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IMA and respect for human rights

The respect for human rights underpins the values of the Group, our way of working and doing business, our relations with employees, suppliers and other external stakeholders.

In this sense, the Group has implemented specific policies to protect human rights and activated controls over the supply chain. Almost every company within the IMA Group adopts formal measures to ensure that they do not participate in or facilitate discriminatory practices and/or forced labor.

About 70% of companies take human rights criteria into account when selecting and monitoring their suppliers, contractors and business partners. 50% of the companies require suppliers to comply with their code of ethics and/or specific human rights standards.

Specifically, moreover:

• In the UK, all local suppliers receive regular visits to ensure their ethics and product sustainability.

• In China, Group companies implement the legislation on human rights, including non-discrimination, child labour and the prevention of forced labour.

• In North America, most of the supply chain of the companies in the United States and Canada is located within the two countries, where there is strict compliance with laws on the environment, security and human rights.

• In India, a manual of “human resources policies” has been implemented, governing in detail corporate policies relating to human rights.

• Lastly, numerous companies operating in Europe use European suppliers that, in addition to complying with the stringent EU regulations, also receive regular inspections.

In 2017 specific training activities were carried out on respect for the Fundamental Human Rights by the companies of the IMA Group: in particular, in India, China and North America 2,386 hours of training on human rights have been provided, which involved 326 employees. Based on the reporting, monitoring and control mechanisms set out in the Code of Ethics, during 2017 there were no episodes of discrimination.

Our willingness to emphasize the importance of the individual is a goal that the Company pursues from the moment that a person first joins IMA. In fact:

• for professionally strategic positions, the selection process is being constantly improved;

• the main types of contract used in recruitment are permanent contracts and apprenticeships, with certification of the training process;

• links with universities and national and international centres of excellence are encouraged and reinforced; collaboration with local technical institutes is also developed;

• new hires are offered thorough training, information and guidance, which helps them find their feet and absorb IMA’s corporate values.



The distribution of the workforce is a good reflection of IMA’s business model, which is designed to retain the activities that represent critical and distinctive skills and outsource all other activities. At the Group level, the majority of employees fall into the “office worker” category: 55.8% of the total, i.e. 2,898 employees.



  Men Women Total
Manager 416 19 435
Middle manager 320 59 379
White collars 2173 725 2898
Blue collars 1456 26 1482
Grand Total 4365 829 5194

Most of the employees are aged between 30 and 50, or 59.8% (3,106 persons).



  <30 years 30-50 years > 50 years total
Manager 5 260 170 435
Middle manager 12 231 135 378
White collar 396 1794 714 2904
Blue collar 319 821 337 1477
Grand Total 732 3106 1356 5194

Furthermore, IMA contributes to the development of Human Capital of the territory using a recruitment pool that is preferably local, even at senior management level: in Italy, 100% of the managers in IMA at 31 December 2017 live in Italy. This situation is related partly to IMA’s choice of social responsibility, which binds it particularly to its local territory, and partly to the presence of widespread, qualified skills that can be found in the advanced mechanics cluster of Bologna and Emilia-Romagna.

The contractual conditions that IMA offers to its staff are often better than those granted by the sector on average. This takes place by using tools to create favourable conditions for the expression of individual talent, based on a corporate culture that features a system of strongly shared values. Examples of these are comprehensive health and accident insurance, agreements for discounted purchases and the best market terms for numerous aspects of the employment contract (pay, maternity leave, advances against severance indemnities, use of part-time work, etc.).

IMA S.p.A.’s supplementary labour contract provides economic and regulatory conditions that are more favourable than the National Labour Contract for Engineering Workers, without distinction between full-time, part-time and/or fixed-term employees. 63% of the IMA Group’s personnel is covered by collective labour agreements.

On the Industrial Relations front, the conflict is modest for the Italian companies of the Group and is generally affected by national disputes. These results have been achieved thanks to the activities of listening and dialogue between the Company, its employees and their representatives (Trade Union Representatives and the Workers’ Representatives).

For Italian employees the minimum notice period for significant operational changes within the organization (such as alterations in the organization’s operational structure that have substantial positive or negative consequences on its employees such as restructuring, outsourcing, closures, expansions, new openings, acquisitions, sale of the entire organization or part of it, mergers, etc.) is 4.5 weeks.

Even though the level of industrial unrest is low, IMA still manages any work-related complaints or disputes through formal mechanisms agreed with the social partners or through channels expressly provided for under labour regulations.

The Supervisory Board (Legislative Decree 231/2001) is informed every six months by the HR Department of any disputes resolved by agreements between the parties or by conciliation reports with the trade unions; in 2017 there were no disputes relating to employees management. The procedures for the search and selection of human resources have been consolidated over time and basically there is a preference for people who are part of the local community.


Download 2017 Sustain Ability Report »