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About

Societies develop by connecting people with each other, with services and with resources in increasingly productive and sustainable ways. Our mission is to enable the most disadvantaged populations to make these connections so that they can advance, for the benefit of all of us.

We do this by helping low- and middle-income countries develop the ‘hard’ and ‘soft’ infrastructure that people need to connect. This can range from creating ‘hard’ infrastructure such as transport networks that link impoverished farmers to markets or communities to health facilities, through to developing ‘soft’ infrastructure such as the institutions, systems and skills required to deliver public services to the disadvantaged or to support inclusive economic growth.

We deliver these complex projects in an equally ‘connected’ and collaborative manner. We not only bring together national and international partners, but also work closely with all the key stakeholders throughout each project, from the beneficiaries and governments to donors, to ensure solutions are locally driven, contextually appropriate and produce maximum social and economic value for the beneficiaries.

Throughout, we put quality before profit, operate openly and collaboratively, and adhere to the highest ethical standards – essential ingredients for productive and sustainable partnerships and outcomes.

 

IMC Worldwide is committed to protecting the environment. We manage our impacts through our ISO14001 accredited Environmental Management System (EMS). The aim of our EMS is to minimise our resource use, noise and waste and more, as outlined in IMC Environmental Policy.

Our purpose

Our purpose is to empower the poor and disadvantaged in low- and middle-income countries by enabling them to connect more productively and sustainably with the services and resources they need to realise their potential.

We do this by helping these countries develop and connect the necessary ‘hard’ and ‘soft’ infrastructure in more economically, socially and environmentally effective ways.

This can range from creating ‘hard’ infrastructure such as transport networks that link impoverished farmers to markets or health and education facilities for communities, through to developing ‘soft’ infrastructure such as the institutions, systems and skills required to deliver public services to the disadvantaged or to support inclusive growth.

We deliver these complex projects in a ‘connected’ and collaborative manner. We not only bring together national and international partners, but also work closely with all the key stakeholders throughout each project, from the disadvantaged and governments to donors and clients, to ensure solutions are locally driven, contextually appropriate and produce maximum social, economic and environmental value for disadvantaged populations.

In short, we ‘connect all the dots’ to produce stronger and more sustainable development impacts.

Our vision

As one of the world’s leading international development consultancies, our vision is to continually increase the scale, sustainability and value for money of our company’s impact, while strengthening our reputation as one of the most collaborative partners in the sector.

Throughout, we will put quality before profit, operate openly and collaboratively, and adhere to the highest ethical standards – essential ingredients for productive and sustainable partnerships and outcomes.

These strengths will ensure we deliver outstanding value for society and our clients, fair returns for our shareholders, fruitful relationships for our partners, and rewarding careers for our staff.

As a world leader in our field, we will set new standards in international development that will not only strengthen its impact but also win growing support for, and recognition of, the global socio-economic value of this work.

Our strategy & strategic priorities

Our strategy is deeply rooted in the professional, managerial and technical skills that IMC has developed since it first started as an engineering business over 50 years ago.

Those skills enable us to effectively integrate our hard infrastructure capability, such as developing transport networks, needed to connect the poor and disadvantaged to services, resources and knowledge with our soft infrastructure capability, such as livelihoods and sustainability, required to optimise social, economic and environmental outcomes sustainably.

This combination, together with our outstanding project management, drives our strategy to fulfil our purpose and vision.

In order to achieve our purpose and vision we have identified six strategic priorities that we must consistently deliver. The six strategic priorities cover: 1) our business growth and development; 2) building a world-class team; 3) building strategic alliances and partnerships; 4) client focus; 5) business performance improvement and management; and 6) marketing and business development.

Develop and grow our business
We need to develop and grow our business to make a bigger impact, and to respond to the donor trend towards increasingly large programmes. We will do this by applying and developing our two key strengths in all the markets in which we operate, and the projects for which we bid. These two strengths include:

  • our ability to manage large, complex projects that require connecting and empowering the right people with the right skills and services to enable them to achieve development outcomes;
  • and our ability to effectively apply strong technical skills and experience to optimise the wider social, economic and environmental benefits of these projects.

We will apply these strengths to our combined hard and soft infrastructure services. So, for example, we help develop the physical infrastructure for schools, which enable people to connect and provide wider economic opportunities through enhanced inclusion and education.

Similarly, we might develop ways for remote rural communities to access health services, including organisational changes. These core strengths will underpin the growth and development of our business over the next three years.

Build a world-class, global team
We will only fulfil our purpose and vision if we: attract, recruit and retain the best people with a passion for international development and the right skills and experience; enable and motivate our people to deliver high levels of performance; and work collaboratively as a team, connecting and sharing our global knowledge, experience and expertise.     

