LIFTING  
TODAY, 
UPHOLDING  
TOMORROW
ICTSI 
SUSTAINABILITY
REPORT 2020
For People, the Environment & Economies

2
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ICTSI SUSTAINABILITY REPORT 2020
﻿
LIFTING  
TODAY, 
UPHOLDING  
TOMORROW
ICTSI 
SUSTAINABILITY
REPORT 2020
For People, the Environment & Economies 
About our cover
In this ICTSI Sustainability Report 2020 
edition, we present our sustainability priorities 
and progress at one of history's most 
critical junctures: when, in the 21st century’s 
inextricably interdependent global economy, 
COVID-19 has taken a tremendous toll on 
people, everyday activities, and the economic 
lifeblood of nations.
Our theme, Lifting Today, Upholding Tomorrow: 
For People, the Environment & Economies, 
speaks of our more-vital-than-ever before task: 
our ports’ 24/7 efforts to keep supply lines 
open, ensuring that food, medical supplies, and 
mission-critical resources reach families and 
communities, businesses and governments, and 
especially medical frontliners.
With every turn of the crane, with every box 
lifted and precious supplies unloaded, we 
were determined  to keep uplifting others. 
Equally important, we kept recalibrating 
goals, rethinking strategies, managing 
and minimizing risks, while supporting our 
sustainable growth goals. 
We closed 2020 the same way we had opened 
it, the outbreak notwithstanding: lifting others 
each day, and upholding tomorrow.
v.2

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ICTSI SUSTAINABILITY REPORT 2020
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CONTENTS
Acronyms	
6
Global Operations	
8
Highlights	
10
Chairman’s Message	
12
Sustainability Context	
16
Sector overview	
16
Company overview 	
18
Business profile	
19
Corporate commitments 	
20
About this Report	
24
Good Global Citizenship	
25
Expanded coverage and COVID-19 response	
25
Framework, standards, and materiality	
26
Stakeholders identification and engagement	
28
Notes	
28
01
ENVIRONMENT	
31
On track towards decarbonization	
34
Performance areas and positive results	
35
02
GOVERNANCE	
45
Corporate governance 	
47
Approach to enterprise risk management	
51
Code of Business Conduct 	
51
Conflict of Interest Policy 	
52
Supply chain	
54
Communication and training 	
57
Compliance 	
58
Digital transformation	
59
03
ECONOMY	
62
Trade in a time of “twin shock” 	
65
Agility and tenacity	
66
Partnering for sustainable and inclusive growth	
67
Fiscal prudence, future growth	
68
Economic contributions	
68
Connectivity contributions	
68
04
EMPLOYEES	
75
Employment and benefits	
77
Occupational Health & Safety	
81
COVID-19 response and resiliency-building 	
89
Labor rights, standards, and relations	
91
Diversity and equal opportunity	
93
Learning and development 	
94
05
CUSTOMERS	
101
Acceleration of digitalization of services 	
103
Safety and health protocols for customers	
105
Target: safe ports for all	
106
Providing avenues for feedback	
106
Customer engagement and satisfaction 	
107
Responsible data stewardship	
107
Zero tolerance for security breaches	
108
Sustained expansion for future-ready ports 	
108
06
SOCIE TY	
112
General mechanism for community relations	
115
Supporting IP communities 	
117
Health 	
119
Education 	
123
Community Welfare 	
126
Social assistance 	
131
Sports 	
133
Good Global Citizenship, celebrated in Asia 	
134
GRI content index	
135
Corporate Information	
140

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Acronyms
ICTSI Group-related
ACTS	
Advanced Customer 
Transaction System, MICT
AGCT	
Adriatic Gate Container Terminal
BCT	
Baltic Container Terminal
BGT	
Basra Gateway Terminal
BICT	
Batumi International Container Terminal
BIPI	
Bauan International Port, Inc. 
CGSA	
Contecon Guayaquil SA
CGT	
Cavite Gateway Terminal
CMSA	
Contecon Manzanillo SA
DIPSSCOR	
Davao Integrated Port Services and 
Stevedoring Corp. 
EMEA	
Europe, the Middle East and Africa
GCHR	
Global Corporate Human Resources
GCHSSE	
Global Corporate Health, Safety, Security 
and Environment
GCIR	
Global Corporate Investor 
Relations and Treasury
GCIT	
Global Corporate Information Technology
GCLA	
Global Corporate Legal 
Affairs and Governance
HIPSI	
Hijo International Port Services, Inc.
ICTSI	
International Container Terminal 
Services, Inc. 
ICTSI Iraq	
ICTSI (M.E.) DMCC
IDRC	
ICTSI DR Congo SA
IFI	
ICTSI Foundation, Inc.
IRB	
ICTSI Rio Brasil 1
KMT	
Kribi Multipurpose Terminal
LGICT	
Laguna Gateway Inland 
Container Terminal
LMC	
Labor-Management Council
MCT	
Mindanao Container Terminal
MGT	
Matadi Gateway Terminal
MICT	
Manila International Container Terminal
MICTSI	
Mindanao International Container 
Terminal Services, Inc.
MICTSL	
Madagascar International Container 
Terminal Services, Ltd. 
MIT	
Motukea International Terminal, Ltd. 
MNHPI	
Manila North Harbour Port, Inc. 
MTS	
PT Makassar Terminal Services
NMPI-NAFLU	 Nagkakaisang Manggagawa sa 
Pantalan ng ICTSI - National Federation 
of Labor Unions
OJA	
PT PBM Olah Jasa Andal
OPC	
Operadora Portuaria Centroamericana SA
PIAN	
Parola Interagency Network
PICT	
Pakistan International Container Terminal
PRO	
ICTSI Public Relations Office
PSWMP	
Parola Solid Waste Management Project, 
ICTSI Foundation
SBITC	
Subic Bay International Container 
Terminal Corp. 
SCIPSI	
South Cotabato Integrated 
Port Services, Inc.
SDU	
Sustainability and Development Unit, MICT
SPIA	
Sociedad Puerto Industrial 
de Aguadulce SA
SPICTL	
South Pacific International 
Container Terminal Ltd.
TMT	
Terminal Maritima Tuxpan SA
TSSA	
Tecon Suape SA
VICT	
Victoria International Container Terminal
YICTL	
Yantai International 
Container Terminals Ltd.
Others
ABAC	
ASEAN Business Advisory Council
ADP	
Administrative Due Process
AED	
Automated external defibrillators
AIDS	
Acquired immunodeficiency syndrome
AliaRSE	
Alliance for Corporate 
Social Responsibility
ALS	
Alternative Learning System
ASEAN	
Association of Southeast Asian Nations
ASM	
Annual Stockholders' Meeting
AUD	
Australian dollar
BASC	
Business Alliance for Secure Commerce
BAZFLP	
Buenos Aires La Plata Free Zone
BOC	
Bureau of Customs, Philippines
BTr	
Bureau of Treasury, Philippines
CBA	
Collective bargaining agreeement
CEMFI	
Centro Mexicano Para La Filantropia
CEO	
Chief Executive Officer
CG	
Corporate governance
CH₄	
Methane
CICL	
Children in conflict with the law
CNPP	
Honduran National Commission for 
Port Protection
CO₂	
Carbon dioxide
COMODALCE	 Enhancing Coordination in multimodal 
freight transport in Central Europe
COVID-19	
Coronavirus disease
CPN	
Child Protection Network
CRM	
Commercial and Risk Management
CSR	
Corporate social responsibility
DAF	
Dissolved air floation
DENR	
Department of Environment and Natural 
Resources, Philippines
DOF	
Department of Finance, Philippines
DOH	
Department of Health, Philippines
DPO	
Data Privacy Officer
DSRF	
Diliman Science Research Foundation
ECQ	
Enhanced community quarantine
EFP	
Employers Federation of Pakistan
EIA	
Environmental Impact Assessment
ERT	
Emergency Response Team
ESC	
Essential Services Commission, Australia
ESG	
Environmental, Social and Governance
ESR	
Empresa Socialmente Responsable or 
Socially Responsible Companies
ESR	
Socially Responsible Company
FEPORT	
Federation of European Private Port 
Companies and Terminals
FINA	
Financijska Agencija, Croatia
FMS	
Facilities Management System
FPIC	
Free, prior and informed consent
GHG	
Greenhouse gases
GITA	
Goods in Transport to Afghanistan service
GJ	
Gigajoules
GRI	
Global Reporting Initiative
HFCs	
hydroflourocarbon
HIV	
Human Immunodeficiency Virus
HR	
Human Resources
HRD	
Human Resources Department
HSE	
Health, Safety and Environment
HSSE	
Health, Safety, Security and Environment
IATF	
Inter-Agency Task Force on Emerging 
Infectious Diseases
IBM	
International Business Machines
ICD	
Institute of Corporate Directors
ICT	
Information Communications Technology
IiP	
Investors in People
IMDG	
Introduction to Dangerous Cargo
IMO	
International Maritime Organization
IMS	
Integrated Management System
IP	
Indigenous peoples
IPCC	
Intergovernmental Panel 
on Climate Change
IR	
Investor Relations
ISO	
International Organization for 
Standardization
IT	
Information Technology
KPI	
Key Productivity Indicator
KPT	
Karachi Port Trust, Pakistan
LD	
Learning and Development
LED	
Light emitting diode
LOA 	
Length overall
LOTO	
Lock out Tag out system
LPGA	
Ladies Professional Golf Association, USA
LTI	
Lost Time Injury
LTIFR	
Lost Time Injury Frequency Rate
LTISR	
Lost Time Injury Severity Rate
MAP	
Management Association of Pakistan
MARPOL	
International Convention for the 
Prevention of Pollution from Ships
mRNA	
Messenger RNA
N₂O	
Nitrous oxide
NF₃	
Nitrogen trifluoride
NMHA	
Near Miss/Hazard Alert
OHS	
Occupational Health and Safety
OHSAS	
Occupational Health and Safety 
Assessment Series
PCSD	
Palawan Council for 
Sustainable Development
PDRF	
Philippine Disaster Resilience Foundation
PENRO	
Provincial Environment and Natural 
Resources Office
PFCs	
Perfluorochemicals
PGT	
Philippine Golf Tour
PHP	
Philippine Peso
PNG	
Papua New Guinea
PNP	
Philippine National Police
PPA	
Philippine Ports Authority
PPE	
Personal protective equipment
PROFEPA	
Procuradoría Federal de 
Protección Al Ambiente
Project ARK	
Project Antibody Rapid test Kits
PRSP	
Public Relations Society of the Philippines
QC	
Quay crane
RA	
Republic Act
RO	
Reverse osmosis
RTG	
Rubber tired gantry
SAP	
Systems Applications and Products in 
Data Processing
SDGs	
Sustainable Development Goals
SEC	
Securities and Exchange 
Commission, Philippines
SEDEX	
Supplier Ethical Data Exchange
SF₆	
Sulfur hexafluoride
SIIM	
Societe Internationale d’Importation
SMETA	
SEDEX Members Ethical Trade Audit
SOLAS	
International Convention for the 
Safety of Life at Sea
SR	
Sustainability Report
SVP	
Senior Vice President
TED	
Terminal Executive Diploma
TEU	
Twenty foot equivalent units
TOS	
Terminal Operating System
ULAB	
Used lead acid batteries
UN	
United Nations
UNGC	
United Nations Global Compact
USD	
US Dollar
VF	
Voice of the Free
WHO	
World Health Organization

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ICTSI SUSTAINABILITY REPORT 2020
﻿
!
@
# $
(
BM
BN
BO
BS
CN
BT
&
^
%
*
BP BQ
BR
CM
CL
CO - DN
BU
The Americas
1	 Manzanillo, Mexico 
Contecon Manzanillo
2	 Veracruz, Mexico 
Tuxpan Maritime Terminal
3	 Cortés, Honduras 
Puerto Cortés
4	 Buenaventura, Colombia 
Puerto Aguadulce
5	 Guayaquil, Ecuador 
Contecon Guayaquil
6	 Buenos Aires, Argentina 
TecPlata
7	 Rio de Janeiro, Brazil 
ICTSI Rio Brasil
8	 Pernambuco, Brazil 
Tecon Suape
Europe, the Middle East  
and Africa 
9	 Rijeka, Croatia 
Adriatic Gate Container Terminal
10	Gdynia, Poland 
Baltic Container Terminal
11	 Adjara, Georgia 
Batumi International  
Container Terminal
12	Umm Qasr, Iraq 
Basra Gateway Terminal
13	Karachi, Pakistan 
Pakistan International  
Container Terminal
14	Kribi, Cameroon 
Kribi Multipurpose Terminal
15	Kongo Central, D.R. Congo 
Matadi Gateway Terminal
16	Toamasina, Madagascar 
Madagascar International  
Container Terminal
Asia and the Pacific
17	Yantai, China 
Yantai International  
Container Terminals
18	Lae, Papua New Guinea 
South Pacific International  
Container Terminal
19	Jakarta, Indonesia 
Tanjung Priok Berths 300-303
20	South Sulawesi, Indonesia 
Makassar Container Terminal
21	Melbourne, Australia 
Victoria International  
Container Terminal
22	Port Moresby, Papua New Guinea 
Motukea International Terminal
Philippines
23	Manila International  
Container Terminal
24	NorthPort
25	Subic Bay International Terminals 
(New Container Terminals 1 & 2)
26	Laguna Gateway Inland  
Container Terminal
27	Cavite Gateway Terminal
28	Bauan International Port
29	Sasa Wharf
30	Makar Wharf
31	Mindanao Container Terminal
32	Hijo International Port
BL
Global Operations
32 
YEARS
32 
TERMINAL 19 
COUNTRIES 06 
CONTINENTS
LIFTING 
TODAY, 
UPHOLDING 
TOMORROW
A	 Corporate Offices 
Manila, Philippines 
ICTSI Asia Pacific 
Manila, Philippines
B	 ICTSI Americas 
Panama City 
Panama
C	 ICTSI Europe,  
the Middle East 
and Africa (EMEA) 
Dubai, United 
Arab Emirates

Business 
performance  
in container 
throughput
USD 9.5 
MILLION
Total contributions to  
COVID-19 efforts:  
benefiting employees,  
port users, host communities, 
partner organizations, and 
government agencies  
and units  
10.19 
MILLION TEUs
100%
percentage of 
treated waste 
water reused in 
NorthPort
Consolidated net income attributable to equity holders
USD 101.8 
 MILLION
100%
Decrease in  
energy intensity
6% 
  (8 MAJOR TERMINALS)
MICT Expansion
3.3 
MILLION TEUS
Two digital firsts:
PICT and BGT 
introduce digital 
firsts in their 
respective markets 
carbon-neutral container 
shipment in the world (CGSA)
1st
PHP 30 
MILLION
ICTSI wildlife conservation 
project in Palawan
100%
Full adoption of online 
payments at MICT:  
face-to-face transactions 
now a thing of the past
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ICTSI SUSTAINABILITY REPORT 2020
﻿
HIGHLIGHTS
percentage of 
operating terminals 
that remained in 
service 24/7 even 
during lockdowns

