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Our Approach

“Our ambition is for IMI to become a world-class business, a genuine leader in all the areas in which we operate. We will do this by harnessing our engineering heritage and building IMI into a truly great company - one that thinks long-term, delivers profitable sustainable growth, invests in its future, is preferred by all stakeholders including employees, customers and investors and at all times conducts itself in an ethical and responsible manner.

At the heart of building IMI into a truly great company is The IMI Way which sets out our values – excellence, innovation, integrity and collaboration – and embraces our commitment to continually improve through the sharing of best practice and the on-going collaboration and development of our people. It also addresses all aspects of the way we conduct our business and the high standards of ethics and integrity we expect of our employees, including the impact we have on the environment and the communities we operate in.”

Mark Selway
Chief Executive Officer

Engineering Great

Health & Safety

The health and safety of our employees is paramount. We also have a duty to protect those who work with us, including our customers, suppliers, contractors and visitors who may be affected by what we do and the environment in which we operate.

Our ambition is to achieve world-class health and safety performance in all of our operations and in 2015 we made good progress towards achieving this goal. During the year we significantly improved the predictive elements of our safety programme. However this overall good performance was overshadowed to some degree by the integration of Bopp & Reuther which resulted in a slight deterioration in the number of lost time accidents when compared to the excellent results achieved in 2014.

Recognising the challenges of integrating newly acquired businesses into the IMI safety culture, we have taken action to improve our health and safety awareness and levels of management oversight across the entire Group. Dovetailing into our lean benchmarking and operational improvements initiative, we have introduced twice-yearly ‘Lean-HSE’ assessments for all manufacturing sites which have resulted in significant improvements in the elimination of hazards and the visual safety of our facilities. Specifically at Bopp & Reuther we are making excellent progress in our work with the local Bopp & Reuther team to ensure we bring their performance up to IMI standards.

Through the year we continued to build on the already strong safety culture in the Group and in 2015 we delivered over 95,000 hours of HS&E training in addition to the 300,000 hours delivered in the previous three years.

Across the Group, our divisional HSE teams continued to focus on rigorous root-cause investigations of lost time accidents, including where appropriate safety alerts being issued across the Group to highlight the incident, identify the causal factors and instruct mitigating actions to reduce the likelihood of reoccurrence. This sharing of best practice remains a fundamental component of our safety performance.

During the year we also improved our incident reporting and communication tools to improve sharing and escalation to senior management in a more robust and real time way.

IMI employees are at the centre of our ambition to become world-class

Environment

Our technologies continue to help our customers respond to a variety of global environmental challenges, including climate change, resource scarcity and urbanisation. In our day-to-day business operations, we remain committed to minimising the environmental impact of our business operations and continuously improving our energy efficiency.

The recent European Union Energy Efficiency Directive (‘EED’) included a requirement for UK businesses to undertake independent energy surveys in its major European operations. This initiative supports what IMI has been doing voluntarily for a number of years and provides a useful addition to our internal projects. The surveys were carried out at representative sites from each of our divisions across several European countries and were coordinated centrally to maximise efficiency.

We have reviewed all of the recommendations from the individual site surveys and in 2016 will roll out a programme of improvements to leverage the benefits across all relevant IMI sites. Due to the surveys being carried out at a variety of sites in several countries, they will provide a good cross section of opportunities.

Our 2015 gross CO2e emissions have reduced by 2% to 61,250 tonnes compared with the previous year (2014: 62,500 tonnes). There has been a slight deterioration in our normalised total CO2e intensity metric from 37.4 tonnes per £million sales in 2014 to 39.5 in 2015.

In 2013 we targeted to reduce our emissions by 7.5% over a three year period, from the baseline set in 2012, both in terms of gross emissions and emissions intensity. In 2015 we achieved this ambitious target. Overall, we have reduced both gross CO2e emissions and normalised CO2e emissions intensity by 13.7% and 13.8% respectively.

Our target for 2016 is to embed these efficiency gains and make our 2015 emissions the minimum baseline performance. In addition, we will look to make continuous improvements in all of our businesses as we implement the improvements identified in our EED energy audits and share those learnings across our non-European sites.

The application of lean creates HSE discipline

Business Integrity & Ethics

The IMI Code of Conduct (the ‘Code’) sets out the standards we expect everyone in the Group to comply with and covers those areas of good governance that we consider essential to operating an ethical business with the highest levels of integrity. It includes workplace conduct, anti-bribery, anti-corruption and fair market competition. The Code was reviewed in 2014 to bring it in line with the Group’s purpose and values and all employees participated in face-to-face refresher training on the Code and the importance of ethical behaviour at this year’s annual IMI Way Day. The Code was further reinforced at the 2015 divisional and Group senior leadership conferences with case study workshops and specific policy training undertaken throughout the Group.

IMI has a long standing, well-developed whistleblowing policy that encourages employees to speak up when they see conduct that does not accord with the Code. Where normal channels may not be appropriate we provide an easily accessible, confidential and independently operated reporting hotline in more than 20 languages which enables employees to raise issues anonymously. A key foundation of the policy is that employees making reports through any channel and in good faith should have no fear of retaliation. Our Ethics and Compliance Committee meets monthly to review hotline reports and is chaired by Geoff Tranfield, Group Human Resources Director. During 2015, 97 cases were reported which was lower than the previous year (2014: 103 cases).

We operate a supplier evaluation process which assesses our suppliers to provide assurance that they comply with the provisions contained within the Code and our Supply Chain Policy.

Visual management is a key component in HSE improvements

Community

We have a significant presence around the world and in addition to benefits from creating jobs and investment we believe we should directly contribute through relevant charitable and educational community programmes. In addition to the Group charitable donations policy, where we support a range of national and international causes, some of our business units have relationships with charities that are local to their operating sites.

In 2015, Precision Engineering’s business at Vimercate, Italy identified that the local school’s fencing was in urgent need of refurbishment. Small teams from all across the business – both senior and junior employees – repaired and painted the fencing over the course of a long, hard but very rewarding day. Their efforts attracted the appreciation of local residents and its newspaper, with a recognition letter of thanks received from the Mayor of Vimercate.

The IMI Hydronic team in Slovenia got stuck in to provide a fresh new look and much needed handicraft supplies for Ozara - a local organisation for the disabled. The team worked on renovating the organisation premises, where up to 30 disabled members of the community have a workshop and make a variety of hand crafted products to sell. Ozara provides the mentally and physically handicapped with a meeting and creative space to re-integrate into the community. The renovation of the premises provided a much needed facelift and a brighter working environment – much to the delight of everyone there.

A combined team of around 200 staff from IMI headquarters and IMI Critical Engineering and Group, attended a project at Newlands Bishop Farm, a facility that helps young people and adults with mental health issues, learning disabilities, brain injuries and physical disabilities to learn work based skills in a real work environment. The IMI team spent an afternoon helping to create a beach garden, develop an outdoor play space and decking for their outdoor café along with general maintenance such as painting and repairing different areas around the site.

A formalised approach to problem solving