ventures 1,670 1,417 (253)(15.1)Equity in earnings of joint ventures 2,563 3,636 1,073 41.9 
General and administrative expenses 176,983 219,828 42,845 24.2 
General and administrative expenseGeneral and administrative expense 381,821 467,974 86,153 22.6 
 
 
 
     
 
 
   
Income from operations 24,726 30,008 5,282 21.4 Income from operations 49,804 67,952 18,148 36.4 
Minority interest in share of earnings 1,951 1,586 (365)(18.7)Minority interest in share of earnings 5,481 5,234 (247)(4.5)
Gain on sale of equity investment  11,286 11,286  Gain on sale of equity investment  11,286 11,286  
Interest expense—net 3,723 1,075 (2,648)(71.1)Interest expense—net 7,790 3,303 (4,487)(57.6)
 
 
 
     
 
 
   
Income before income tax expense 19,052 38,633 19,581 102.8 Income before income tax expense 36,533 70,701 34,168 93.5 
Income tax expense 6,097 13,113 7,016 115.1 Income tax expense 11,691 23,983 12,292 105.1 
 
 
 
     
 
 
   
Net income $12,955 $25,520 $12,565 97.0%Net income $24,842 $46,718 $21,876 88.1%
 
 
 
     
 
 
   

        The following table presents the percentage relationship of certain items to revenue, net service revenues:of other direct costs:


 Three Months Ended
  Six Months Ended
 

 December 31,
2005

 December 31,
2006

  March 31,
2006

 March 31,
2007

 
Net service revenues 100.0%100.0%
Cost of net service revenues 51.8 50.6 
Revenue, net of other direct costs 100.0%100.0%
Cost of revenue, net of other direct costs 52.6 51.3 
 
 
  
 
 
Gross profit 48.2 49.4  47.4 48.7 
Equity in earnings of joint ventures 0.4 0.3  0.3 0.3 
General and administrative expenses 42.6 43.7 
General and administrative expense 42.2 42.8 
 
 
  
 
 
Income from operations 6.0 6.0  5.5 6.2 
Minority interest in share of earnings 0.5 0.3  0.6 0.5 
Gain on sale of equity investment 0.0 2.2  0.0 1.0 
Interest expense—net 0.9 0.2  0.9 0.2 
 
 
  
 
 
Income before income tax expense 4.6 7.7  4.0 6.5 
Income tax expense 1.5 2.6  1.3 2.2 
 
 
  
 
 
Net income 3.1%5.1% 2.7%4.3%
 
 
  
 
 

        For the threesix months ended DecemberMarch 31, 2006, revenues2007, revenue increased $191.8$416.5 million, or 25.7%25.9%, to $938.5 million$2.0 billion as compared to $746.8 million$1.6 billion for the threesix months ended DecemberMarch 31, 2005.2006. Of this increase, $50.8$110.4 million, or 26.5% was provided by companies acquired in the past twelve months. Excluding revenuesrevenue provided by companies acquired in the past 12 months, revenuesrevenue increased $141.0$306.2 million, or 18.9%19.1%. This increase was primarily attributable to continued economic growth in Australia and Canada including increased government and private sector spending for infrastructure development in infrastructure development;Australia and Canada as a result of continued economic growth in these regions; growth in our building and transportation business in the U.K.United Kingdom and significant growth in our combat support and global maintenance and supply services for the Department of Defense.

        For the threesix months ended DecemberMarch 31, 2006,2007, revenue, net service revenuesof other direct costs increased $87.8$187.4 million, or 21.1%20.7%, to $503.1 million$1.1 billion as compared to $415.3$905.2 million for the threesix months ended DecemberMarch 31, 2005.2006. Of this increase, $37.5$87.0 million, or 42.7%46.4% was provided by companies acquired in the past twelve months. Excluding revenue, net service revenuesof other direct costs provided by companies acquired in the past 12 months, revenue, net service revenuesof other direct costs increased $50.3$100.4 million, or 12.1%11.1%. This increase was primarily attributable to continued economic growththe factors noted above and increases in our self-performed work for the above mentioned combat support and global maintenance and supply services for the Department of Defense.above.

        For the threesix months ended DecemberMarch 31, 2006,2007, cost of revenue, net service revenuesof other direct costs increased $39.4$84.2 million, or 18.3%17.7%, to $254.7$560.3 million as compared to $215.3$476.1 million for the threesix months ended DecemberMarch 31, 2005.2006. Of this increase, $18.8$41.5 million, or 47.8%49.3% was incurred by companies acquired in the past 12 months. Excluding cost of revenue, net service revenuesof other direct costs associated with companies acquired in the past twelve months, cost of revenue, net service revenuesof other direct costs increased $20.6$42.7 million, or 9.6%9.0%. The preponderanceIncluded in cost of revenue, net of other direct costs is stock match expense of $5.2 million and $4.7 million for the six months ended March 31, 2007 and March 31, 2006, respectively. Most of our cost of revenue, net service revenuesof other direct costs is employee and employee related costs. As we realize increases in our revenue, net service revenues,of other direct costs, we will realize corresponding increases in our


headcount and employee and employee related costs. To the extent we increase our billable hours without increasing our headcount, our margins should improve. For the threesix months ended DecemberMarch 31, 2006,2007, cost of revenue, net service revenues,of other direct costs, as


a percentage of revenue, net services revenues, were 50.6%of other direct costs, was 51.3% as compared to 51.8%52.6% for the threesix months ended DecemberMarch 31, 2005.2006.

        For the threesix months ended DecemberMarch 31, 2006,2007, gross profit increased $48.4$103.2 million, or 24.2%24.1%, to $248.4$532.3 million as compared to $200.0$429.1 million for the threesix months ended DecemberMarch 31, 2005.2006. Of this increase, gross profit provided by companies acquired in the past 12 months was $18.6$45.5 million, or 38.5%44.1%. Excluding gross profit provided by companies acquired in the past 12 months, gross profit increased $29.8$57.7 million, or 14.9%13.5%. This increase was primarily attributable to higher gross profit margins in our environmental compliance projects as well as higher margins in certain combat support and global maintenance and supply services. For the threesix months ended DecemberMarch 31, 2006,2007, gross profit, as a percentage of revenue, net service revenues,of other direct costs, was 49.4%48.7% as compared to 48.2%47.4% for the threesix months ended DecemberMarch 31, 2005.2006.

        For the threesix months ended DecemberMarch 31, 2006,2007, equity in earnings of joint ventures decreased $0.3increased $1.0 million, or 15.1%41.9%, to $1.4$3.6 million as compared to $1.7$2.6 million for the threesix months ended DecemberMarch 31, 2005 resulting from lower2006 as a result of higher activities in non-consolidated/non-controlled joint ventures.

        For the threesix months ended DecemberMarch 31, 2006,2007, general and administrative expenses increased $42.8$86.2 million, or 24.2%22.6%, to $219.8$468.0 million as compared to $177.0$381.8 million for the threesix months ended DecemberMarch 31, 2005.2006. Included in general and administrative expenses is stock match expense of $1.7 million in both the six months ended March 31, 2007 and March 31, 2006 and amortization expense of acquired intangible assets of $6.3 million and $7.0 million for the six months ended March 31, 2007 and March 31, 2006, respectively. For the threesix months ended DecemberMarch 31, 2006,2007, general and administrative expenses, as a percentage of revenue, net service revenues, were 43.7%of other direct costs was 42.8% as compared to 42.6%42.2% for the threesix months ended DecemberMarch 31, 2005.2006. The increase was primarily attributable to growth in revenuesrevenue noted above, increased headcount associated with acquired companies, continued investments throughout the organization to support strategic initiatives and expenses incurred related to our becoming a public reporting company, including Sarbanes-Oxley Act of 2002 (SOX) compliance efforts partially offset by a decrease of $2.5 million in amortization expense of acquired intangible assets.efforts.

        In the threesix months ended DecemberMarch 31, 2006, we sold our minority interest in an equity investment in the U.K. for 7.5 million GBP, or approximately $14.7 million. Related to this sale, we recorded a gain on the sale of $11.3 million.

        For the threesix months ended DecemberMarch 31, 2006,2007, net interest expense decreased $2.6$4.5 million, or 71.1%57.6%, to $1.1$3.3 million as compared to $3.7$7.8 million for the threesix months ended DecemberMarch 31, 2005.2006. This decrease was primarily attributable to lower borrowings in the threesix months ended DecemberMarch 31, 20062007 as compared to the prior year. In threesix months ended DecemberMarch 31, 2005,2006, we had higher borrowings under our senior credit facility associated with acquisitions completed in the latter part of fiscal year 2005 and the first quarter of fiscal year 2006.2006, offset by repayment of such debt with the net proceeds from the issuance of our Class F and Class G redeemable preferred stock.


        For the threesix months ended DecemberMarch 31, 2006,2007, income tax expense increased $7.0$12.3 million, or 115.1%105.1%, to $13.1$24.0 million as compared to $6.1$11.7 million for the threesix months ended DecemberMarch 31, 2005.2006. The effective tax rate for the threesix months ending DecemberMarch 31, 20062007 was 33.9% as compared to 32.0% for the threesix months ended DecemberMarch 31, 2005.2006.


        The factors described above resulted in net income of $25.5$46.7 million for the threesix months ended DecemberMarch 31, 20062007 as compared to net income of $13.0$24.8 million for the threesix months ended DecemberMarch 31, 2005.2006.

Results of Operations by Reportable Segment:

Professional Technical Services

 
 Three Months Ended
  
  
 
 
 Change
 
 
 December 31, 2005
 December 31, 2006
 
 
 $
 %
 
 
 ($ in thousands)

 
Revenues $612,264 $753,545 $141,281 23.1%

Net service revenues

 

$

399,599

 

$

482,781

 

$

83,182

 

20.8

%
Cost of net service revenues  207,468  242,745  35,277 17.0%
  
 
 
 
 
Gross profit $192,131 $240,036 $47,905 24.9%
  
 
 
 
 
 
 Six Months Ended
  
  
 
 
 Change
 
 
 March 31,
2006

 March 31,
2007

 
 
 $
 %
 
 
 ($ in thousands)

 
Revenue $1,319,621 $1,594,564 $274,943 20.8%
 Other direct costs  464,597  552,804  88,207 19.0 
  
 
 
 
 
 Revenue, net of other direct costs  855,024  1,041,760  186,736 21.8 
 Cost of revenue, net of other direct costs  443,132  528,531  85,399 19.3 
  
 
 
 
 
Gross profit $411,892 $513,229 $101,337 24.6%
  
 
 
 
 

        The following table presents the percentage relationship of certain items to revenue, net service revenue:of other direct costs:

 
 Three Months Ended
 
 
 December 31,
2005

 December 31,
2006

 
Net service revenues 100.0%100.0%
Cost of net service revenues 51.9 50.3 
  
 
 
Gross profit 48.1%49.7%
  
 
 
 
 Six Months Ended
 
 
 March 31,
2006

 March 31,
2007

 
Revenue, net of other direct costs 100.0%100.0%
Cost of revenue, net of other direct costs 51.8 50.7 
  
 
 
Gross profit 48.2%49.3%
  
 
 

        For the threesix months ended DecemberMarch 31, 2006, revenues2007, revenue for our PTS segment increased $141.3$274.9 million, or 23.1%20.8%, to $753.5 million$1.6 billion as compared to $612.3 million$1.3 billion for the threesix months ended DecemberMarch 31, 2005.2006. Of this increase, $50.8$110.4 million, or 35.9%40.1% was provided by companies acquired in the past twelve months. Excluding revenuesrevenue provided by companies acquired in the past 12 months, revenuesrevenue for our PTS segment increased $90.5$164.6 million, or 14.8%12.5%. This increase was primarily attributable to continued economic growth in Australia and Canada including increased government and private sector spending infor infrastructure development in Australia and Canada as a result of continued economic growth and growth in our building and transportation business in the U.K.

        For the threesix months ended DecemberMarch 31, 2006,2007, revenue, net service revenuesof other direct costs for our PTS segment increased $83.2$186.7 million, or 20.8%21.8%, to $482.8 million$1.0 billion as compared to $399.6$855.0 million for the threesix months ended DecemberMarch 31, 2005.2006. Of this increase, $37.4$87.0 million, or 45.0%46.6% was provided by companies acquired in


the past twelve months. Excluding revenue, net service revenuesof other direct costs provided by companies acquired in the past 12 months, revenue, net service revenuesof other direct for our PTS segment increased $45.7$99.8 million, or 11.4%11.7%. This increase was primarily attributable to the factors mentioned above.

        For the threesix months ended DecemberMarch 31, 2006,2007, cost of revenue, net service revenuesof other direct costs for our PTS segment increased $35.3$85.4 million, or 17.0%19.3%, to $242.7$528.5 million as compared to $207.5$443.1 million in the threesix months ended DecemberMarch 31, 2005.2006. Of this increase, $18.8$41.5 million, or 53.3%48.6% was incurred by companies


acquired in the past twelve months. Excluding cost of revenue, net service revenuesof other direct costs incurred by companies acquired in the past twelve months, cost of revenue, net service revenuesof other direct costs increased by $16.5$43.9 million, or 7.9%9.9%. This lower rate of growth as compared to net service revenues was primarily attributable to higher margins of acquired companies, in particular those with an environmental management practice and margin improvement in our Canadian and U.K. operations. For the threesix months ended DecemberMarch 31, 2006,2007, cost of revenue, net service revenues,of other direct costs, as a percentage of revenue, net service revenues, were 50.3%of other direct costs, was 50.7% as compared to 51.9%51.8% for the threesix months ended DecemberMarch 31, 2005.2006.

        For the threesix months ended DecemberMarch 31, 2006,2007, gross profit for our PTS segment increased $47.9$101.3 million, or 24.9%24.6%, to $240.0$513.2 million as compared to $192.1$411.9 million for the threesix months ended DecemberMarch 31, 2005.2006. Of this increase, $18.6$45.5 million, or 38.8%44.9% was provided by companies acquired in the past 12 months. Excluding gross profit provided by companies acquired in the past 12 months, gross profit increased $29.3$55.8 million, or 15.2%13.6%. The increases were primarily attributable to success fees associated with a project in Australia, margin improvements in our Canadian and U.K. operations as well as our U.S. transportation sector. For the threesix months ended DecemberMarch 31, 2006,2007, gross profit, as a percentage of revenue, net service revenues,of other direct costs, was 49.7%49.3% as compared to 48.1%48.2% for the threesix months ended DecemberMarch 31, 2005.2006.

        For the threesix months ended DecemberMarch 31, 2006,2007, equity in earnings of joint ventures for our PTS segment decreased $0.4 million, or 47.5%27.8%, to $0.4$1.0 million as compared to $0.8$1.4 million for the threesix months ended DecemberMarch 31, 2005.2006.

 
 Three Months Ended
 Change
 
 
 December 31,
2005

 December 31,
2006

 $
 %
 
 
 ($ in thousands)

 
Revenues $134,479 $184,680 $50,201 37.3%

Net service revenues

 

$

13,574

 

$

20,086

 

$

6,512

 

48.0

%
Cost of net service revenues  6,954  11,969  5,015 72.1%
  
 
 
   
Gross profit $6,620 $8,117 $1,497 22.6%
  
 
 
   
 
 Six Months Ended
 Change
 
 
 March 31,
2006

 March 31,
2007

 $
 %
 
 
 ($ in thousands)

 
Revenue $285,647 $425,171 $139,524 48.8%
 Other direct costs  239,390  376,461  137,071 57.3 
  
 
 
   
 Revenue, net of other direct costs  46,257  48,710  2,453 5.3 
 Cost of revenue, net of other direct costs  28,896  27,751  (1,145)(4.0)
  
 
 
   
Gross profit $17,361 $20,959 $3,598 20.7%
  
 
 
   

        The following table presents the percentage relationship of certain items to revenue, net service revenue:of other direct costs:

 
 Three Months Ended
 
 
 December 31,
2005

 December 31,
2006

 
Net service revenues 100.0%100.0%
Cost of net service revenues 51.2 59.6 
  
 
 
Gross profit 48.8%40.4%
  
 
 
 
 Six Months Ended
 
 
 March 31,
2005

 March 31,
2006

 
Revenue, net of other direct costs 100.0%100.0%
Cost of revenue, net of other direct costs 62.5 57.0 
  
 
 
Gross profit 37.5%43.0%
  
 
 

        For the threesix months ended DecemberMarch 31, 2006,2007, revenues for our MSS segment increased $50.2$139.5 million, or 37.3%48.8%, to $184.7$425.2 million as compared to $134.5$285.6 million for the threesix months ended DecemberMarch 31, 2005, none of which was provided by companies acquired in the past 12 months.2006. This increase was primarily attributable to significant growth in the level of other direct costs associated with our war-related efforts in Kuwait, Iraq and Afghanistan offset by lower levels of self-performed work for combat support and global maintenance and supply services for the Department of Defense, offset by lower levels of other direct costs.Defense.

        For the threesix months ended DecemberMarch 31, 2006,2007, revenue, net service revenuesof other direct costs for our MSS segment increased $6.5$2.5 million, or 48.0%5.3%, to $20.1$48.7 million as compared to $13.6$46.3 million for the threesix months ended DecemberMarch 31, 2005.2006. The remaining increasedecrease was primarily attributable to growththe completion of a contract in ourKuwait with higher levels of self-performed work forwhich represented approximately $5.0 million of the above mentioned combat support and global maintenance and supply services for the Departmentreduction in revenue, net of Defense.subcontractor costs.

        For the threesix months ended DecemberMarch 31, 2006,2007, cost of net service revenuesrevenue for our MSS segment, increased $5.0net of other direct costs decreased $1.1 million, or 72.1%4.0%, to $12.0$27.8 million as compared to $7.0$28.9 million for the threesix months ended DecemberMarch 31, 2005.2006. For the threesix months ended DecemberMarch 31, 2006,2007, cost of revenue, net service revenues,of other direct costs, as a percentage of revenue, net service revenues, were 59.6%of other direct costs, was 57.0% as compared to 51.2%62.5% for the threesix months ended DecemberMarch 31, 2005.2006.