We have yet to see the full magnitude of the pandemic's 
effects on families, communities, nations, and global 
trade. But we have already witnessed how people have 
truly been created with as-yet-unplumbed reservoirs: of 
kindness and tenacity and cooperation, going from first 
response to initial recovery and on to rebuilding, even if 
it be in radically new and unfamiliar ways.
Lifting today 
In the midst of 2020’s extreme unpredictability, 
we chose to prioritize staying on task to 
fulfill our day-to-day responsibilities as a 
national critical infrastructure, while lifting 
up one another and staying on track in our 
sustainability commitments. 
Much of our work entailed ensuring that not a 
few, not several, but all of our ports remained 
open, 24/7, lockdown or not: sustaining 
the precious supply lines of face masks 
and other personal protective equipment, 
food aid, medical equipment, or laptops for 
online learning. 
In Manila, with the enhanced community 
quarantine (ECQ), MICT, the nation’s largest, 
busiest, and most advanced port faced the 
threat of a shutdown, as cargo clearances 
almost ground to a halt. We closed ranks with 
shipping lines, consignees, truckers, brokers, 
forwarders, and government agencies and 
pushed back against this logistical fallout. The 
swift synergy reaped results: MICT operations 
returned to normal utilization rates within 24 
days after the ECQ’s onset. Thus, in Manila 
and in all our other operations, we never 
stopped delivering the essentials that societies, 
communities, and economies needed to cope, 
to heal, and to recover. 
In our home country, the Philippines, our people 
drew from deep reserves of grit and grace. 
After all, parts of the country’s northern island 
group, the Luzon region, were still grappling 
with the aftermath of the Taal Volcano explosion 
when the contagion broke out. Unfortunately, 
bushfires also broke out in Australia, and storms 
heaped additional suffering on beleaguered 
communities. Our terminals allocated 
substantial resources to support our host 
communities in their disaster response. 
In our organization, we implemented 
work-from-home, flexi-hours, and skeletal 
deployment. Worldwide, our employees received 
updated health advisories and guidelines 
from their respective local governments. 
Those reporting onsite had mandatory health 
screening and free food, and assistance with 
transport arrangements as needed. 
We released “Practices for a Safe 
Workplace,” the Company’s omnibus and 
continually-updated guidance on preventing 
and reducing COVID-19 transmission in our 
workplaces, reduce its impact on employees 
and stakeholders, and to maintain healthy 
business operations. Following measures 
dictated by the World Health Organization, 
International Maritime Organization (IMO), and 
our host governments, terminal premises were 
kept safe, secure, and hygienic via rigorous 
disinfection. Beyond protocols, we launched 
intensified information campaigns supporting 
health and wellness.  
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ICTSI SUSTAINABILITY REPORT 2020
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CHAIRMAN’S 
MESSAGE

All together—and in unity with its host 
communities in the fight against COVID-19—
the ICTSI Group contributed approximately 
over USD 9.5 million to national and local 
government agencies, immediate communities, 
employees, and port stakeholders. In the 
Philippines, we were among the first to respond 
to the private sector-led Project Ugnayan, 
aiding families economically displaced by 
the pandemic. To that initiative, we donated 
over USD 2 million, while also supporting Go 
Negosyo’s Project ARK, which aims to make 
mass testing accessible at the community level. 
Before yearend, we pledged more help: offering 
funding and logistical assistance to cover 
COVID-19 vaccine purchases not only for ICTSI 
employees, but for the Philippines’ Department 
of Health, government workers, and in the 
logistics sector – enough for three million doses.  
Upholding tomorrow
Despite the crisis’ outsized impact on 
global affairs, we remain on course in our 
sustainability journey. For 2020, our fourth 
year of sustainability reporting, we have greatly 
expanded our scope: from 2019’s review of 
eight major terminals, we are now assessing our 
sustainability progress in 24 of the 32 terminals 
in ICTSI’s global portfolio. Tracking from 2017, 
our inaugural edition where we focused solely 
on MICT as our flagship operation, we are 
thankful for the gains made thus far. 
Continually strengthening our governance, we 
launched the ICTSI Human Capital Statement, 
underscoring our commitments in respecting 
human rights, valuing diversity and inclusion, 
and promoting health and safety, among others. 
Moreover, in our Group-wide procurement 
processes, we not only streamlined processing 
but elevated compliance standards as well—in 
accordance with our Global Principles on 
Human Capital and requirements put forth by 
the Sedex Members Ethical Trade Audit, one of 
the world's the most widely used social audits. 
Leveraging digital transformation to benefit 
our stakeholders has been indispensable in 
maritime trade. It has been especially critical 
for enhanced governance, risk management, 
and resiliency (including cyber resiliency) in 
light of COVID-19. 
We thus supported our digital workplace with 
an even more robust security posture, and 
major streamlining of IT Helpdesks by the 
Company’s Global IT. We consolidated our 
Group-wide digital infrastructure to empower 
our 32 multilingual sites to be increasingly 
responsive to their local markets. ICTSI also 
formally signed onto the TradeLens blockchain 
platform (developed by IBM and Maersk) and its 
global network of container terminals. Complete 
integration into TradeLens will help us optimize 
work with regulatory authorities, improve our 
terminals’ visibility to incoming shipments and 
enable online updates from sea carriers. 
To further protect our customers, we kept 
reducing face-to-face transactions, while 
ensuring we continued providing highly efficient 
services quayside, landside, and online. In this 
race, several of our terminals—including PICT, 
BGT, and MICT—scored digital firsts in their 
respective markets.
Bucking difficulties posed by the crisis, we 
pressed on with our environmental sustainability 
advocacies: reduced energy use and lower 
emissions, enhanced solid waste and effluents 
management, and water usage monitoring. 
One notable development in helping ensure 
marine biodiversity is our partnership with 
the Philippines’ Diliman Science Research 
Foundation on the Portable Ballast Water 
Treatment System Project. The latter is slated 
for possible upscaling and replication to help 
the Philippine Government comply with IMO’s 
Ballast Water Management regulations.
Across the Group, we have ongoing 
commitments and varying stages of 
implementation of sustainability policies, 
aligned with the Company’s benchmarks and 
the voluntarily-adopted international standards 
certifications.
Beyond our ports, we continued coastal 
cleanups and projects in reforestation and 
biodiversity protection.
Also to avert the next environment-caused 
pandemic, the ICTSI Foundation is 
strengthening its partnership with the Katala 
Foundation with its ongoing wildlife research 
and conservation initiatives aimed at protecting 
the country’s threatened wildlife. The assault on 
ecosystems, particularly on global wildlife trade 
and consumption, were seen to have allowed 
the virus to jump from animals to humans.
While accomplishing all these, we took 
careful note of the easy-to-overlook needs of 
vulnerable sectors: people most likely to bear 
the brunt of COVID-19's socioeconomic impacts. 
Our COVID-19-related assistance to our host 
communities and to vulnerable sectors were far 
ranging in nature and geographical scope. 
Not to be forgotten are our responsibilities as 
a “pure ports” player—independent of and with 
no investments in shipping—aiding the Port 
Authorities in their own initiatives, and joining 
them in support of and compliance with major 
regulatory developments in the sector. 
Prudence and potential
The crisis has been described as 
unprecedented—far too often, but rightly so. 
Yet we have the lessons learned from past 
crises such as in 2009, and we are successfully 
applying hard-won insights.  As we approach 
the horizon that is 2021, we remain steadfast in 
our balanced course of prudent management 
and strategic business growth. 
Thus, on the one hand, we sought to bring 
down our fixed costs and embarked on two 
capital market deals as part of our overall 
financing and liability management exercise. 
We will continue to exercise utmost prudence 
in the current climate, while being alert to 
opportunities for growth. 
Today, we will continue to protect and to build 
each other up—colleagues in the maritime 
industry, customers from the cargo and freight 
sectors, partners in our host communities—even 
as we continue to help governments build and 
develop economies and nations. The pandemic 
may persist, but we will persevere with our 
vision: lifting our stakeholders by sustaining 
trade today, while upholding our sustainability 
goals for tomorrow's generations.  
(Original signed)
Enrique K. Razon Jr.
Chairman & President 
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ICTSI SUSTAINABILITY REPORT 2020
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Tracking from 2017, our 
inaugural edition where 
we focused solely on MICT 
as our flagship operation, 
we are thankful for the 
gains made thus far.

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ICTSI SUSTAINABILITY REPORT 2020
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While the locus of compliance will be 
international shipping (and in some cases, 
fishing vessels), our sub-sector, being thus 
closely allied, plays a role in supporting the 
Port States/Country Signatories as they 
implement, monitor, and enforce these 
regulatory measures. 
Full speed ahead: safety, digitalization 
No less far-ranging are the developments 
that have taken place, and those that will still 
emerge, in our ports’ transactional interfaces 
and workplace environments. 
Pre-pandemic, there had already been the 
progressive strengthening of labor standards and 
health and safety within our organization, and 
across the industry. Now, add to that the broad 
swath of measures relating to port workers’ and 
users’ safety in light of COVID-19 prevention, 
monitoring, and control. These, even as we 
work alongside governments in ensuring the 
unimpeded flow of vital medical and food supplies. 
Moreover, in the years prior to 2020, our 
terminals had already been steadily developing, 
adopting, and promoting various technologies 
and systems. These digital transformation 
initiatives—in both our organizational work 
processes and port transactions—were 
already resulting in efficiency gains and 
enhanced transparency. 
However, undoubtedly, it was the sudden global 
drive to drastically reduce physical face-to-face 
interactions that dramatically accelerated the 
widespread adoption of our already-existing 
digital systems: among our customers, public 
sector partners, and private sector partners 
(including our suppliers). 
For our employees, the pre-pandemic digital 
initiatives had already been providing valuable 
opportunities for retooling and/or upskilling. 
Come 2020, they further benefited from the 
built-in advantages of these technologies and 
systems: allowing work to be done remotely, 
documents processed online (and thus safely 
offsite), and transactions completed.
Sector overview
A sea change in the regulatory 
environment
Reviews of 2020 will undoubtedly mark 
COVID-19 as the most pervasive factor that 
impacted global trade. Its fallout is expected to 
persist throughout 2021 and beyond. However, 
even prior to the pandemic, six megatrends 
were already having outsized effects on the 
sector where ICTSI operates: the maritime 
transportation sub-sector. 
Of these six—corporate governance, growing 
protectionism, technological advancement, 
environmental performance, energy sector 
developments, and climate change—the last 
three are linked to environmental sustainability. 
Our customers in the international shipping 
sub-sector have been spending the last several 
years preparing to comply with several major 
regulatory developments. Foremost among 
these are the IMO 2050 Greenhouse Gas 
Target, the International Convention for the 
Control and Management of Ships’ Ballast 
Water and Sediments, the International 
Convention for the Prevention of Pollution from 
Ships (MARPOL Annex VI or IMO2020), and 
the IMO Action Plan to Address Marine Plastic 
Litter from Ships. 
SUSTAINABILITY 
CONTEXT
Our Purpose
To make ports around the world a driver for 
positive and sustainable growth.
At ICTSI, we work tirelessly to develop 
and operate efficient and sustainable 
port facilities and deliver the highest 
possible benefits to our customers, 
partners, people, shareholders, and to the 
communities we serve.
Our Values
ICTSI’s commitment to our partners and 
communities began more than three decades 
ago in the Philippines.  Our projects and 
terminals now extend across six continents 
and are anchored around many of the same 
founding values that have underpinned our 
sustainable approach to growing our business 
and our host economies.  Our five values 
guide our behavior and form the foundation 
of our purpose: 
	
M Respect for all. We place the utmost importance on 
safety, community, and diversity.  The well-being and 
health of all our stakeholders is our number one priority.  
We strive to have the highest standards in place to 
ensure that our people and stakeholders are safe, 
respected, and treated fairly.
	
M Trust. We lead with integrity, respect, and compassion 
for our people, partners, communities, and our 
environment.  We take great pride in working 
responsibly to earn trust and keep it.
	
M Collaboration. We are a diverse and inclusive company 
working together and exploring new ways of doing 
things to deliver the best possible outcome for all 
stakeholders. As a responsible business, we embrace 
equality of opportunity and empower all our people to 
adapt, collaborate, and innovate across borders.
	
M Tenacity. Our people work tirelessly with utmost 
determination to achieve their goals and deliver 
on commitments to partners, shareholders, host 
communities, and the environment.
	
M Passion. We are pioneers in an industry with deep 
linkages to the host economies and communities in 
which we operate. Our people relish the challenge 
of exploring new opportunities, operating terminals, 
creating sustainable benefits for our host communities, 
protecting the environment while also delivering returns 
to our shareholders.

Sectoral & Market Focus
Vessel and
Container
Handling
Cargo
Storage
Container
Stripping and
Stuffing
Services for
Refrigerated
Containers or
Reefers
Weighing
Roll-on / Roll-off
Bulk and General
Cargo Handling
ICTSI
Port Development, 
Management, and 
Operations
Maritime Ports
Transport Sector
Mid-Range Market: 
50,000 - 3.3 million 
TEU Range
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ICTSI SUSTAINABILITY REPORT 2020
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Company overview 
Partnerships for development 
ICTSI strategically partners with governments 
seeking to privatize their maritime port holdings 
and to optimize operations, supporting 
these nations as they leverage domestic and 
international trade to achieve their sustainable 
development visions and goals. 
Through our subsidiaries, we collaborate with 
Port Authorities in Public-Private Partnerships 
(PPPs), within the framework of long-term 
concession agreements. 
Our ports serve as the primary transit points 
between two sub-sectors in the transportation 
sector: shipping, which is the maritime or 
waterside part of the supply chain, and freight 
transport, towards the landside of the supply 
chain, or the port’s hinterland. These are the 
regions where our ports play a significant role 
in supporting and facilitating import and export 
cargoes. Such cargoes include raw materials, 
semi-finished and finished goods, upon which 
depend the region’s commercial traders, export 
processing zones, and other hubs. We also 
handle large-scale project cargo for complex 
infrastructures such as for the energy and 
mining sectors.
Our growing portfolio 
Established in December 1987 in the 
Philippines, ICTSI has become a leading port 
operator, innovator, and pioneer. Soon after 
consolidating and strengthening our flagship 
operations at the Manila International Container 
Terminal (MICT), we launched an international 
and domestic expansion program. Along our 
journey, we developed the world’s first fully 
automated international container handling 
facility at Victoria International Container 
Terminal, Melbourne, Australia. 
By the close of 2020, our operations covered 
three geographic regions: Asia, the Americas, 
and Europe-Middle East-Africa (EMEA), 
consisting of 32 terminals in 19 countries across 
six continents, and employing 8,563 people.   
Business profile
Organization
Our Company is incorporated in the Philippines 
with principal offices at the ICTSI Administration 
Building, Manila International Container Terminal, 
South Access Road, Port of Manila, Manila, 
Philippines. We have been publicly listed in the 
Philippine Stock Exchange since March 1992.
Markets and services
We work exclusively in the market segment of 
cargo handling and related services market. 
Our core business includes the operation, 
management, development, and acquisition of 
common-user container terminals, pursuant to 
our agreements with the Port Authorities. Our 
market focus is on container ports, or dedicated 
container terminals in particular, facilities with 
total annual throughputs ranging from 50,000 
TEUs to 3.3 million TEUs. 
We serve the following commercial customers 
and port users: shipping lines; cargo owners/
shippers; and landside (port hinterland) logistics 
Overview of 2020 Portfolio
Existing Operations
	
M Manila International Container Terminal (MICT),  
Manila, Philippines
	
M Subic Bay International Terminal Corp. (SBITC), New Container 
Terminals 1 & 2, Subic Bay Freeport, Philippines
	
M Manila North Harbour Port, Inc. / NorthPort (MNHPI), Philippines
	
M Cavite Gateway Terminal, Inc. (CGT), Cavite, Philippines
	
M Laguna Gateway Inland Container Terminal, Inc. (LGICT), 
Laguna, Philippines
	
M Bauan International Port, Inc. (BIPI), Batangas, Philippines
	
M Davao Integrated Port and Stevedoring Services Corp. 
(DIPSSCOR), Davao City, Philippines
	
