Societies develop by connecting people with each other, with services and with resources in increasingly productive and sustainable ways. IMC enables 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 communities to health facilities and markets, through to developing ‘soft’ infrastructure, such as the institutions, systems and skills required to deliver public services or 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.

MAKING SMART, EMPOWERING CONNECTIONS

WHAT DID WE ACCOMPLISH IN 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.

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.

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.

Gavin English MANAGING DIRECTORIMC Worldwide

150 MALAWI GOVERNMENT REPS TRAINED

under EU-funded transport sector policy support programme50 SCHOOLS UNDER

CONSTRUCTION IN MALAWI TO BENEFIT

31,488 YOUNG LEARNERS

2 ROAD SAFETY WORKSHOPS

held as part of Asian Development Bank project across 10 central Asia countries

5 INNOVATION PRIZE CHALLENGES LAUNCHED

to spur solutions around climate change adaptation, energy access, and WASH. Funded by DFID.

Climate Information Prize, KenyaSanitation Challenge for Ghana, GhanaAdaptation at Scale, NepalOff-Grid Refrigerator Competition, WorldwideDreampipe Challenge, Worldwide

4 ENTREPRENEURIAL ECOSYSTEM WORKSHOPS

in Barbados, Santa Lucia, Belize and Jamaica

212 INCUBATORS TRAINED

Creating better education environments to impact school enrolment and dropout rates at schools

that serve the neediest and most vulnerable citizens of Punjab & Khyber Pakhtunkhwa

360 SCHOOLS COMPLETED

850+ COMMUNITY COMMITTEES

for school infrastructure created to encourage community ownership of schools

800 CLASSROOMS REHABILITATED

using construction techniques new to Pakistan, such as double-glazing

116 SHELTERS HANDED OVER

to communities along country’s southern coastal belt

11K PEOPLE PROTECTED

by Fael Khair shelters during Cyclone Roanu in May 2016

SCHOOLS AS CYCLONE SHELTERS IN BANGLADESH

FRONTIER TECHNOLOGY LIVESTREAMING management of 3-year programme helping DFID apply frontier technologies to real development challenges

70+ TECH PROVIDERS REGISTERED WITH FTL HUB

launched to help DFID advisors identify, fund, and disseminate promising tech

6 PROJECTS LAUNCHED THROUGH FTL

now using tech such as solar batteries, 3D printing, Internet of Things

3-YEAR PROGRAMME TO HELP DFID APPLY TECH TO DEVELOPMENT

DFID COMMERCIAL HIGH RECOGNITION AWARDfor fair treatment of sub-contractors in partnership with DAI Europe Limited for provision of expert research services in climate, environment, infrastructure and

livelihoods to DFID

30+ TRAINING SESSIONS AND PRESENTATIONS

on hostile environment awareness, creative problem-solving, equality and diversity, and rural development and WASH

SEPTEMBER STAFF AWAY-DAYcollaboration, strategy, priorities, discussion of IMC’s future

28 NEW STAFF MEMBERS IN 2016

2016 SNAPSHOT Since 1999, IMC has been building 1,000 km and maintaining 2,000 km of roads in rural remote Nepal, increasing communities’ access to markets, education, and health facilities. RAP CONNECT is the farmers’ poverty alleviation component of the Rural Access Programme (RAP).

3,267 DIRECT BENEFICIARIES

with RAP CONNECT’s nine business partners

168 WOMEN TRAINED AS RURAL SALES AGENTS

and hired by CONNECT partner Unilever

427 YUVA VAYUS APPOINTED

(Youth Wind) to mobilise commercial farmer groups and voice needs to community

10 RURAL BUSINESS INTERNSHIPS CREATED

through RAP CONNECT partnerships for Kathmandu University MBA students

£300K FARMER LOANS SECURED

2,889 RAP CONNECT FEMALE BENEFICIARIES

ROADS CONSTRUCTION IN RURAL NEPAL

India’s capacity for innovation has helped to drive significant domestic progress. This could also promote development elsewhere, as innovators in developing countries are keen to partner with Indian institutions. Connect to Grow helps create these partnerships.