        For the threesix months ended DecemberMarch 31, 2006,2007, gross profit for our MSS segment increased $1.5$3.6 million, or 22.6%20.7%, to $8.1$21.0 million as compared to $6.6$17.4 million for the threesix months ended DecemberMarch 31, 2005.2006. For the threesix months ended DecemberMarch 31, 2006,2007, gross profit, as a percentage of revenue, net service revenues,of other direct costs, was 40.4%43.0% as compared to 48.8%37.5% for the threesix months ended DecemberMarch 31, 2005.2006. This increase in margin to revenue, net of other direct costs relates to fees charged on the increased other direct costs. However, for the threesix months ended DecemberMarch 31, 2006,2007, gross profit, as a percentage of revenues,revenue, was 4.4%4.9% as compared to 4.9%6.1% for the threesix months ended DecemberMarch 31, 2005. This decrease was primarily attributable to the completion of a higher margin project in the 2005 time period.2006.

        For the threesix months ended DecemberMarch 31, 2006,2007, equity in earnings of joint ventures for our MSS segment increased $1.3$2.6 million, or 144.4%223.3%, to $2.2$3.7 million as compared to $0.9$1.1 million for the threesix months ended DecemberMarch 31, 2005 primarily due2006 related to our participation in the Nevada Test Site project. Equity in earnings of joint ventures varies from period to period based upon the services performed for non-controlled and non-consolidated joint ventures.


Fiscal year ended September 30, 2006 compared to the fiscal year ended September 30, 2005


 Fiscal Year Ended
 Change
 
 Fiscal Year Ended
 Change
 

 September 30,
2005

 September 30,
2006

 $
 %
 
 September 30,
2005

 September 30,
2006

 $
 %
 

 ($ in thousands)

 
 ($ in thousands)

 
Revenues $2,395,340 $3,421,492 $1,026,152 42.8%
Other direct costs 932,797 1,521,775 588,978 63.1 
RevenueRevenue $2,395,340 $3,421,492 $1,026,152 42.8%
 
 
 
   Other direct costs 932,797 1,521,775 588,978 63.1 
Net service revenues 1,462,543 1,899,717 437,174 29.9 
Cost of net service revenues 785,066 993,909 208,843 26.6 
 
 
 
   
Revenue, net of other direct costs 1,462,543 1,899,717 437,174 29.9 
Cost of revenue, net of other direct costs 785,066 993,909 208,843 26.6 
 
 
 
     
 
 
   
Gross profit 677,477 905,808 228,331 33.7 Gross profit 677,477 905,808 228,331 33.7 
Equity in earnings of joint ventures 2,352 6,554 4,202 178.7 Equity in earnings of joint ventures 2,352 6,554 4,202 178.7 
General and administrative expenses 581,529 808,953 227,424 39.1 General and administrative expenses 581,529 808,953 227,424 39.1 
 
 
 
     
 
 
   
Income from operations 98,300 103,409 5,109 5.2 Income from operations 98,300 103,409 5,109 5.2 
Minority interest in share of earnings 8,453 13,924 5,471 64.7 Minority interest in share of earnings 8,453 13,924 5,471 64.7 
Interest expense—net 7,054 10,576 3,522 49.9 Interest expense—net 7,054 10,576 3,522 49.9 
 
 
 
     
 
 
   
Income before income tax expense 82,793 78,909 (3,884)(4.7)Income before income tax expense 82,793 78,909 (3,884)(4.7)
Income tax expense 28,979 25,223 (3,756)(13.0)Income tax expense 28,979 25,223 (3,756)(13.0)
 
 
 
     
 
 
   
Net income $53,814 $53,686 $(128)(0.2)%Net income $53,814 $53,686 $(128)(0.2)%
 
 
 
     
 
 
   

        The following table presents the percentage relationship of certain items to revenue, net service revenues:of other direct costs:


 Fiscal Year Ended
  Fiscal Year Ended
 

 September 30,
2005

 September 30,
2006

  September 30,
2005

 September 30,
2006

 
Net service revenues 100.0%100.0%
Cost of net service revenues 53.7 52.3 
Revenue, net of other direct costs 100.0%100.0%
Cost of revenue, net of other direct costs 53.7 52.3 
 
 
  
 
 
Gross profit 46.3 47.7  46.3 47.7 
Equity in earnings of joint ventures 0.2 0.3  0.2 0.3 
General and administrative expenses 39.8 42.6  39.8 42.6 
 
 
  
 
 
Income from operations 6.7 5.4  6.7 5.4 
Minority interest in share of earnings 0.5 0.6  0.5 0.6 
Interest expense—net 0.5 0.6  0.5 0.6 
 
 
  
 
 
Income before income tax expense 5.7 4.2  5.7 4.2 
Income tax expense 2.0 1.4  2.0 1.4 
 
 
  
 
 
Net income 3.7%2.8% 3.7%2.8%
 
 
  
 
 

        For fiscal 2006, revenues wererevenue was $3.4 billion, an increase of $1.0 billion, or 42.8%, over fiscal 2005. Of this increase, $414.4 million was provided by companies acquired in the past 12 months. Excluding revenuesrevenue provided by companies acquired in the past 12 months, revenuesrevenue increased $611.8 million, or 25.5% over fiscal 2005. RevenuesRevenue increased among most of our sectors and geographic markets. In particular, there was strong growth in our MSS segment due to increased revenuesrevenue in several existing and new contract awards.


        For fiscal 2006, revenue, net service revenues wereof other direct costs was $1.9 billion, an increase of $437.2 million, or 29.9%, over fiscal 2005. Of this increase, $281.9 million was provided by companies acquired in the past 12 months. Excluding revenue, net service revenuesof other direct costs provided by companies acquired in the past 12 months, revenue, net service revenuesof other direct costs increased $155.3 million, or 10.6% over fiscal 2005. The difference between the growth rates of our revenuesrevenue and revenue, net services revenuesof other direct costs is primarily attributable to the level of subcontracted costs and other direct costs which can vary significantly from period to period depending on contract requirements and contract mix. In addition, as we realize variations in our billable hours or utilization rates, revenue, net service revenuesof other direct costs will vary.

        For fiscal 2006, cost of revenue, net service revenuesof other direct costs was $993.9 million, an increase of $208.8 million, or 26.6%, over fiscal 2005. Of this increase, $128.2 million was incurred by companies acquired in the past 12 months. Excluding cost of revenue, net service revenuesof other direct costs incurred by companies acquired in the past 12 months, cost of revenue, net service revenuesof other direct costs increased $80.6 million, or 10.3% over fiscal 2005. Included in costs of revenue, net of other direct costs is stock match expense of $10.9 million and $2.4 million in fiscal 2006 and fiscal 2005, respectively. The cost of revenue, net service revenuesof other direct costs across our business segments was generally in line with the changes in revenue, net service revenuesof other direct costs for our business segments.

        Gross profit was $905.8 million in fiscal 2006, an increase of $228.3 million, or 33.7% over fiscal 2005. Of this increase, $153.7 million was provided by companies acquired in the past 12 months. Excluding gross profit provided by companies acquired in the past 12 months, gross profit increased $74.6 million, or 11.0% over fiscal 2005. As a percentage of revenue, net service revenue,of other direct costs, gross profit was 46.3% and 47.7% in fiscal 2005 and 2006, respectively. The increase in fiscal 2006 was primarily attributable to higher margins that were added through mergers and acquisitions in the past year in addition to margin improvements in our foreign operations.

        Equity in earnings of joint ventures was $6.5 million in fiscal 2006, an increase of $4.2 million over fiscal 2005 resulting from growth in our joint venture activities.

        General and administrative expenses were $809.0 million in fiscal 2006, up $227.4 million, or 39.1%, over fiscal 2005. As a percentage of revenue, net service revenues,of other direct costs, general and administrative expenses increased from 39.8% in fiscal 2005 to 42.6% in fiscal 2006.

        Included in general and administrative expense is amortization expense of acquired intangible assets. This amortization expense was $14.5 million in fiscal 2006, up $11.5 million, or 383.3%, over fiscal 2005 as a result of recent mergers and acquisitions. This expense will vary as we consummate mergers and acquisitions, however, we expect the amortization expense to be higher during the first 12 to 18 months following the acquisition due to the short-term nature of acquired backlog.

        Also included in general and administrative expense is stock match expense of $3.8 million and $0.8 million in fiscal 2006 and fiscal 2005, respectively.

        Also included in general and administrative expense is approximately $4.0 million in expense incurred related to our becoming a public reporting company, including our SOX compliance efforts.



We expect to continue to incur material levels of expense for our SOX compliance efforts through fiscal 2007 and 2008.

        This overall increase in our general and administrative expense was largely the result of increased personnel, including personnel associated with acquired companies, the factors described above,



increased costs to support growth and compliance efforts, as well as one-time expenses related to recent mergers and acquisitions of $5.5 million.

        An overall increase in our business activity, higher gross profit, offset by higher general and administrative expenses, resulted in income from operations of $103.4 million in fiscal 2006, an increase of $5.1 million, or 5.2%, from $98.3 million in fiscal 2005.

        Interest expense, net of $3.5 million of interest income, increased to $10.6 million in fiscal 2006, compared to $7.1 million in fiscal 2005. This increase is primarily attributable to higher average borrowings throughout the year to fund mergers and acquisitions, partially offset by strong cash flow from operations, $128.4 million in excess proceeds from the $235.0 million sale of our Class F and Class G convertible stock and a $1.1 million gain on the termination of our interest-rate swap contracts. At September 30, 2006, borrowings under our Amended and Restated Credit Agreement, our Term Credit Agreement and senior notes outstanding totaled $133.8 million, as compared to $229.7 million at September 30, 2005.

        Income tax expense was $25.2 million in fiscal 2006, compared to $29.0 million in fiscal 2005. The effective tax rate was 32.0% in fiscal 2006, as compared to 35.0% in fiscal 2005. The decrease in the effective tax rate was primarily attributable to the favorable resolution of certain contingencies relating to audits that were unresolved at September 30, 2005.

        The factors described above resulted in net income of $53.7 million in fiscal 2006, as compared to net income of $53.8 million in fiscal 2005.

Results of Operations by Reportable Segment

Professional Technical Services

 
 Fiscal Year Ended
 Change
 
 
 September 30,
2005

 September 30,
2006

 $
 %
 
 
 ($ in thousands)

 
Revenues $2,082,618 $2,772,833 $690,215 33.1%

Net service revenues

 

$

1,415,450

 

$

1,787,078

 

$

371,628

 

26.3

%
Cost of net service revenues  753,231  914,773  161,542 21.4%
  
 
 
   
Gross profit $662,219 $872,305 $210,086 31.7%
  
 
 
   
 
 Fiscal Year Ended
 Change
 
 
 September 30,
2005

 September 30,
2006

 $
 %
 
 
 ($ in thousands)

 
Revenue $2,082,618 $2,772,833 $690,215 33.1%
 
Revenue, net of other direct costs

 

$

1,415,450

 

$

1,787,078

 

$

371,628

 

26.3

%
 Cost of revenue, net of other direct costs  753,231  914,773  161,542 21.4%
  
 
 
   
Gross profit $662,219 $872,305 $210,086 31.7%
  
 
 
   

        The following table presents the percentage relationship of certain items to revenue, net of subcontractorother direct costs:

 
 Fiscal Year Ended
 
 
 September 30,
2005

 September 30,
2006

 
Net service revenues 100.0%100.0%
Cost of net service revenues 53.2 51.2 
  
 
 
Gross profit 46.8%48.8%
  
 
 
 
 Fiscal Year Ended
 
 
 September 30,
2005

 September 30,
2006

 
Revenue, net of other direct costs 100.0%100.0%
Cost of revenue, net of other direct costs 53.2 51.2 
  
 
 
Gross profit 46.8%48.8%
  
 
 

        RevenuesRevenue for our PTS segment werewas $2.8 billion in fiscal 2006, an increase of $690.2 million, or 33.1%, over fiscal 2005. Of this increase, $414.4 million was provided by companies acquired in the past 12 months. Excluding revenuesrevenue provided by companies acquired in the past 12 months, revenuesrevenue increased $275.8 million, or 13.2% over fiscal 2005. PTS experienced growth throughout most of its business areas, with the exception of U.S. transportation operations due to temporary delays on certain large transportation projects.

        Net service revenuesRevenue, net of other direct costs for our PTS segment werewas $1.8 billion in fiscal 2006, an increase of $371.6 million, or 26.3%, over fiscal 2005. Of this increase, $281.9 million was provided by companies acquired in the past 12 months. Excluding revenue, net service revenuesof other direct costs provided by companies acquired in the past 12 months, revenue, net service revenuesof other direct costs increased $89.7 million, or 6.3%, over fiscal 2005. Net service revenuesRevenue, net of other direct costs increased at a lower rate as compared to gross revenuesrevenue due to higher pass-through costs to subcontractors included in total revenues.revenue.

        The cost of revenue, net service revenuesof other direct costs for our PTS segment was $914.8 million in fiscal 2006, an increase of $161.5 million, or 21.4%, over fiscal 2005. Of this increase, $128.2 million was incurred by companies acquired in the past 12 months. Excluding cost of revenue, net service revenuesof other direct costs incurred by companies acquired in the past 12 months, cost of revenue, net service revenuesof other direct costs increased $33.3 million, or 4.4%.

        Gross profit for our PTS segment was $872.3 million in fiscal 2006, an increase of $210.1 million, or 31.7% over fiscal 2005. Of this increase, $153.7 million was provided by companies acquired in the past 12 months. Excluding gross profit provided by companies acquired in the past 12 months, gross profit increased $56.4 million, or 8.5%. As a percentage of revenue, net service revenue,of other direct costs, gross profit was 48.8% of revenue, net service revenueof other direct costs in fiscal 2006 as compared to 46.8% in fiscal 2005. These changes were attributable to the factors described above.

        Equity in earnings of joint ventures for our PTS segment was $3.0 million in fiscal 2006, an increase of $0.6 million over fiscal 2005.


Management Support Services

 
 Fiscal Year Ended
 Change
 
 
 September 30,
2004

 September 30,
2005

 $
 %
 
 
 ($ in thousands)

 
Revenues $309,053 $647,188 $338,135 109.4%

Net service revenues

 

$

42,977

 

$

89,794

 

$

46,817

 

108.9

%
Cost of net service revenues  29,010  50,921  21,911 75.5%
  
 
 
   
Gross profit $13,967 $38,873 $24,906 178.3%
  
 
 
   
 
 Fiscal Year Ended
 Change
 
 
 September 30,
2005

 September 30,
2006

 $
 %
 
 
 ($ in thousands)

 
Revenue $309,053 $647,188 $338,135 109.4%
 
Revenue, net of other direct costs

 

$

42,977

 

$

89,794

 

$

46,817

 

108.9

%
 Cost of revenue, net of other direct costs  29,010  50,921  21,911 75.5%
  
 
 
   
Gross profit $13,967 $38,873 $24,906 178.3%
  
 
 
   

        The following table presents the percentage relationship of certain items to revenue, net of subcontractorother direct costs:

 
 Fiscal Year Ended
 
 
 September 30,
2004

 September 30,
2005

 
Net service revenues 100.0%100.0%
Cost of net service revenues 67.5 56.7 
  
 
 
Gross profit 32.5%43.3%
  
 
 
 
 Fiscal Year Ended
 
 
 September 30,
2005

 September 30,
2006

 
Revenue, net of other direct costs 100.0%100.0%
Cost of revenue, net of other direct costs 67.5 56.7 
  
 
 
Gross profit 32.5%43.3%
  
 
 

        RevenuesRevenue for our MSS segment werewas $647.2 million in fiscal 2006, an increase of $338.1 million, or 109.4%, over fiscal 2005, none of which was provided by companies acquired in the past 12 months. The increase in revenuesrevenue was primarily attributable to the continuing military activities in the Middle East, resulting in demand for maintenance and operations of installations as well as modification work on military vehicles and systems. We also realized a substantial increase in the value of our indefinite delivery/indefinite quantity contracts. The nature of our work task orders focus on establishing facilities, general support and maintenance for U.S. military pre-positioned stocks, logistics, equipment and fleet management.

        Net service revenuesRevenue, net of other direct costs for our MSS segment werewas $89.8 million in fiscal 2006, an increase of $46.8 million, or 108.9% over fiscal 2005. Net service revenuesRevenue, net of other direct costs increased at a slower rate than gross revenuesrevenue due to a higher amount of pass-through costs that are included in gross revenues.revenue.

        The cost of revenue, net service revenuesof other direct costs for our MSS segment was $50.9 million in fiscal 2006, an increase of $21.9 million, or 75.5% over fiscal 2005. This increase was due to higher indirect expenses associated with the increase in business volume and employee-related expenses.

        Gross profit for our MSS segment was $38.9 million in fiscal 2006, an increase of $24.9 million, or 178.3% over fiscal 2005. As a percentage of revenue, net service revenue,of other direct costs, gross profit was 43.3% in fiscal 2006 as compared to 32.5% in fiscal 2005.


        Equity in earnings of joint ventures for our MSS segment was $4.9 million in fiscal 2006, an increase of $4.9 million over fiscal 2005. The increase was primarily attributable to earnings from recently formed unconsolidated joint ventures. Due to our minority interest in this joint venture, the earnings are not reflected in revenuesrevenue for our MSS segment. The joint ventures provide peacekeeping services, administrative support for civilian agencies and response training for law enforcement and military personnel. In addition, the award of the management and operations contract of the U.S. government's Nevada Test Site to the limited liability company for which we serve as a key partner provided earnings contribution through contract award fee performance.