Deepen strategic alliances and partnerships
The scale and complexity of many of our projects requires strategic alliances and partnerships with national and international organisations.

We will develop long-term, mutually beneficial partnerships with organisations with complementary skills and resources and who share our values.

Strengthen client focus
Attracting, retaining and building closer relationships with the best clients is fundamental to our future success and to achieve our purpose and vision.

As such, we will implement an effective Client Relationship Management system that facilitates and strengthens client care.

Improve business performance management
To help us get a clear indication of whether the activities we undertake are helping us achieve our vision, we will take an integrated approach to business performance management by setting targets, measuring and reviewing performance against these and where necessary redefining goals.

At an individual level, this should help us become more productive, more skilful and better informed;  at the organisational level, it will help us improve our processes, systems and procedures.

Sharpen our marketing and business development
We aim to establish IMC Worldwide as a distinct and recognisable brand that is known for delivering superior socio-economic outcomes by enabling people to connect more effectively – both the beneficiaries of our projects and the people who work on the projects.

We understand what our clients want early in the process and then plan, prepare, package and promote our response to their needs effectively at the right time and at the right price.

Corporate Social Responsibility at IMC

The Pledge

IMC Worldwide Ltd (IMC) is fully committed to promoting the highest standards of responsible behaviour throughout our business and to do no harm.

Every move and investment IMC make towards acknowledging our social responsibilities will keep central our core values and harmonise with global and local priorities.

The Ambition

To accelerate sustainable outcomes by going above and beyond in our actions, deliver enduring progress for all our stakeholders and lead the way for CSR in the development sector.

Translating to Action

The IMC Corporate Social Responsibility (CSR) policy sets out:

  • How we live our pledge through our day-to-day business practices; and
  • The action strategy to realise our broader ambitions.

 Living our pledge

Adopting the ISO Guidance on Corporate Responsibility (ISO 26000) across all IMC and project offices globally, we will strictly implement and actively ensure:

Human Rights and Labour Practices

  • Non-discrimination in hiring practices
  • No modern slavery is present or tolerated
  • Zero tolerance for child labour
  • Promote all aspects of health and safety at work

The Environment

  • Promote environmentally responsible and sustainable practices
  • Maintain ISO certification 14001 at corporate office and disseminate its principles across the company
  • Encourage an active culture of reduce, reuse, recycle

Fair Operating Practices

  • Anti-corruption vigilance
  • Responsible political involvement
  • Increase awareness of and promote social responsibility in our supply chains

Consumer/Stakeholder/Community Issues

  • IMC recognises and encourages all stakeholders’ right to be informed, heard and consulted
  • Operating whistleblowing, complaints, and comment procedure at all IMC offices and project sites
  • Acknowledge we are part of the communities we operate in, and be sensitive to this fact in our actions.

Realising our ambition

Acting to accelerate the emergence of sustainability, is a natural choice for a business whose mission is ‘to enable the most disadvantaged populations make the connections with services and with resources in increasingly productive and sustainable ways, so they can advance, for the benefit of us all’.

IMC will channel its CSR resources to support initiatives in two thematic areas: developing People and Platforms.

People

IMC will invest to strengthen those most vulnerable among our people and promote the progress of women and youth.

IMC Charity Fund

The aim of the Charity Fund is to ‘help charitable and sustainable projects or programmes with the ambition of alleviating poverty in countries where IMC has a presence or strategic interest’. The Charity Fund provides grants based on applications made by IMC staff such as supporting local staff in Nepal post the earthquake in 2015 to mitigate personal losses to homes.

To read more about how the Charity Fund was spent in 2015, click here.

Platforms

IMC initiatives in this thematic area aim to be transformative. Working based on bigger and inclusive visions of change, we will support ecosystem activities that address systemic constraints, focus on shifting paradigms and recognise changes at scale. Acting as a convener IMC will:

  • Mobilize key stakeholders…
  • Create platforms for collaboration
  • Facilitate the connections, conversations and partnerships to
  • Bring transformative change.

Efforts will be directed to promote innovation, contribute to the SDG agenda and to support ideas with potential to bring sector wide disruption, looking for connections, building connections and transcending these connections to effect change.

Our values

We are a values-based organisation. Our values determine what we do as both a business and as teams and individuals, including the decisions we make, how we behave, and how we connect and interact with our beneficiaries, clients, partners and each other.

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Each of us adopts, owns and consistently applies our values in our work. Our values include:

Integrity: We do the ‘right thing’, ethically and professionally. We have a steadfast adherence to a strict moral and ethical code. We bring honesty and sincerity to our work, including being candid with all stakeholders, and providing them with the insights and solutions that are fit for purpose and that produce maximum, inclusive social and economic value for all, including our beneficiaries and clients.