1100+ ENTERPRISES AND FINANCIAL/

TECHNICAL SUPPORT ORGANISATIONSregistered in business partnership database of ‘Connect to Grow’ programme

MATCHING ENTERPRISES TOGETHER IN AFRICA AND SOUTH ASIA

LIBERIA

USA

COMPANY & PROJECT OFFICES ACROSS 9 COUNTRIES

BANGLADESH

NEPALPAKISTAN

ETHIOPIA

UGANDATANZANIA

ZIMBABWE

RWANDA

MALAWIZAMBIA

MOZAMBIQUE

112

40

£150M

COUNTRIES

VALUE OF PROJECTS CONTRACTED 2016-18

~140

INTERNATIONAL CONSULTANTS WORKED FOR IMC

PROJECTS AND ASSIGNMENTS WORLDWIDE

50%100

19

13%

GENDER BALANCETOTAL PERMANENT STAFF - 87 IN UK & 13 OVERSEAS

NATIONALITIES

GROWTH

CountryOffice

Permanent representative

UK - HEAD OFFICE

Our UK office in Redhill, south of London, employs 100 staff. Their expertise includes water and sanitation, rural livelihoods, communications, private sector development, engineering, economics, and development programme evaluation.

UK, HEAD OFFICE

P R O J E C T H I G H L I G H T S

10 Project highlights

Pakistan has the highest proportion of out-of-school children in South Asia and the second-largest number in the world. Girls account for the majority of 24 million children who do not receive an education.

One reason for high drop-out rates is the poor condition of government schools. In the eastern province of Punjab, classrooms are overcrowded and inadequate. In the north-western province of Khyber Pakhtunkhwa (KP), which borders Afghanistan, thousands of schools have been damaged or destroyed by militant attacks and natural disasters. The 2010 floods damaged 1,694 schools in KP alone.

To improve attendance, since 2015, IMC has been implementing the Humqadam programme (in Urdu, ‘walking together’) to build and rehabilitate over 10,000 classrooms and facilities in state schools in these two provinces. Examples of facilities include toilets and ramps, libraries, and science and IT laboratories.

Humqadam is part of the largest education intervention ever made by DFID in a lower-middle-income country. The programme is based on the idea that investing in education is key to boosting growth and alleviating poverty in Pakistan.

This, in turn, increases the safety and stability of the country and the region, with positive global impact as well.

By 2020, Humqadam is expected to have changed the lives of over 1 million children, such as Shahid Alam, a grade 10 student from government higher secondary school Ziarat Talash, in the remote district of Lower Dir, in KP. Before Humqadam, classes in his school were held in the open or under heavily-cracked roofs, which would leak in the rain.

‘There are some basic services which every school should have, like safe classrooms, clean toilets, and safe drinking water’, says Ziarat Talash school’s headteacher Ameen ul Haq. ‘Our school had none of these things.’

In Punjab and KP, over 1,000 classrooms have been built and 800 rehabilitated, using construction techniques new to Pakistan, such as double-glazing.

The involvement of local communities

Humqadam is also having a wider impact across communities. We are actively engaging local people, as we believe that community ownership over rehabilitated schools can increase enrolment and retention rates.

Communities are closely involved in the programme, through the formation of Committees for School Infrastructure (CCSI), which are trained to provide oversight during the construction process and beyond.

‘During the formation of the Community Committee for School Infrastructure at our school the Humqadam team encouraged us to invite all the village women and men’, recalls Ms. Shahid Mobeen, headmistress of the state primary school for girls Basti Faqeer Ullah, in Rahim Yar Khan, Punjab.