 Fiscal Year Ended
 Change
 
 Fiscal Year Ended
 Change
 

 September 30,
2004

 September 30,
2005

 $
 %
 
 September 30,
2004

 September 30,
2005

 $
 %
 

 ($ in thousands)

 
 ($ in thousands)

 
Revenues $2,011,975 $2,395,340 $383,365 19.1%
Other direct costs 775,722 932,797 157,075 20.2 
RevenueRevenue $2,011,975 $2,395,340 $383,365 19.1%
 
 
 
   Other direct costs 775,722 932,797 157,075 20.2 
Net service revenues 1,236,253 1,462,543 226,290 18.3 
Cost of net service revenues 667,697 785,066 117,369 17.6 
 
 
 
   
Revenue, net of other direct costs 1,236,253 1,462,543 226,290 18.3 
Cost of revenue, net of other direct costs 667,697 785,066 117,369 17.6 
 
 
 
     
 
 
   
Gross profit 568,556 677,477 108,921 19.2 Gross profit 568,556 677,477 108,921 19.2 
Equity in earnings of joint ventures 2,517 2,352 (165)(6.6)Equity in earnings of joint ventures 2,517 2,352 (165)(6.6)
General and administrative expenses 484,446 581,529 97,083 20.0 General and administrative expenses 484,446 581,529 97,083 20.0 
 
 
 
     
 
 
   
Income from operations 86,627 98,300 11,673 13.5 Income from operations 86,627 98,300 11,673 13.5 
Minority interest in share of earnings 3,239 8,453 5,214 161.0 Minority interest in share of earnings 3,239 8,453 5,214 161.0 
Interest expense—net 6,968 7,054 86 1.2 Interest expense—net 6,968 7,054 86 1.2 
 
 
 
     
 
 
   
Income before income tax expense 76,420 82,793 6,373 8.3 Income before income tax expense 76,420 82,793 6,373 8.3 
Income tax expense 25,984 28,979 2,995 11.5 Income tax expense 25,984 28,979 2,995 11.5 
 
 
 
     
 
 
   
Net income $50,436 $53,814 $3,378 6.7%Net income $50,436 $53,814 $3,378 6.7%
 
 
 
     
 
 
   

        The following table presents the percentage relationship of certain items to revenue, net service revenues:of other direct costs:


 Fiscal Year Ended
  
  
 Fiscal Year Ended
  
  

 September 30,
2004

 September 30,
2005

  
  
 September 30,
2004

 September 30,
2005

  
  
Net service revenues 100.0%100.0%   
Cost of net service revenues 54.0 53.7    
Revenue, net of other direct costs 100.0%100.0%   
Cost of revenue, net of other direct costs 54.0 53.7    
 
 
     
 
    
Gross profit 46.0 46.3     46.0 46.3    
Equity in earnings of joint ventures 0.2 0.2     0.2 0.2    
General and administrative expenses 39.2 39.8     39.2 39.8    
 
 
     
 
    
Income from operations 7.0 6.7     7.0 6.7    
Minority interest in share of earnings 0.2 0.5     0.2 0.5    
Interest expense—net 0.6 0.5     0.6 0.5    
 
 
     
 
    
Income before income tax expense 6.2 5.7     6.2 5.7    
Income tax expense 2.1 2.0     2.1 2.0    
 
 
     
 
    
Net income 4.1%3.7%    4.1%3.7%   
 
 
     
 
    

        For fiscal 2005, revenues wererevenue was $2.4 billion, an increase of $383.4 million, or 19.1%, over fiscal 2004. Of this increase, $210.2 million was provided by companies acquired in the past 12 months. Excluding revenuesrevenue provided by companies acquired in the past 12 months, revenuesrevenue increased $173.2 million, or 8.6% over fiscal 2004.

        For fiscal 2005, revenue, net service revenues wereof other direct costs was $1.5 billion, an increase of $226.3 million, or 18.3%, over fiscal 2004. Of this increase, $147.6 million was provided by companies acquired in the past 12 months. Excluding revenue, net service revenuesof other direct costs provided by companies acquired in the past 12 months, revenue, net service revenuesof other direct costs increased $78.7 million, or 6.4% over fiscal 2004.

        The cost of revenue, net service revenuesof other direct costs was $785.1 million in fiscal 2005, an increase of $117.4 million, or 17.6%, over fiscal 2004. Of this increase, $74.6 million was incurred by companies acquired in the past 12 months. Excluding cost of revenue, net service revenuesof other direct costs incurred by companies acquired in the past 12 months, cost of revenue, net service revenuesof other direct costs increased $42.8 million, or 6.4% over fiscal 2004. Included in costs of revenue, net of other direct costs is stock match expense of $2.4 million and $1.3 million in fiscal 2005 and fiscal 2004, respectively. The cost of revenue, net service revenuesof other direct costs across our business segments was generally in line with the changes in revenue, net service revenuesof other direct costs for each business segment.

        Gross profit was $677.5 million in fiscal 2005, an increase of $108.9 million, or 19.2% over fiscal 2004. Of this increase, gross profit provided by companies acquired in the past 12 months was $73.0 million. Excluding gross profit provided by companies acquired in the past 12 months, gross profit increased $35.9 million, or 6.3% over fiscal 2004. As a percentage of revenue, net service revenue,of other direct costs, gross profit was 46.0% and 46.3% in fiscal 2004 and 2005, respectively. The slight increase in fiscal 2005 was primarily attributable to improvements in margins in our operations outside of the U.S.

        Equity in earnings of joint ventures was $2.4 million in fiscal 2005, a decrease of $0.2 million over fiscal 2004.

        General and administrative expenses were $581.5 million in fiscal 2005, up $97.1 million, or 20.0%, over fiscal 2004. As a percentage of revenue, net service revenue,of other direct costs, general and administrative expenses increased from 39.2% in fiscal 2004 to 39.8% in fiscal 2005.

        Included in general and administrative expense is amortization expense of acquired intangible assets. This amortization expense was $3.0 million in fiscal 2005 as compared to $0.0 million in fiscal 2004.

        Also included in general and administrative expense is stock match expense of $0.8 million and $0.5 million in fiscal 2005 and fiscal 2004, respectively.

        Also included in general and administrative expense was increased expenditures for new corporate initiatives, including transition costs associated with implementing a company-wide enterprise resource planning (ERP) platform. Higher gross profit, offset by higher general and administrative expenses, resulted in income from operations of $98.3 million in fiscal 2005, an increase of $11.7 million, or 13.5%, from $86.6 million of income from operations in fiscal 2004.


        Interest expense, net of $2.1 million interest income, increased slightly to $7.1 million in fiscal 2005, compared to $7.0 million in fiscal 2004. Borrowings under our credit agreement and senior notes outstanding totaled $229.7 million at September 30, 2005 as compared to $108.3 million at September 30, 2004. The difference is primarily attributable to borrowings under our credit facility to finance an acquisition in September 2005.

        Income tax expense was $29.0 million in fiscal 2005, compared to $26.0 million in fiscal 2004. The effective tax rate was 32% both in fiscal 2005 and fiscal 2004.

        The factors described above resulted in net income of $53.8 million in fiscal 2005, compared to net income of $50.4 million in fiscal 2004.

 
 Fiscal Year Ended
 Change
 
 
 September 30,
2004

 September 30,
2005

 $
 %
 
 
 ($ in thousands)

 
Revenues $1,777,718 $2,082,618 $304,900 17.2%

Net service revenues

 

$

1,198,354

 

$

1,415,450

 

$

217,096

 

18.1

%
Cost of net service revenues  636,962  753,231  116,269 18.3%
  
 
 
 
 
Gross profit $561,392 $662,219 $100,827 18.0%
  
 
 
 
 
 
 Fiscal Year Ended
 Change
 
 
 September 30,
2004

 September 30,
2005

 $
 %
 
 
 ($ in thousands)

 
Revenue $1,777,718 $2,082,618 $304,900 17.2%
 
Revenue, net of other direct costs

 

$

1,198,354

 

$

1,415,450

 

$

217,096

 

18.1

%
 Cost of revenue, net of other direct costs  636,962  753,231  116,269 18.3%
  
 
 
 
 
Gross profit $561,392 $662,219 $100,827 18.0%
  
 
 
 
 

        The following table presents the percentage relationship of certain items to revenue, net of subcontractorother direct costs:

 
 Fiscal Year Ended
  
  
 
 September 30,
2004

 September 30,
2005

  
  
Net service revenues 100.0%100.0%   
Cost of net service revenues 53.2 53.2    
  
 
    
Gross profit 46.8%46.8%   
  
 
    
 
 Fiscal Year Ended
  
  
 
 September 30,
2004

 September 30,
2005

  
  
Revenue, net of other direct costs 100.0%100.0%   
Cost of revenue, net of other direct costs 53.2 53.2    
  
 
    
Gross profit 46.8%46.8%   
  
 
    

        RevenuesRevenue for our PTS segment werewas $2.1 billion in fiscal 2005, an increase of $304.9 million, or 17.2%, over fiscal 2004. Of this increase, $210.2 million was provided by companies acquired in the past twelve months. Excluding revenuesrevenue of companies acquired in the past 12 months, revenuesrevenue for our PTS segment increased $94.7 million, or 5.3% over fiscal 2004. PTS experienced growth throughout most of its business areas, offset by decreases in state and local government spending due to continuing budget deficits.


        Net service revenuesRevenue, net of other direct costs for our PTS segment was $1.4 billion in fiscal 2005, an increase of $217.1 million, or 18.1%, over fiscal 2004. Of this increase, $147.6 million was provided by companies acquired in the past 12 months. Excluding revenue, net service revenuesof other direct costs of companies acquired in the past 12 months, revenue, net service revenuesof other direct costs for our PTS segment increased $69.5 million, or 5.8% over fiscal 2004. Net service revenuesRevenue, net of other direct costs increased at a higher rate as compared to gross revenuesrevenue due to the inclusion of lower pass-through costs to subcontractors included in gross revenues.revenue.

        The cost of revenue, net service revenuesof other direct costs for our PTS segment was $753.2 million in fiscal 2005, an increase of $116.3 million, or 18.3%, over fiscal 2004. Of this increase, $74.6 million was incurred by companies acquired in the past 12 months. Excluding cost of revenue, net service revenuesof other direct costs from companies acquired in the past 12 months, cost of revenue, net service revenuesof other direct costs for our PTS segment increased $41.7 million, or 6.5%, over fiscal 2004.

        Gross profit for our PTS segment was $662.2 million in fiscal 2005, an increase of $100.8 million, or 18.0% over fiscal 2004. Of this increase, $73.0 million was provided by companies acquired in the past 12 months. Excluding gross profit provided by companies acquired in the past 12 months, gross profit for our PTS segment increased $27.8 million, or 5.0%, over fiscal 2004. As a percentage of revenue, net service revenue,of other direct costs, gross profit was 46.8% in fiscal 2005 and fiscal 2004.

        Equity in earnings of joint ventures for our PTS segment was $2.4 million in fiscal 2005, a decrease of $0.2 million, or 6.6%, over fiscal 2004.

Management Support Services

 
 Fiscal Year Ended
 Change
 
 
 September 30,
2004

 September 30,
2005

 $
 %
 
 
 ($ in thousands)

 
Revenues $232,143 $309,053 $76,910 33.1%

Net service revenues

 

$

35,785

 

$

42,977

 

$

7,192

 

20.1

%
Cost of net service revenues  29,399  29,010  (389)(1.3)%
  
 
 
 
 
Gross profit $6,386 $13,967 $7,581 118.7%
  
 
 
 
 
 
 Fiscal Year Ended
 Change
 
 
 September 30,
2004

 September 30,
2005

 $
 %
 
 
 ($ in thousands)

 
Revenue $232,143 $309,053 $76,910 33.1%
 
Revenue, net of other direct costs

 

$

35,785

 

$

42,977

 

$

7,192

 

20.1

%
 Cost of revenue, net of other direct costs  29,399  29,010  (389)(1.3)%
  
 
 
 
 
Gross profit $6,386 $13,967 $7,581 118.7%
  
 
 
 
 

        The following table presents the percentage relationship of certain items to revenue, net of subcontractorother direct costs:

 
 Fiscal Year Ended
  
  
 
 September 30,
2004

 September 30,
2005

  
  
Net service revenues 100.0%100.0%   
Cost of net service revenues 82.2 67.5    
  
 
    
Gross profit 17.8%32.5%   
  
 
    
 
 Fiscal Year Ended
  
  
 
 September 30,
2004

 September 30,
2005

  
  
Revenue, net of other direct costs 100.0%100.0%   
Cost of revenue, net of other direct costs 82.2 67.5    
  
 
    
Gross profit 17.8%32.5%   
  
 
    

        RevenuesRevenue for our MSS segment werewas $309.1 million in fiscal 2005, an increase of $76.9 million, or 33.1%, over fiscal 2004, none of which was provided by companies acquired in the past 12 months. The increase in MSS revenuesrevenue resulted from increased revenuesrevenue in operations and maintenance services for the U.S. military that was associated with the continued high level of activities in the Middle East in addition to increased revenuesrevenue from our U.S. installation operation services.

        Net service revenuesRevenue, net of other direct costs for our MSS segment werewas $43.0 million in fiscal 2005, an increase of $7.2 million, or 20.1%, over fiscal 2004.

        The cost of revenue, net service revenuesof other direct costs for our MSS segment was $29.0 million in fiscal 2005, a decrease of $0.4 million, or 1.3% over fiscal 2004. This decrease in costs was primarily attributable to an increase in higher margin contracts for support service. The support contracts generally carry higher margins than operation and maintenance and field-based services contracts.

        Gross profit for our MSS segment was $14.0 million in fiscal 2005, an increase of $7.6 million, or 118.7%, over fiscal 2004. As a percentage of revenue, net service revenue,of other direct costs, gross profit was 32.5% in fiscal 2005 as compared to 17.8% in fiscal 2004.

Seasonality

        We experience seasonal trends in our business. Our revenues arerevenue is typically lower in the first quarter of our fiscal year, primarily due to lower utilization rates attributable to holidays recognized around the world. Our revenues arerevenue is typically higher in the last half of the year. Many U.S. state governments with fiscal years ending on June 30 tend to accelerate spending during their first quarter, when new funding becomes available. In addition, we find that the U.S Federal government tends to authorize more work during the period preceding the end of its fiscal year, September 30. Further, our construction management revenue typically increases during the high construction season of the summer months. For these reasons coupled with the number and significance of client contracts commenced and completed during a period as well as the time of expenses incurred for corporate initiatives, it is not unusual for us to experience seasonal changes or fluctuations in our quarterly operating results.

Quarterly Results of Operations

        The following table shows, for the periods indicated, unaudited selected quarterly financial data from our consolidated statements of income modified to display the effect of the non-GAAP measure net service revenues in which our management uses to analyze our results of operations (see "Components of Income and Expense" contained earlier in this discussion).income. We believe this data includes all adjustments, consisting only of normal recurring adjustments that are necessary for a fair presentation of the results of operations for these periods. The unaudited selected quarterly financial data below should be read in conjunction with our audited consolidated financial statements and



related notes included elsewhere in



this prospectus. Our operating results in any one quarter are not necessarily indicative of the results that may be expected for any future period.

Fiscal Year 2006:

 First
Quarter

 Second
Quarter

 Third
Quarter

 Fourth
Quarter

 
 (in thousands)

Revenues $746,797 $858,930 $911,486 $904,279
Other direct costs  331,450  369,089  417,057  404,179
  
 
 
 
Net service revenues  415,347  489,841  494,429  500,100
Cost of net service revenues  215,308  260,818  261,524  256,259
  
 
 
 
Gross profit  200,039  229,023  232,905  243,841
Equity in earnings of joint ventures  1,670  893  1,554  2,437
General and administrative expenses  176,983  204,838  209,340  217,792
  
 
 
 
Income from operations  24,726  25,078  25,119  28,486
Minority interest in share of earnings  1,951  3,530  3,022  5,421
Interest expense — net  3,723  4,067  2,528  258
  
 
 
 
Income before income tax expense  19,052  17,481  19,569  22,807
Income tax expense  6,097  5,594  6,262  7,270
  
 
 
 
Net income $12,955 $11,887 $13,307 $15,537
  
 
 
 
Fiscal Year 2005:

 First
Quarter

 Second
Quarter

 Third
Quarter

 Fourth
Quarter

 
 (in thousands)

Revenues $531,064 $579,507 $624,931 $659,838
Other direct costs  205,983  214,702  247,920  264,192
  
 
 
 
Net service revenues  325,081  364,805  377,011  395,646
Cost of net service revenues  175,315  197,532  203,515  208,704
  
 
 
 
Gross profit  149,766  167,273  173,496  186,942
Equity in earnings of joint ventures  763  223  130  1,236
General and administrative expenses  130,090  146,695  149,559  155,185
  
 
 
 
Income from operations  20,439  20,801  24,067  32,993
Minority interest in share of earnings  1,465  2,504  2,329  2,155
Interest expense — net  1,763  2,286  1,366  1,639
  
 
 
 
Income before income tax expense  17,211  16,011  20,372  29,199
Income tax expense  6,023  5,604  7,130  10,222
  
 
 
 
Net income $11,188 $10,407 $13,242 $18,977
  
 
 
 
Fiscal Year 2006:

 First
Quarter

 Second
Quarter

 Third
Quarter

 Fourth
Quarter

 
 (in thousands)

Revenue $746,797 $858,930 $911,486 $904,279
Cost of revenue  546,758  629,907  678,581  660,438
  
 
 
 
Gross profit  200,039  229,023  232,905  243,841
Equity in earnings of joint ventures  1,670  893  1,554  2,437
General and administrative expenses  176,983  204,838  209,340  217,792
  
 
 
 
Income from operations  24,726  25,078  25,119  28,486
Minority interest in share of earnings  1,951  3,530  3,022  5,421
Interest expense — net  3,723  4,067  2,528  258
  
 
 
 
Income before income tax expense  19,052  17,481  19,569  22,807
Income tax expense  6,097  5,594  6,262  7,270
  
 
 
 
Net income $12,955 $11,887 $13,307 $15,537
  
 
 
 
Fiscal Year 2005:

 First
Quarter

 Second
Quarter

 Third
Quarter

 Fourth
Quarter

 
 (in thousands)

Revenue $531,064 $579,507 $624,931 $659,838
Cost of revenue  381,298  412,234  451,435  472,896
  
 
 
 
Gross profit  149,766  167,273  173,496  186,942
Equity in earnings of joint ventures  763  223  130  1,236
General and administrative expenses  130,090  146,695  149,559  155,185
  
 
 
 
Income from operations  20,439  20,801  24,067  32,993
Minority interest in share of earnings  1,465  2,504  2,329  2,155
Interest expense — net  1,763  2,286  1,366  1,639
  
 
 
 
Income before income tax expense  17,211  16,011  20,372  29,199
Income tax expense  6,023  5,604  7,130  10,222
  
 
 
 
Net income $11,188 $10,407 $13,242 $18,977
  
 
 
 

Liquidity and Capital Resources

        We have historically relied on cash flow from operations, proceeds from sales of stock (both to employees and to institutional investors) and borrowings under debt facilities to satisfy our working capital requirements as well as to fund share repurchases and mergers and acquisitions. In the future, we may need to raise additional funds through public and/or additional private debt or equity financings to take advantage of business opportunities, including existing business growth and mergers and acquisitions.