Customer focus: We have two equally important customers – the beneficiaries of our work and the organisations that fund our projects. Their interests always come first. We do what it takes to serve them best and we constantly seek to maximise the social, economic and environmental impact of our work for them.

Collaboration: We recognise that the complexity and scale of the issues we address require bringing together different types of expertise, working with numerous different stakeholders, and often enlisting the support of other organisations as the issues are often beyond the resources and expertise of a single institution. To succeed, collaboration is essential. We embrace and excel at mutually beneficial collaboration, connecting people and resources, internally and externally – nationally, regionally and globally.

Shared knowledge: Knowledge is the foundation of everything we do. We share knowledge to ensure we all make informed, evidence-based decisions, and learn from our successes and failures.

Trust: Trust is the essential ingredient of our relationships. Only in a relationship of trust between the key stakeholders in our projects can the full value of our services be realised. We take time to understand stakeholders’ needs and build the relationships needed for effective collaboration. 

Innovation: We recognise that international development has its failings, like all sectors, and that new approaches are required to improve outcomes for beneficiaries and value for money for clients.

We constantly seek ways to improve our effectiveness, efficiency and economy, drawing on our collective creativity, ingenuity and knowledge. We look for opportunities to innovate in the services we deliver; our business development, and our operations. We actively encourage our people to be entrepreneurial and creative.

Courage: We are risk aware but not risk averse and do not shy away from tough challenges. We seize opportunities, based on a clear understanding of what can realistically be achieved.

We have the courage to say what we think is right, the integrity to stick to our principles, and the determination to see it through.

Excellence: Only the best will do. The beneficiaries of our work deserve it, and our clients require it to sustain and build their relationships with us. We seek to recruit people and partners who believe this, who will go the extra mile to make it happen and who will create and deliver value.

We constantly question our solutions against the yardstick of excellence, taking into account the practical realities of the contexts in which we operate.

History

Originated in the 1950s as T.P. O’Sullivan

1991: Merged in 1991 with the Graham Group to form O’Sullivan & Graham

O’Sullivan and Graham acquired Coode Blizard

1997: Acquired by WSP in 1997. WSP International was formed.

2000: Renamed to WSP imc

2002: WSP International Sweden established

2004: WSP imc and WSP International Sweden integrated

2011: Management buy-out of WSP imc from WSP

2015: Secondary buy-out of shareholding of private equity partner

Annual Report 2016

Download a PDF copy of the IMC Worldwide Annual Report 2016

IMC continues to maximise positive impacts of programmes that we implement for the poor and disadvantaged worldwide. Our 2016 accomplishments put us on track to realise our vision, values and priorities over the next three years. We have:

  • won more and bigger projects that should significantly improve lives worldwide
  • entered new territories with new clients such as the Australian Department of Foreign Affairs and Swiss Agency for Development and Cooperation
  • grew turnover and recruited talented people
  • improved efficiency and effectiveness by strengthening financial, IT, HR, quality management and communications systems
  • joined and participated in Centre for Development Results, a new organisation that contributes to increasing the impact,
    accountability, and value for money in international development
  • extended share ownership to all permanent staff to ensure that all those who contribute to IMC’s success will reap future rewards
  • won a DFID award in recognition of fair treatment of sub-contractors within Climate, Environment, Infrastructure and Livelihoods (CEIL) Professional Evidence and Knowledge Services (PEAKS), jointly implemented with DAI Europe Limited.

In 2016, we appointed US Operations Director Imad Abousleiman to drive overseas business. We led three Millennium Challenge Corporation-funded frameworks and were support partners on four USAID frameworks.
Moreover, we worked with USAID and MCC on three projects in Sierra Leone and Nepal.

One of the schoolchildren who is benefiting from an  improved learning environment thanks to the Humqadam  programme. Credit: Humqadam programme team.
One of the schoolchildren who is benefiting from an improved learning environment thanks to the Humqadam programme.

We continue work in conflict-affected states such as Syria, South Sudan and Pakistan. To meet the compliance and security challenge that this poses, we have enhanced systems across risk, quality and internal financial management, legal compliance, human resources, health and safety, and anti-
corruption. In 2016, we also appointed a Duty of Care and Security Director.
We have won a three-year extension to the DFID Rural Access Programme in Nepal, through which we have been building over 1,000km and maintaining 2,000km of roads since 1999 to connect rural communities to essential services and market.