‘It was a first time that those women came to our school - they had never ever been in schools! Initially we thought what can these village women do?! But after the meeting those women formed our school CCSI, nominated a male member and clearly showed that they understood the Humqadam programme.’

In November 2016, UK Foreign Secretary Boris Johnson visited government Kinnaird High School for girls, in Lahore, Punjab, to mark the completion of a new academic block with 23 new classrooms and 11 toilets.

CLASSROOMS TO BENEFIT 1 MILLION SCHOOLCHILDREN IN PAKISTAN

Within the Humqadam programme, we are helping to provide additional classrooms and improved facilities that offer better educational opportunities for the country’s young learners.

CLIENTUK Department for International DevelopmentAustralian Department of Foreign Affairs and Trade

TIMELINE2015-2020

BUDGET£163M (including construction funds)

Suraj RanaIMC Director, South and Southeast Asiasuraj.rana@imcworldwide.com

UK Foreign Secretary, Boris Johnson visiting the government Kinnaird High School for girls in November 2016. Credit: DFID

‘The school has everything it needs to be successful. Amazing teachers, a beautiful new building, all this [support] coming from the UK and most importantly, its bright students, keen to learn.’- Boris Johnson, UK Foreign Secretary

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

14 Project highlights

Cyclone Sidr in 2007 was one of Bangladesh’s worst catastrophes in history, affecting more than 8.9 million people and damaging crops, livestock and buildings.

To help communities rebuild lives and mitigate impact of future calamities, IMC is helping to build 172 cyclone shelters in areas that were devastated by Sidr and in other vulnerable zones on the country’s southern coastal belt.

In times of emergency, these ‘green’ state-of-the-art buildings accommodate more than 2,000 people, along with as many as 500 heads of cattle. During normal times, they are modern schools for 240 students each.

The shelters can resist wind speeds of 260 kilometres per hour and are planned to last about 100 years. Carefully selected construction materials ensure durability, resilience and least maintenance. The buildings are also equipped with durable school furniture, solar panels and potable water supply systems, including rainwater harvesting.

‘During cyclone time I shall shelter here with my family and cattle also. It is indeed a safe place during cyclone time. I feel safer than earlier’, says Mohammad Nasir, who lives in the village of Chargumari, in the Bhola District. ‘Students also got a very good school building and it has increased the eagerness of the poor students to education.’

172 CYCLONE SHELTERS TO PROTECT BANGLADESH’S LOCAL COMMUNITIES

IMC is working with the Islamic Development Bank to build high-quality dual-purpose buildings on the southern coast of Bangladesh that shelter communities during emergencies and function as schools in normal times.

CYCLONE ROANU: A TESTING GROUND FOR FAEL KHAIR

The buildings are already in operation. In May 2016, roughly 11,000 citizens made use of them when Cyclone Roanu hit southern Bangladesh, destroying over 140,000 homes and killing 24 citizens.

‘Normally the residents of Bhola island, the largest in Bangladesh, are severely affected by these events. Fortunately, cyclone shelters that IMC has been building to protect citizens (and their cattle) in times of emergencies, were ready for handover to local communities,’ says IMC Project Director Richard Langford-Johnson. ‘Following Government’s advice to the communities to seek shelter, anywhere from a few dozen to 500 people were able to make use of the shelters until the storm passed.’

By August 2017, when we will hand over the last batch of shelters, the programme is expected to have saved a significant number of lives while protecting locals’ livelihood.

CLIENTIslamic Development Bank

TIMELINE2010-2017

BUDGET£78M (including construction funds)

Richard Langford-JohnsonFael Khair Project DirectorDick.Langford-Johnson@imcworldwide.com

‘It’s a very good work for the benefit of local people. This quality of work we didn’t see before. It is the most safe place during cyclone and flood time. We had no option beforehand.’

-Jakir Hossain, resident of Lechpata village.

shelters handed over and operational

116

students now with schools

240

Shelters for

people and 500 cattle

Rayenda Pilot High School, in Sharankhola, Bahergat District, April 2014. This dual-purpose building functions as both a school and as shelter for local communities when cyclones strike.