        At DecemberMarch 31, 2006,2007, cash and cash equivalents was $137.8$116.3 million, an increasea decrease of $9.9$11.6 million, or 7.7%9.1%, from $127.9 million September 30, 2006. This increasedecrease was primarily attributable to higher cash balances heldconsideration paid in consolidated joint ventures.mergers and acquisitions.

        Net cash provided by operating activities was $43.7$53.7 million for the threesix months ended DecemberMarch 31, 2006,2007, an increase of $62.2$55.3 million from the net cash used in operating activities of $18.6$1.6 million for the three



six months ended DecemberMarch 31, 2005.2006. The increase was primarily attributable to higherincreased rate of collections of accounts receivable as compared to growth in both of our operating segments,revenue combined with advanced billings to clients in our MSS operating segment and lower income tax payments.

        Net cash provided by operating activities was $121.3 million for the year ended September 30, 2006, an increase of $74.7 million from the net cash provided by operating activities of $46.6 million for the year ended September 30, 2005. The increase was primarily attributable to a more efficient use of working capital as well as higher earnings before non-cash expenses.

        Net cash used in investing activities was $4.6$129.0 million for the threesix months ended DecemberMarch 31, 2006, a decrease2007, an increase of $36.2$82.8 million from the net cash used in investing activities of $40.9$46.2 million in the threesix months ended DecemberMarch 31, 2005.2006. For the threesix months ended DecemberMarch 31, 2006,2007, net cash used in business combinations was $6.2$125.8 million as compared to $34.1 million used in business combinations for the comparable period last year, primarily a result of cash used to facilitate the EDAW merger.HSMM, RETEC and STS transactions.

        Net cash used in investing activities was $71.8 million for the year ended September 30, 2006, a decrease of $65.2 million from the net cash used in investing activities of $137.0 million in the year ended September 30, 2005. For the year ended September 30, 2006, net cash used in business combinations was $53.3 million as compared to $158.9 million used in business combinations for the prior fiscal year. We continue to invest in our initiative to re-design our business processes and to implement a global enterprise resource planning (ERP) system. In fiscal 2006, we capitalized $6.7 million in costs associated with our ERP system, as compared to $10.8 million in fiscal 2005. For the year ended September 30, 2006, proceeds from the sale of property and equipment totaled $21.3 million as compared to $0.8 million in the prior fiscal year. This increase was primarily related to the sale of an office building in Orange, California.

        Net cash used inprovided by financing activities was $29.8$62.7 million, for the threesix months ended DecemberMarch 31, 2006,2007, a decrease of $102.6$7.5 million from cash provided by financing activities of $72.8$70.2 million in the comparable period last year, primarily as a result of lesseryear. Incremental borrowings under our credit facility were $51.9 million to facilitate mergers and acquisitions due to strong cash flow provided from operations.acquisitions.

        Net cash provided by financing activities was $23.8 million for the year ended September 30, 2006, as compared to net cash provided by financing activities of $84.1 million in the year ended September 30, 2005. In fiscal 2006, net cash provided by financing activities was largely the result of proceeds from the sale of our stock, notably the Class F and Class G convertible preferred stock, offset by the redemption of our Class D convertible preferred stock and related warrants and net repayments of borrowings under our credit agreements.

        Working capital, or current assets less current liabilities, decreased $23.2$9.9 million, or 11.5%4.9%, from $201.3 million at September 30, 2006 to $178.1$191.4 million at DecemberMarch 31, 20062007 largely as a result of greater scheduled amortization of senior notes and increases in taxes payable.newly acquired companies. Working capital increased $30.7 million, or 18.0%, from $170.6 million at September 30, 2005 to $201.3 million at September 30, 2006 largely as a result of merger and acquisition activity as well as strong revenue growth.

        Net accounts receivable which includes billed and unbilled costs and fees, net of billings in excess of costs on uncompleted contracts, decreased $9.0increased $69.3 million, or 1.2%9.0% to $760.9$839.2 million at


December 30, 2006 March 31, 2007 from $769.9 million at September 30, 2006. Net accounts receivable increased $188.9 million, or 32.5% to $769.9 million at September 30, 2006 from $581.0 million at September 30, 2005. For the same period, annual revenuesrevenue increased at a notably higher level of $1.0 billion, or 43.1%, from $2.4 billion to $3.4 billion.



        Because our revenues dependrevenue depends to a great extent on billable labor hours, most of our charges are invoiced following the end of the month in which the hours were worked, the majority usually within 15 days. Other direct costs are normally billed along with labor hours. However, as opposed to salary costs, which are generally paid on either a bi-weekly or monthly basis, other direct costs are generally not paid until we receive payment (in some cases in the form of advances) from our customer.

        At September 30, 2006 and DecemberMarch 31, 2006,2007, our long-term obligations consisted of the following:


 September 30, 2006
 December 31, 2006
  September 30,
2006

 March 31,
2007

 

 (in thousands)

  (in thousands)

 
Amended and Restated Credit Agreement $ $  $ $50,000 
Term Credit Agreement 65,000 57,000  65,000 57,000 
Senior Notes 68,810 68,810  68,810 68,810 
Bank Overdraft Facilities 2,716 5,895 
Other Debt 929 1,931 
Short-term Debt 2,716 9,725 
Other debt 929 841 
 
 
  
 
 
Total long-term obligations 137,455 133,636  137,455 186,376 
Less: Current portion of long-term obligations (14,665) (29,521) (14,665) (33,258)
 
 
  
 
 
Long-term obligations, less current portion $122,790 $104,115  $122,790 $153,118 
 
 
  
 
 

        We have an unsecured senior credit agreement with a syndicate of banks to support our working capital needs. On September 22, 2006, this facility was extended toneeds, which expires March 31, 2011. The facility consists of a revolving line of credit in the amount of $300.0 million which includes a sub-limit for standby letters of credit of $50.0 million. We may borrow, at our option, at either (a) a base rate (the greater of the Federal Funds rate plus 0.50% or the bank's reference rate) plus a margin which ranges from 0.00% to 0.25%, or (b) an offshore, or LIBOR, rate plus a margin which ranges from 0.75% to 1.75%, depending on our leverage ratio. In addition to these borrowing rates, there is a commitment fee which ranges from 0.175% to 0.375% on any unused commitment. Borrowings under the credit facility are limited by certain affirmative and negative financial covenants, which include maximum leverage restrictions, minimum fixed charge coverage and minimum net worth maintenance. At September 30, 2006 and DecemberMarch 31, 2006,2007, there were no$0.0 million and $50.0 million, respectively, borrowings under the credit facility. At September 30, 2006 and DecemberMarch 31, 2006,2007, outstanding standby letters of credit totaled $23.1 million and $23.9$24.4 million, respectively. At DecemberMarch 31, 2006,2007, we had $276.1$225.6 million available for borrowing under the credit facility.facility as compared to $276.9 million at September 30, 2006.

        On September 22, 2006, certain of our wholly-owned subsidiaries closed an unsecured term credit agreement with a syndicate of banks to facilitate dividend repatriations under favorable tax terms. The term credit agreement provided for a $65.0 million, five-year term loan among four subsidiary borrowers and one subsidiary guarantor. In order to obtain more favorable pricing and other terms, we also provided a parent company guarantee. The terms and conditions of this agreement are substantially similar to those contained in our senior unsecured credit facility. Principal payments are


scheduled to begin June 30, 2007, or earlier at the borrowers' discretion. At DecemberMarch 31, 2006,2007, borrowings under this term credit agreement totaled $57.0 million.


        June 2008 Notes:    On June 9, 1998, we issued $60.0 million of 6.93% senior notes due June 9, 2008. The June 2008 Notes are unsecured and have an average life of seven years. The annual principal payments of $8.6 million began June 9, 2002.

        October 2008 Notes:    On September 9, 2002, we issued $25.0 million of 6.23% senior notes due October 15, 2008. The October 2008 Notes are unsecured and have an average life of five years. The annual principal payments of $8.3 million were scheduled to begin October 15, 2006; however, we elected to pre-pay the first principal payment in September 2006.

        April 2012 Notes:    On April 14, 2000, we issued $35.0 million of 8.38% senior notes due April 14, 2012. The April 2012 Notes are unsecured and have an average life of 10 years. The annual principal payments of $7.0 million are scheduled to begin April 14, 2008.

        All of the senior notes require interest to be paid either quarterly or semi-annually in arrears. The senior notes are also limited by certain affirmative and negative financial covenants, which include maximum leverage restrictions, minimum fixed charge coverage, minimum interest charge coverage and minimum net worth maintenance. Proceeds from the June 2008 Notes and the October 2008 Notes were used to repay revolving credit debt while proceeds of the April 2012 Notes were used to fund business acquisitions.

        At December,March, 31, 2006,2007, we had three non-U.S. credit facilities used to cover periodic overdrafts and to issue letters of credit in the aggregate amount of $41.0 million.

        Further, at DecemberMarch 31, 2006,2007, we had outstanding promissory notes of $0.9 million to former shareholders of Oscar Faber, predecessor to Faber Maunsell. These promissory notes have maturities ranging from January 2006 to April 2010.

        In February 2006, we closed a $235.0 million private placement of our Class F and Class G convertible preferred stock. In connection with the private placement, we redeemed all outstanding shares of our Class D convertible preferred stock and repurchased associated warrants to purchase common stock. Approximately $114.7 million of the $231.2$232.1 million in net proceeds was used to repay indebtedness under our senior credit facility and approximately $116.5 million was used to redeem the Class D preferred and associated warrants. The terms of the Class D convertible preferred stock contained a 7% annual dividend whereas the terms of the Class F and Class G do not require annual dividend payments.

        The Class F and Class G convertible preferred stock is redeemable on the earlier of February 9, 2012 or the date on which we sell substantially all of our assets and has other rights, privileges and preferences. See "Description of Capital Stock, Certificate of Incorporation and Bylaws" for a summary of the terms of the Class F and Class G convertible preferred stock.

        Other than normal property and equipment additions and replacements, expenditures to further the implementation of our ERP system, commitments under our incentive compensation programs, repurchases of shares of our common stock, and acquisitions from time to time, we currently do not


have any significant capital expenditures or outlays planned except as described below. However, if we acquire any additional businesses in the future or embark on other capital-intensive initiatives, additional working capital may be required.

        In July 2006, we entered into an agreement to acquire an interest in Shanghai Tunnel Engineering Co., Ltd., or STEC. STEC is a Shanghai, China-based design, engineering and construction firm which specializes in transportation design. The agreement is subject to Chinese government regulatory approval and other conditions. If we receive regulatory approval and satisfy all closing conditions, the purchase would be valued at approximately 328.0 million Chinese renminbi, or approximately $42.0 million, based upon indicative exchange rates as of the date of this prospectus. As of the date of this prospectus, we have not funded the STEC investment.


        As of DecemberMarch 31, 2006,2007, there was approximately $44.6$47.9 million outstanding under standby letters of credit issued primarily in connection with general and professional liability insurance programs and for contract performance guarantees. In addition, in some instances we guarantee that a project, when complete, will achieve specified performance standards. If the project subsequently fails to meet guaranteed performance standards, we may either incur significant additional costs or be held responsible for the costs incurred by the client to achieve the required performance standards.

        At September 30, 2006, our defined benefit pension plans with benefit obligations in excess of plan assets had an aggregate deficit (where the projected benefit obligation exceeded the fair value of plan assets) of $117.2 million. At that same time, the excess of accumulated benefit obligations over fair value of plan assets was $84.8 million. See Note 9 to the Notes to Consolidated Financial Statements contained elsewhere in this prospectus. In the future, such pension under-funding may increase or decrease depending on changes in the levels of interest rates, pension plan performance and other factors.

Contractual Commitments

        The following summarizes our contractual obligations and commercial commitments as of September 30, 2006:

Contractual Obligations and Commitments

 Total
 Less than One Year
 One to Three Years
 Three to Five Years
 More than Five Years
 
 (in thousands)

Long-term debt (including accrued interest) $137,455 $14,665 $56,290 $59,500 $7,000
Operating leases  446,631  87,163  131,976  90,089  137,403
Capital leases  1,620  1,215  405    
Interest  14,283  5,679  6,258  2,346  
Pension obligations(1)  214,006  14,396  36,770  40,010  122,830
  
 
 
 
 
Total Contractual Obligations and Commitments $813,995 $123,118 $231,699 $191,945 $267,233
  
 
 
 
 

(1)
Retirement and retirement plan related obligations noted under the heading "More than Five Years" are presented for the years 2012-2016.

        We believe that our cash generated from operations and amounts that we expect to be available for borrowing under credit facilities will be sufficient to meet our capital requirements, including our commitments and contingencies, for at least the next 12 months.

Recently Issued Accounting Pronouncements

        In February 2007, the FASB issued SFAS No. 159, "The Fair Value Option for Financial Assets and Financial Liabilities—Including an amendment of FASB Statement No. 115" (SFAS 159). SFAS No. 159 permits entities to choose to measure eligible items at fair value at specified election dates and report unrealized gains and losses on items for which the fair value option has been elected in earnings at each subsequent reporting date. SFAS No. 159 is effective for fiscal year ending September 30, 2009. We are currently evaluating the impact of the provisions of SFAS 159 on our results of operations and financial position.

        In September 2006, the FASB issued SFAS No. 158,"Employers' Accounting for Defined Benefit Pension and Other Postretirement Plans" (SFAS 158). SFAS 158 requires employers to fully recognize the



obligations associated with single-employer defined benefit pension retiree healthcare and other post-retirement plans in their financial statements. We will be subjectrequired to recognize such obligations as of September 30, 2007. Additionally, we will be required to measure such obligations as of the disclosure and recognition provisionsend of SFAS 158our fiscal year, rather than up to three months earlier as had been previously permitted, effective in our fiscal years beginning October 1, 2006 and 2007, respectively.year ending September 30, 2009. We are currently



evaluating the impact of the recognition provisions of SFAS 158 on our results of operations and financial position.

        In September 2006, the FASB issued SFAS No. 157,"Fair Value Measurements" (SFAS 157). SFAS 157 defines fair value, establishes a framework for measuring fair value in accordance with GAAP, and expands disclosures about fair value measurements. The provisions of SFAS 157 will be effective for us in our fiscal year beginning October 1, 2008. We are currently evaluating the impact of the provisions of SFAS 157.

        In June 2006, the FASB issued FASB Interpretation, or FIN, No. 48, "Accounting for Uncertainty in Income Taxes—an Interpretation of FASB Statement No. 109" (FIN 48). FIN 48 clarifies the accounting for uncertainty in income taxes recognized in an entity's financial statements. FIN 48 prescribes that a company should use a "more-likely-than-not" recognition threshold based on the technical merits of the tax position taken. Additionally, FIN 48 provides guidance on recognition or de-recognition of interest and penalties, changes in judgment in interim periods, and disclosures of uncertain tax positions. FIN 48 became effective for us in our fiscal year beginning October 1, 2007. We are currently in the process of determining the effect of the adoption of FIN 48 on our results of operations and financial position.

        In May 2005, the FASB issued SFAS No. 154,"Accounting Changes and Error Corrections—a replacement of APB Opinion No. 20 and FASB Statement No. 3" (SFAS 154), which applies to all voluntary changes in accounting principles, as well as to changes required by an accounting pronouncement in the unusual instance that the pronouncement does not include specific transition provisions. APB Opinion No. 20 previously required that most voluntary changes in accounting principle be recognized in net income as a cumulative effect of changing to the new accounting principle. SFAS 154 now requires retrospective application to prior periods' financial statements for changes in accounting principle, unless it is impracticable to do so. SFAS 154 became effective for us in our fiscal year beginning October 1, 2006. We currently do not anticipate any voluntary changes in accounting principle or errors that would require such retroactive application.

        In April 2006, the FASB issued FASB Staff Position No. FIN 46(R)-6,"Determining the Variability to Be Considered in Applying FASB Interpretation No. 46(R)" (FSP FIN 46(R)-6), which addresses how a reporting enterprise should determine the variability to be considered in applying FIN No. 46 (revised December 2003), "Consolidation of Variable Interest Entities," or FIN 46(R). The variability that is considered in applying FIN 46(R) affects the determination of (a) whether the entity is a variable interest entity, (b) which interests are variable interests in the entity and (c) which party, if any, is the primary beneficiary of the variable interest entity. That variability will affect any calculation of expected losses and expected residual returns, if such a calculation is necessary. FSP FIN 46(R)-6 provides additional guidance to consider for determining variability. FSP FIN 46(R)-6 is effective for us beginning the first day of our fiscal quarter beginning October 1, 2006. We are currently evaluating the impact of the provisions of FSP FIN 46(R)-6 on our results of operations and financial position.