M South Cotabato Integrated Port Services, Inc. (SCIPSI), Gen. 
Santos City, Philippines
	
M Mindanao Container Terminal (MCT) / Mindanao International 
Container Terminal Services, Inc. (MICTSI), Misamis Oriental, 
Philippines
	
M Hijo International Port Services, Inc. (HIPSI),  
Tagum City, Philippines
	
M PT Makassar Terminal Services (MTS), South Sulawesi, Indonesia
	
M PT PBM Olah Jasa Andal (OJA), Tanjung Priok,  
Jakarta, Indonesia
	
M Pakistan International Container Terminal Ltd. (PICT),  
Karachi, Pakistan
	
M Yantai International Container Terminals Ltd. (YICTL), 
Yantai, China
	
M Contecon Manzanillo S.A. de C.V. (CMSA), Colima, Mexico
	
M Contecon Guayaquil S.A. de C.V. (CGSA), Guayas, Ecuador
	
M Tecon Suape S.A. (TSSA), Pernambuco, Brazil
	
M TecPlata S.A. (TECPLATA), Buenos Aires, Argentina
	
M Baltic Container Terminal (BCT), Gdynia, Poland
	
M Batumi International Container Terminal, Ltd. (BICTL),  
Batumi, Georgia
	
M Adriatic Gate Container Terminal (AGCT), Rijeka, Croatia
	
M Madagascar International Container Terminal Services, Ltd. 
(MICTSL), Toamasina, Madagascar
	
M Basra Gateway Terminal (BGT) / ICTSI (M.E.) DMCC,  
Umm Qasr, Iraq
	
M Operadora Portuaria Centroamericana S.A. de C.V. (OPC), 
Cortes, Honduras
	
M Victoria International Container Terminal Ltd. (VICT),  
Melbourne, Australia
	
M Matadi Gateway Terminal (MGT) / ICTSI DR Congo S.A.,  
Matadi, D.R. Congo
	
M Sociedad Puerto Industrial de Aguadulce S.A. de C.V. (SPIA), 
Buenaventura, Colombia
	
M South Pacific International Container Terminal Ltd. (SPICTL), 
Papua New Guinea
	
M Motukea International Terminal Ltd. (MITL), Papua New Guinea
Greenfield Project
	
M Terminal Maritima de Tuxpan S.A. de C.V. (TMT), 
Veracruz, Mexico
New Projects Secured
	
M ICTSI Rio Brasil 1 (ICTSI Rio) / Libra Terminal Rio S.A.,  
Rio de Janeiro, Brazil
	
M Kribi Multipurpose Terminal (KMT), Kribi, Cameroon
ICTSI 2020 Fast Facts
Revenues from operations (Gross of port authorities' share)
USD 1.48 
BILLION
USD 1.51 
BILLION
Total cargo handled
10.18 
MILLION TEUs
10.19 
MILLION TEUs
Total capitalization
Debt
USD 1.66 
BILLION
USD 1.77 
BILLION
Equity
USD 1.63 
BILLION
USD 1.86 
BILLION
1	
  2019 
  2020

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ICTSI SUSTAINABILITY REPORT 2020
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players such as independent brokers, along with 
freight forwarders, especially trucking companies 
and truck drivers; and government agencies, 
primarily customs authorities in the territories 
where we operate, and industry associations 
(such as trucking associations) with satellite 
offices or operations within the port premises. 
Business distinctive
As one of the few truly independent inter-
national port businesses with no shipping or 
consignee-related interests, ICTSI works and 
transacts transparently with any stakeholders in 
the port community. 
Corporate commitments 
Sustainable development 
In our work in nations, we have been 
delivering substantial and significant results 
as an acclaimed private sector partner that 
develops high-performing ports which offer 
all-around value. 
This is where ICTSI offers a unique strength. 
After all, the Company has over three decades’ 
depth of experience and expertise in creating 
ports that drive economic transformation and 
support people’s aspirations for sustainable 
growth. And it has done so very effectively in 
terminals in developing markets. 
The Company drives sustainable development 
through parallel tracks: global corporate policies 
and programs, projects conceptualized and 
implemented by individual ports, and efforts 
that are either spearheaded or supported by the 
ICTSI Foundation. In recent years, the Philippine 
operations have also embarked on the ICTSI 
Employee Volunteerism Program, which 
provides additional support for corporate, port, 
and Foundation projects. 
Group-wide, we are constantly pushing for 
increasingly sustainable operations, with 
expanding or intensifying positive impacts 
on six key areas: the economy, governance, 
the environment, customers, employees, host 
communities and society at large. 
Sustainability and governance 
Believing that sound, prudent, and effective 
corporate governance is the bedrock of 
business sustainability, we have in place in 
ICTSI a robust structure that encompasses vital 
areas such as general management, information 
systems, risk management, reliable financial 
and operational information, and cost effective 
and profitable business operations.
We strongly emphasize compliance with our 
contractual obligations; with the laws, rules, and 
regulations that are in force in the territories 
where ICTSI operates; and with the international 
standards which we have adopted, such as 
those set by the IMO and the International 
Organization for Standardization (ISO).
Committed to the continuing effort to 
more systematically and deeply integrate 
sustainability principles in strategic visioning, 
planning, and execution—creating positive 
impact across operations, across borders, 
and across generations—we have fully 
entrenched, beginning 2020, our Board-Level 
Sub-Committee dealing with Environment. 
Social and Governance (ESG) issues. 
The Sustainability Steering Committee will 
continue to be responsible for the execution 
of the sustainability strategy, policies and 
programs that are currently implemented or 
which may still to be formulated. Foremost 
among these priorities is the Climate Change 
impact assessment on the terminals, and 
strategic planning for mitigation based on the 
Intergovernmental Panel on Climate Change 
(IPCC) scenarios. 
United Nations Sustainable 
Development Goals 
Having long held to the principle of sustainability 
(embodied in “the value of the long view”), 
we work to ensure that its operations and 
transactions support and advance Good 
Global Citizenship. 
ICTSI has successfully maximized opportunities 
to support the UN SDGs. These range from: 
•	Supporting national and regional goals 
through trade facilitation, especially in 
developing markets. To these ends, ICTSI 
creates and constantly upgrades major 
maritime port infrastructure, bringing 
world-class efficiencies to ports. 
•	Pioneering—especially in developing/
emerging markets—in instituting international 
standards in labor, health and safety, and 
security; introducing technologies and 
innovations; and, establishing quality, 
environmental, and other management systems. 
•	Greening operations: welcoming 
opportunities to either develop livable port 
cities, or re-establish existing port facilities 
in new sites outside of city limits; or utilizing 
Victoria International Container Terminal, Australia

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ICTSI SUSTAINABILITY REPORT 2020
﻿
of existing facilities), or continually required 
throughout the day-to-day management and 
operations of our ports and terminals.
These include, but are not limited to the 
construction sector; banking/capital markets; 
legal services; specialized consultancy 
services (such as those pertaining to Climate 
Change and Sustainability); cargo handling 
and container yard equipment and vehicle/
fleet suppliers; ICT suppliers and consultants 
(hardware, software, systems, and security); 
banking and insurance (for both human 
resources and capital assets); pre-need/
health/medical for employees; power and 
water supply, telecommunications, and other 
utilities; and, safety and security, cleaning, 
and housekeeping.
In 2020, we further streamlined our Group-wide 
procurement processes and merged our shared 
services company, ICTSI Asia Pacific Business 
Services, Inc. with MICT Procurement to form 
ICTSI Global Procurement, allowing strategic 
procurement for the top and critical spend of 
the ICTSI Group. 
In the selection and accreditation of suppliers, 
ICTSI adheres to local standards and 
policies set by the Department of Trade and 
Industry in the Philippines (where we are 
headquartered) and by its counterpart agencies 
in the respective jurisdictions where our 
subsidiaries operate. 
Moreover, in 2020, we adopted the SMETA 
methodology. As one of the world's most widely 
used social audits, SMETA helps ICTSI in the 
systematic and on-ground assessment of our 
suppliers, towards ensuring responsible working 
conditions all across our own supply chain. ■
Participation in external initiatives
Global Reporting Initiative (GRI).  The Company first adopted the GRI 
Standards in 2017 to enable it to report on its various sustainability 
initiatives, and continued to use the GRI Standards for this report. 
International Maritime Organization (IMO). The International Ship and 
Port Facility Security Code (ISPS Code). ICTSI container terminals 
that are operational (as of yearend 2019) are ISPS Code Compliant.
International Convention for the Safety of Life at Sea (Solas 
Convention). In compliance with the Amendment on Verified Gross 
Mass Requirement, ICTSI provides weighing facilities.
International Organization for Standardization (ISO). Thirteen 
ICTSI ports that are operational (as of yearend 2020) are certified 
compliant with at least one type of ISO standard. 
US Department of Energy National Nuclear Security Administration 
Megaports Initiative. Post-9/11 terror attacks, ICTSI’s flagship MICT 
was equipped (with technologies such as radiation portal monitors 
and handheld detection devices, and with training and support) to 
detect weapons of mass destruction. 
ASEAN Business Advisory Council. ICTSI is a member of the ASEAN 
Business Advisory Council – Philippines chapter. ICTSI President and 
CEO Enrique K. Razon Jr. is a member of the ASEAN Business Club.
Business Alliance for Secure Commerce (BASC). ICTSI (Americas 
operations) CGSA in Ecuador is a member, and is BASC-certified. 
Federation of European Private Port Companies and Terminals 
(FEPORT). ICTSI (Europe-Middle East-Africa operations) subsidiaries 
BCT (Poland) and AGCT (Croatia) are member-ports.
United States Bureau of Customs and Border Protection Container 
Security Initiative. A security regime that helps ensure all containers 
that pose potential risk for terrorism are identified and inspected 
at foreign ports before they are placed on vessels destined for the 
United States. 
Supplier Ethical Data Exchange (SEDEX). ICTSI is a member of 
SEDEX, one of the world’s leading ethical trade service providers. 
In 2020, ICTSI, in screening its own suppliers, has adopted social 
auditing standards in line with the SMETA (SEDEX Members Ethical 
Trade Audit).
Membership
planning and technology to better manage 
aspects of the container flow. 
Apart from these, the ICTSI Head Office, the 
Subsidiaries, and the ICTSI Foundation have 
ongoing commitments to communities and 
marginalized sectors: providing access to 
quality education, training in employable skills, 
and technical-vocational facilities; ensuring 
clean water, health services, and sanitation; 
and, providing environmental education and 
ecological solid waste management-based 
livelihood opportunities, among others.
United Nations Global Compact 
In 2020, we officially launched our statement, 
“Our Global Principles on Human Capital,” 
crystallizing our support of the principles of 
the United Nations Global Compact. These 
principles are aligned with ICTSI ports’ 
essential role as gateways to international 
trade, foundations for local economic growth, 
and drivers of community development. Our 
Statement lays out our commitments to 
human rights, diversity and inclusion, health 
and safety, and labor rights (including fair 
remuneration and freedom of association and 
collective bargaining).
Ethical and responsible supply chains 
ICTSI’s own supply chain covers a broad 
range of suppliers. These include suppliers of 
products and services that are required during 
the port infrastructure development (as in the 
case of greenfields), or the redevelopment 
Puerto Aguadulce, Colombia

Ports covered in this 2020 edition
	• MICT – Manila, Philippines
	• MNHPI – Manila, Philippines
	• SBITC (NCT 1 & 2) – Subic, 
Philippines
	• BIPI – Bauan, Philippines
	• CGT – Tanza, Philippines
	• LGICT – Calamba, Philippines
	• SCIPSI – General Santos City, 
Philippines
	• DIPSSCOR – Davao City, Philippines
	• MCT – Tagoloan, Philippines
	• HIPSI – Tagum City, Philippines
	• SPICTL – Lae, Papua New Guinea
	• MITL – Port Moresby, Papua New 
Guinea
	• PICT – Karachi, Pakistan
	• VICT – Melbourne, Australia
	• MICTSL – Toamasina, Madagascar
	• MGT – Kongo Central, Congo
	• BGT – Umm Qasar, Iraq
	• BICT – Batumi, Georgia
	• BCT – Gydnia, Poland
	• AGCT – Rijeka, Croatia
	• OPC – Cortes, Honduras
	• CGSA – Guayaquil, Ecuador
	• CMSA – Manzanillo, Mexico
	• TSSA – Pernambuco, Brazil
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ICTSI SUSTAINABILITY REPORT 2020
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Good Global Citizenship
ICTSI’s corporate commitment to supporting 
sustainable development in its ports’ host 
nations and communities, ensuring sustainable 
operations, and conducting annual sustainability 
reporting (starting with fiscal year 2017), 
rest on our overarching principle: Good 
Global Citizenship.
This principle guides the Company's 
relationships and actions. We continually work 
to ensure that the broadening impact of genuine 
Good Global Citizenship is apace with our 
expanding geographical footprint. 
The same principle drives and shapes our 
contributions towards accomplishment of the 
UN SDGs. As in our 2018 and 2019 editions, 
this ICTSI Sustainability Report 2020 not 
only features our initiatives—those launched 
Group-wide, those conceptualized by specific 
terminals in response to local needs, and those 
either initiated or implemented by the ICTSI 
Foundation, Inc., our official Corporate Social 
Responsibility arm, but also clearly identifies 
the UN SDGs to which these programs and 
projects contribute. 
Expanded coverage and  
COVID-19 response
This fourth sustainability report presents 
our full-speed-ahead commitment: we are 
building on lessons learned and gains made in 
2019, when we had covered the sustainability 
progress of our eight major terminals for the 
second consecutive year. Thus, for 2020, we 
have cast a much wider net and covered 24 
of the 32 terminals in our global portfolio. It 
must be noted, however, that whenever data 
pertaining to "24 terminals" are shown, such 
data always include those from the eight major 
terminals that had been covered in the 2018 
and 2019 editions of the SR. 
ABOUT THIS 
REPORT

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ICTSI SUSTAINABILITY REPORT 2020
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Materiality Heat Map
LESSER IMPACT
NEUTRAL IMPACT
HIGH IMPACT
	23	 Other Stakeholders 
Engagement 
	24	 Materials stewardship
	25	 Local hiring
	26	 Biodiversity
	
9	 Digitization
	10	 Labor-Management Relations
	11	 Engaging the workforce
	12	 Indirect economic impact
	13	 Customer health and safety
	14	 Energy Efficiency
	15	 Responsible Tax Management 
and Payment
	16	 Emissions and Climate 
Change
	17	 Government engagement
	18	 Talent Acquisition and 
Retention
	19	 Community relations and 
initiatives
	20	 Managing waste
	21	 Diversity and Equal 
Opportunity
	22	 Water management
	
