Leaders 2013 | 13 x in AMP6


required.”


Imtech does not see this as a problem, saying it positions itself within clients’ capital delivery frameworks as a Tier One supplier,delivering the associated programmes of work. Therefore, although the work is expected to be different, the focus will be on the delivery of the framework as opposed to concern over the type of project, it says


Imtech does not expect this to staffing and resources because although the projects will be of a smaller value, there should be more of them.


THE NUMBERS Sales £M


Gross profit £M


09 80


6.3


Operating profit £M 1.8 Pre-tax profit £M Staff


1.9


Net assets £M THE RATIOS


187 3.3 10


Return on capital % 55.8 Gross margin %


7.8


Operating margin % 2.3 Net margin %


2.3 Sales/employee £K 427.7


10 68


6.4 3.2 3.2


181 4.8 11


66.9 9.4 4.7 4.7


375.7 11


71.9 4.5 2.8 2.1


181 5.7 12


36.7 6.3 3.9 2.9


“If anything this may increase the pressure on resources.”


Emerging themes


There has been a more general shift towards alliancing and collaborative working over the last AMP and this is a model that Imtech works well within. It already works with alliancing or col- laborative arrangements in Thames Water with Tamesis (a JV with Laing O’Rourke), in Anglian Water and Northumbrian Water as GTM (a JV with Galliford Try) and in Dwr Cymru Welsh Water there has been collab- orative arrangements for a long time. Imtech works closely with technology partners and others when appropriate.


%change 6


-30 -11 -35 0


18


%change -45 -33 -16 -39


397.2 6


Imtech has recognised an increase in work around the network and wastewater infra- structure. The company has also recognised that the key emerg- ing themes for many of the water companies are innovation and sustainability. Innovation and sustainability are both areas of strength for Imtech and ones where it can add real value, it says.


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