Financial Market Risks

        We are exposed to market risk, primarily related to foreign currency exchange rates and interest rate exposure of our debt obligations that bear interest based on floating rates. We actively monitor these exposures. To reduce our exposure to market risk, we have entered into derivative financial instruments such as forward contracts or interest rate hedge contracts. Our objective is to reduce, where we deem appropriate to do so, fluctuations in earnings and cash flows associated with changes in foreign exchange rates and interest rates. It is our policy and practice to use derivative financial



instruments only to the extent necessary to manage our exposures. We do not use derivative financial instruments for speculative purposes. We currently have no material derivative instruments outstanding.



        We are exposed to foreign currency exchange rate risk resulting from our operations outside of the United States. We do not comprehensively hedge our exposure to currency rate changes; however, we limit exposure to foreign currency fluctuations in most of our contracts through provisions that require client payments to be in currencies corresponding to the currency in which costs are incurred. As a result, we typically do not need to hedge foreign currency cash flows for contract work performed. The functional currency of all significant foreign operations is the local currency.

        Our senior revolving credit facility and certain other debt obligations are subject to variable rate interest which could be adversely affected by an increase in interest rates. As of September 30, 2005, September 30, 2006 and DecemberMarch 31, 2006,2007, we had $130.0 million, $0.0$65.0 million and $0.0$107.0 million, respectively, outstanding in borrowings under our credit facility.facility and our term credit agreement. Interest on amounts borrowed under the credit facility and our term credit agreement is subject to adjustment based on certain levels of financial performance. For borrowings at offshore rates, the applicable margin added can range from 0.75% to 1.75%. For fiscal 2006, our weighted average borrowings on our senior credit facility were $132.8 million. If short termshort-term floating interest rates were to increase or decrease by 1%, our annual interest expense could have increased or decreased by $1.3 million. For the threesix months ended DecemberMarch 31, 2006,2007, our weighted average borrowings under our senior credit facility and our term credit agreement were $0.0.$85.3. If short-term floating interest rates were to increase or decrease by 1%, our annual interest expense could increase or decrease by $0.9 million. We invest our cash in money market securities or other high quality, short-term securities that are subject to minimal credit and market risk.

        We have selectively managed our floating interest rate exposure through the use of derivative instruments. In October 2005, we entered into two floating-to-fixed interest rate hedge contracts. From the inception through our voluntary early termination, the interest rate hedges were effective. Upon our termination of these contracts in our fourth quarter of fiscal 2006, we received a net cash settlement of approximately $1.1 million.

Subsequent Event

        As of February 20, 2007, all of our outstanding loans previously made to certain directors and senior officers under our Senior Executive Equity Investment Plan, or SEEIP, to fund purchases of Company stock were terminated and repaid.



BUSINESS

Overview

        We are a leading global provider of professional technical and management support services to government and commercial clients on all seven continents. We provide planning, consulting, architectural and engineering design, and program and construction management services for a broad range of projects including highways, airports, bridges, mass transit systems, government and commercial buildings, and water and wastewater facilities.facilities and power transmission and distribution. We also provide facilities management, training, logistics and other support services primarily for agencies of the United States government. Through our network of approximately 28,000more than 30,000 employees in over 60 countries, we provide our services to a number of end markets, with particular strength in the transportation, facilities and environmental markets. With over 60% of our employees operating outside the United States, we believe we are well positioned to grow both in the United States and internationally. According toEngineering News-Record's (ENR) 20062007 Design Survey, we are the largest general architectural and engineering design firm in the world, ranked by 20052006 design revenue. In addition, we are ranked by ENR as the leading firm in numerous design end markets including transportation and general building.

        The following two charts illustrate the diversification of our fiscal 2006 revenue by client type and geography.

Fiscal 2006 Revenue by Client TypeFiscal 2006 Revenue by Geography(1)
GRAPHICGRAPHIC

(1)
By location of project

        We offer our broad range of services through our two business segments: Professional Technical Services and Management Support Services.

        Professional Technical Services (PTS).    Our PTS segment delivers planning, consulting, architectural and engineering design, and program and construction management services to institutional, commercial and government clients worldwide in major end markets such as transportation, facilities, environmental management and energy/power. The transportation market includes transit and rail, highways and bridges, airports, ports and harbors. The facilities market includes governmental, institutional, commercial and industrial facilities. The environmental market includes water supply and wastewater infrastructure, water resources, and environmental management. We also provide services for projects in the mining, power and energy end markets.

        For example, we are providing master planning services for the 2012 London Summer Olympic Games, program management services through a joint venture for the Second Avenue subway line in New York City and engineering and environmental management services to support global energy infrastructure development for a number of large petroleum companies. Our PTS segment contributed



$2.8 billion, or 81.0% of our revenue, in fiscal 2006. The following table highlights our principal PTS end markets along with a list of additional representative projects:

End Market

 Approximate
Percentage of
Fiscal 2006
PTS Segment
Revenue (%)

 Representative Projects
 Project
Locations

Transportation 3029 • Second Avenue Subway
• Sydney Orbital Bypass
• Sutong Bridge
• John F. Kennedy Airport
 U.S.
Australia
China
U.S.

General BuildingFacilities 5043 • 2012 London Olympics
• Pentagon Renovation
• British Broadcasting Company Headquarters
• Los Alamos National Laboratory
 U.K.
U.S.
U.K.
U.S.

Environmental 2024 • Harbor Area Treatment Scheme
• Chicago Calumet and Stickney Wastewater Treatment Plants
• New York City Bowery Bay
 Hong Kong
U.S.

U.S.

Energy/Power4• Mutnovsky Independent Power Project
• NY Public Schools Coal Conversion Project
• Southern Provincial Rural Electrification Project
Russia
U.S.
Laos

        The following two charts illustrate the diversification of our PTS revenue for the first quarter of fiscal 2007, ended December 31, 2006, by client type and geography.

First Quarter Fiscal 2007 Revenue by Client TypeFirst Quarter Fiscal 2007 Revenue by Geography
GRAPHICGRAPHIC

        Management Support Services (MSS).    Our MSS segment provides facilities management and maintenance, training, logistics, consulting, technical assistance and systems integration services, primarily for agencies of the U.S. government. We have over 9,000 employees managing projects for over 400 contract-specific job sites for U.S. government clients such as the Department of Defense, Department of Energy and the Department of Homeland Security. For example, we manage more than 6,000 employees in Kuwait who provide logistics, security, communications and information technology services for the U.S. Army Central Command-Kuwait. We also provide operations and maintenance services for the U.S. Army's Fort Polk Joint Readiness Training Center in Louisiana. Our MSS segment contributed $647 million, or 18.9% of our revenue, in fiscal 2006, representing an increase of 109.4%



over fiscal 2005 MSS revenue. The following table highlights representative projects in our MSS segment:

Representative Projects

 Project Locations
 Clients
• Nevada Test Site U.S. U.S. Dept. of Energy
• Camp DohaArifjan Army Base Kuwait U.S. Dept. of Defense
• Fort Polk Training Center U.S. U.S. Dept. of Defense
• International Civilian Police (CIVPOL) Various worldwide U.S. Dept. of State

Our Market Opportunity

        According to ENR, the top 500 design firms in the United States ranked by revenue generated revenue of approximately $59.8$69.6 billion in 2005,2006, which was an 11.8%a 17.5% increase over 2004.2005. The top five design firms, which includes us, accounted for 21% of this $69.6 billion market. Of this $60$70 billion in revenue, the largest two categories were general building and transportation, representing $23$16.5 billion and $20$13.4 billion, respectively. Water and wastewater combined represented an additional $13$9.1 billion in 2005 revenues.2006 revenue. According to ENR, based on 20052006 revenue, we were the #1 design firm in transportation, #1 in general building, #2#3 in wastewater and #4 in water supply.water.

        We believe that the growth opportunities for these markets are significant, both in the United States and internationally, fueled by the increasing global spending on infrastructure, among other factors.



Professional Technical Services

        The U.S. Department of Commerce forecasts that increases in work associated with the nonresidential building, power and highway markets will contribute to the overall value of new construction contracts awarded in the United States, which are expected to increase slightly to $1.17 trillion in 2007. The U.S. Department of Commerce projects that this growth in nonresidential construction will counter expected major declines in the value of residential construction during 2007. We are positioned to benefit from this trend in that we are focused on government, commercial and industrial projects, with no material exposure to the residential housing market.

        Transportation.    The transportation market is significant and growing, both domestically and internationally, and we expect this will continue in coming years. Transportation services include the design and construction management of a broad range of transportation infrastructure projects, including airports, seaports, bridges, tunnels, railway lines and highways. According to ENR, the top 500 engineering design firms earned $20.3$13.4 billion in revenue in 20052006 as a result of transportation work, an 11.7% increase over the $12.0 billion in revenue generated in 2005 from transportation work. The U.S. Department of Commerce projected in late 2006 that the dollar value of domestic transportation construction projects would grow 11.9% during 2006 and that it will grow an additional 3% in 2007, to a value of $31 billion. The Department of Commerce also predicted that highway and street spending, which it categorizes separately from transportation, would increase 16% in 2006 and will rise another 7% in 2007 to reach $81.5 billion. In addition, FMI Corp., a Denver-based management consulting firm specializing in the construction industry, projects that transportation and highway and street construction revenues will grow 7.3% in 2007, 5.6% in 2008, 4.9% in 2009 and 4.2% in 2010. Growth in domestic transportation spending is driven by such factors as the continuation of federal funding for SAFETEA-LU, a $286 billion highway funding bill. Growth is also driven by increased domestic spending on highway projects, the increased utilization of road, rail, airport and seaport facilities, combined with the obsolescence of many existing facilities. In addition, domestic growth is driven by significant increases in the use of aviation facilities. Domestic airline passenger traffic has returned to and surpassed the 65.4 million monthly travelers level achieved prior to September 2001. Healthier state budgets have also fueled infrastructure activity. California, for example,



passed a $20 billion bond measure for transportation in 2006 that has the potential to increase spending in this area substantially in the coming years.

        The increased momentum of public private partnerships, or PPP, has fueled alternative sources of funding for major transportation projects. These have included the sale of toll highways in Chicago and Indiana and the privatization of airports, including Chicago's Midway Airport.

        We expect growth in the U.S. transportation market will also be driven by clients seeking a broader range of services from engineering and construction firms. Clients are demanding an increased focus on program and construction management and are seeking a full range of services including project design, delivery, financing and procurement. We believe this trend will provide additional revenue for these firms.

        The international transportation market also presents growth opportunities. International transportation growth is driven by both the need to upgrade existing facilities and the demand for new infrastructure, particularly in emerging markets. China, for example, annually constructs approximately 4,000 kilometers of highways and reported investing $12 billion in a rural road construction project intended to connect all Chinese cities with a population over 200,000 and 95% of rural towns by 2010. Emerging markets are also investing heavily in aviation infrastructure. According to the U.S. Embassy in China, the country will build 108 new airports between 2004 and 2009, including what will be the world's largest airport, the Beijing International Airport, that is scheduled to open in time for the Beijing Olympics and will cover more than 1 million square meters.

        General building.    We expect this market will exhibit significant strength in the next several years. ENR reports that $22.9$16.5 billion in revenue in 2006 was earned by the top-500 design firms from general building, a 21.3% increase over the $13.6 billion in revenue generated in 2005 from general building. General building includes the construction of commercial buildings, office complexes, schools, hotels and correctional facilities. The U.S. Department of Commerce projected in late 2006 that commercial construction spending would increase 11% in 2006 and rise another 10% during 2007 to



reach $90 billion, that education construction spending would rise 7% in 2006 and rise another 5% in 2007 to reach $88.3 billion, that office construction would rise 15.1% in 2006 and rise another 11.8% in 2007 to reach $61.4 billion and that lodging construction would rise 50% in 2006 and increase an additional 14.7% in 2007 to approach $22.6 billion. In addition, FMI Corp. projects that non-residential building construction revenues (excluding transportation construction revenues) will grow 9.2% in 2007, 8.6% in 2008, 8.2% in 2009 and 7.7% in 2010. Demand for commercial construction is driven by several factors, including lower commercial vacancy rates, greater investor interest in office and other commercial properties, low domestic unemployment rates, and historically low interest rates.

        In the United States, public demand for general building services is also driven by increased federal, state and local government educational spending and continuing government expenditures in other facilities such as courthouses and correctional facilities. Growth in the latter is being driven by mandatory sentencing guidelines and other judicial trends resulting in longer incarceration periods for a greater number of offenders.

        Internationally, strong global economic growth is fueling the demand for facilities design and construction. We believe we are well positioned to take advantage of international demand for such services. Over the next decade, over 400 new buildings more than 50 stories tall are expected to be built around the world in regions such as the Middle East and China, according to Emporis Buildings, an international database of building information. By 2015, half of the world's new building construction is expected to take place in China. Even today, the American Forest and Paper Association estimates that construction represents about 16% of China's GDP amid a national trend toward urbanization. We are well positioned globally to take advantage of these kinds of opportunities.



        Water, Wastewater & Environmental Management.    There is significant global demand for water, wastewater and environmental services. This market is characterized by projects including water treatment facilities, water distribution systems, desalination plants, solid waste disposal systems, environmental impact studies, remediation of hazardous materials and pollution control. ENR reports that the water and wastewater market contributed $13.4$9.1 billion in 20052006 revenue to the top-500 design firms. Growthfirms, a 13.8% increase over the $8.0 billion in this area is driven by the domestic water and wastewater sectors, which we believe are growing at a rate between 8% and 10% annually.revenue contributed in 2005. FMI Corp., a Denver-based industry management consultant, predicts projects that construction revenues from water supply construction spendingand sewage and waste disposal will increase 9%grow 9.6% in 2007, 7.6% in 2008, 6.6% in 2009 and that sewer system spending will rise 10%5.6% in 2007.2010.

        Domestic growth in the water, wastewater and environmental markets is driven by government regulations, including the Clean Water Act and Clean Air Act, by a growing U.S. population, and by a shift of the U.S. population toward the Southeast and Southwest, where there are significant water supply challenges. In addition, a renewed focus on micro-contaminants and carcinogens has given rise to increased centralization and standardization efforts, including increased federal involvement in water quality regulation. Internationally, demand is driven by the need to repair and upgrade local water systems and increased global population and concomitant demand for water reuse and desalinization technologies. Urbanization and rapid economic growth resulting in higher standards of living in such developing countries as India and China will drive demand for water and wastewater infrastructure development in these regions. In addition, developing nations face significant environmental issues. Governments in developing regions are likely to seek to address environmental concerns as they gain the economic means to improve the quality of life of their citizens. For example, according to the World Health Organization, seven of the ten most polluted cities in the world are located in China.

        Energy/Power.    The International Energy Agency projects that, by 2030, global demand for energy will be 50% greater than it is now, and 75% of that increase will come from developing countries. As a result, the International Energy Agency projects that $20 trillion will be invested in energy through 2030. The surge in energy demand is not only sparking increased investment in generation, but also in conservation and energy efficient systems and building design, alternative/renewable energy and conversion of coal-fired to gas-fired systems, all to mitigate the growth in demand for energy from conventional sources.

        The energy and power transmission and distribution systems in the United States are characterized by aged and deteriorating infrastructure. The poor condition of these systems is driving the need to add capacity and replace aged assets. For example, the recent failure of the Trans Alaska Pipeline, built in the late 1970's, due to internal corrosion led the U.S. Department of Transportation to order repairs and a significant new inspection regime. The Electric Power Research Institute projects $6 billion of annual transmission investments by U.S. utilities.

        Alternative energy continues to draw significant attention due to the prospect of increased demand and resulting high prices for conventional energy sources. As a result, regulatory requirements, such as the U.S. Energy Policy Act of 2005, are driving demand for alternative energy production facilities.

Urbanization.    While U.S. cities are relatively mature and historically have suffered from population flight to suburban and other outlying areas, that trend has reversed in recent years as "baby boomers" have returned to major urban areas. Outside the U.S.,United States, economic growth opportunities have caused an influx of people from rural to developing urban areas. In parts of Europe, government policy strongly encourages urban redevelopment. Urbanization creates significant opportunities for our PTS segment in all of our end markets as it creates increased demand in urban areas for transportation infrastructure, facilities and energy/power systems, greater pressure on water/wastewater systems and increased



environmental pollution that needs to be mitigated. It also creates demand for urban master planning and environmental assessments.



        The table below highlights some of the key factors driving growth in our PTS core markets.