1	 Safety and well-being
	
2	 Economic Performance
	
3	 Customer Engagement and 
Satisfaction
	
4	 Compliance
	
5	 Sustainable supply chain
	
6	 Learning and development
	
7	 Customer data privacy and 
security
	
8	 Corporate Governance and 
Business Ethics
Changes from previous materiality assessment.
1	 More defined high impact issues (rating >3 in assessment)
2	 Safety and well-being of our people is now the top priority, replacing customer satisfaction
3	 Compliance, sustainable supply chain and corporate governance and business ethics – neutral to high
4	 Other stakeholders engagement – neutral to lesser
5	 Local hiring – high to lesser
6	 Talent acquisition and retention merged the fair labor practices, talent acquisition  and pay and benefits issues – high to neutral
7	 Customer health and safety, government engagement, community relations and initiatives and climate change – high to neutral
These 24 terminals were chosen on the following 
basis: their current status (operational at the time 
of reporting, whereas other terminals may be 
greenfields in varying stages of development); 
their size or scope of operations; strategic value 
to the nation and/or region where they operate; 
level of performance in key sustainability metrics 
such as impacts on the environment, on society, 
on the economy, and governance; and, their 
contribution to the overall business performance 
(i.e., ICTSI Group). 
We have retained the six sections representing 
key areas of our impact, namely, Environment, 
Governance, Economy, Employees, 
Customers, and Society.
Framework, standards,  
and materiality
ICTSI continues to adopt the Global Reporting 
Initiative (GRI) Standards. Launched in 2017, 
it is one of four globally accepted reporting 
frameworks allowed by the Securities and 
Exchange Commission of the Philippines (SEC), 
for use by publicly listed corporations in the 
country (where ICTSI headquarters are located). 
Prepared in accordance with the GRI 
Standards: Core Option, this report presents 
data on the GRI Topic-Specific Standards and 
Topic-Specific Disclosures as based on the 
2020 operations of the 24 terminals covered 
except otherwise indicated.
The Company reports its impacts on the 
economic, environmental, and governance 
spheres, as well as workforce, customers/
clientele, and communities.
In each sustainability reporting cycle, we conduct 
a multi-step materiality assessment process that 
helps us identify the most important ESG issues 
for our business and our stakeholders.  
This helps us determine what we should be 
or are reporting (including the process and 
results of measuring our performance on those 
issues). Just as important, the insights gleaned 
from the process help inform our strategy 
to manage them. 
The material issues were classified as having 
high, neutral, or lesser impact based on the 
materiality assessment that had been conducted 
against the larger backdrop of the unfolding 
pandemic. The high impact issues thus rightly 
reflect the key issues where the Company could 
make the most impactful contributions (including 
those that could be of immediate or substantive 
benefit, such as the safety protocols and the 
continuing port operations that supported the 
inflows of medical suppplies). 
Significance of Economic,  Environmental, and Social Impacts
Significance to stakeholders
ECONOMY
ENVIRONMENT
GOVERNANCE
EMPLOYEES
CUSTOMERS
SOCIETY
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CATEGORY
KEY MATERIAL ISSUES
RELEVANT SDGS
EMPLOYEES
Safety and Well-being
ECONOMY
Economic Performance
CUSTOMERS
Customer Engagement and Satisfaction
GOVERNANCE
Compliance
ECONOMY
Sustainable Supply Chain
EMPLOYEES
Learning and Development
CUSTOMERS
Customer Data Privacy and Security
GOVERNANCE
Corporate Governance and Business Ethics

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ICTSI SUSTAINABILITY REPORT 2020
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Stakeholders Engagement Map
Approaches
Key topics and concerns raised
Public sector
	• Website
	• Direct communication
	• Annual audited financial statements
	• Annual sustainability report
	• Annual corporate governance report
	• Annual, quarterly, and monthly reports
	• Disclosures and other required reports
	• Corporate/institutional marketing communications
	• Advertisements
	• Concession matters
	• Regulatory and reportorial requirements
 Port users
	• Website
	• Client online dashboard
	• ICTSI mobile app
	• 24/7 web-based communication systems
	• Quarterly customer satisfaction survey
	• Customer care local hotline
	• Weekly client visits and virtual tours (priority customers and 
other stakeholders)
	• Monthly association meetings
	• Quarterly trainings and seminars
	• Annual customer appreciation/thanksgiving events
	• Customer satisfaction
	• System issues
	• Billing issues
	• Operational issues
	• Health and safety protocols related to 
COVID-19 pandemic
	• Digitization of port processes
 Employees
	• Direct meetings
	• Website
	• Ad hoc correspondence
	• Employee bulletins
	• Monthly newsletter
	• Quarterly Ugnayan sa Pantalan
	• Annual employee relations activities
	• CBA (every five years)
	• Volunteering activities in coordination with ICTSI Foundation
	• Other employment engagement activities
	• Performance management
	• Employee welfare
	• Labor-management relations
	• Health and safety protocols related to 
COVID-19 pandemic
 Shareholders
	• Website
	• Quarterly Investors’ Briefing
	• Investor (Equity) Conferences
	• Annual Shareholders Meeting
	• Annual Audited Financial statements
	• Annual Corporate Governance Report
	• Interim Quarterly Unaudited Financial Statements
	• Quarterly and year-to-date consolidated 
financial and operational performance of 
existing portfolio
	• Performance of existing/organic terminals
	• Status of new projects
	• Prospects and projects in the pipeline
 Creditors
	• Website
	• Investor (Debt) Conferences
	• Direct communication/Regular discussions with credit risk 
officers of relationship banks
	• Annual Shareholders’ Meeting
	• Annual audited financial statements
	• Annual corporate governance report
	• Interim quarterly unaudited financial statements
	• Liquidity management
	• Quarterly and year-to-date consolidated 
financial and operational performance of 
existing portfolio
	• Performance of existing/organic terminals
	• Status of new projects
	• Prospects and projects in the pipeline
 Suppliers
	• Website
	• Direct communication
	• New supplier accreditation and annual supplier 
reassessment
	• Training
	• Supplier engagement/recognition
	• Supplier performance
	• Contract requirements
	• Health and safety protocols related to 
COVID-19 pandemic
	• Company direction/priorities
	• Supplier-related memos
	• Proper use of supplier systems
Communities and 
people groups
	• Monthly newsletter
	• Quarterly consultation with concerned government 
agencies, communities, and partners
	• Annual ICTSI Foundation Accomplishment Report
	• Forum with partners
	• Direct communication with the communities
	• Participation in events
	• Leadership trainings
	• Government-coordinated projects
	• Volunteerism through local community projects
	• Assessment after every project
	• Annual scoping in all communities
	• Monthly meeting with EcoPatrols
	• Quarterly meeting with different clusters
	• Ad hoc discussion with stakeholders
	• Participation in events, membership meetings and general 
assemblies
	• Health
	• Education
	• Shelter
	• Livelihood/Job creation
	• Community development
	• Volunteering activities
	• Environmental management
	• Social assistance
Trade unions and 
industry associations
	• Direct communication
	• Ad hoc get-togethers
	• Monthly Labor-Management Council meeting
	• Quarterly Ugnayan sa Pantala
	• Employee welfare
	• New policies or programs about to be 
implemented
	• Individual concerns
On the other hand, those issues falling under 
the Neutral impact classification retain their 
overall value or importance while being 
of less immediate impact in light of the 
circumstances and context.
Items categorized as having Lesser impact, 
while not being currently classified as being 
as pressing/urgent as those in the first two 
categories, have a stable value: throughout the 
pandemic, the Company has maintained its 
adherence to the principles, policies, practices, 
and resource allocations for these items. 
(An example would be the gains made in the 
Philippine biodiversity conservation project in 
Palawan, wherein site surveys were held and 
local linkages were made while complying with 
lockdown restrictions.) 
The materiality assessment process involved 
several steps:  
•	Establishing the materiality assessment 
framework, including reviewing the definitions of 
a preliminary list of material issues and assessing 
them against industry-accepted definitions. 
•	Conducting a desktop assessment of internal 
and external documents provided/published by 
ICTSI (to understand the relative importance of 
the preliminary material issues list).
•	Conducting a materiality assessment survey 
responded to by the Company's personnel. 
The issues on the list were each assessed on 
the following: impact on economy, environment 
and society, consequence on business, and 
stakeholder interest.
•	Providing a final materiality matrix combining 
the desktop assessment and the materiality 
assessment workshop results.
•	Validating the top material issues with 
ICTSI management.
Stakeholders identification  
and engagement
As illustrated in the Sustainability Context 
section of this report, ICTSI operates in the 
transportation sector, particularly the maritime 
ports sub-sector. In using or referring to this 
report, and in assessing ICTSI’s performance 
in the priority topics covered, it is helpful to 
keep in mind not only the broader context (i.e., 
the transportation sector), but the particular 
sub-sector (i.e., marine ports). 
In this sub-sector, ICTSI operates as a 
transnational business entity, part of a complex 
network of direct and indirect port users, and 
extensive backward and forward linkages of 
suppliers and clients/customers, respectively.
The following Stakeholders Engagement Map 
outlines the various specific stakeholders, the 
approaches that the Company adopted in 2020 
to engage these stakeholders, and the key 
topics and concerns raised by the latter.
Notes
While the 2017 report focused primarily on the 
sustainability performance of the MICT, the 
2018 edition had an eight-port coverage. The 
expansion had served as a key preparatory step 
towards eventually getting all ICTSI ports on 
board with the undertaking and being able to 
set baselines as well as targets moving forward. 
Where 2019 and 2020 data for a topic-specific 
disclosure are both available, these are shown 
side by side. Derivation processes, limitations, 
and other clarificatory notes are shown 
wherever appropriate. 
While 2020 data on topic-specific disclosures 
focus on the performance of the twenty-four 
ports, mention is also made of the sustainability 
policies, standards, systems, practices, 
or processes that are already in place in 
other operations. 
Reasonable care has been exercised in ensuring 
comprehensive coverage of sustainability issues, 
impacts, approaches, and initiatives. Equal 
care has been given to ensure ease of access 
to data. Online, links are provided to the other 
ICTSI reports as soon as these are published, 
and copies duly provided to the relevant report 
users, including but not limited to shareholders, 
financial institutions, and regulatory bodies 
exercising jurisdiction over ICTSI terminals in 
the Philippines and across the Company’s Asia 
Pacific, Americas, and Europe, the Middle East 
and Africa regional operations. ■

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ICTSI SUSTAINABILITY REPORT 2020
Context & Commitments
We are committed to continuously optimizing 
energy consumption, reducing carbon emissions, 
improving waste management (including continuing 
partnerships with parties involved in materials 
recovery and recycling), and stricter monitoring of 
water management in terms of consumption levels 
and wastewater treatment.
Our ongoing investments in environmentally-
sustainable processes include financial, human, 
and technological resources to ensure Group-wide 
environmental compliance and monitoring.
Just as important, we are committed to promoting 
environmental sustainability and supporting 
conservation efforts in host communities and regions.
01
ENVIRONMENT

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ICTSI SUSTAINABILITY REPORT 2020
Environment
Groundwork
	
M We have ongoing commitments and varying stages of implementation of 
sustainability policies and practices that are geared to meet Company-initiated 
Group-wide benchmarks.
	
M We have installed a Facilities Management System that would enable real-time 
monitoring and reporting of power consumption.
	
M Our leading terminals such as those in Manila, Ecuador, China, and Pakistan have 
crafted sound environmental policies built around Integrated Management Systems. 
Gains 
	
M ICTSI received the Best in Initiative for Environmental Responsibility during The Asset 
ESG Awards 2020 for its eco-friendly wash bays for mobile equipment at its Australian 
subsidiary VICT.
	
M ICTSI has embarked on the Ballast Water Treatment System Prototype Design and 
Implementation Project through the ICTSI Foundation. This supports the IMO Ballast 
Water Management guidelines.
	
M The Group marks a first as CGSA ships the world's first carbon-neutral-certified land 
and port logistics container.
	
M Additional hybrid RTGs were deployed at the MICT; these enable the Company 
to reduce terminal emissions and fuel consumption per move by up to 40 and 60 
percent, respectively.
	
M The increased installation of LED lighting systems in various terminals is resulting in 
significant reduction in individual power consumption—most notably in VICT, with lighting 
consumption reduced by 88%.
Moving Forward
	
M More terminals are pipelined to develop their respective policies for managing water 
and energy consumption in 2021.
	
M For the key terminals, especially those in more mature economies, we have also 
voluntarily complied with ISO standards and best management practices, beyond 
continuing our full compliance with regulatory requirements.
	
M We will continue to pursue ISO Certification for all our terminals, while sustaining the 
drive towards renewals for currently-certified terminals.  
	
M We continue to invest in sustainable technologies and greener multimodal 
transportation options (including the development of off-city marine or land-based 
connectivity, such as railways). 
	
M We will pursue our progress towards newer, more fuel-efficient and reduced-emission 
technologies, especially for our cargo handling fleet.
Remaining resilient  
amid global headwinds
As a 21st century calamity, COVID-19 highlighted how 
interconnected our lives and livelihoods have become in the 
global economy wherein we operate. The pandemic presented 
the challenge of keeping ports open and ships moving to minimize 
disruption while ensuring the health and safety of seafarers 
and port workers. But beyond that is the more dire reality: how 
environmental and climate issues can potentially lead to more 
devastating crises that can cripple world economies and pose 
existential threats.
Mobilizing our organization to support the new and ever more 
stringent environmental regulations is ICTSI’s duty to our 
customers and the maritime trade industry worldwide. While we 
have been developing and improving our environmental programs 
and policies for years, we recognize the fact that COVID-19 will 
only increase the societal demand for sustainability. We will adapt 
and remain resilient in the face of these global trade headwinds as 
we regard the pandemic and our successful responses to it as a 
springboard for a sustainable blue recovery.
International certifications
ISO 14001:2015 
ENVIRONMENTAL MANAGEMENT SYSTEM
	• Manila International Container Terminal (Philippines)
	• South Cotabato Integrated Port Services, Inc. (Philippines)
	• Pakistan International Container Terminal, Ltd. (Pakistan)
	• Contecon Guayaquil SA (Ecuador)
	• Tecon Suape SA (Brazil)
	• Baltic Container Terminal (Poland)
	• Yantai International Container Terminals (China)
	• Contecon Manzanillo SA (Mexico)
	• Operadora Portuaria Centroamericana SA (Honduras)
	• Madagascar International Container Terminal Services Ltd. 
(Madagascar)
	• Basra Gateway Terminal / ICTSI (ME) DMCC (Iraq)
	• ICTSI Rio Brasil 1 Libra Terminal Rio SA (Brazil)
ISO 50001 
ENERGY MANAGEMENT SYSTEM
	• Baltic Container Terminal (Poland)
ISO 14064-3:2006  
GREENHOUSE GASES
	• Contecon Guayaquil SA (Ecuador)
ICTSI 
ENVIRONMENTAL 
TRAINING
To help build port 
workers’ capabilities 
in environmentally 
sustainable operations 
and to advance its 
environmental advocacies 
in the port and among 
host communities, 
ICTSI conducts 
capability-building and 
learning activities. These 
activities include the 
following modules and 
topics:
Basic Pollution Control 
Officers Training
Wastewater Treatment 
Facility Operations 
Chemical Spill and 
Response 
8-hour Environmental 
Training for Managing 
Heads
Dangerous Goods 
Regulations 
ISO 14001:2015 
Environmental 
Management System 
Awareness
ISO 14001:2015 
Environmental 
Management System 
Lead Auditors Training
ISO 14001:2015 
Environmental 
Management System 
Internal Auditors Training
Waste Analysis 
Characterization Study 
Environmental Aspect/
Impact Evaluation and 
Control 
Understanding Material 
Safety Data Sheets
Environmental Laws, 
Rules and Regulations
Ambient Air, Water, and 
Noise Monitoring
Environmental Impact 
Assessment 
ISO 5001:2011 Energy 
Management System 
Foundation Course
ISO 5001:2011 Energy 
Management System 
Lead Auditors Training
ISO 5001:2011 Energy 
Management Internal 
Audit Course