16 Project highlights

communities in active conflict zones researched

24

January 2016, post-distribution monitoring with beneficiaries of non-food item kits provided by UNHCR in Sarmin, rural Idleb. Credit: RMTeam.

As opposition armed forces began extending control over parts of Syria in 2011, state structures collapsed, leaving a vacuum in the delivery of essential public services, such as access to water and electricity. Civic bodies called local councils formed to fill this void.From 2013 to 2016, DFID and the European Commission funded the Tamkeen programme (in Arabic ‘empowerment’ or ‘enablement’) in around 40 communities in the governorates of Aleppo, Idleb, rural Damascus and Daraa.

Tamkeen provided local councils with funds and skills to implement projects such as roads rehabilitation and hospitals reconstruction, as long as they complied with high standards of accountability, financial transparency and inclusiveness.

An IMC-led consortium was selected by DFID and the European Commission to independently evaluate Tamkeen. This was the first independent evaluation of a DFID-funded governance programme in Syria. ‘We had the privilege of evaluating Tamkeen and, against the odds, deployed a group of young Syrians to undertake the field work and report back to us. Remote management is challenging; it demands trust and dedication’, says Jon Bennett, Team Leader of the evaluation. ‘These teams successfully completed the work in sometimes dangerous conditions, and we were able to report back to DFID details of what was happening on the ground.’

EVALUATION OF DELIVERY OF ESSENTIAL SERVICES IN SYRIA

IMC assessed whether projects funded by DFID and the European Commission to meet basic needs in opposition-held Syria were implemented by civic local bodies in an inclusive and transparent way.

Through our partners and network of local researchers, we interviewed 370 respondents across 6 opposition-held communities to assess Tamkeen’s impact.

The evaluation also sought to find out whether this governance model could be replicated elsewhere in Syria and in other fragile and conflict-affected states.

The team examined factors ranging from the degree of women’s involvement in the decision-making processes to the suitability of training received by councils on programme design and management.

Following the successful Tamkeen evaluation, IMC and our partners were contracted by DFID to carry out an additional rapid assessment of the capacity of local and provincial councils in a further 18 communities. Our work informed the design of the Tamkeen follow-on programme.

CLIENTSUK Department for International DevelopmentEuropean Commission

PARTNERSAktis StrategyRMTeam - Research and Management

TIMELINE2015-2016

Helen StevensonConsultant, Monitoring, Evaluation and Learninghelen.stevenson@imcworldwide.com

18 Project highlights

The World Bank recognises that the digital economy and entrepreneurship play a key role driving innovation, growth and jobs across Africa.

In Sub-Saharan Africa, there is no shortage of accelerators that help start-ups develop new products and services. However, later-stage start-ups, which already generate revenue and aim to grow further and across borders, cannot find the necessary support. This is because accelerators often do not have the resources to take them to the next level: expanding their customer base, entering new markets and accessing capital.

That is why the World Bank has launched XL Africa, the only pan-African accelerator programme designed to allow these later-stage technology start-ups to grow. An IMC-led consortium has been chosen to select 20 of the most ambitious technology start-ups across the continent.

Over the next two years XL Africa, which is now at the design stage, will help them develop and implement a tailored growth strategy and business model. We will also match them with industry experts and world-class mentors with proven ability to grow companies and facilitate relationship-building with corporate partners and investors.

The majority of start-ups will mostly be operational in the areas of fintech, agritech, transportation, energy, e-health, e-learning, e-commerce, smart cities, and media.

XL Africa will support the entire matchmaking process, from assessing gaps in start-ups’ operational and financial growth plans to supporting them to complete deals with investors.

