This document provides an overview of the International Marine Contractors Association (IMCA) and its vision and strategy from 2014-2019. It discusses IMCA's core purpose of improving performance in the marine contracting industry. It outlines IMCA's two core activities: championing better regulation and enhancing operational integrity. It also discusses the two ways IMCA will work to deliver these activities: engaging and developing members and other stakeholders, and developing IMCA's people and organization.

1. www.imca-int.com
International Marine Contractors Association
Improving performance in the marine contracting industry
Vision & Strategy
2014 - 2019

2. AN OVERVIEW CORE ACTIVITIES WAYS OF WORKING 2

3. AN OVERVIEW 4
Our core purpose 4
Our membership 4
Our stakeholders 5
WHAT WE DO - OUR CORE ACTIVITIES 6
Championing better regulation 7
• Influencing regulatory direction and development and helping to
maintain a free and fair market 7
• Using creative thinking to improve the industry 8
Enhancing operational integrity 9
• Developing and sharing industry good practice 9
• Driving risk management 10
• Promoting fair contracting principles 11
• Improving competence, skills and knowledge 12
HOW WE DO IT - OUR WAYS OF WORKING 13
Engaging and developing our members
and other core stakeholders 14
• Representing the interests and aspirations of our members 14
• Developing a committee structure that delivers the work programme 15
• Engaging client organisations 16
• Raising the profile of the IMCA organisation 17
Developing our people and organisation 18
• Extending our geographical influence 18
• Adding value 19
• Sustaining and evolving the secretariat 20
• Delivering a progressive work environment 21
• Delivering our message 22
Contents
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4. WAYS OF WORKING CORE ACTIVITIES AN OVERVIEW
An overview
OUR CORE PURPOSE
Improving performance in the
marine contracting industry
OUR MEMBERSHIP
Companies and organisations engaged in delivering
offshore, marine and underwater solutions
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Image: Shell International

5. AN OVERVIEW
CORE ACTIVITIES WAYS OF WORKING OUR STAKEHOLDERS
International and national regulatory authorities,
clients, trade associations, learned bodies, NGOs and
government bodies
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6. What we do
OUR CORE ACTIVITIES
We achieve our core purpose by: championing better regulation and enhancing operational integrity
CHAMPIONING BETTER REGULATION
• Influencing regulatory direction and development and helping to maintain a free and fair market
• Using creative thinking to improve the industry
ENHANCING OPERATIONAL INTEGRITY
• Developing and sharing industry good practice
• Driving risk management
• Promoting fair contracting principles
• Improving competence, skills and knowledge
CORE ACTIVITIES
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7. CORE ACTIVITIES
CHAMPIONING BETTER REGULATION
VISION
Influencing regulatory direction and development and helping to maintain a free and fair market
We lead and facilitate the development and direction of regulation for the industry.
We develop relationships and collaborations at strategic, political and industry levels internationally, in order to influence the development of policy and legislation in accordance with our strategic direction.
STRATEGY
• Working with International Contractor members (ICOs) to identify the top 3 global issues and plan how to act upon them to influence future growth and success of the whole supply chain.
• Developing relationships and influencing strategies locally, regionally and internationally to:
• Secure high-level political engagement and build coalitions to represent our members’ interests.
• Ensure we are invited to help shape and participate in key debates about regulations and can influence outcomes.
• Address our members’ needs with client organisations.
• Collaborate with trade associations to deliver enhanced value to our members.
• Identifying the top 2 or 3 countries where greatest influence is necessary and developing a stakeholder engagement plan.
• Identifying how IMCA should take responsibility for lobbying and building our sphere of influence.
• Collaborating across all membership groups to understand and address their needs and make sure they feel engaged.
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8. CHAMPIONING BETTER REGULATION
VISION
Using creative thinking to improve the industry
We proactively use our knowledge and expertise, and the insights we gather from our members and stakeholders, to propose improvements.
STRATEGY
• Establishing a formal programme to engage with leaders in the industry.
• Creating internal work practices and forums to facilitate creative thinking.
• Evaluating our ideas and defining the benefits they could deliver to our members.
• Producing recommendations to take to members for agreement and promotion to stakeholders and developing supporting communication strategies.
CORE ACTIVITIES
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9. CORE ACTIVITIES
ENHANCING OPERATIONAL INTEGRITY
VISION
Developing and sharing industry good practice
We drive processes and develop insights to enable members to consolidate, and learn from, their views and experience.
We produce timely, focused, easy to access advice, together with guidance to enable our members to apply it consistently.