34
35
ICTSI SUSTAINABILITY REPORT 2020
Environment
On track towards 
decarbonization
Being in the transportation sector that 
is responsible for around 24 percent of 
greenhouse gas emissions globally, the shipping 
industry aims to be at the forefront of the fight 
against climate change.
With the ever-increasing demand for solutions 
that enable sustainable and responsible 
shipping, ICTSI remains committed to play an 
important role in helping the maritime trade 
industry meet its CO2 reduction targets. In this 
regard, we continue to gain traction in our shift 
towards cleaner fuels, especially for our cargo 
handling equipment fleet.
We also recognize how Environment, Social and 
Governance (ESG) monitoring and reporting 
requirements are increasingly growing in 
importance for all stakeholders within the 
shipping industry. ICTSI is ramping up adoption 
of these measures across all our operations, 
to ensure the overall health of our terminals’ 
host communities. The safety of life at sea and 
across port operations, and the protection of 
our marine environment remain paramount 
in our corporate policies, even as we strive to 
ensure that the flow of waterborne commerce is 
not unnecessarily disrupted.
With our strong focus on environmental 
stewardship, we understand how technological 
innovation goes hand in hand with our 
thrust to improve our ports’ air quality, 
energy consumption, and waste and water 
management. In line with this, we continually 
invest in port infrastructure and facilities 
that enhance our operational efficiency 
while simultaneously helping minimize our 
environmental impact.
Contecon Guayaquil handles 
world's 1st carbon-neutral 
container shipment
	
Contecon Guayaquil 
(CGSA) at the Port of 
Guayaquil in Ecuador 
handled the world’s first 
carbon-neutral-certified 
container shipment last 12 
December 2020, employing 
a logistics process involving 
environment-friendly supply chain 
players, from the exporter to the port 
and distributor.
The milestone was achieved 
through the participation and 
cooperation of TropicalFruit Export 
SA, CGSA, and Societe Internationale 
d’Importation (SIIM)–all carbon 
neutral-certified and known for their 
strong adherence to sustainable 
development and environmental 
care principles, as well as strict 
compliance to clean technologies 
and neutralization of their respective 
carbon footprints.
The shipment of Ecuadorian 
bananas came from TropicalFruit, 
an Ecuadorian company dedicated 
to exporting high quality tropical 
fruits using stringent standards 
with emphasis on environmental 
preservation, social responsibility, 
health, and safety.  The Company 
has been certified as carbon neutral 
since 2015.
CGSA loaded the container to 
Antwerp-bound vessel MSC Geneva. 
CGSA, the first port operator in 
the Americas to obtain ISO 14064 
carbon neutral certification from 
TUV Rheinland, strictly applied 
the principles of environmental 
stewardship and use of technology 
to protect its surrounding 
areas.  CGSA’s certification 
and compensation process was 
performed locally by Sambito S.A.
Finally, the bananas were 
distributed and marketed under the 
SIIM brand Selvatica.  SIIM, a French 
wholesale distributor of fruits and 
vegetables, has also been involved 
in developing sustainable agriculture 
since 2014 through its foundation, 
and is an advocate of the UN SDGs.
Ecuadorian Minister of Transport 
and Public Works Gabriel Martínez 
stressed the importance of the CGSA 
concession: “It’s such a source of 
pride for us that Contecon Guayaquil, 
concessionaire of Guayaquil’s public 
port, has achieved this milestone, 
and that it has been the first to do 
so. We weren’t wrong last year when 
we released USD 170 million worth 
of investment for this port, and we 
signed the addendum to give them 19 
more years for the concession.” ■
 
 
Performance areas  
and positive results
 
Environmental management systems
Working alongside national regulatory 
policies of specific territories is ICTSI's own 
comprehensive programs to manage and 
control energy consumption and emissions 
in the majority of our ports. Among the ports 
in the Philippines, MICT and SCIPSI are two 
of the first to be certified on ISO 14001; 
Elsewhere in Asia, our Pakistan and China 
terminals (PICT and YICT) are likewise certified. 
In the Americas, our Rio Brasil, CMSA, and 
TSSA terminals are similarly certified, along 
with BGT and MICTSL in our EMEA regional 
operations.  These terminals have aligned their 
operations around Integrated Management 
Systems (ISO 9001, ISO 14001) that monitor 
their quality of operational processes and 
environmental impact. 
Having officially received ISO 9001, 14001, 
and 45001 certifications for Quality, 
Environmental, and Occupational Health and 
Safety Management, MICT recently installed a 
management system that would enable real-time 
monitoring and reporting of power consumption. 
Targeted for operation in the first quarter of 
2021, this system will help seamlessly provide 
empirical data that can be used to identify top 
power consuming facilities in the terminal. 
For its part, CMSA closed 2020 with its 
successful recertification in ISO 9001 and 
ISO 14001, and the issuance of the terminal’s 
environmental quality certificate by Procuradoría 
Federal de Protección Al Ambiente (PROFEPA). 
The PROFEPA certification follows CMSA’s 
voluntary registration in Mexico’s National 
Environmental Audit Program. These underscore 
the value of CMSA’s investments in systems and 
technological tools for effective environmental 
management and stringent monitoring.  
More eco-friendly  
RTGs for MICT 
In 2020, in line with 
MICT’s continued push for 
environmentally sustainable 
technology in its 
operations, the Philippines’ leading 
trading gateway, received eight 
new rubber tired gantries (RTGs), 
the second tranche of a 16-unit 
order commissioned between 2018 
and 2019. These hybrid RTGs are 
more fuel efficient than traditional 
cranes, enabling the Company to 
reduce terminal emissions and fuel 
consumption per move by up to 40 
and 60 percent, respectively. To keep 
improving service levels, the MICT, 
under its equipment replacement 
program, plans to acquire next year 
another eight hybrid RTGs to add to 
the 32 hybrid RTGs that had been 
previously acquired. ■

36
37
ICTSI SUSTAINABILITY REPORT 2020
Environment
All ICTSI ports abide by strict commitments 
to manage their individual consumption and 
emissions. Their effectiveness is periodically 
evaluated through the submission of reports, 
on-site audits and KPIs. Other investments in 
environmentally sustainable technologies further 
contribute to fuel and energy efficiencies. 
Lowering carbon emissions 
CGSA continues to be a port to emulate as 
it earned the “Green Point” Environmental 
Certification issued by the Ecuadorian Ministry 
Electricity
Total Electricity Consumption (Millions)
8 major terminals
8 major terminals
24 terminals
0.47 GIGAJOULES
0.49 GIGAJOULES
1.01 GIGAJOULES
Fuel
Diesel (Millions)
Petrol (Millions)
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
1.09 GJ
0.88 GJ
1.41 GJ
0.01 GJ
0.01 GJ
0.01 GJ
Heavy Fuel Oil (Millions)
LPG (Millions)
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
0.07 GJ
0.03 GJ
0.03 GJ
0.00 GJ
0.01 GJ
0.01 GJ
Total fuel consumption (Millions)
8 major terminals
8 major terminals
24 terminals
1.09 GIGAJOULES
0.93 GIGAJOULES
1.46 GIGAJOULES
Total Energy Consumption (Millions)
8 major terminals
8 major terminals
24 terminals
1.56 GIGAJOULES
1.42 GIGAJOULES
2.48 GIGAJOULES
Energy Intensity Ratio
Megajoules/Total Moves
8 major terminals
8 major terminals
24 terminals
98
92
107
Direct GHG Emissions (Scope 1)
Total Direct GHG Emissions (Scope 1) in Metric Tons of CO₂ Equivalent
8 major terminals
8 major terminals
24 terminals
81,151
69,104 
114,395
Diesel
Petrol
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
74,729 
65,416
105,087 859
1,231
1,459
Heavy Fuel Oil
LPG
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
5,516 
2,054 
2,054
47
403
408
Natural Gas
5,387
Indirect GHG Emissions (Scope 2)
Total Indirect GHG Emissions (Scope 2) in Metric Tons of CO₂ Equivalent
8 major terminals
8 major terminals
24 terminals
63,131 
75,226  
170,873
GHG Emissions Intensity Ratio
GHG Emissions Intensity Ratio in Metric Tons of CO2 equivalent/thousand moves
8 major terminals
8 major terminals
24 terminals
9 
9
12
of Environment for the third consecutive year. 
It is also the first port in Ecuador and Latin 
America to achieve this certification, and has 
recently shipped the world's first carbon-neutral 
certified land and port logistics container. 
In 2020, our petrol and LPG consumption 
slightly rose for our 8 major terminals as we 
shifted towards these cleaner fuel options and 
deployed additional vehicle fleets, aligned with 
our long-term directions.
Energy
 
  2019 
  2020
Notes on fuel and electricity 
consumption:
1 On standards, methodologies, 
assumptions, and/or calculation 
tools used: the figure on 
electricity consumption is the 
aggregate of the electricity 
used for the year which were 
measured/billed by the respective 
utility companies. On the 
other hand, fuel consumption 
figures were monitored by the 
Engineering Department.
2 Source of the conversion 
factors used: http://www.
onlineconversion.com/energy.htm
3 For 2019 and 2020, there was 
negligible usage of natural gas.
Notes on energy intensity ratio:
1 Total moves (which include 
actual yard moves) are used to 
calculate the energy intensity 
ratio.
2 Energy from fuel and 
electricity are included in the 
computation of the ratio. 
3 Energy consumption factored 
in the computation is limited 
to consumption within the 
organization
In our Indirect GHG Emissions (Scope 2), 
the eight major terminals posted an uptick 
due to the increased volumes of refeer cargo 
handled, that had required in turn, increased 
power consumption.
Managing energy consumption 
More alternative energy solutions come in the 
form of  increased installation of LED lighting 
systems. A notable example is VICT in Australia, 
which has successfully lowered its power 
consumption and carbon emissions through 
the installation of LED lighting upgrades on all 
five automated quay cranes. Whereas each 
crane used to have 47 1,000-watt high-pressure 
sodium lights, now these have been replaced 
by 14 400-watt LED lights, reducing overall 
electricity usage by 971 megawatt hours and 
carbon emissions by 1,042 tons. This is a 
significant 88 percent reduction that equates 
to an average savings of AUD 85,000 (over 
USD 65,400) per annum for VICT. Iraq’s BGT, 
Croatia’s AGCT and the Philippines’ MICT have 
likewise started adopting more LED fixtures 
Emissions
  2019 
  2020
Notes on direct (Scope 1) GHG 
emissions:
1 No data available for specific 
breakdown of gases (by type) 
included in the calculation (i.e., 
whether CO₂, CH₄, N₂O, HFCs, 
PFCs, SF₆, NF₃, or all).
2 No data available on Biogenic 
CO₂ emissions. 
3 Base year for the calculation 
is 2018. 
4 The corresponding emission 
factor for each type of fuel was 
used as the conversion factor.
5 Consolidation approach for 
emissions is operational control.
6 Standards, methodologies, 
assumptions, and/or calculation 
tools used: Total GHG emissions 
from fleet = (quantity of consump-
tion *emission factor kgCO₂e per 
unit)/1000.
7 Location-based methodology 
is used.
Notes on indirect (Scope 2) GHG 
emissions:
1 No data available for specific 
breakdown of gases (by type) 
included in the calculation (i.e., 
whether CO₂, CH₄, N₂O, HFCs, 
PFCs, SF₆, NF₃, or all).
2 Base year for the calculation 
is 2018. 
3 The corresponding energy 
factor for the different countries 
with operations provided by the IEA 
was used as the conversion factor.
4 Consolidation approach for 
emissions is operational control.
5 Standards, methodologies, as-
sumptions, and/or calculation tools 
used: Greenhouse Gas protocol; 
electricity end use GHG emissions 
= (Quantity of consumption * the 
emission factor)/1000.
6 Location-based methodology 
is used.
Note on GHG emissions intensity 
ratio:
1 The organization-specific 
metric (the denominator) chosen 
to calculate the ratio was based 
on Total Moves (which includes 
the actual yard moves for the eight 
major terminals).

38
39
ICTSI SUSTAINABILITY REPORT 2020
Environment
Newer technologies for  
greater energy efficiency
	
ICTSI’s ports and terminals 
worldwide are getting on 
board with new technological 
solutions to lower their power 
consumption and carbon 
emissions. In 2020, these 
initiatives include: 
LED LIGHTING UPGRADES
VICT (Australia). Victoria International 
Container Terminal, located in 
Melbourne, is a fully-automated site 
capable of servicing the largest existing 
and next-class vessels on trade. In 
2020, VICT has successfully lowered 
its power consumption and carbon 
emissions through the installation 
of LED lighting upgrades on all five 
automated quay cranes. Prior to this, 
each crane utilized 47 1,000-watt high-
pressure sodium lights, which were 
replaced with 14 400-watt LED lights. 
The upgrade reduced overall 
electricity usage by 971 megawatt 
hours and carbon emissions by 1,042 
tons, a significant 88 percent reduction 
that equates to an average savings 
of AUD 85,000 per annum for VICT. 
Moreover, it secured VICT’s eligibility 
to receive a rebate from the Essential 
Services Commission amounting to 
AUD 200,715.53 (USD 146,347.32).
MICT (Philippines). Aside from being 
a catalyst for economic growth, 
MICT, ICTSI’s flagship terminal and 
the Philippines’ leading trading 
gateway, aims to be a good neighbor 
to its surrounding communities by 
limiting its operational impact on the 
local environment. MICT is currently 
replacing its old lighting system at 
the yard with new eco-efficient LED 
systems. This is expected to eliminate 
light spills and glare while lowering 
energy consumption by as much as 75 
percent.  The new lighting system will 
also provide a safer traffic environment 
with improved lux-levels of 5-8 times. 
AGCT (Croatia). An effort to increase 
energy efficiency has been included 
in the process of increasing visibility 
at night at the terminal. Replacing the 
old lighting technology with new LED 
lighting increased visibility in the field 
and electricity consumption per hour 
was reduced from 212 kWh to 23 kWh.
BGT (Iraq). The largest container 
terminal in Iraq, BGT continues to set 
the industry standard in the country for 
sustainability, safety, and innovation. 
It recently switched to LED lights to 
illuminate the container yards at BGT 
East, and upgraded the system to 
optimize their function by allowing 
lights in some areas to automatically 
turn off without hampering visibility. 
Similarly, the LED lights in the quay 
cranes at BGT West were upgraded 
to automatically switch off during the 
day and whenever the equipment is not 
in use. 
OPERATIONAL AND 
ENVIRONMENTAL CERTIFICATIONS
CGSA’s Green Point Certification. For 
the third consecutive year, Contecon 
Guayaquil, the largest and most 
comprehensive terminal in Ecuador, 
earned the “Green Point” Environmental 
Certification issued by the Ecuadorian 
Ministry of Environment. The audit, 
conducted by Ceres Ecuador, 
confirmed and highlighted CGSA’s use 
of technology to implement processes 
that contribute to more environmental-
friendly port operations, namely:  (1) 
the electrification of RTGs and use of 
fixed plugs to power reefer containers, 
resulting in reduced diesel consumption 
and greenhouse gas emissions; (2) 
switch to LED luminaires from sodium 
vapor bulbs, lowering the terminal’s 
electricity consumption; and (3) 
reduction of special wastes through 
the retreading of disused tires. These 
important actions also helped CGSA 
earn the ISO 14064 international 
certification for carbon neutrality 
in September 2019, the first port in 
Ecuador and Latin America to receive 
this certification.
REFLEETING PROGRAM
MICT (Philippines). Aiming to 
progressively optimize fuel 
consumption of its cargo handling fleet, 
MICT purchased 44 new prime movers. 
The major refleeting program features 
newer, more fuel-efficient technologies: 
enhanced engine design and speed 
limiters that help reduce the need for 
acceleration that normally requires 
more fuel. ■
  