Growth Drivers
Market

 Domestic
 International

Transportation

 

• Healthy state and local budgets
• $286 billion of federal funding for SAFETEA-LU from 2006-2010
• Increased utilization of aging transportation
• Introduction of public to private partnerships (PPP) to the United States

 

• Emerging markets creating demand for greenfield transportation infrastructure and large scale improvement projects
• Global trend towards PPP and other private sector spending on infrastructure
• Increased foreign direct investment



General Building

 

• Historically low interest rate environment driving significant spending
• Demand for nonresidential building space continues to expand
• Increased spending in hospital healthcare infrastructure as babyboomersbaby boomers age
• Strong demand for nonresidential / commercial space

 

• Healthy global economy
• Continued population pressures in developing urban areas such as China, Russia and India
• Urbanization trends fostering rapid residential construction spending



Water/Wastewater/ Environmental

 

• Increasing federal regulatory pressure
—Clean Water Act
—Clean Air Act

 

• Global population growth
• Increased focus on quality and safety



Energy/Power


• Aged infrastructure
• Regulatory requirements


• Developing nations' population and economic growth
• Increased urbanization

Management Support Services

        We believe the market for our MSS segment is growing. MSS segment services include facilities management and maintenance, training, logistics, consulting, technical assistance and systems integration services, primarily for agencies of the U.S. government. The Center for Strategic and International Studies estimated that the domestic market for the kinds of facility-related services provided by our MSS segment was $36 billion in 2004, the most recent full year for which federal procurement data were available. Our MSS work is primarily for such federal government agencies as the Departments of Defense, Energy, Justice and Homeland Security. We believe that our MSS segment revenue will grow as a result of certain projected federal government budget increases, including projections by the Department of Defense that its expenditures on operations and maintenance will increase from $153 billion in 2007 to $174 billion in 2011. Growth in the MSS segment will also likely be driven by a continued government outsourcing trend due in part to an aging government workforce and on-going military operations in the Mideast and elsewhere as well as military force realignments. We believe these trends will enhance the demand for outsourcing in the government services area for firms with experience in security, logistics and overseas operations.

Our Competitive Strengths

        We believe we have the experience, relationships, technical expertise and personnel to lead our clients through their most complicated and critical technical undertakings while also delivering the level



of consistent, quality service necessary to maintain long-term relationships and secure repeat engagements. Our key competitive strengths include:



We have leadershipLeadership positions in large, growing markets.

        We believe the growing trend for outsourcing of professional technical and support services complements our capabilities, size and experience in providing these services and positions us to continue to strengthen our business. Based on ENR's rankings of firms by 20052006 revenue, we are highly ranked in a number of key engineering and consulting services sectors, including transportation (#1), general building (#1), wastewater (#2)(#3) and water supply (#4). We also have a leadership position according to ENR in many key specialty technical areas within our core end markets including:

Transportation
Transportation
 General Building
 Environmental
Transportation
 General Building
 Environmental

 Ranking
  
 Ranking
  
 Ranking
 Ranking
  
 Ranking
  
 Ranking
Mass Transit and Rail 1 Educational Facilities 1 Wastewater Treatment 2 1 Educational Facilities 1 Wastewater Treatment 3
Airports 1 Government Offices 1 Sanitary and Storm Sewers 2 1 Government Offices 1 Sanitary and Storm Sewers 2
Marine and Ports 1 Correctional Facilities 1 Sewerage and Solid Waste 2 1 Correctional Facilities 1 Sewerage and Solid Waste 2
Highways 1 Hotels/Convention Center 3 Water Supply 4 1 Hotels/Convention Center 3 Water Supply 4
Bridges 2 Commercial Offices 4 Clean Air Compliance 4 2 Commercial Offices 4 Clean Air Compliance 4

        We are also ranked number one inNew Civil Engineer's 2006 global listing (by 2005 fees) in the areas of water, buildings and roads and number two in waste and rail.

We are diversifiedDiversification across service lines, end markets and geographies.

        We perform a broad spectrum of services for our clients, from planning and design to construction and project management and logistics. In fiscal 2006, excluding the U.S. federal government, no single customer accounted for more than 10% of our total revenue. The U.S. federal government, including the Department of Defense, Department of Energy and the Department of Homeland Security, accounted for approximately 28% of our total revenue in fiscal 2006. The U.S. federal government accounted for approximately 12% of the revenue of our PTS segment and almost all of the revenue of our MSS segment for fiscal 2006. In addition, our 25 largest projects by gross profit in fiscal 2006 accounted for only 14% of our consolidated gross profit. We believe this diversification enables us to take advantage of changing business, technological and economic conditions worldwide, and allows us to better manage our business through market cycles. We further believe we are well-positioned in geographic areas with favorable growth prospects such as China/Hong Kong and the United Arab Emirates, where we are among the largest engineering design firms. This diversification has been a key factor in our historical growth and positions us for future growth.

We combine globalGlobal reach with local presence.

        We have a global network of approximately 28,000more than 30,000 employees with projects in over 60 countries. We combine intimate local market knowledge and relationships with the technical expertise, size, experience and resources of one of the world's largest engineering and design services companies. We believe that our ability to share capabilities and best practices across the firm delivers significant value to our clients and enables us to win and efficiently execute projects worldwide. As of September 30, 2006,March 31, 2007, approximately 62%63% of our employees were located outside the United States. We operate through a number of wholly-owned subsidiaries that have the advantage of competing under several internationally known brand names in our end markets, while maintaining the recognition that they are part of AECOM, a global company.

We have strongStrong and long-standing client relationships.

        We have developed strong and long-term relationships with a number of large corporations and government entities worldwide.worldwide that can lead to repeat business. For example, several of our operating companies have been providing services for over 30 years to clients such as the Illinois State Tollway Authority, U.S. Navy, Massachusetts Water Resources Authority and the Port Authority of New York and New Jersey. We



believe that these types of long-term relationships allow us to better understand and be more responsive to our clients' needs and better manage their risks. These relationships also



lead to repeat business opportunities and opportunities to expand the scope of the value-added services we provide to existing clients.

We have a successfulSuccessful history of executing and integrating acquisitions.

        We believe one of our core competencies is successfully identifying, executing and integrating acquisition opportunities. We have consummated more than 30 mergers and acquisitions since 1998 that have enabled us to expand our end markets, service offerings and geographic reach. This acquisition activity has provided us with access to new markets at lower risk and faster speed relative to our entering the markets as a new participant. We have targeted, and we will continue to target, firms that enable us to add backlog, long-term client relationships and experienced executives who can provide leadership across our company. In addition, we derive our acquisition synergies through "cross selling" the capabilities of our newly acquired companies to our existing clients and our global capabilities to clients of our newly acquired companies.

        The following is a brief summary of some of our key mergers and acquisitions since 2000:


We benefit from our experiencedExperienced management team and employees.

        We have a talented, dedicated and experienced work force, located across the globe, led by an experienced executive management team. Our Chief Executive Officer and the 10 most senior members of our operating units have an average of more than 20 years of experience with AECOM and more than 25 years in our industry. We also have a large, experienced and skilled workforce. This human capital is essential in winning the most attractive workto success in our industry. Our long-standing practice is to provide employee incentives, such as stock ownership, that are designed to optimize performance and to ensure our ability to attract and retain a quality work force.

        Our talented workforce is essential in allowing us to obtain quality projects. In turn, our success in winning desirable and challenging projects assists us in attracting and retaining highly qualified people.

Our Growth Strategy

        We intend to grow our business by leveraging our competitive strengths and leadership positions in our core markets while opportunistically entering new markets and geographies. Key elements of our growth strategy include:

Expand our long-standing client relationships and provide our clients with a broad range of services.

        We have long-standing relationships with a number of large corporations, public and private institutions and governmental agencies worldwide. We will continue to focus on client satisfaction along with opportunities to sell a greater range of services to clients and deliver full-service solutions for their needs. For example, as we have grown our environmental business, we have provided environmental services for transportation and other infrastructure projects in which such services have in the past been subcontracted to third parties.

        By integrating and providing a broad range of services, we believe we deliver maximum value to our clients at competitive costs. Also, by coordinating and consolidating our knowledge base, we believe we have the ability to export our leading edge technical skills to any region in the world in which our clients may need them. This advances our strategy of providing a full-service solution for our clients' needs.

Capitalize on growth opportunities in our core markets.

        Our core end markets, including transportation, general building and environmental, are expected to continue to grow. We intend to build on our leading positions in these markets to increase our market share. With our track record and our global resources, we believe we are well positioned to win projects in these markets. We believe that the need for infrastructure upgrades, environmental management and increased government spending and outsourcing of support services, among other things, will result in continued growth opportunities in our core markets.

Continue to pursue our merger and acquisition strategy.

        We intend to continue to attract other successful companies whose growth can be enhanced by joining us. This approach has served us well as we have strengthened and diversified our leadership positions both geographically, technically and across end markets. We believe that the trend towards consolidation in our industry will continue to produce attractive candidates that align with our merger and acquisition strategy. For example, we significantly strengthened our presence in the fast-growing market in the United Arab Emirates with the addition of Cansult Limited in September 2006.



Strengthen and support human capital.

        Our experienced employees and management are our most valued resources. Attracting and retaining key personnel has been and will remain critical to our success. We will continue to focus on providing our personnel with training and other personal and professional growth opportunities, performance-based incentives, opportunities for stock ownership and other competitive benefits in order to strengthen and support our human capital base. Over the past five years, we have substantially increased our employee base. This increase comes from organic growth as well as growth from mergers and acquisitions. Our employee population has grown from approximately 12,700 employees as of September 30, 2001 to approximately 28,50030,200 as of DecemberMarch 31, 2006.2007. In 2006, we expanded our firm-wide employee engagement program to put increased focus and resources on this important strategic area. The program includes elements designed to foster professional and career development and advance leadership development, promote succession planning and firmly link employee engagement with our business objectives. We believe that our employee programs align the interests of our personnel with those of our clients and stockholders.

Our Business Segments

        The following table sets forth the revenuesrevenue attributable to our business segments for the periods indicated(1):

 
 Year Ended September 30,
 Year Ended December 31,
 
 2004
 2005
 2006
 2005
 2006
 
 (in thousands)

 (in thousands)

Professional Technical Services (PTS) $1,777,718 $2,082,618 $2,772,833 $612,264 $753,545
Management Support Services (MSS)  232,143  309,053  647,188  134,479  184,680
  
 
 
 
 
Total $2,009,861 $2,391,671 $3,420,021 $746,743 $938,225
  
 
 
 
 
 
 Year Ended September 30,
 Six months Ended March 31,
 
 2004
 2005
 2006
 2006
 2007
 
 (in thousands)

 (in thousands)

Professional Technical Services $1,777,718 $2,082,618 $2,772,833 $1,319,621 $1,594,464
Management Support Services  232,143  309,053  647,188  285,647  425,171
  
 
 
 
 
Total $2,009,861 $2,391,671 $3,420,021 $1,605,268 $2,019,735
  
 
 
 
 

(1)
For a reconciliation to the consolidated statements of income, see note 19 to the notes to our consolidated financial statements and note 6 to our condensed consolidated financial statements contained elsewhere in this prospectus.

        Our PTS segment is comprised of a broad array of services, generally provided on a fee-for-service basis. These services include planning, design, consulting, program management and construction management for industrial, commercial, institutional and government clients worldwide. For each of these services, our technical expertise includes civil, structural, process, mechanical, geotechnical systems and electrical engineering, architecture, landscape and interior design, urban and regional planning, project economics, and environmental, health and safety work.

        With our technical and management expertise, we are able to provide our clients with the full spectrum of services they may require. For example, within our environmental management service offerings, we provide regulatory compliance planning and management, environmental modeling, environmental impact assessment and environmental permitting for major capital/infrastructure projects. In addition, we provide specialized services in areas such as environmental toxicology, health and safety risk assessment, sanitary engineering, air quality analysis, water resources protection and development, remediation consulting, brownfield reclamation and sustainable land use development programs.

        Our services may be sequenced over multiple phases. For example, in the area of program management and construction management services, these services may begin with a small consulting or planning contract, and may later develop into an overall management role for the project or a series of



projects, which we refer to as a program. Program and construction management contracts typically employ a staff of 10 to more than 100 and, in many cases, operate as an outsourcing arrangement with our staff located at the project site. For example, since 1990, we have been managing the renovation work at the Pentagon for the U.S. Department of Defense, and we currently have approximately 100 staff members located on-site. Another example of our program and construction management services would be our services related to the development of educational facilities for K-12 school districts and/or community colleges. We are performing these types of assignments throughout the U.S., including the cities of Dallas, Los Angeles and Houston.

        We provide the services in our PTS segment both directly and through joint venture or similar partner arrangements to a broad range of diverse end markets, including:

        Transportation.    We serve several key transportation sectors, including:




        Through our MSS segment, we offer infrastructure management and maintenance, training, logistics, consulting, technical assistance and systems integration services, primarily for agencies of the United States government.

        We provide a wide array of services in our MSS segment, both directly and through joint venture or similar partner arrangements, including:

        Installation, Operations and Maintenance.    Projects include Department of Defense and Department of Energy installations where we provide comprehensive services for the operation and maintenance of complex government installations, including military bases, test ranges and equipment. We have undertaken assignments in this category in the Middle East and the U.S. We also provide services for the operations and maintenance of the Department of Energy's Nevada Test Site.


        Logistics and Field Services.    Projects include logistics support services for a number of Department of Defense agencies and defense prime contractors focused on developing and managing integrated supply and distribution networks. We oversee warehousing, packaging, delivery and traffic management for the distribution of government equipment and materials.

        Training.    Projects include training applications in live, virtual and simulation training environments. We have conducted training at the U.S. Army's Center for Security Training in Maryland for law enforcement and military personnel. We have also supported the training of international police officers and peacekeepers for deployment in various locations around the world in the areas of maintaining electronics and communications equipment.

        Systems Support.    Projects cover a diverse set of operational and support systems for the maintenance, operation and modernization of Department of Defense and Department of Energy installations. Our services in this area range from information technology and communications to life cycle optimization and engineering, including environmental management services. Through our joint venture operations at the Nevada Test Site and the Combat Support Services operation in Kuwait, our teams are responsible for facility and infrastructure support for critical missions of the U.S. government in its nonproliferation efforts, emergency response readiness, and force support and sustainment. Enterprise network operations and information systems support, including remote location engineering and operation in classified environments, are also areas of specialized services we provide.

        Technical Personnel Placement.    Projects include the placement of personnel in key functional areas of military and other government agencies, as these entities continue to outsource critical services to commercial entities. We provide systems, processes and personnel in support of the Department of Justice's management of forfeited assets recovered by law enforcement agencies. We also support the Department of State in its enforcement programs by recruiting, training and supporting police officers for international and homeland security missions.

        Field Services.    Projects include maintaining, modifying and overhauling ground vehicles, armored carriers and associated support equipment both within and outside of the United States under contracts with the Department of Defense. We also maintain and repair telecommunications systems for military and civilian entities. The ability to deploy highly mobile field response teams to locations across the world to supplement mission support and equipment readiness is a critical requirement in this service area.



Our Clients

        Our clients consist primarily of national governments, state, regional and local governments, public and private institutions and major corporations. The following table sets forth our total revenuesrevenue attributable to these categories of clients for each of the periods indicated:

 
 Year Ended September 30,
 
 
 2004
 %
 2005
 %
 2006
 %
 
 
 (dollars in thousands)

 
U.S. Federal Government                
 PTS $153,302 8%$215,951 9% 319,675 9%
 MSS  232,143 11% 309,052 13% 641,764 19%
U.S. State and Local Governments  801,680 40% 788,463 33% 848,530 25%
Non-U.S. Governments  333,083 17% 475,991 20% 355,835 10%
  
 
 
 
 
 
 
 Subtotal Governments  1,520,208 76% 1,789,457 75% 2,165,804 63%
Private Entities (worldwide)  491,767 24% 605,883 25% 1,255,688 37%
  
 
 
 
 
 
 
 Total $2,011,975 100%$2,395,340 100%$3,421,492 100%
  
 
 
 
 
 
 

        Other than the U.S. government, no single client accounted for 10% or more of our revenuesrevenue in any of the past five fiscal years. The work attributed to the U.S. government for fiscal 2006 includes our work for the Department of Defense, Department of Energy and the Department of Homeland Security. The diversity of our client base is illustrated by the fact that for fiscal 2006, our 25 largest projects, as measured by gross profit, accounted for less than 15% of our consolidated gross profit.

Contracts

        The price provisions of the contracts we undertake can be grouped into two broad categories: cost-reimbursable contracts and fixed-price contracts. The majority of our contracts fall under the relatively lower risk category of cost-reimbursable contracts.

        Cost-reimbursable contracts consist of two similar contract types, cost-plus and time and material.

        Cost Plus.    Cost plus is the predominant contracting method used by U.S. federal, state and local governments. These contracts provide for reimbursement of actual costs and overhead incurred by us, plus a predetermined fee. Under some cost-plus contracts, our fee may be based on quality, schedule and other performance factors.

        Time and Material.    Time and material is common for smaller scale engineering and consulting services. Under these types of contracts, we negotiate hourly billing rates and charge our clients based upon actual hours expended on a project; unlike cost-plus, however, there is no predetermined fee. In addition, any direct project expenditures are passed through to the client and are reimbursed. These contracts may have a fixed price element in the form of not-to-exceed or guaranteed maximum price provisions.

        For fiscal 2006, cost-reimbursable contracts represented approximately 68% of our total revenues,revenue, with cost-plus contracts constituting approximately 50% and time and material contracts constituting approximately 18% of our total revenues.revenue.

        Fixed-price contracts are the predominant contracting method outside of the United States. There are typically two types of fixed-price contracts. The first and more common type, lump-sum, involves


performing all of the work under the contract for a specified lump-sum fee. Lump-sum contracts are typically subject to price adjustments if the scope of the project changes or unforeseen conditions arise. The second type, fixed-unit price, involves performing an estimated number of units of work at an agreed price per unit, with the total payment under the contract determined by the actual number of units performed.

        Many of our lump-sum contracts are negotiated and arise in the design of projects with a specified scope. Lump-sum contracts often arise in the area of construction management. Construction management services can be in the form of general administrative oversight (in which we do not assume responsibility for construction means and methods and is on a cost-reimbursable basis), or on a fixed price, "at risk" basis. We perform a limited amount of construction management "at risk."    Under construction management at risk,our design-build projects, we are typically responsible for the design of the facility with the contract price negotiated after we have secured specific bids from various subcontractors and added a contingency and fee. This process is often referred to as "design-build."

