S Nash FIMI
S James FIMI (appointed 4 January 2016)
K L Woolley FIMI (appointed 4 May 2016)
M Rogers FIMI
G Braddock AAE HON FIMI
A J S Smith FIMI
D R Lockhart FIMI
A J Tomsett MIMI
S Martindale FIMI
K Finn FIMI
A Davies FIMI
M A Crandon AAE FIMI
R Siney FIMI (appointed 29 October 2015)
This is an exciting time to be part of the dynamic automotive sector with the Government taking proactive steps to promote alternative fuel technology and the public are beginning to respond. Technology is evolving fast, with Hybrid & Electric cars now being common place.
These developments will have a huge impact on every part of the motor industry and the need to completely professionalise our industry has never been so important - the work of IMI is be more imperative than ever.
The development and facilitation of professional standards is critical in a fast moving industry and I believe an overarching body such as the IMI is best placed to make this happen.
The IMI has taken a strong stance on issues that affect the industry with campaigns around licensing of technicians, careers and apprenticeships - ensuring the industry has a higher profile with government and the media than ever before.
Adrian J. S. Smith FIMI
Chair of the IMI
Steve Nash looks back and summarises a busy and successful year at the IMI.
The IMI introduced a new core purpose as part of the new strategic direction which places the IMI Professional Register at the heart of everything we do.
Last year the IMI progressed with its three year strategy designed to ensure the IMI continues to support the automotive sector.
Our focus during this eventful year has been on:
The continued development and refinement of our existing products and services
Development of new products and services, in consultation with our customers and partners
Growth through diversification
Redefining the purpose of the IMI - ensuring we continue to support the automotive sector without government-funded projects.
We have continued campaigning to introduce a Licence to Practise for automotive technicians in order to ensure minimum standards are in place across the industry, and to end the situation where businesses who invest in training are forced to compete on cost with those who don’t.
It is essential we continue to develop and diversify our product offering in order to meet the ever evolving demands of the sector we serve.
As the leading awarding organisation for the motor industry, we are continually looking for ways to achieve excellence and consistent customer satisfaction across our growing centre network.
We have been working hard to fully exploit international business opportunities for all IMI products and services. The presence overseas has presented us with the opportunity to expand the sale of our Qualifications, Accreditations and Membership internationally.
Developing a cohesive product strategy has enabled us to provide a compelling offer to the sector supporting Professional Registration. Membership plays a significant part in the IMI’s strategy, connecting IMI learners with IMI Membership.
We have continued to carry out research, providing information and advice on skills to the automotive sector, which has enabled us to ensure employers and learners have fit for purpose Standards, Qualifications and Apprenticeship frameworks, as well as supporting careers information, advice and guidance.
Growth in Turnover was strong year on year delivering £8.16m, up 11.0% on 2014/15 (£7.35m). Cost control was also strong year on year with £9.14m of expenditure, up 3.4% on 2014/15 (£8.84m). Overall the organisation made a Loss for the year of £964k with a positive variance of £504k to 2014/15 (loss for the year of £1.47m) and an adverse variance of £193k to budget (shortfall of £771k, including Business Transformation costs), due in part to extra costs incurred as part of being recognised as an Awarding Organisation.
Develop and deliver realigned operating processes, procedures, governance, resources and culture to achieve successful implementation of the new operating model and ways of working by 31 March 2017.
Raise awareness of automotive careers opportunities and progression routes through IMI careers products and resources, aiming to reach 112,000 individuals by 31 March 2017.
Design and deliver IT and web infrastructure, systems and products to support the delivery of the business strategy during the 2016/17 financial year.
Deliver a business-wide research plan, including keeping abreast and reporting on opportunities and threats presented by changing government skills policies, in order to inform the strategic direction of the business during the 2016/17 financial year.
Re-align existing and develop new products with the IMI’s common purpose by 31st March 2017, ensuring a consistent market-led, quality approach to design, development, launch and evaluation in order to position the product portfolio as a world-leader.
Development and implementation of Professional Standards for six job role families, in conjunction with the creation of three new membership entry routes and review of existing entry routes by 31 March 2017.
Ensure regulatory compliance throughout the 2016/17 financial year.
Development and full implementation of the agreed membership business model by 31 March 2017.
The directors of IMI have a robust risk management policy and keep the IMI Group’s activities under constant review, particularly with regard to any major risks. The risk management policy reflects the purpose and approach to risk management and the role of staff and senior management in identifying and reporting risk, and taking mitigating actions to reduce risk levels.
The directors are responsible for preparing the Group Strategic Report, the Directors’ Report and the financial statements in accordance with applicable law and regulations.