SCALING UP DIGITAL INNOVATION IN SUB-SAHARAN AFRICA

The XL Africa project helps tech start-ups develop successful growth strategies and connects them with mentors and investors so they can scale. Daniel Idowu

IMC Senior Consultant, Inclusive GrowthDeputy Team Leader, XL Africadaniel.idowu@imcworldwide.com

CLIENTWorld Bank

PARTNERSKoltai & Company VC4A (Venture Capital for Africa)

TIMELINE2016-2018

BUDGET£547K

In this journey, IMC will be accompanied by VC4A (Venture Capital for Africa) and Koltai and Co. VC4A is a platform for start-up funding and a fast-growing community of business professionals in 159 countries dedicated to building game-changing companies on the African continent. Koltai and Co is made up of a team of consultants drawn from the worlds of start-ups, business, banking, and international development, which design and manage programmes to spur entrepreneurship around the world.

By helping start-ups to grow, XL Africa aims to create employment that uses local skills and extends access to essential products and services to marginalised communities, directly benefiting people’s livelihoods.‘Finally,’ notes Ben White, founder of VC4A, ‘we have a programme that offers this growing pool of ventures a channel for taking that next step into Series A and in the hunt to become Africa’s next great success story.’

Advice XL Academy

Brand

Residency

Capital

X L A F R I C ASCALING UP DIGITAL INNOVATION

QUOTE

20 Project highlights

Forty percent of Nepal’s population is under 40, of which 54% are women and girls. The economy of the Mid and Far West regions heavily relies on subsistence agriculture. Women account for the majority of the farming sector workforce.

Since 1999, within the Rural Access Programme (RAP), IMC has built 1,000 kilometres and is maintaining 2,000 kilometres of sustainable roads that connect Nepal’s rural communities to services such as market, healthcare and education.

In 2016, RAP has taken on a new socio-economic development component, CONNECT, which aims to boost the economy in the Mid and Far West of Nepal by improving linkages between organisations such as banks and farmers in order to create stronger markets.CONNECT helps subsistence farmers access credit cheaply and shift to commercial agriculture. 3,267 farmers have entered long-term agreements with CONNECT’s nine business partners, which range from micro, small and medium enterprises (MSME) to multinationals.

CONNECT has also selected 168 high-potential women, who have been trained and appointed by our partner Unilever Nepal Limited as rural sales agents (known as Hamri Didis). As a result, rural communities now have access to essential products and income-generating opportunities.

INCLUSIVE PARTNERSHIPS BETWEEN NEPAL’S ECONOMIC PLAYERS

In the Mid and Far West of Nepal, IMC is linking farmers, companies and banks to deliver lasting impact to the country’s economy.

Subhashini ChandranTeam Leader, RAP 3 Connect

CONNECT ALSO BENEFITS ITS BUSINESS PARTNERS

Multinationals like Unilever and banks such as Prabhu Bank Limited can now sell their products and services to remote communities, which would otherwise be inaccessible.

‘Working with Hamri Didis was a small part of my work with Unilever but I saw the potential to work on a bigger scale, making the model more sustainable and lucrative’, says Binod Bajgain, CONNECT Coordinator and former Head - Modern Trade, Unilever Nepal. ‘I am excited to be working full time with CONNECT on a project I know to transform lives.’

Meanwhile, we help our MSME partners to access finance more easily and to grow. We do this by linking them with national retailers and international importers, so the products they process are directly sent to big distributors, bypassing intermediary traders in the supply chain. As a consequence, products’ prices are going down and consumer demand is increasing.

‘With the CONNECT partnership I am very happy to collect Jumli beans from my village and four other villages in Jumla and sell to retailers in Kathmandu, Surket and Nepalgunj’, says Ms. Rastu Kathayat, the proprietor of one of our MSME partners, Aastha General Store and Trade Suppliers (AGS). ‘This is an opportunity I don’t want to miss because I can give back to my villagers by making Jumli bean cultivation profitable for them. CONNECT has taught me that I can do good and do business at the same time, and to think about my business in a new way, to plan for long-term growth by investing in my community.’