        Some of our fixed-price contracts require us to provide performance bonds or parent company guarantees to assure our clients that their project will be completed in accordance with the terms of our contracts. In such cases, we typically require our primary subcontractors to provide similar bonds and guarantees or be adequately insured, and we pass the terms and conditions set forth in our



agreement to our subcontractors. We typically mitigate the risks of fixed-price design-build contracts by contracting to complete the projects based on our design as opposed to a third party's design, by not self-performing the construction, by not guaranteeing new or untested processes or technologies and by working only with experienced subcontractors with sufficient bonding capacity. When public agencies seek a design-build approach for major infrastructure projects, we may act as a fixed-price design subcontractor to the general construction contractor and do not assume overall project or construction risk.

        For fiscal 2006, fixed price contracts represented approximately 32% of our total revenue. Of this amount, less than 10% of our contracts have exposure to construction cost overruns. Of the remaining approximately 22%, there may be risks associated with our professional fees if we not able to perform our professional services for the amount of the fixed fee. However, we attempt to mitigate these risks as described above.

        Some of our larger contracts may operate under joint ventures or other arrangements under which we team with other reputable companies, typically companies with which we have worked with for many years. This is often done where the scale of the project dictates such an arrangement or when we want to strengthen either our market position or our technical skills.

Backlog

        At DecemberMarch 31, 2006,2007, our revenue backlog was approximately $2.9$3.1 billion, an increase of $0.4 billion, or 15.0%,21.1% from $2.5$2.6 billion at DecemberMarch 31, 2005.2006. Of this $2.9$3.1 billion, we estimate that approximately $2.0$2.3 billion will be completed by DecemberMarch 31, 2007.2008. Approximately $2.5$2.6 billion of our total backlog at DecemberMarch 31, 20062007 is attributable to our PTS segment, while the remaining $0.4$0.5 billion is attributable to our MSS segment. No assurance can be given that we will ultimately realize our full backlog.

        Most of our government contracts are multi-year contracts for which funding is appropriated on an annual basis. In the case of these government contracts, our backlog includes only those amounts that have been funded and authorized and therefore does not reflect amounts we may receive over the term of the contracts. In the case of non-government contracts, our backlog includes future revenue at contract rates, excluding contract renewals or extensions that are at the discretion of the client. For contracts with a not-to-exceed maximum amount, we include revenue from such contracts in backlog to



the extent of the remaining estimated amount. We calculate backlog without regard to possible project reductions or expansions or potential cancellations until such changes or cancellations occur.

        Backlog is expressed in terms of revenue and therefore may include significant estimated amounts of third party, or pass-through costs to subcontractors and other parties. Moreover, our backlog for the period beyond 12 months may be subject to variations from year to year as existing contracts are completed, delayed or renewed or new contracts are awarded, delayed or cancelled. As a result, we believe that year-to-year comparisons of the portion of backlog expected to be performed more than one year in the future are difficult to interpret and not necessarily indicative of future revenuesrevenue or profitability. Because backlog is not a defined accounting term, our computation of backlog may not necessarily be comparable to that of our peers.

Competition

        The professional technical and management support services markets we serve are highly fragmented and we compete with a large number of regional, national and international companies. Certain of these competitors have greater financial and other resources than we do. Others are smaller and more specialized, and concentrate their resources in particular areas of expertise. The extent of our



competition varies according to the particular markets and geographic area. The degree and type of competition we face is also influenced by the type and scope of a particular project. Our clients make competitive determinations based upon experience, reputation and ability to provide the relevant services in a timely, safe and cost-efficient manner.

Seasonality

        The fourth quarter of our fiscal year (July 1 to September 30) is typically our strongest quarter. The U.S. federal government tends to authorize more work during the period preceding the end of its fiscal year, September 30. In addition, many U.S. state governments with fiscal years ending on June 30 tend to accelerate spending during the fiscal first quarter when new funding budgets become available. Within the U.S., as well as other parts of the world, we generally benefit from milder weather conditions in our fiscal fourth quarter, which allows for more productivity from our field inspection and other on-site civil services. Our construction and project management services also typically expand during the high construction season of the summer months.

Insurance and Risk Management

        We maintain insurance covering professional liability and claims involving bodily injury and property damage. We consider our present limits of coverage, deductibles, and reserves to be adequate. Wherever possible, we endeavor to eliminate or reduce the risk of loss on a project through the use of quality assurance/control, risk management, workplace safety and similar methods. A majority of our operating subsidiaries are quality certified under ISO 9001:2000 or an equivalent standard, and we plan to continue to obtain certification where applicable. ISO 9001:2000 refers to international quality standards developed by the International Organization for Standardization, or ISO.

        Risk management is an integral part of our project pricingmanagement approach for fixed price contracts and our project execution process. We have a risk management group that reviews and oversees the risk profile of our operations. This group also participates in evaluating risk through internal risk analyses in which our corporate management reviews higher-risk projects, contracts or other business decisions that require corporate approval.

Regulation

        We are regulated in a number of fields in which we operate. In the United States, we deal with numerous U.S. government agencies and entities, including branches of the U.S. military, the



Department of Defense, the Department of Energy, intelligence agencies and the Nuclear Regulatory Commission. When working with these and other U.S. government agencies and entities, we must comply with laws and regulations relating to the formation, administration and performance of contracts. These laws and regulations, among other things:

        Internationally, we are subject to various government laws and regulations (including the U.S. Foreign Corrupt Practices Act and similar non-U.S. laws and regulations), local government regulations and procurement policies and practices and varying currency, political and economic risks.



        To help ensure compliance with these laws and regulations, all of our employees are required to complete tailored ethics and other compliance training relevant to their position and our operations.

Personnel

        Our principal asset is our employees. A large percentage of our employees have technical and professional backgrounds and bachelor and advanced degrees. We believe that we attract and retain talented employees by offering them the opportunity to work on highly visible and technically challenging projects in a stable work environment. The tables below identify our personnel by segment and geographic region.


 As of September 30,
  
 As of September 30,
  

 As of December 31,
2006

 As of March 31,
2007


 2004
 2005
 2006
 2004
 2005
 2006
Professional Technical Services 13,000 16,300 19,000 19,400 13,000 16,300 19,000 20,400
Management Support Services 4,700 5,700 8,300 9,100 4,700 5,700 8,300 9,800
 
 
 
 
 
 
 
 
Total 17,700 22,000 27,300 28,500 17,700 22,000 27,300 30,200
 
 
 
 
 
 
 
 

 As of September 30,
  
 As of September 30,
  

 As of December 31,
2006

 As of March 31,
2007


 2004
 2005
 2006
 2004
 2005
 2006
Americas 8,500 10,100 10,400 10,500 8,500 10,100 10,400 11,200
Europe 1,900 2,700 3,100 3,000 1,900 2,700 3,100 3,100
Middle East 3,600 5,200 8,800 9,700 3,600 5,200 8,800 10,400
Asia/Pacific 3,700 4,000 5,000 5,300 3,700 4,000 5,000 5,500
 
 
 
 
 
 
 
 
Total 17,700 22,000 27,300 28,500 17,700 22,000 27,300 30,200
 
 
 
 
 
 
 
 


 As of September 30, 2006
 As of December 31, 2006
 As of September 30, 2006
 As of March 31, 2007

 PTS
 MSS
 Total
 PTS
 MSS
 Total
 PTS
 MSS
 Total
 PTS
 MSS
 Total
Americas 9,600 800 10,400 9,700 800 10,500 9,600 800 10,400 10,300 900 11,200
Europe 3,100  3,100 3,000  3,000 3,100  3,100 3,100  3,100
Middle East 1,300 7,500 8,800 1,400 8,300 9,700 1,300 7,500 8,800 1,500 8,900 10,400
Asia/Pacific 5,000  5,000 5,300  5,300 5,000  5,000 5,500  5,500
 
 
 
 
 
 
 
 
 
 
 
 
Total 19,000 8,300 27,300 19,400 9,100 28,500 19,000 8,300 27,300 20,400 9,800 30,200
 
 
 
 
 
 
 
 
 
 
 
 

        We have a number of personnel with "Top Secret" or "Q" security clearances. Some of our contracts with the U.S. government relate to projects that have elements that are classified for national security reasons. Although most of our contracts are not themselves classified, persons with high security clearances are often required to perform portions of the contracts.

        A portion of our employees are employed on a project by project basis to meet our contractual obligations, generally in connection with government projects in our MSS segment. Approximately 200 of our employees are covered by collective bargaining agreements. We believe our employee relations are good.



Geographic Information

        For geographic information, please refer to footnote 19 of our consolidated financial statements found elsewhere in this prospectus.

Properties

        Our corporate offices are located in approximately 72,00083,000 square feet of space at 555 and 515 South Flower Street, Los Angeles, California. Our other offices consist of an aggregate of approximately 3.84.3 million square feet worldwide. We also maintain smaller administrative or project offices. Virtually all of our offices are leased. See Note 11 of the notes to our consolidated financial statements for information regarding our lease obligations. We believe our current properties are adequate for our business operations and are not currently underutilized. We may add additional facilities from time to time in the future as the need arises.

Legal Proceedings

        As a government contractor, we are subject to various laws and regulations that are more restrictive than those applicable to non-government contractors. Intense government scrutiny of contractors' compliance with those laws and regulations through audits and investigations is inherent in government contracting, and, from time to time, we receive inquiries, subpoenas, and similar demands related to our ongoing business with government entities. Violations can result in civil or criminal liability as well as suspension or debarment from eligibility for awards of new government contracts or option renewals.

        We are involved in various investigations, claims and lawsuits in the normal conduct of our business, none of which, in the opinion of our management, based upon current information and discussions with counsel, is expected to have a material adverse effect on our consolidated financial position, results of operations, cash flows or our ability to conduct business. From time to time we establish reserves for litigation when we consider it probable that a loss will occur.



MANAGEMENT

Board of Directors and Executive Officers

        The names, ages and positions of our directors and executive officers are as follows:

Name

 Age(1)
 Position
John M. Dionisio 58 Director, President and Chief Executive Officer
Richard G. Newman 72 Director, Chairman
Francis S. Y. Bong 6465 Director, Chairman Asia
H. Frederick Christie 73 Director
James H. Fordyce 4748 Director
S. Malcolm Gillis 66 Director
Linda Griego 59 Director
Robert J. Lowe 6667 Director
William G. Ouchi 63 Director
William P. Rutledge 6465 Director
Lee D. Stern 55 Director
James R. Royer 60 Executive Vice President and Chief Operating Officer
Michael S. Burke 4344 Executive Vice President, Chief Corporate Officer and Chief Financial Officer
Glenn R. Robson 4445 Senior Vice President and Chief Strategy Officer
Raymond W. Holdsworth 6364 Vice Chairman, Corporate Development
David N. Odgers64Vice Chairman, Professional Development

(1)
All ages are as of January 1,March 31, 2007

        John M. Dionisio was appointed our President and Chief Executive Officer on October 1, 2005 and was elected to our Board of Directors in December 2005. From October 2003 to October 2005, Mr. Dionisio served as our Executive Vice President and Chief Operating Officer. From October 2000 to October 2003, Mr. Dionisio served as President and Chief Executive Officer of our subsidiary, DMJM+Harris. Mr. Dionisio joined Frederic R. Harris, Inc., in 1971, predecessor company to DMJM+Harris where he served in many capacities, including Chief Executive Officer from October 1999 to October 2003, President from July 1996 to October 1999, Executive Vice President in charge of all U.S. operations from 1993 to 1996 and Manager of the New York Operations and Northern Region Manager from 1992 to 1993.

        Richard G. Newman has been a member of our Board of Directors since May 1990 and currently is our Chairman. Mr. Newman was our President until 1993, and then Chairman, President and Chief Executive Officer from May 1993 to October 2000 and Chairman and CEO from 2000 to 2005. He served as a director of Ashland Technology Corporation from February 1989 until it became AECOM in April 1990. Mr. Newman was also President of Ashland Technology, which later became AECOM, from December 1988 until May 1990. Previously, he was President and Chief Operating Officer of Daniel, Mann, Johnson & Mendenhall from October 1985 to December 1988 and a Corporate Vice President or Vice President of DMJM from 1977 to 1985. Mr. Newman is also a director of Southwest Water Company, Sempra Energy Company and 14 mutual funds affiliated with Capital Research and Management Company.

        Francis S. Y. Bong was named to our Board of Directors after our merger with Maunsell in May 2000. He serves as Chairman for our operations in Asia. Prior to our merger with Maunsell, Mr. Bong was Chairman and Chief Executive of Maunsell Consultants Asia Holding Ltd. from 1997 to 2000 and served as Managing Director of the same firm from 1987 to 1996. Mr. Bong started with



Maunsell in 1975. Mr. Bong also serves on the Board of Directors of Cosmopolitan International Holdings Ltd. as a non-executive director.

        H. Frederick Christie was named to our Board of Directors in August 1990. From 1987 until his retirement in 1989, Mr. Christie served as President and Chief Executive Officer of The Mission Group, where he was responsible for all of the non-utility subsidiaries of SCEcorp., the parent company of Southern California Edison Company. Mr. Christie served as President and as a director of Southern California Edison Company from November 1984 until September 1987 after having previously served as Executive Vice President and Chief Financial Officer. He is also a member of the Board of Directors of IHOP Corp., Southwest Water Company, Ducommun Incorporated, and 21 mutual funds affiliated with Capital Research and Management Company.

        James H. Fordyce was named to our Board of Directors in February 2006. Mr. Fordyce is a Managing Director with J.H. Whitney Capital Partners, LLC, a private investment firm. He has been with J.H. Whitney since July 1996. Mr. Fordyce began his career at Chemical Bank in 1981, where he spent eight years primarily in their leveraged buyout group before then joining Heller Financial, Inc. as a Senior Vice President where he spent his time investing both debt and equity. Mr. Fordyce is currently a director of several privately-held companies.

        S. Malcolm Gillis was named to our Board of Directors in January 1998. From July 2004 to present, Dr. Gillis has been a University Professor at Rice University. Dr. Gillis served as President of Rice University from July 1993 to June 2004. Before assuming the presidency of Rice, Dr. Gillis was a professor at Duke University from 1984 to 1993, where he served as Dean of the Faculty of Arts and Sciences from 1991 to 1993. He was at Harvard University from 1969 to 1984, where he did extensive teaching and consulting in the area of international economics, with particular emphasis on Latin America and Asia, working with heads of state on economic policy issues. Dr. Gillis was a director of the Federal Reserve Bank of Dallas from 1998 to 2004. Dr. Gillis is a member of the board of directors of Halliburton Company, Electronic Data Systems Corporation, Introgen Therapeutics, Inc. and Service Corporation International. Dr. Gillis also serves on the boards of various educational and charitable organizations and government commissions and committees.

        Linda Griego was named to our Board of Directors in JuneMay 2005. Ms. Griego has served as President and Chief Executive Officer of Griego Enterprises, Inc. since 1985 and is also Managing General Partner of Engine Co. No. 28, a restaurant that she founded in 1988. From July 1999 until January 2000, Ms. Griego served as interim President and Chief Executive Officer of the Los Angeles Community Development Bank. She is currently a director of CBS Corporation, Granite Construction Incorporated, City National Bank and Southwest Water Company. Ms. Griego has also served as a Los Angeles branch director of the Federal Reserve Bank of San Francisco.

        Robert J. Lowe was named to our Board of Directors in February 1993. Mr. Lowe is Chairman and Chief Executive Officer of Lowe Enterprises, Inc. and its affiliated companies. He was the principal founding shareholder in 1972 of the corporation that became Lowe Enterprises, Inc. Mr. Lowe also serves on the Board of Claremont McKenna College and on the boards of various charitable organizations and government commissions and committees.

        William G. Ouchi joined our Board of Directors in May 2003. Dr. Ouchi is the Sanford and Betty Sigoloff Distinguished Professor in Corporate Renewal in the Anderson School of Management at the University of California, Los Angeles. He has been on the faculty of UCLA since 1979. Dr. Ouchi is a director of Sempra Energy, FirstFed Financial Corp. and the Conrad N. Hilton Foundation. Dr. Ouchi has also been Vice Dean for Executive Education at UCLA and Chief of Staff for the Mayor of Los Angeles. Dr. Ouchi also serves on the boards of various charitable organizations.

        William P. Rutledge was named to our Board of Directors in November 1998. Mr. Rutledge was President and Chief Executive Officer of Allegheny Teledyne, Inc. from August 1996 until his



retirement in 1997. Mr. Rutledge serves as Chief Executive Officer of Aquanano, LLC. Mr. Rutledge also serves on the Board of Directors of FirstFed Financial Corp., Communications & Power Industries, Sempra Energy Corporation and the board of trustees of Lafayette College, Saint John's Health Center Foundation and the World Affairs Council of Los Angeles.

        Lee D. Stern was named to our Board of Directors in February 2006. Mr. Stern is a Managing Director at GSO Capital Partners LP., an investment advisor managing several private investment funds. Prior to joining GSO, Mr. Stern was the chief transaction officer of Technology Investment Capital Corp. from November 2003 to September 2005 and has over 20 years of financial and investment experience in leveraged finance and in financing technology companies. Prior to Technology Investment Capital Corp., Mr. Stern was with the boutique investment banking firm Hill Street Capital from March 2001 to November 2003. From 1997 to 2000, he was a partner of Thomas Weisel Partners and NationsBanc Montgomery, where he focused on leveraged transactions relating to acquisition finance and leveraged buyouts, including private and public mezzanine finance. From 1993 to 1997, Mr. Stern was a managing director at Nomura Securities International, where he played a key role in building the firm's merchant banking and principal debt investing business. He sat on Nomura Securities International's commitment and underwriting committees. Mr. Stern has also held managing director positions at Kidder, Peabody & Co., Inc. from 1990 to 1992 and Drexel Burnham Lambert from 1985 to 1990.