STRATEGY
• Raising the profile and participation of regional sub-committees to develop and drive issues that are pertinent and business critical at a local level.
• Restating and reinforcing our role as the providers of effective, up-to-date documentation to facilitate good practice in health, safety and the environment, security, engineering and operations, and keep our members informed.
• Continuing to circulate safety flashes to communicate ‘lessons learnt’ to raise member awareness.
• Identifying and anticipating developments in the sector and initiating appropriate responses to raise member awareness early.
• Providing tools, documentation and frameworks to promote, encourage and facilitate consistency across the sector.
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10. ENHANCING OPERATIONAL INTEGRITY
VISION
Driving risk management
We promote the tools and information to help our members undertake all aspects of risk management across all areas of their operations.
STRATEGY
• Defining the areas of risk management that we can influence and agreeing them with the supply chain.
• Developing and supplying the appropriate risk management tools.
• Capturing and analysing relevant information and disseminating insights to help members understand and manage risks more effectively.
CORE ACTIVITIES
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11. CORE ACTIVITIES
ENHANCING OPERATIONAL INTEGRITY
VISION
Promoting fair contracting principles
We work with members to use their combined knowledge and strength to determine and encourage fair contracting principles across the supply chain.
STRATEGY
• Developing a process that will enable IMCA to be proactive in developing good practice which is ‘future proof’.
• Using the committee structure to gather information regarding ‘good practice’.
• Influencing our clients to adopt standardised contracting practices.
• Educating and informing the supply chain.
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12. ENHANCING OPERATIONAL INTEGRITY
VISION
Improving competence, skills and knowledge
We create training and development propositions to anticipate the future needs of the industry and set the framework for competence.
STRATEGY
• Providing relevant IMCA competence and training frameworks and seminars virtually, locally and internationally.
• Developing opportunities for (and policies and practices to facilitate) secondments between member organisations and IMCA to provide development and networking experience for personnel, whilst facilitating the achievement of the association’s objectives.
• Identifying appropriate delivery partners/training establishments and accreditation bodies and providing guidance on accreditation of any syllabus, to ensure all training and development meets consistent industry standards.
• Reviewing how IMCA delivers competence and training solutions to its members through strategic direction by the Competence & Training Core Committee.
CORE ACTIVITIES
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13. WAYS OF WORKING
How we do it
OUR WAYS OF WORKING
We will deliver our core activities by: engaging and developing our members and other core stakeholders and developing our people and organisation
ENGAGING AND DEVELOPING OUR MEMBERS AND OTHER CORE STAKEHOLDERS
• Representing the interests and aspirations of our members
• Developing a committee structure that delivers the work programme
• Engaging client organisations
• Raising the profile of the IMCA organisation
DEVELOPING OUR PEOPLE AND ORGANISATION
• Extending our geographical influence
• Adding value
• Sustaining and evolving the secretariat
• Delivering a progressive work environment
• Delivering our message
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14. ENGAGING AND DEVELOPING OUR MEMBERS
AND OTHER CORE STAKEHOLDERS
VISION
Representing the interests and aspirations of our members
We define our different membership groups and develop strategies for managing expectations and relationships to ensure we engage with and represent all our members effectively.
STRATEGY
• Analysing all our membership groups, their interests and requirements of IMCA and creating membership management and engagement strategies in agreement with them.
• Influencing targeted CEOs and board members of ICOs and other contractor members to engage with IMCA in order to secure relationships at senior levels.
• Raising the profile of the sector and the impact IMCA delivers to attract more people into the marine contracting industry.
• Continuously promoting key messages and the IMCA brand within member organisations.
• Having a focal point/co-ordinator located in key regions enabling us to provide consistency of service internationally and to be responsive to local needs.
• Encouraging membership to conduct their business in compliance with guidelines and aspirations of our industry which are in harmony with the Constitution of IMCA.
• Reviewing the structure of IMCA to ensure it reflects the needs of our regional and international members effectively.
WAYS OF WORKING
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15. ENGAGING AND DEVELOPING OUR MEMBERS
AND OTHER CORE STAKEHOLDERS
VISION
Developing a committee structure that delivers the work programme
Our committee structures are representative of our membership dynamics and requirements.
Our work programme is focused on future trends and frontier opportunities.
STRATEGY
• Ensuring our committees represent the membership interests across our regions, have international representation and, where appropriate, are carried out in key regions.
• Developing, and regularly reviewing, a clear governance structure that provides guidelines to each committee and regional section regarding purpose, objectives, deliverables and ways of working.