PROMOTING ENTREPRENEURSHIP AMONG WOMEN AND YOUTH

Patriarchal norms and gender discrimination have led to poor representation of women on Nepal’s entrepreneurial landscape. CONNECT helps women open bank accounts while also acknowledging them as managers of the land they farm, even if land ownership records are in the names of male family members.

CONNECT has also appointed 427 young and ambitious women for the leadership role of Yuva Vayus (‘Youth Wind’). They are mobilising the commercial farmer groups to which they belong and helping them have their voices heard within their community and beyond.

To promote youth entrepreneurship, we are partnering with local colleges to establish satellite business incubation centres and the Future Entrepreneurs’ Clubs. These will serve as forums for peer-to-peer learning, business mentoring and raising awareness of opportunities for emerging entrepreneurs to hear success stories. As part of our partnership with Kathmandu University, Nepal’s number one-ranked business school, 10 students from the MBA programme are completing a three-week internship in rural businesses.

While CONNECT will be completed in 2019, its impact on Nepal’s economy will be long-lasting, to the huge benefit of the whole society.

CLIENTUK Department for International Development

BUDGET£1.9M

TIMELINE2016-2019

As a Hamri Didi, I earn the money needed to send my children to school’- Tankeshwori Tamrakar

22 Project highlights

direct beneficiaries of which 2,889 are women

business received long-term strategic planning advisory services Ginger farmer and beneficiary of RAP 3 Connect

COUNTRY/REGION PROJECT TITLE CLIENT/AGENCY

Worldwide Development of a Local Disaster Recovery Framework Guide World Bank

NepalDisaster Risk Reduction Evaluation of Office of U.S. Foreign Disaster Assistance programming

USAID

WorldwideEvaluation of What Works to Prevent Violence against Women and Girls Global Programme

DFID

LiberiaFish Town-Harper Road Project - Construction Supervision for Mano River Union Road

African Development Bank

Worldwide Frontier Technology Livestreaming DFID

MozambiqueIndependent Monitoring Partner Contract for the Mozambique National Water, Sanitation and Hygiene (WASH) Programme

DFID

MyanmarInternational Technical Backstopper on development of Safe School Construction Guidelines

Swiss Development Cooperation

Worldwide Monitoring & Evaluation support to Moving Energy Initiative DFID

Zambia Output Performance Road Contracts Roll out Plan in Zambia (Region III) World Bank

Kazakhstan RD Kurty-Buribaital Road Safety Audit II EBRD

SerbiaRoad Safety Inspection on roads out of Road Rehabilitation and Safety Project

World Bank

Nigeria SME Financing Reform AfDB

Kazakhstan South West Corridor Capacity Building EBRD

NepalTechnical Assistance to improve quality of transport works with National Vigilance Centre (NVC)

World Bank

Nepal Transport Infrastructure Consultancy Services MCC

Vanuatu Transport Infrastructure Maintenance Fund ADB

Africa Regional XL Africa World Bank

vv

SOME MAJOR PROJECTS WORKED ON IN 2016

OUR BUSINESS STREAM LEADERS

Monitoring, Evaluation and LearningPALLU MODI (END 2016)

Pallu has over 20 years of experience in public sector reform, governance, strategic planning, monitoring, evaluation and learning in the public and private sectors. She is a skilled project and programme director and has led the implementation of major projects in such diverse environments as Pakistan, Iraq, Ghana, Nepal, Zambia and Kosovo.

EngineeringTIM JAKEMAN

Tim manages major infrastructure projects and provides contractual advice and technical support for all IMC’s projects across the world. He is a Chartered Engineer with over 40 years’ experience of managing major highway infrastructure projects, from project preparation, design and supervision of construction and maintenance of highways, bridges and other major structures, including port and marine facilities.