 
to increase night visibility while reducing 
electricity consumption.
Waste management
ICTSI recognizes that the proper implementation 
of waste management plans can help reduce 
waste generation and minimize the potential 
effects of waste materials on the surrounding 
environment. All major terminals have existing 
waste management policies that address 
environmental impacts. These policies are 
reviewed and approved at the highest executive 
levels, which are committed to managing and 
controlling wastes in their respective operations.
VICT, which was purpose-built to have a low 
carbon footprint, continues to set a high 
standard for managing waste as well. Its fully 
enclosed, eco-friendly wash bay for the cleaning 
and maintenance of all portable machines 
on site was awarded Best in Environmental 
Responsibility Initiative during The Asset ESG 
Award 2020. This, along with the Group-wide 
commitment to environmental sustainability and 
operational efficiency worldwide, earned ICTSI 
the Platinum Award from the longest-running 
ESG awards in Asia.
Across the 24 terminals covered in this report, 
there are strong commitments to managing 
and controlling the wastes generated in their 
operations, in compliance with regulatory 
and ISO standards as well as Group-wide 
recognized initiatives. The methods include 
temporary on-site disposal following a 
segregation system, and recycling through 
partnership with local authorities. Specific 
financial, human, and infrastructure resources 
are allocated to ensure this function meets the 
environmental KPIs and other performance 
measures per site.
The safe handling, storage, and disposal of 
waste is carried out by licensed contractors and 
other certified service providers. ICTSI is highly 
cognizant of the role that its ports and terminals 
play in helping the maritime trade sector 
transition to increasingly greener logistics 
systems and processes.
Waste
  2019 
  2020
Hazardous
Total Hazardous Waste (excluding ULAB amount in pieces)
8 major terminals
8 major terminals
24 terminals
840 TONS 729 TONS 1,365 TONS
Oily Waste
8 major terminals
8 major terminals
24 terminals
679 TONS 
655 TONS
1,026 TONS
Busted Flourescent Lamp
8 major terminals
8 major terminals
24 terminals
1 TON 
1 TON 
35 TONS
Clinical Waste
8 major terminals
8 major terminals
24 terminals
1 TON
3 TONS 
3 TONS
ULAB
8 major terminals
8 major terminals
24 terminals
1,188 PIECES 
1,486 PIECES
2,007 PIECES
Others
8 major terminals
8 major terminals
24 terminals
159 TONS 
69 TONS
302 TONS
Non-Hazardous
Total non-hazardous waste
8 major terminals
8 major terminals
24 terminals
4,354 TONS 5,900 TONS  10,311 TONS
Solid waste
8 major terminals
8 major terminals
24 terminals
4,046 TONS 5,617 TONS  9,736 TONS
Others
8 major terminals
8 major terminals
24 terminals
308 TONS 283 TONS  575 TONS

40
41
ICTSI SUSTAINABILITY REPORT 2020
Environment
Water management
Across the monitored ports, water is 
predominantly being used to meet the daily 
hygiene and sanitation needs of employees and 
port operations in general. Our terminals obtain 
water either from deep well facilities, local water 
utility companies, or the municipal water supply. 
Such supplies are then utilized for personal use; 
maintenance and repair of containers; cleaning 
and washing of containers, equipment, and 
machines; vessel tank refilling; administrative 
activities, and cafeteria operations.
Our terminals have systems for identifying 
water-related impacts on their operations, in 
compliance with KPIs set by local regulations, 
ISO standards, and internationally recognized 
best practices. SPICTL and MITL, along with the 
rest of the terminals, conduct water sampling in 
certified laboratories for analysis of effluents, 
based on identified environmental parameters, 
and with periodic reporting on monitoring results. 
Likewise, CGSA has a matrix that identifies and 
assesses environmental aspects and impacts 
on its water resources. This matrix is reviewed 
annually as part of the audits of the Integrated 
Management System. The terminals are 
carrying out water balance reviews (including 
usage monitoring) to further optimize the 
resource consumption. 
Most of our terminals are equipped with oil 
and water separator systems and/or treatment 
facilities for proper management of wastewater. 
Efforts are made to ensure recycling or reuse 
of wastewater where possible. Septic tank 
disposal, meanwhile, is being done using 
government accredited service providers.  
CGSA, for instance, can treat up to 260 cubic 
meters of wastewater per day, capable of going 
up to 500 cubic meters as needed. ■
Working together 
for ecological waste 
management 
	
Coastal cleanup. In Mexico, 
Contecon Manzanillo took 
part in the annual commu-
nity coastal cleanup drive 
last February as part of its 
commitment to the 
conservation of the city’s 
coastal areas. In Manila, 
NorthPort conducts a 
weekly coastal and 
community clean-up as 
part of efforts to reduce 
maritime wastes at the 
Manila Bay. In Croatia, 
Adriatic Gate Container Terminal 
organized an eco-action of cleaning 
the seabed every first Saturday in 
June, in cooperation with the local 
diving club. 
Reusable lunch boxes for employees. 
As part of efforts to cut the amount of 
plastic waste at the Manila flagship, 
the ICTSI Foundation distributed 
reusable lunch bags for all MICT 
and Corporate employees. Each 
lunch bag comes with a microwave-
safe reusable box made from 
polypropylene, utensils, a water 
canister, and a non-woven insulated 
bag. Another objective of the project 
is to encourage ICTSI employees to 
bring their own home-cooked meals. 
By doing so, they do not have to go 
out and buy food elsewhere, and 
thereby reducing their exposure to 
public places during the pandemic. 
Solid waste management. In China, 
15 employees of Yantai International 
Container Terminals helped the local 
community in cleaning up Nanhong 
Street, a famous snack street in 
Yantai. Two garbage trucks were 
then commissioned to bring these 
wastes to sanitary landfills.  At the 
Manila flagship, the ICTSI Foundation 
sustained its clean-up efforts of 
MICT’s immediate communities 
through the Parola Solid Waste 
Management Program. Now on its 
seventh year, the program helps the 
community comply with Republic Act 
9003, or the Ecological Solid Waste 
Management Act of 2000, benefitting 
more than 70,000 people living at the 
Parola and Isla Puting Bato areas. 
Recycling supplies. In Mexico, 
Contecon Manzanillo launched the 
“Recycling Supplies” project last 
November, which aims to recycle 
used papers from office documents, 
books, school notebooks, catalogs, 
magazines, cardboard, and folders, 
among others. The mission is to 
reduce the amount of recyclable 
waste that is commonly sent to 
the landfill and lessen the amount 
of trees being cut to generate 
new paper. In the Philippines, 
Subic Bay International Terminal 
Corp. was recognized as one of 
the top 10 locators which turned 
over materials for recycling during 
the 7th Recyclables Collection 
Event organized by the Subic Bay 
Metropolitan Authority. The waste 
collection activity encourages 
stakeholders to help keep the 
freeport clean by turning over their 
recyclable materials to accredited 
waste handlers for recovery and 
upcycling. ■
 
 
 
 
Water
  2020
Water consumption indicators
Average
Total
Total water consumption in all areas 
34 MEGALITERS 824 MEGALITERS
Average
Total
Total water consumption from all areas with water stress
3 MEGALITERS
66 MEGALITERS
NorthPort lowers water usage, 
ups recycling with new onsite 
treatment facility
	
What it’s all about. One hundred percent of 
wastewater, thoroughly treated and ready 
for reuse: this is a key benefit from 
NorthPort’s new Wastewater Treatment 
Facility with Reverse Osmosis, installed in 2020 to 
complement the existing Oil and Water separator at 
the port’s Equipment Wash Bay.
Previously, NorthPort had to commission a third party 
to haul and treat the oil-contaminated wastewater being 
generated by the maintenance process of washing 
mobile equipment and other service vehicles—a process 
which costs nearly PHP 25 million annually.
As with other key aspects of port operations—in 
NorthPort and in other ICTSI facilities—regular 
assessments yielded insights on process enhancement 
(e.g., for increased efficiencies and resource savings). 
In this case, an onsite Wastewater Treatment Facility 
with Dissolved Air Floatation (DAF) with Reverse 
Osmosis (RO) System would bring several benefits.
Why it matters. Together, the DAF and RO Systems 
result in treated water which, when tested, ranks 
“excellent” in terms of Total Dissolved Solids (a key 
water quality indicator) and is suitable for reuse in 
equipment washing.
Who benefits. With the new facility enabling recycling 
of 100% of the treated wastewater, NorthPort now 
has zero effluent discharge and is projected to 
even contribute to lowering the Group’s total water 
consumption. Moreover, the port also benefits in the 
form of substantial cost savings, with the wash bay 
wastewater now treated onsite and in-house. ■
  
ICTSI Foundation partners with DSRF in 
treating ballast waters 
	
Untreated ballast 
water, when discharged 
in a coastal area, can 
release invasive and 
harmful marine species 
and coastal sediments 
that could destroy a 
local ecosystem. For 
this reason, the ICTSI 
Foundation has 
partnered with the 
Diliman Science 
Research Foundation 
for the Ballast Water 
Treatment System Prototype 
Design and Implementation 
Project.  
The project aims to address 
the issue of ballast water 
contamination by developing a 
working prototype of a miniature 
device for treating the water 
that gets pumped out of ships' 
ballast tanks.  Marine engineers 
from the Mariners’ Polytechnic 
Colleges Foundation of Canaman 
in Camarines Sur will design 
the prototype, which, upon 
completion, can easily be carried 
on and off large cargo vessels 
to decontaminate ballast water 
prior to release into the sea. The 
prototype will be tested at the 
Manila International Container 
Terminal by mid-2021.                                                      
Looking at the long-term 
application, the device can be 
replicated and up-scaled to 
help the Philippine Government 
comply with the International 
Maritime Organization regulations 
based on the Ballast Water 
Management Convention of 
2004, which mandates all 
signatory countries to establish 
their own ballast water treatment 
systems by 2028. ■

42
43
ICTSI SUSTAINABILITY REPORT 2020
Environment
VICT's 
eco-friendly 
wash bays 
recognized 
as best eco 
initiative 
	
Victoria International Container 
Terminal’s eco-friendly wash bays 
for portable equipment has been 
recognized by The Asset ESG 
Corporate Awards as the Best 
Initiative in Environmental 
Responsibility for 2020.  
Designed for the safe washing of the 
terminal’s 11 automated container carriers, 
the facility is fully enclosed to prevent the 
potential overspray of cleaning materials 
that could contaminate the surrounding 
waters and vegetation. An onsite treatment 
plant processes wastewater from the 
facility, with about 97 percent of the treated 
wastewater recycled and stored in a 10,000-
liter tank for use in the next wash. 
VICT’s wash bay facility supports 
Australia’s high standards and strict 
regulations concerning the quality of water 
used in commercial activities (such as 
container washing and disposal of the wash 
water), especially when it comes to ensuring 
biosecurity. ■
 
 
ICTSI terminals making steady progress 
on biodiversity, forestry programs 
	
Aside from the 
environmental 
initiatives being 
conducted by the 
Foundation, there are 
several efforts being 
done within the ICTSI 
Group to promote 
biodiversity 
conservation work: 
SPIA (Colombia). 
Sociedad Puerto Industrial de 
Aguadulce (SPIA)’s biodiversity 
program, whose objective 
is to support the scientific 
research related to wild flora 
and fauna, has protected over 
4,700 individual creatures to 
date. SPIA likewise conducts 
training programs for its host 
communities to increase 
awareness on the conservation 
of natural areas and protection 
of resources. To protect the 
coastline and encourage the 
survival of marine life, SPIA 
embarked on a reforestation 
program in places that present 
the right conditions for their 
growth and survival. 
MICTSL (Madagascar). 
Madagascar International 
Container Terminal has 
embarked on a program to 
preserve the country’s forest 
cover, in partnership with the 
regional authority in charge of 
forests. 
CGT (Philippines). Cavite 
Gateway Terminal successfully 
conducted a tree planting 
activity within the vicinity of the 
terminal in Tanza last November. 
Seedlings were planted by 
CGT employees and its partner 
firm Pacific Roadlink Logistics, 
along with volunteers from the 
Department of Environment 
and Natural Resources, 
PENRO-Cavite, Bay Bridge 
Services, Inc., Philippine Navy, 
PNP-Tanza, Philippine Coast 
Guard, and host community 
Barangay Capipisa. ■
 
 
 
OVER
4,700 
INDIVIDUAL CREATURES 
PROTECTED TO DATE.
ICTSI joins fight to protect PH wildlife 
	
While the pandemic 
response requires an 
unprecedented effort in 
resource allocation and 
communications, it 
remains equally crucial to 
address issues of illegal 
wildlife trade and habitat loss/
encroachment, and help avert 
another zoonotic plague.  
In February, ICTSI, through its 
social responsibility arm ICTSI 
Foundation, parlayed its experience 
in major sustainable development 
programs to partner with Katala 
Foundation, Inc. in implementing 
a three-year, PHP 30 million 
wildlife research and conservation 
project within Palawan’s Victoria-
Anepa’an Mountain Range. Aimed 
at improving the conservation 
status of a critical segment of the 
country’s threatened wildlife, the 
joint program seeks to engage 
local communities in conservation, 
focusing on key species including 
the critically endangered Philippine 
Pangolin (manis culionensis), 
Philippine Cockatoo (cacatua 
haematuropygia), and the 
vulnerable Palawan Porcupine 
(hystrix pumila). Also included are  
12 other ground dwelling birds and 
mammals. 
An identified key biodiversity 
area, the Victoria-Anepa’an Range 
forms the central cordillera of the 
main island of Palawan, covering 
roughly 165,000 hectares and has a 
highly significant level of biodiversity 
with 41 percent endemism in terms 
of flora and fauna. About 31 percent 
of the species are of high global 
conservation significance. 
The mountain range has seen 
high levels of illegal logging and 
wildlife poaching, particularly on 
the accessible southern fringes 
of the area facing the Sulu Sea 
due to easy access. The third 
most important population of the 
Philippine Cockatoo in the wild, 
a critically endangered species 
endemic to the area, is holding on 
for its survival. 
Also very vulnerable to habitat 
loss, poaching, and exploitation, the 
Philippine Pangolin and Palawan 
Porcupine need to be assessed 
and monitored in order to effect 
protection and conservation 
measures. 
Despite delays due to the 
imposition of community quarantine 
measures in Palawan, Katala 
and the Foundation were able 
to complete the reconnaissance 
surveys for two identified sites 
for the camera trapping study; 
and signed a memorandum of 
agreement with the Palawan Council 
for Sustainable Development to 
seek Prior Informed Consent from 
indigenous people-stakeholders. 
Several conservation education 
activities were likewise conducted 
in 2020, including the Palawan 
Porcupine e-learning activity, with 
full implementation eyed as soon as 
quarantine measures relax. 
Once completed, the project 
aims to facilitate formal protection 
of priority areas and help guide 
policy development for threatened 
wildlife in Palawan and the 
Philippines. ■

44
45
ICTSI SUSTAINABILITY REPORT 2020
Context & Commitments
We are committed to Sustainability as the foundation 
of our corporate governance, embodied in ICTSI's 
principle of Good Global Citizenship. As we 
progressively refine our Environmental, Social, and 
Governance (ESG) priorities, our Board-level ESG 
sub-committee continues to provide oversight of the 
Company’s sustainability strategy, policies, programs, 
and performance.
By continually enhancing governance, we seek 
to benefit our stakeholders: employees and 
shareholders, customers and suppliers, host nations, 
and communities. These interests are paramount and 
the pandemic underscored the crucial role of robust 
risk management. 
We are increasingly leveraging digital transformation 
for sound, prudent governance, and strong risk 
management approaches. In our area of maritime 
trade, digital is a crucial enabler of enhanced 
governance, risk management, and resiliency. 
02
G OV E R N A N C E

46
47
ICTSI SUSTAINABILITY REPORT 2020
Governance
Groundwork
	
M As we ramped up our digital transformation Group-wide and for various stakeholders, 
we were well-prepared for remote work: with our digital workplace backed by information 
security policies geared towards a robust and standardized security posture, and with 
the launch of a new IT helpdesk. Major corporate activities—the Annual Stockholders 
Meeting and the Annual Corporate Governance Training, were held virtually.
	