        James R. Royer was appointed Executive Vice President and Chief Operating Officer in October 2005. From October 2004 to October 2005, Mr. Royer was Chief Executive of our Americas Facilities Group, Regional Group and Government Services Group. He was appointed Chairman of the Board of our subsidiary DMJM H&N in February 2002 and Chief Executive Officer in April 2003. Prior to that, he served as Chairman of the Board, President and Chief Executive Officer of our subsidiary TCB INC. from August 1991 to September 2003, and continued in his role as Chief Executive Officer of TCB INC. until October 2004. He was elected President of Turner Collie & Braden Inc. (TCB) in 1987. He served in various senior management positions with TCB, including Vice President from 1982 through 1987. Mr. Royer is a director and former Chairman of the Greater Houston Partnership and is also a member of the board of directors of Memorial Herman Health Care System in Houston.

        Michael S. Burke was appointed Executive Vice President and Chief Corporate Officer in May 2006 and was appointed Chief Financial Officer in December 2006. Mr. Burke joined AECOM as Senior Vice President, Corporate Strategy in October 2005. From 1990 to 2005, Mr. Burke was with the accounting firm, KPMG LLP. He served in various senior leadership positions most recently as a Western Area Managing Partner from 2002 to 2005 and was a member of KPMG's Board of Directors from 2000 through 2005. While on the KPMG Board of Directors, Mr. Burke served as the Chairman of the Board Process and Governance Committee and a member of the Audit and Finance Committee. Mr. Burke also serves on the Board of Directors of Rentech, Inc. and is the Chairman of its Audit Committee. Mr. Burke also serves on various charitable and community boards.

        Glenn R. Robson was appointed Senior Vice President and Chief Strategy Officer in December 2006. Mr. Robson joined AECOM in May 2002 as Senior Vice President and Chief Financial Officer. Prior to joining AECOM, Mr. Robson worked at Morgan Stanley & Co. Incorporated for twelve years, where he served most recently as a Managing Director in the investment banking division, and previously as a Principal and Vice President in the corporate finance department. Earlier in his career, Mr. Robson was a Business Analyst with McKinsey & Company.

        Raymond W. Holdsworth was appointed Vice Chairman, Corporate Development in October 2005. Prior to this position, Mr. Holdsworth served as our President from March 2000 to October 2005. From January 1999 to March 2000, Mr. Holdsworth was Group Chief Executive for three of AECOM's operating companies. He was President & Chief Executive Officer of DMJM from April 1993 to 1997,



and Chairman & Chief Executive Officer from then until January 1999. Mr. Holdsworth served as DMJM's Vice President for Corporate Development from June 1992 to April 1993.

David N. Odgers was appointed Vice Chairman, Professional Development, in October 2005. From October 2005 to September 2006 he was also Chief Executive of our Global Group. From the time of our merger with Maunsell in April 2000 until September 2005, Mr. Odgers was responsible for our operations outside of the Americas. Mr. Odgers was Chief Executive of the Maunsell Group from 1998 until the merger, before which, from 1989, he was Chief Executive of Maunsell Pty Ltd in Australia. He served in a variety of positions of increasing responsibility with the Maunsell Group since he started with the Group in 1965.

Composition of the Board of Directors

        In accordance with the terms of our Restated Certificate of Incorporation, the terms of office of members of our Board of Directors, other than the two members elected by holders of our Class F and Class G convertible preferred stock, are divided into three classes:


        Our Class I directors are Richard G. Newman, Linda Griego and William G. Ouchi, our Class II directors are John M. Dionisio, Robert J. Lowe and William P. Rutledge, and our Class III directors are Francis S. Y. Bong, H. Frederick Christie and S. Malcolm Gillis. In addition, currently, holders of a majority of our Class F convertible preferred stock and holders of a majority of our Class G convertible preferred stock are each entitled to elect one director annually to our Board of Directors. These seats are currently held by James H. Fordyce for the Class G preferred stock and Lee D. Stern for the Class F preferred stock. Upon the sale of shares held by J.H. Whitney VI, L.P. in this offering, the current holders of our Class G convertible preferred stock will no longer be entitled to designate a member of our Board of Directors in future director elections. No decision has been made with regard to any change in the composition of our Board of Directors. At each annual meeting of stockholders, the successors to the directors whose terms will then expire will be elected to serve from the time of election and qualification until the third annual meeting following such election. Any vacancies in our classified Board will be filled by the remaining directors and the elected person will serve the remainder of the term of the class to which he or she is appointed. Any additional directorships resulting from an increase in the number of directors will be distributed among the three classes so that, as nearly as possible, each class will consist of one-third of the directors, subject to the rights of holders of Class F preferred stock and Class G preferred stock.

        Our Board of Directors has determined that the following members are independent as determined in reference to the standards of the New York Stock Exchange: Mr. Christie, Mr. Fordyce, Mr. Gillis, Ms. Griego, Mr. Lowe, Mr. Ouchi, Mr. Rutledge and Mr. Stern.

Board Structure and Committee Composition

        As of the date of this prospectus, our Board of Directors has eleven directors and the following four committees: Audit, Compensation and Organization, Nominating and Governance and Planning, Finance and Investments. The membership during the last fiscal year and the function of each of the



committees are described below. During fiscal 2006, our Board held five meetings. Each director attended at least 75% of all Board and applicable committee meetings.

 
 Audit
Committee

 Compensation
and Organization
Committee

 Nominating and
Governance
Committee

 Planning,
Finance and
Investment
Committee

Francis S.Y. Bong       X
H. Frederick Christie* X Chairperson    
James H. Fordyce   X   X
S. Malcolm Gillis X   Chairperson  
Linda Griego X X X  
Robert J. Lowe   X   Chairperson
William G. Ouchi   X X X
William P. Rutledge Chairperson     X
Lee D. Stern X X X  

*
lead independent director

        Audit Committee.    The Audit Committee of our Board of Directors consists of William P. Rutledge (Chairperson), H. Frederick Christie, S. Malcolm Gillis, Linda Griego and Lee D. Stern. The Audit Committee, which is composed solely of independent directors, makes recommendations to our Board of Directors regarding the selection of independent auditors, reviews the results and scope of the audit and other services provided by our independent auditors, and reviews and evaluates our audit and control functions. Our Audit Committee held five meetings during fiscal year 2006. Our Board of Directors has determined Mr. Rutledge, Chairperson of the Audit Committee, and several other members of the Audit Committee qualify as "audit committee financial experts" as defined by the rules under the Securities Exchange Act of 1934. The background and experience of each of our audit committee members are set forth above.

        Compensation and Organization Committee.    The Compensation and Organization Committee of our Board of Directors consists of H. Frederick Christie (Chairperson), James H. Fordyce, Linda Griego, Robert J. Lowe, William G. Ouchi and Lee D. Stern. The Compensation and Organization Committee, comprised solely of independent directors, oversees our compensation plans and organizational matters. Such oversight includes decisions regarding executive management salaries, incentive compensation and long-term compensation plans as well as company wide incentive and equity plans for our employees and consultants and appointments and promotions for senior management. Our Compensation and Organization Committee held seven meetings during fiscal year 2006.

        Nominating and Governance Committee.    The Nominating and Governance Committee of our Board of Directors consists of S. Malcolm Gillis (Chairperson), Linda Griego, William G. Ouchi, and Lee D. Stern. The Nominating and Governance Committee is comprised solely of independent directors and is responsible for recruiting and retention of qualified persons to serve on our Board of Directors, including proposing such individuals to the Board of Directors for nomination for election as directors, for evaluating the performance, size and composition of the Board of Directors and for oversight of our compliance activities. The Nominating and Governance Committee considers written suggestions from stockholders, including potential nominees for election, and oversees the corporation's governance programs. Our Nominating and Governance Committee held five meetings during fiscal year 2006.



        Planning, Finance and Investment Committee.    The Planning, Finance and Investment Committee of our Board of Directors consists of Robert J. Lowe (Chairperson), Francis S.Y. Bong, James H.



Fordyce, William G. Ouchi and William P. Rutledge. The Planning, Finance and Investment Committee reviews our financing programs, proposed investments, including mergers, and other strategic initiatives. Our Planning, Finance and Investment Committee held six meetings in fiscal year 2006.

Compensation Committee Interlocks and Insider Participation

        None of the members of the Compensation and Organization Committee of our Board of Directors is an officer or employee of our company. No executive officer of our company serves as a member of the Board of Directors or compensation committee of any entity that has one or more executive officers serving on our Compensation and Organization Committee.

Executive Sessions

        Executive sessions of non-management directors are included on the agenda for every regularly scheduled Board and Board committee meeting. The Board sessions are chaired by H. Frederick Christie the board's, lead independent director, and the chairperson of the applicable committee chairs the committee executive sessions. Any director can request that an additional executive sessions be scheduled.

Compensation of the Board of Directors

        Those of our directors who also serve as our officers or consultants, or as officers or consultants of our subsidiaries, or those directors representing the Class F and G preferred stock are not compensated by us for attending meetings or performing any other function of the Board. All other directors are paid a retainer of $36,000 per year. In addition, non-employee directors (other than directors elected by holders of our Class F and Class G convertible preferred stock) receive the following meeting fees:

        Our non-employee directors are entitled to defer some or all of their annual retainers and meeting fees to our Non-Qualified Stock Purchase Plan and receive common stock units, except for non-U.S. resident directors who may be permitted to defer into their local AECOM stock plans.

        Each non-employee director, at the time he or she is first elected to our Board of Directors, receives options to purchase 5,00010,000 shares of our common stock under our Stock Incentive Plan for Non-Employee Directors and thereafter will receive annually options for a number of shares approved by the Board of Directors. The exercise price for such options is the market value of our common stock on the date of grant and the options are exercisable six months after the grant date. The compensation described above does not apply to the directors elected by the holders of the Class F and Class G convertible preferred stock.



Limitation of Directors' Liability and Indemnification

        As permitted by Delaware law, our Certificate of Incorporation contains a provision eliminating the personal liability of our directors to us and our stockholders for monetary damages for breaches of their fiduciary duty as directors to the fullest extent permitted by the General Corporation Law of Delaware. Under the present provisions of the General Corporation Law of Delaware, our directors' personal liability to us and our stockholders for monetary damages may be so eliminated for any breach



of fiduciary duty as a director other than (i) any breach of a director's duty of loyalty to us or to the stockholders, (ii) acts or omissions not in good faith or that involve intentional misconduct or a knowing violation of the law, (iii) dividends or stock repurchases or redemptions that are illegal under Delaware law, and (iv) any transaction from which a director receives an improper personal benefit. This provision pertains only to breaches of duty by directors as directors and not in any other corporate capacity, such as being an officer. As a result of the inclusion of such provision in our Certificate of Incorporation, our stockholders may be unable to recover monetary damages against directors for actions taken by them that constitute gross negligence or that are in violation of their fiduciary duties, although it may be possible to obtain injunctive or other equitable relief with respect to such actions. If equitable remedies are found not to be available to stockholders in any particular case, stockholders may not have any effective remedy against the challenged conduct.

        Our bylaws require us to indemnify our officers and directors against expenses and costs, judgments, settlements and fines reasonably incurred in the defense of any claim, including any claim brought by us or in our right, to which they were made parties by reason of being or having been officers or directors.



EXECUTIVE COMPENSATION

Compensation Discussion & Analysis

        Our compensation programs are designed to provide an overall total direct compensation package that is competitive with our peer companies, allow us to attract and retain key talent, and provide incentives that promote short- and long-term financial growth and stability to continuously enhance stockholder value based on a pay-for-performance model. We refer to the executive officers named in the Summary Compensation Table that follows this Compensation Discussion & Analysis (such officers being our Chief Executive Officer (CEO) and President, Chairman, Chief Financial Officer, Chief Corporate Officer, Chief Operating Officer, and Chairman of Asia) as "Named Executive Officers." The Compensation and Organization Committee of the Board of Directors reviews and approves the compensation program for our Named Executive Officers and oversees our executive compensation strategy.

        To implement these principles, we target base salary compensation for our Named Executive Officers at the 50th percentile of appropriate peer group companies taking into account the experience level of the individuals in their current positions. Short term compensation or annual incentive bonuses for the Named Executive Officers are based on a comparison to the peer group's prior twelve month performance in the areas of growth in earnings before interest, taxes and amortization (EBITA), return on investment (ROI) and growth in earnings per share. Similarly, long-term compensation for our Named Executive Officers is based on these same benchmarks comparing our performance over the prior five years against that of the peer group.

        Our Compensation and Organization Committee then considers these quantitative performance comparisons and the compensation of executives of the peer group companies in similar positions, as well as qualitative performance factors they deem important to insure the alignment of our executives' compensation with the goals of our stockholders. The qualitative factors are developed with the CEO for the Named Executive Officers reporting to the CEO, and by the Compensation and Organization Committee for the CEO. These qualitative factors include items such as experience, leadership, integrity, strategic planning, team building, diversity, stability and succession planning.

        The peer group companies considered in the performance comparisons and compensation of executives include Baker (Michael) Corporation, CH2M Hill Companies Limited, Fluor Corporation, Jacobs Engineering Group, Inc., Shaw Group, Tetra Tech, Inc, URS Corporation and Washington Group International, Inc. These firms are considered by the independent valuation firm hired to value AECOM Technology Corporation stock to be peers, potential competitors or partners in our business sector. In addition, the Compensation and Organization Committee believes this group of companies provides an appropriate peer group because they are competitors or other entities with which we compete for employees at the executive level, have similar or best market compensation practices and/or are similar in size to us.

Our compensation package for our Named Executive Officers generally consists of:



        We evaluate each of these three components of compensation described above for each of our Named Executive Officers in determining a compensation program that will encourage the overall success of the individuals and our Company.

        As our financial performance improves relative to the performance targets, the Named Executive Officers' potential for additional compensation under the short-term and long-term incentive programs will increase. To help establish and review the compensation paid to the Named Executive Officers, our Compensation and Organization Committee reviews an executive compensation report prepared by Towers Perrin, an independent third-party consulting firm. This report compares performance of the Company and each element of compensation to comparable positions within the general population of similarly sized companies and also to a group of peer companies in our sector including CH2M Hill, Fluor, Foster Wheeler, Jacobs Engineering, Michael Baker, Shaw Group, Tetra Tech, URS and Washington Group International.

        Should actual performance fall short of performance targets, total compensation will be reduced. Base compensation is established for a fiscal year and is not adjusted based on performance for the current year. Short-term compensation may be reduced to zero should performance fall short of established targets. Long-term compensation, as described below, is generally subject to company-wide performance targets for the Named Executive Officers. If the Company falls short of its performance targets for the three year performance period, the payout of the restricted stock units will be reduced and may be reduced to zero for significant shortfalls based on a pre-established formula. Our Compensation and Organization Committee evaluates on an annual basis past performance, competitor performance and general market conditions to establish future performance targets.

        The Company does not currently have a policy requiring a fixed course of action with respect to compensation adjustments following later restatements of performance targets. Under those circumstances, the Compensation and Organization Committee would evaluate whether compensation adjustments were appropriate based upon the facts and circumstances surrounding the restatement.

        As described above, we strive to provide our Named Executive Officers with a competitive base salary that is in-line with their roles and responsibilities when compared to peer companies of comparable size. We view base salary as an important component to each Named Executive Officer's overall compensation package. The base salary level is established and reviewed based on the level of responsibilities, the experience and tenure of the individual, and the amount of performance based incentives received or granted each year. The base salary is compared annually to the list of similar positions within comparable peer companies and with consideration of the executive's relative experience in his or her position. Base salaries are reviewed annually and at the time of promotion or other changes in responsibilities.


        Our short-term incentive compensation program allows us to create annual performance criteria that are flexible and that change with the needs of our business. By creating target awards and setting performance objectives at the beginning of each fiscal year, our Named Executive Officers understand the goals and priorities of the Company during the current fiscal year. Our CEO and his management team are responsible for the overall performance of the Company in accordance with our strategic operating plan, as approved annually by our Board of Directors, and are thus evaluated on these objectives.

        Named Executive Officers may receive approximately 25 – 40% of their total compensation as incentive compensation. The measurement criteria for our CEO and our Chairman's incentive compensation bonuses for fiscal year 2006 were based on our overall corporate level performance measures including growth in EBITA, EBITA return compared to the total invested capital, and growth in earnings per share after adjustments for one-time merger related expenses. For our other Named Executive Officers (other than our CEO and our Chairman), the following criteria for incentive compensation bonuses for fiscal year 2006 were used: overall corporate level performance measures including EBITA vs. plan, annual growth in EBITA, cash flow, backlog and a discretionary component. The discretionary component took into account qualitative achievements such as seamless transition of the CEO, Chief Operating Officer and Chief Financial Officer positions in fiscal 2006; initiating and completing significant mergers, including effective integration; aggressive quality and safety development plans; development and implementation of our employee engagement programs; cross-selling and production sharing between our operating brands; and other personal accomplishments. The Compensation and Organization Committee determines the final incentive compensation for the Named Executive Officers.

        We provide two types of long-term compensation pursuant to our Stock Incentive Plan: Performance Earnings Program (PEP) restricted stock units and options to purchase AECOM common stock.

        Our long-term incentive compensation programs are designed to focus and reward our Named Executive Officers on our long-term goals. By creating a three-year performance period under our PEP (described below) to complement our stock option program, our goal is to encourage and to provide an incentive for our Named Executive Officers to advance AECOM's long-term goals and enhance stockholder value. Our Named Executive Officers may receive approximately 25 – 60% of their total compensation as long-term incentive compensation.

        Once per year, our CEO provides the Compensation and Organization Committee with a recommended total dollar pool for long-term incentives to be awarded to all Named Executive Officers as well as other key executives, excluding the CEO and the Chairman. The Compensation and Organization Committee then reviews the report from the executive compensation consultants, including the comparable total direct compensation amounts of peer companies and determines the final total dollar amount of long-term incentives that are to be awarded to the Named Executive Officers, including the CEO's and Chairman's final total long-term incentive compensation.