Economics & FinanceJAMES REEVES

James provides technical direction of projects relating to infrastructure economics, public-private partnerships, private sector development, and development finance. His 26 years of professional infrastructure and transport economist experience has included work on schemes in the transport, water, and urban development sectors in more than 35 countries.

Management ServicesTIM STIFF

Tim has over 36 years of post-graduate experience in the fields of institutional strengthening and construction. His experience encompasses management aspects, such as institutional strengthening, capacity building and training, as well as the practical hands-on engineering skills needed for successful project management, development of road and bridge management systems and site supervision in senior management positions.

Inclusive GrowthANTHONY WAY

Anthony is a private sector development expert with over 18 years’ experience in private sector development policy, strategy, and project implementation in Africa, central Asia, and the UK. He has expertise in SME development, M4P (as co-founder of DFID’s M4P agenda), investment promotion in Uzbekistan, development finance, intellectual property rights for low income producers/entrepreneurs, business enabling environment, and capacity building.

OUR BOARD

BRYONY EVERETTDIRECTOR DESIGNATE (BEGINNING 2017)

Bryony Everett has nearly 20 years’ experience managing and providing expertise to a wide range of donor funded project across the innovation, livelihoods, environment and agriculture sectors. She has an in-depth understanding of the interaction between impoverished communities, the state, and the private sector.

Gavin EnglishMANAGING DIRECTOR

Gavin has over 30 years’ worldwide experience in planning, engineering and management and has been the Managing Director of IMC Worldwide since 2001. He led the management buy-out of this business from WSP Group plc in June 2011 and the purchase of the shareholding of the private equity partner via a secondary buy-out in 2015 to create a totally independent business. Gavin Chaired the Association for Consultancy and Engineering (ACE) International Business Group in 2015 and was the 2016 Chairman of ACE.

Patrick GleesonDIRECTOR FOR EUROPE, CENTRAL ASIA & THE MIDDLE EASTDIRECTOR FOR FRAMEWORKS

Patrick is responsible for the management of our consulting service frameworks with DFID, the EU, EBRD and the EIB. He also leads multi-modal transport sector projects in Central Asia and high profile region-wide projects in the Middle East. Patrick has more than 20 years’ experience in the fields of highway engineering, transportation planning and institutional strengthening of central government organisations.

Matthew HoneyNON-EXECUTIVE DIRECTOR, AND CONSULTANT

Matthew is a Chartered Accountant and was previously the Finance Director at UBC Media Group plc, handling the group’s flotation on the on the AIM market in 2000 before building a new technology division of the group as Managing Director.

Steve MongerDIRECTOR OF FINANCE, AND COMPANY SECRETARY

Appointed Finance Director in 2014, Steve is a Chartered Accountant responsible for leading financial strategy and managing risk. He has previously worked as Finance Director in the oil and gas sector both in the UK and India.

Patrick KellyCHAIRMAN

Patrick became Chairman of IMC on completion of the management buy-out in 2011. Patrick spent over 25 years working in international management and technology consulting with British Telecom and then PA Consulting Group.

Nigel PenfoldDIRECTOR FOR AFRICA & THE CARIBBEAN

Nigel Penfold leads the company’s business in Africa and the Caribbean. He is a qualified Chartered Civil Engineer with over 30 years of experience of providing development assistance services to the infrastructure sector. Nigel’s knowledge encompasses infrastructure-related projects, from feasibility studies, preliminary and final design, to preparation of contract documents, tender evaluation and construction supervision.

Suraj RanaDIRECTOR FOR SOUTH AND SOUTH EAST ASIA

Suraj leads our operations in Asia. He has over 19 years of experience in project management and administration, including procurement and contract management, human resource management, information system networking and corporate planning, budget and financial management, and strategic management.

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 VISION

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 PURPOSE

IMC WORLDWIDE ANNUAL REVIEW 2016

WriterLorenza Geronimo

DesignSajid Chowdhury & Ben Walker

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