M We encouraged suppliers to participate in the fully digital procure-to-pay process 
supported by the SAP ARIBA platform.  
Gains 
	
M Our newly-unveiled architecture-based website platform streamlines content 
management and updates across multiple sites, creating a scalable digital platform that 
enables rapid deployment of innovations to platform members.  
	
M At the Manila flagship, our customers finally fully adopted MICT’s Advanced Customer 
Transaction System (ACTS), a 24/7 e-payment solution in place as early as 2016.
	
M We signed on to connect our terminals to TradeLens, the blockchain platform 
co-developed by IBM and Maersk. Upon complete integration, we will be able to optimize 
work with regulatory authorities, and improve our terminals’ visibility to what is coming to 
them and receive online updates from sea carriers. 
Moving Forward
	
M Adhering to prudent management, we will continue to revisit and reinforce our 
risk management to mitigate pandemic and other impacts. To these ends, we will 
continue digital transformation as a key enabler in governance, risk management, and 
resiliency-building.
	
M To push the development and delivery of advanced digital solutions across our 
portfolio, we signed a five-year strategic partnership agreement with Microsoft to 
establish an enterprise digital platform.
	
M Cyber-attacks are rising alongside the major shift to virtual interactions in 
shipping. We will continue reinforcing existing and adopting new robust cybersecurity 
measures to protect our supply chains and services, further increasing our significant 
cyber-security posture. 
Staying the course with principled 
governance and prudent management
Since its establishment, ICTSI has continually built a culture of sound, prudent, 
and effective corporate governance as the bedrock of business sustainability.
We are no stranger to challenges, having weathered the global financial 
crisis of 2009, for one. The year’s COVID-19 pandemic, however, impacted 
the global economy and our organization on a magnitude that tested us 
profoundly. In spite of the pandemic’s inevitability, the whole world was largely 
unprepared for it. It did, however, validate our course: having sustainability as 
the foundational principle of our corporate governance, and embedding it at 
the heart of our business decision-making. 
As a vital function of effective corporate governance, our Board and Company 
had to map out our priorities and make sure to determine the right risks to 
respond to, and how to do that effectively: in areas such as the protection of 
human health and livelihood, greening the supply chain and making it more 
resilient and secure, managing maritime trade disruptions, and conserving the 
environment and biodiversity. In fact, prior to 2020, we had been increasingly 
refocusing our corporate purpose on Environmental, Social, and Governance 
(ESG) issues, and implementing programs and policies that address the same. 
This year, the implementation of a board-level ESG sub-committee to provide 
oversight of the Company’s sustainability strategy, policies, programs and 
performance further advanced our commitments. 
Additionally, we applied systemic changes in 
the way we operate, addressing all impacts—
including social, economic, and environmental—
as we relied on our rigorous upholding of 
good governance while adapting agilely to 
risks of logistical disruptions and threats to 
human safety. ICTSI also further reinforced 
its commitment to protect the welfare, safety, 
and human rights of the people who are at the 
heart of our business, empowering them by 
launching our Human Capital Statement that is 
in fundamental support and commitment to the 
Principles of the United Nations Global Compact. 
In governance and in other key areas of our 
life as a business, 2020 was a reminder of how 
digital transformation can enable us to move 
forward in our role in maritime trade connectivity 
and to boost supply chain resiliency. As a matter 
of fact, digital governance played  a dominant 
role in the year in review, as underscored when 
the Company board actively—but virtually—
participated in major corporate activities like the 
Annual Stockholders Meeting and the Annual 
Corporate Governance Training.
Corporate governance 
ICTSI continues to uphold principles and policies 
embodied in our Manual on Corporate Gover-
nance. First adopted in 2013 and revised and 
submitted to the Philippine government through 
the Securities and Exchange Commission (SEC) 
in 2017, the Manual serves as the framework 
of rules, systems and processes that governs 
the performance of the Board of Directors and 
Management and especially outlines their duties 
and responsibilities to stockholders. Further sup-
porting this quest for growth, the Company also

48
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ICTSI SUSTAINABILITY REPORT 2020
Governance
consistently publishes a Corporate Governance 
Report each year, ever since its maiden report 
in 2013, which was a component of the ICTSI 
Annual Report launched on the Company’s 25th 
year. Through the Company’s annual reporting, 
stockholders are kept abreast of all requirements 
on Corporate Governance. ICTSI also provides 
responses to the ASEAN Corporate Governance 
Scorecard to benchmark against global standards 
on good corporate governance. 
Additionally, the Company’s Board of Directors 
has a Corporate Governance Committee com-
posed of three Independent Directors who meet 
at least twice a year to oversee the implementa-
tion of the corporate governance framework.
In line with Our Purpose "to make ports around 
the world a driver for positive and sustainable 
growth," the Company established in 2020 an 
Environmental, Social and Governance (ESG) 
Sub-Committee under the Corporate Gover-
nance Committee. The ESG Sub-Committee is 
responsible for formulating policies and imple-
menting programs which aim to develop and 
operate efficient and sustainable port facilities 
and deliver the highest possible benefits to our 
Company's customers, partners, people, share-
holders, and to the communities we serve.
The ESG Sub-Committee is composed of Joseph 
R. Higdon (Independent Director) as Chairman, 
with Stephen A. Paradies (Non-Executive Director) 
and Cesar A. Buenaventura (Independent Direc-
tor) as members, providing oversight of the Com-
pany’s sustainability strategy, policies, programs 
and performance, including climate change.
Embedding the value of Human Capital
	
What it's all about. Since the establishment of ICTSI in 
1987, it has become a leading operator, innovator and 
pioneer in its field. Its portfolio extends across six 
continents; its terminals are gateways to international 
trade, foundations for local economic growth, and drivers 
of community development. We now employ more than 
7,000 people and is deeply committed to fostering a 
supportive culture for these people to grow and map out 
meaningful careers, and to continually assessing and 
raising the bar for its performance as an employer. This 
year, the Company launched its Human Capital Statement 
in fundamental support and commitment to the Principles 
of the United Nations Global Compact.
Why it matters. The Company has always known that the 
privilege of being within our host economies demands only 
the highest ethical standards and a commitment to protect 
the welfare, safety, and human rights of the people who 
are at the heart of our business. 
Who benefits. Adherence to these principles ensures that 
our responsibilities to our people and communities are held in high 
regard, as espousing these core values in everything we do is the 
backbone of the ICTSI culture. The Human Capital Statement serves 
every single one of our valued people across the globe.
What it commits to.  
	• Respecting human rights by condemning all forms of slavery, 
forced or compulsory labor, child labor, human trafficking, and 
exploitation. We are committed to upholding just and ethical labor 
practice and support the principles set out in the articles of the UN’s 
Universal Declaration of Human Rights and the International Labor 
Organization’s Core Labor Principles. 
	• Valuing diversity and inclusion by celebrating and encouraging 
cultural and individual diversity in the workplace.
	• Promoting health and safety through a comprehensive set of 
internal safety standards that are are upheld at every container 
terminal and constantly improved. These include policies to prevent 
injuries through vigilance and regular employee training. 
	• Providing fair remuneration that is competitive, relative to the 
domestic industry and local labor markets; operating in full compliance 
with all applicable laws on wages, work hours, overtime and benefits, 
and rewarding our people for their contribution to ICTSI’s success. 
	• Freedom of association and collective bargaining, respecting 
employees’ right to their independence, to join or form legal 
associations of their own choosing in any of the countries in which we 
operate, and to bargain collectively. 
	• Supporting work-life balance by providing a flexible approach and 
being flexible employers wherever possible within the confines of the 
business, with the well-being of our staff being our highest priority. 
	• Fostering human potential and capability by providing training 
and development opportunities for our employees with the ultimate 
objective of everyone reaching their potential. ■
 
 
 
 
 
Board Committee Membership 2020-2021
Audit 
Committee
Corporate
Governance
Committee
Nomination
Sub-Committee
Remuneration
Sub-Committee
Environment, 
Social and 
Governance 
Sub-Committee
Board Risk
Oversight
Committee
Related Party
Transaction
Committee
Jose C. Ibazeta 
– 
– 
C 
–
 –
 –
–
Stephen A. Paradies 
M 
– 
M 
M 
M
 C
Andres Soriano III
–
–
–
C
–
–
Octavio Victor R. Espiritu
C 
Independent
M 
Independent
M 
Independent
M 
Independent
M 
Independent
M 
Independent
Joseph R. Higdon
M 
Independent
C 
Independent
M 
Independent
M 
Independent
Cesar A. Buenaventura
M 
Independent
C 
Independent
M 
Independent
M 
Independent
C 
Independent
Notes:
The changes made in the Board Committees are disclosed in the ICTSI 20-IS, SEC 17-A, and Annual CG Report, which all reflect three (3) independent directors, and 
render the Company 94% compliant with the Securities and Exchange Commission’s Corporate Governance Recommendation on Board Committees.
Governance Structure
Board of Directors
Enrique K. Razon Jr.  
Chairman of the Board
Members
Jose C. Ibazeta
Stephen A. Paradies
Andres Soriano III
Octavio Victor R. Espiritu*
Joseph R. Higdon*
Cesar A. Buenaventura*
* Independent Directors
PICT garners consistent 
recognition
	
Pakistan’s gateway for 
international trade, PICT 
continues to contribute 
positively to Pakistan’s 
economy and set the industry standard 
for sustainability. PICT was recognized 
for its diligence and commitment to 
success, continually holding the 
distinction of being one of the Top 25 
publicly listed companies in Pakistan for 
the fifth year now. ICTSI’s Karachi unit 
was also recognized during the 10th 
Annual Sustainable Shipping, Logistics & 
Supply Chain Summit with the Green 
Supply Chain Award for its consistent 
efforts to ensure sustainability across its 
supply chain strategies and business 
operations. 
Additionally, PICT was also conferred 
the Corporate Excellence Award by 
Management Association of Pakistan in 
March for its commercial diligence and 
responsible business conduct in terminal 
service operations. ■

50
51
ICTSI SUSTAINABILITY REPORT 2020
Governance
Approach to enterprise risk 
management
ICTSI and its subsidiaries have geographically 
diverse operations that expose them to various 
business risks that may materially impact the 
financial results of the Company. Recognizing 
that risks (like competition, commercial, 
economic, political and foreign exchange) 
cannot be eliminated, the ICTSI Group ensures 
that existing and emerging risks are identified 
and managed within acceptable risk tolerances. 
Our Board, responsible for the development 
of risk management processes and the 
implementation of risk reduction strategies, 
is committed to directing an organization that 
ensures risk management is a core capability, 
and the executive management of ICTSI fully 
supports the implementation of the Enterprise 
Risk Management Policies and Procedures.
Environmental Impact Assessments 
In our greenfield developments, Environmental 
Impact Assessments (EIA) are conducted 
before projects commence as part of risk 
management. These include consultations with 
local communities. For port projects involving 
extensive redevelopment, EIA reviews or 
updating may be indicated as needed.
Sustainability and climate change
Recognizing the important role we play in the 
development of nations, ICTSI acknowledges 
that climate change is an important issue to 
address. Several initiatives were implemented 
by the Management in 2020: 
•	The creation of a Board-level sub-committee, 
under the Corporate Governance committee 
focused on ESG issues, risks, and concerns;
•	Programs, and performance, including 
climate change; 
•	Phased enhancement of reporting processes 
over critical sustainability issues to ensure 
future regular reporting, focusing preliminarily 
on legal and compliance, governance and 
human resources, with other processes to be 
improved in succeeding years.
The Company’s Sustainability Steering 
Committee, composed of key management 
personnel, continues the execution of their 
role in sustainability strategy, policies and 
programs that are currently implemented 
and those that are to be formulated. With a 
growing body of literature providing evidence 
of potential impacts to port operations brought 
on by climate change, ICTSI looks to the 
future by studying climate change adaptation 
and mitigation strategies that we can tailor 
specifically to the circumstances of each of 
our terminals. The Company continued to 
collaborate with its external stakeholders in 
2020 in order to properly assess and evaluate 
how sea level rise, increased temperature 
change, extreme winds, and increased 
precipitation from extreme weather events will 
impact its major terminal operations based 
on the Intergovernmental Panel on Climate 
Change (IPCC) scenarios. (More on this in the 
Environment section of this report).
Code of Business Conduct 
Guiding the way ICTSI’s valued employees 
conduct business is the Company’s Code of 
Business Conduct, which serves as a statement 
of our joint beliefs, values, and commitment. 
It provides a framework of what is expected 
of every employee and business partner 
working with or on behalf of ICTSI. The Code 
is implemented and rolled out to all Directors, 
Awards and Recognition for Good Governance
ICTSI garnered multiple awards and recognition in 2020, further affirming the effectivity and impacts of our longstanding 
commitment to sustainability as the foundation of our corporate governance. 
ICTSI holds first virtual ASM
	
To ensure the safety and welfare of our stockholders and other 
stakeholders, ICTSI successfully conducted the 2020 Annual 
Stockholders' Meeting (ASM) last 18 June, the first to be held 
virtually in light of the current challenges resulting from the 
COVID-19 pandemic. The meeting was held online by remote 
communication and voting was done in absentia. ■
 