CONNECT, which is a part of the DFID-funded Rural Access Programme, has selected 168 women who have been trained and appointed by our partner Unilever Nepal Limited as rural sales agents. Tankeshwori Tamrakar is one of the m.
CONNECT, which is a part of the DFID-funded Rural Access Programme in Nepal, has selected 168 women, who have been trained and appointed by our partner Unilever Nepal Limited as rural sales agents. Tankeshwori Tamrakar (above) is one of them.

Thanks to our 10-year expertise in providing call-down and knowledge management services, we have secured follow-on framework contracts, such as the Global Evaluation Framework Agreement II and the Expert Advisory Call-Down Services Framework – Lot C. Through the latter, we will provide DFID and other departments with high-quality resources and technical expertise on issues relating to global prosperity. Our consortium, made up of over 70 partners, includes some of the most respected names in international development and provides a powerful mix of regional and national expertise.

We explore new technologies to increase value for money for donors. Within the education infrastructure Humqadam programme in Pakistan, we have been using a management information system with instant remote access for our client, DFID, to monitor work quality and progress. In Malawi, we now use mobile application Roadroid to help national roads authorities streamline road rehabilitation planning within the European Union-funded Transport Sector Policy Support Programme.

This report highlights the work, passion and talent of
colleagues working worldwide in 2016.

Download a PDF copy of the IMC Worldwide Annual Report 2016

Annual Review 2015

Download a PDF copy of the IMC Worldwide annual review 2015

IMC Worldwide continues to grow and succeed in scaling up the positive impacts of our work on the poor and disadvantaged around the world. During 2015, we:

  • became an independent business by completing a secondary buy-out of private equity partner shares
  • grew turnover and recruited talented people to strengthen our professional services team
  • won great new projects that should significantly improve lives of the target groups
  • continued to build our reputation for delivering value for money through strong programme management and a collaborative ‘can do’ approach
  • won four major awards in recognition of the high quality of our work and staff

In Pakistan, we are building or rehabilitation 20,000 classrooms to benefit 1 million schoolchildren in Pakistan. The enhanced facilities include better water and sanitation systems, boundary walls, electricity connections, and classroom equipment.
In Pakistan, we are building or rehabilitation 20,000 classrooms to benefit 1 million schoolchildren in Pakistan. The enhanced facilities include better water and sanitation systems, boundary walls, electricity connections, and classroom equipment.

Delivering impacts around the world

Throughout 2015, we delivered an impressive portfolio of multi-disciplinary work and secured over 50 new projects. In Pakistan, a high-quality innovative design and construction programme will allow and encourage an additional 1.5 million new students to attend school.

The Connect to Grow Programme, meanwhile, is creating partnerships between innovators in India and emerging innovators in developing countries.

In the Caribbean, we are strengthening business incubators to support entrepreneurial growth.

In Nepal, we are working to increase investments in large-scale infrastructure, economic growth and employment creation.

Around south Asia, we are conducting research that will improve the effectiveness of policies and programmes to address violence against women and girls in the region.

Meanwhile, the award of a major project to conduct Monitoring, Evaluating and Learning from the International Climate Fund (ICF) will help improve the generation, dissemination and uptake of data, evidence and knowledge from across the ICF portfolio worldwide.

Our UK head office team now comprises roughly 100 experts in fields such as environmental management, engineering, economics and finance, monitoring and evaluation, communications and knowledge management, disaster risk reduction, and water and sanitation
Our UK head office team now comprises roughly 100 experts in fields such as environmental management, engineering, economics and finance, monitoring and evaluation, communications and knowledge management, disaster risk reduction, and water and sanitation

Scaling up our impact

In June, our senior management team and directors met to discuss future growth and direction of the business. These discussions led to a revised Purpose, Values, Vision and Strategic Priorities document, published at the end of 2015.

The plan will help to guide us into the next phase of our growth, position us in current and future markets as a leading international development consultancy, and differentiate us further from competitors.

Two years ago, we registered IMC in the United States and have since made steady progress, now leading three 5-year Millennium Challenge Corporation frameworks covering environment, social, M&E, transport and engineering.

We are also involved in four USAID frameworks covering cities and urban, M&E and transport and engineering. In 2016, we will continue to build up US operations through recruitment and enhanced support from the UK business.

We launched the IMC Charity Fund to support charitable and sustainable projects aimed at alleviating poverty in developing countries. In response to the Nepal earthquake in April, the Charity Fund supported our Nepali staff in funding repairs to their damaged houses.

As you will read in this report, the hard work, passion and talent of our staff has enabled us to achieve much during 2015, and we are well-positioned to continue our remarkable story in 2016 and beyond.

Download a PDF copy of the IMC Worldwide annual review 2015