• Ensuring the Overall Management Committee (OMC) monitors performance and deliverables associated with the work programme.
WAYS OF WORKING
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16. ENGAGING AND DEVELOPING OUR MEMBERS
AND OTHER CORE STAKEHOLDERS
VISION
Engaging client organisations
We engage with our client organisations to secure greater influence to address our members’ needs.
STRATEGY
• Analysing clients and their organisations to define their interests, key personnel etc. and developing strategies to strengthen relationships with, and to influence, them.
• Defining and promoting the benefits for client organisations of a relationship with IMCA.
WAYS OF WORKING
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17. ENGAGING AND DEVELOPING OUR MEMBERS
AND OTHER CORE STAKEHOLDERS
VISION
Raising the profile of the IMCA organisation
IMCA is the first point of call for governments, regulators, members and trade associations, regarding advice and guidance on good industrial practice in health, safety and the environment, security, engineering and operations.
STRATEGY
• Reviewing IMCA’s involvement in forums and events and contacts within regulators, members, trade associations and government bodies to assess their effectiveness and identify changes and improvements to facilitate the achievement of our vision.
• Building engagement plans, at local, regional and international levels, to ensure regular and appropriate communication with our key members and stakeholders and to grow our profile, impact and value outside the EU.
• Making sure members understand what IMCA is.
• Defining, and developing strategies to promote, the benefits we deliver, by regularly seeking and building on feedback from all our stakeholders.
WAYS OF WORKING
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18. WAYS OF WORKING
DEVELOPING OUR PEOPLE AND ORGANISATION
VISION
Extending our geographical influence
We develop expertise and influence in new territories, in line with members’ needs, and establish a permanent physical presence in key locations so we can engage and represent them fully.
STRATEGY
• Implementing the Council’s regional development strategy.
• Developing a business model that enables us to deliver a regional structure within IMCA.
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19. WAYS OF WORKING
DEVELOPING OUR PEOPLE AND ORGANISATION
VISION
Adding value
We have a business model that ensures IMCA delivers value to members.
STRATEGY
• Developing work practices/mechanisms/models to enable IMCA to monitor and measure its activities and to define and articulate the value that each delivers.
• Relentlessly pursuing operational excellence in IMCA.
• Asking for member feedback after key events to understand what they need and value.
• Publishing an annual review of the work we have undertaken and the benefits delivered.
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20. DEVELOPING OUR PEOPLE AND ORGANISATION
VISION
Sustaining and evolving the secretariat
Our people are regarded as highly experienced and influential. They are recognised for their strategic thinking, collaborative and innovative ways of working and for making the most effective use of the latest technology in all areas of activity.
STRATEGY
• Defining roles and performance criteria to reflect our resource requirements and global focus and using them to attract, retain and develop the right people, set objectives and drive the organisation’s success.
• Building key skills (e.g. project management, influencing and negotiation) to ensure our personnel are confident and competent to represent IMCA.
• Developing a plan to facilitate secondments between our member organisations and IMCA to improve people development, retention and knowledge sharing.
• Drawing on the resources and facilities of members, as appropriate, to train IMCA personnel.
• Identifying low value administrative activities (specific IT initiatives) to outsource and draw on the skills in our member organisations to support us to do this.
• Ensuring our employee profile reflects that of our regional and international membership.
WAYS OF WORKING
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21. DEVELOPING OUR PEOPLE AND ORGANISATION
VISION
Delivering a progressive work environment
We utilise technology to ensure our processes and deliverables to members are of a high quality, efficient and timely.
STRATEGY
• Developing our systems and technology and our skills in using them.
• Collaborating with appropriate organisations to communicate good practice, lessons learnt, successes and innovations in the sector.
• Developing appropriate systems to enable us to inform and alert our members to relevant issues and to promote engagement and gather feedback from them.
WAYS OF WORKING
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22. DEVELOPING OUR PEOPLE AND ORGANISATION
VISION
Delivering our message
We make use of a broad range of channels and forums to communicate relevant messages to each stakeholder group in the most effective way. We are able to successfully operate within different cultures with differing values and ethics whilst still meeting the needs of our members and stakeholders.
STRATEGY
• Working with each stakeholder group to identify the communication channels, forums, approaches etc. most effective for them and then develop appropriate strategies and plans.
• Adopting multiple modes of communication to increase access and involvement of regional members.
• Ensuring all our personnel are skilled in using the appropriate channels and methods of communication.
• Ensuring consistency in message and brand profile across all channels of communication.
WAYS OF WORKING
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24. Issue 2