 
Conferring Body/Organization 
Award/Citation/Category/Indicators
10th Annual Sustainable Shipping, Logistics & Supply Chain Summit 
The platform brings together Pakistan’s largest corporate leaders and 
national and international trade bodies to deliver value supply chain 
sustainability and business resilience.
PICT was awarded the Green Supply Chain Award for its consistent 
effort in ensuring sustainability across its supply chain, strategies and 
business operations.
Corporate Governance Asia 
The most authoritative journal on corporate governance in Asia.
Enrique K. Razon Jr., Chairman and President, as Asia’s Best CEO 
(Investor Relations); Rafael D. Consing Jr., ICTSI Senior Vice President 
and Chief Financial Officer as Asia’s Best CFO (Investor Relations); 
Arthur R. Tabuena, Treasury Director and Head of Investor Relations as 
Best IR Professional (Philippines); and ICTSI as among the Best Investor 
Relations Companies in the Philippines and Asia’s Best CSR.
Employers’ Federation of Pakistan (EFP) 
The only body of employers in Pakistan that is a member of the 
International Organization of Employers (IOE)
PICT was recognized as having one of the best practices for workplace 
health and safety.
Financijska Agencija’s (FINA) 12th Zlatna Bilanca  
(Golden Balance) Awards 
The Golden Balance Awards is organized by leading Croatian financial 
and electronic services company FINA to recognize outstanding 
companies based on financial performance criteria such as profitability, 
stability, liquidity, efficiency and activity. It is sponsored by the Croatian 
Government through the Ministries of Commerce and Finance.
AGCT was named the best firm in the country’s transport and 
warehousing industry. 
Honduran National Commission for Port Protection (CNPP)
OPC was issued a new Declaration of Compliance to the Port Facility 
with validity until March 2025, thus maintaining OPC’s status as an 
international safe port.
Investors in People (IiP) Awards 
London’s leading industry award recognizing excellence in people 
management.
SCIPSI's Eloisa Jane Onez was named as the Community Employee of 
the Year.  
SCIPSI was also shortlisted for The Learning and Development Award 
and The Employee Engagement Award.
IR Magazine 
The leading industry publication in the field of investor relations around 
the world for the past three decades.
ICTSI was shortlisted for Excellence in Investor Relations in the 
Industrials sector.
XIII Latin American Meeting of ESR (Empresa Socialmente Responsible 
or Socially Responsible Companies) 
Hosted by the Mexican Center for Philanthropy (Centro Mexicano 
Para La Filantropia or CEMEFI) and the Alliance for Corporate Social 
Responsibility (AliaRSE)
CMSA was awarded the ESR 2020 recognition for its social 
responsibility efforts that positively impact the environment, generate 
respect for people, promote ethical values, and encourage social 
inclusion. 
Mexican State of Colima 
CMSA was awarded with the State Recognition of Inclusive Company 
for its social commitment to human rights and dignity, highlighting the 
Company’s model work culture that provides equal opportunities to 
vulnerable groups in Manzanillo.
Pakistan’s 35th Corporate Excellence Awards  
Instituted by MAP in 1982 with the sole aim to recognize and honor 
companies showing an outstanding performance and demonstrating 
progress and enlightened management practices.
PICT garnered its fifth consecutive Corporate Excellence Award for 
its commercial diligence and responsible business conduct in terminal 
service operations.
Public Relations Society of the Philippines PRSP 
The Philippines’ premiere organization for public relations professionals.
ICTSI was awarded a Silver Anvil for its 2018 Sustainability Report and 
the ICTSI Factbook.
The Asset 
Hong Kong-based financial magazine for Asia's decision makers.
	• ICTSI was recognized as among the elite Asian companies that has 
shown all-round excellence in environmental, social and corporate 
governance (ESG), earning the Platinum ESG citation.
	• ICTSI’s Investor Relations team was also cited as one of the Best 
Investor Relations teams in the Philippines.
	• The Company’s US$300 million senior perpetual securities 
and tender offer issuance in July was cited as the best liability 
management deal in the Philippines for 2020, saying the bond 
issuance and liability management exercise "achieved the company's 
objectives of reducing capital cost, eliminating call redemption risk in 
2021, and enhancing the strength of its balance sheet."
	• VICT was also awarded for having the “Best Initiative for 
Environmental Responsibility” for its eco-friendly wash bays for 
mobile equipment.

52
53
ICTSI SUSTAINABILITY REPORT 2020
Governance
presenting good conduct recognition letters to 
staff members. 
In NorthPort, the effectiveness of policies is 
evaluated based on the number and frequency 
of violations by the employees per year. The 
Legal and Claims Department handles all 
administrative cases by issuing notices to 
explain, conducting administrative hearings 
and issuing notices of resolution. Moreover, 
in Contecon Guayaquil in Ecuador—which 
follows a Code of Ethics—compliance is verified 
through employee evaluations ranging from 
polygraph tests, home visits, legal background 
checks, and follow-ups carried out by each 
immediate chief whenever there are possible 
breaches of the code. 
Across all levels of the organization, 
communication and training efforts pertaining 
to anti-corruption policies and procedures are 
being communicated. For the year in review 
however, trainings primarily decreased due 
to COVID-19 restrictions. ICTSI is working to 
increase these engagements not only to the 
members of ICTSI's Governance Body and 
employees, but also to business partners, 
suppliers, and service providers as well. (Further 
discussion of the overall training hours may be 
found in the Employees section of this report.)
Issue and grievance mechanisms
ICTSI considers grievance mechanisms as 
essential in ensuring that the mandated policies 
are adhered to, and more than half of its 
terminals worldwide have specific mechanisms 
in place to encourage reporting of unlawful or 
Senior Management, employees and all covered 
personnel, including contractors, trainees 
and interns. Through this Code, all goals 
and targets to ensure ethical conduct in the 
Company’s operations are set and base lined. 
The Code comprehensively covers Employee 
Relations, Anti-Bribery Obligations, Conflict of 
Interest, Fair Business Practices and Antitrust, 
Confidentiality of Information and Data Privacy 
and Insider Information and Securities Trading, 
details of which are disclosed and published 
on the Company website. Each employee is 
expected to be familiar with the Code, which, 
in certain terminals such as Madagascar 
International Container Terminal Services 
Ltd, is even translated to Malagasy (the local 
language) for better understanding. 
With continuously expanding global port 
operations, ICTSI also makes sure to faithfully 
comply with all the applicable laws and 
regulations promulgated by the governing 
bodies in each country it operates in: port 
authorities, customs and trade agencies, and 
local government units. 
In 2020, the Company launched its Human 
Capital Statement in fundamental support and 
commitment to the Principles of the United 
Nations Global Compact. Adherence to these 
principles ensures that its responsibilities to 
its people and communities are upheld, as 
espousing the core values of the Human Capital 
Statement anchors the ICTSI culture.
Conflict of Interest Policy 
ICTSI strictly implements a Conflict of Interest 
Policy, adopted anew in 2018, that serves as 
a guide for all employees and consultants 
of ICTSI and its Group of Companies.  The 
policy is in place to ensure that business 
is always conducted with fair business 
judgment and decision making, leaving no 
room for interference of personal or financial 
interests.  The Policy defines ways to disclose 
a Conflict of Interest, and cites measures to 
appropriately address those situations when 
they arise. ICTSI requires all personnel and 
consultants to read, understand, and strictly 
comply with the Policy by filling out a Conflict 
of Interest Disclosure Form and an Undertaking 
prior to their assumption of roles, with the 
ICTSI Global Corporate Human Resources 
responsible for ensuring that the forms are 
completed. Disciplinary action and in worst 
cases, termination, await those responsible for 
any violation or breach of the Policy. Alongside 
this policy is the Anti-Bribery Policy and a 
policy on “Anti-Tipping” to further reinforce 
those principles.  
Anti-Corruption
Almost all of the terminals covered by this report 
have formal policy documents or guidelines 
detailing how Company employees must conduct 
themselves ethically in their operations. Most of 
these terminals follow or implement the ICTSI 
Group-wide policy, while some have internal 
policies and practices that were approved by 
their respective top management. Contecon 
Manzanillo in Mexico, for example, has ethical 
and anti-corruption policies that have been 
implemented since February 2020. Most of 
these terminals have point persons for reporting, 
ranging from security employees to immediate 
bosses, HRD Manager or Operations Manager, 
HSSE Officer, Department Heads, and in some 
cases, even the CEO. 
These policies have been effectively applied 
to most cases that have arisen, and have 
helped ensure that employees follow the set 
guidelines or are correspondingly dealt with in 
line with due process. In MICT, the evaluation 
of the aforesaid policy is done through the joint 
efforts of the HRD Industrial Relations and the 
incumbent Labor Union, NMPI-NAFLU. The 
policies are scrutinized thoroughly via grievance 
mechanisms and the holding of quarterly 
Labor-Management Conferences called 
"Ugnayan sa Pantalan." These mechanisms 
and conferences enable dialogue between the 
Management and its employees. Aside from this, 
a regular Labor Management Council is in place 
for discussions of operations-related issues 
between Management and Union Officers. The 
fruits of this evaluation have been evident in the 
good rapport between the Management and the 
Labor Union and in their level of cooperation 
in implementing the said policy among MICT 
employees. Additionally, every five years, a 
Collective Bargaining Agreement is held to foster 
good management-labor relations. In MGT, 
there is an initiative to reward good behavior by 
Anti-corruption
  2019 
  2020
CMSA holds 
successful 
virtual audit
Contecon 
Manzanillo has 
successfully carried 
out its internal audit 
covering ISO 9001 
and 14001 last June 
via virtual review 
schemes, taking 
full advantage of 
the organization’s 
technological tools 
and thus ensuring 
the continuity of 
activities safely. The 
audit has shown 
an improvement of 
CMSA’s processes, 
the execution 
of services, the 
attention of clients 
and the conditions 
with which their 
activities are carried 
out compared to the 
previous year. 
The audit team 
successfully put 
into practice all 
their theoretical 
knowledge, 
participating 
enthusiastically 
and adapting to 
the new way of 
working in the areas 
of commercial, 
maintenance, 
infrastructure, 
operations, parts 
warehouse and IT. 
The audits were 
carried out in an 
orderly manner, 
complying with 
the timelines and 
objectives. ■
Policies & procedures training of employees
Percentage of employees that the organization’s anti-corruption policies  
and procedures have been communicated to within the review period
Admin - Rank and File
Admin - Management
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
95%
48% 
19%
65%
73%
33%
Operations - Rank and File
Operations - Management
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
95% 
73%
33%
65%
76%
38%
Percentage of employees that have received training on anti-corruption  
with the review period
Admin - Rank and File
Admin - Management
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
95%
48% 
19%
65%
73%
33%
Operations - Rank and File
Operations - Management
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
95% 
73%
33%
65%
76%
38%

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ICTSI SUSTAINABILITY REPORT 2020
Governance
improper conduct and inappropriate workplace 
behavior. The terminals provide alternative 
pathways to avoid fear of intimidation, ranging 
from: 1) human resources management area, 
2) complaints box, 3) suggestion stations, 4)
anonymous complaints mailbox, 5) company
website, 6) confidential WhatsApp line, 7)
confidential direct line, 8) direct communication
to CEO/HR Management and for some 9) a
grievance committee. In Pakistan International
Container Terminal (PICT), there is even a
whistle-blowing policy in place governed by
the senior management, on which awareness
sessions have also been conducted.
For MICT, effectiveness of the HRD Industrial 
Relations Team's good handling of the 
grievance machinery is evidenced by the 
current status of the company's industrial 
peace; they have secured certificates that 
attest to such status such as the Certificate 
of No Pending Case, which is issued by the 
Department of Labor and Employment.
Supply chain
Being a major player in the global supply chain, 
ICTSI is fully aware on how our purchasing 
decisions can create deep and lasting impact on 
economic, social and environmental conditions. 
Our Human Capital Statement, which is 
primarily anchored on the core principles of 
respecting human rights, and promoting health 
and safety—also translates to our deep-rooted 
commitment towards Responsible sourcing—
ensuring that we proactively source and procure 
products and services ethically and sustainably, 
throughout each tier of the supply chain.
As an organization, we have adopted new 
supply chain measures in 2018 that are aligned 
with GRI Standards, and starting in 2020, social 
auditing based on the supplier’s standards 
of labor, health and safety, environment, 
and business ethics. As part of our impact 
management, ICTSI is working to ensure that 
sustainability objectives are prioritized, including 
but not limited to: screening of new suppliers 
using environmental and social criteria; 
measurement of spending on local suppliers; 
and assessing each supplier’s environmental 
and social impact. Further, the Company 
ensures that suppliers are selected based on 
their ability to meet contract requirements, 
including quality system and specific quality 
assurance requirements. Additionally, ICTSI 
consciously aligns its supply chain practices 
supporting the local economy by sourcing 
locally whenever possible.
Governance and monitoring of Group-wide 
sourcing and procurement processes was 
reinforced in 2020 with the establishment of 
the Global Procurement Department—following 
the merging of our shared services company, 
ICTSI Asia Pacific Business Services, Inc. 
with MICT Procurement. The establishment of 
the department was aimed at supporting the 
strategic procurement for the Group’s top and 
critical spend—with the goal of harmonizing 
existing procurement policies present or in 
force within the Corporate level and in the 31 
operational terminals, and standardizing the 
approach for supplier impact assessment within 
our operations.
Suppliers
Suppliers: Environmental and Social Screening
Environmental Impacts
Social impacts
Number of suppliers (old and new) screened
699
725
Number of suppliers identified as having 
significant actual and potential negative impacts
116
54
Number of suppliers identified as having significant 
actual and potential negative environmental and 
social impacts with which improvements were 
agreed upon as a result of assessment
64
24
Number of suppliers identified as having 
significant actual and potential negative 
environmental and social impacts with which 
relationships were terminated as a result of 
assessment
42
10
Local Suppliers
Total procurement budget spent on local suppliers (in USD)
8 major terminals
24 terminals
262
MILLION USD
342
MILLION USD
Percentage of procurement budget spent on local suppliers
8 major terminals
24 terminals
63%
61%
Percentage of new suppliers screened
Percentage of new suppliers screened using environmental criteria
Percentage of new suppliers screened using social criteria
8 major terminals
24 terminals
8 major terminals
24 terminals
24%
19%
35%
22%
ICTSI suppliers honored in 1st virtual ISQA	
In line with COVID-19 restrictions in the Philippines, our 
Global Procurement team honored the Company's top 
suppliers during the first virtual holding of our annual 
supplier awards. The 12th ICTSI Supplier Quality Awards 
was held on 20 November. 
Anders Dømmestrup, MICT Executive Director and CEO, 
thanked ICTSI’s supplier-partners for going the extra mile in 
providing ICTSI's requirements, despite the logistics restrictions 
during the lockdown period: “The crisis is not yet over, but it has 
been so inspiring to see how cooperation and perseverance 
among ourselves move us forward. These values will be even more 
important as we prepare for our important role in the full economic 
recovery in the coming period.” ■

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ICTSI SUSTAINABILITY REPORT 2020
Governance
At the Corporate level and at the Manila 
flagship, ICTSI utilizes an e-Sourcing System 
(in place since 2018) that allows suppliers to 
send quotes through the system instead of via 
e-mail, fax, hard copy, or phone call, ensuring 
a more systematic process that promotes 
transparency and fairness among vendors. 
Procurement practices were further streamlined 
with the full digitization of the Procure-to-Pay 
(eP2P) system adopted in September 2019, 
which aims for strategic sourcing. Enforcement 
of the Company’s procurement policies is also 
strengthened as these are streamlined and 
embedded within the buying process; and 
more efficient transactions with suppliers—from 
proposal submission, to awarding, and to 
invoice submission—are promoted.
Majority of ICTSI’s terminals have policies, goals 
and targets in place to ensure sustainability of 
the supply chain in their respective operations, 
such as a Procurement Policy, Procedure and 
a Purchasing Policy; and a goal to increase 
the number of vendors and qualified suppliers 
and ensuring on-time delivery. These were 
approved based on international standards or a 
widely-recognized initiative, either by the General 
Manager, Department Head or CEO of the 
terminal, with some reviews and revisions of these 
policies done in 2020. While some terminals (BIPI, 
CGT, SPICTL, MITL, PICT, AGCT) currently have 
no formal policy, there are informal processes in 
place that are being practiced. The effectiveness 
of these policies is measured and evaluated 
through Risk Assessments, Key Performance 
Indicators, and Internal and External Audits.
Some terminals like MICTSL are subject to several 
audits—Statutory Audit/HO Internal Audit/Group 
Auditor and the annual Audit ISO—which reviews 
procedures and make recommendations for its 
improvement. Furthermore, a controller position 
was created and took effect at the onset of 
2020, with the role of periodically reviewing and 
testing all the defined procedures to assess the 
sustainability of the process.
Most terminals have allocated resources to 
ensure sustainability in their supply chain, 
and 11 terminals have existing grievance 
mechanisms for this, managed by the HR 
Department, OIC Procurement, Customer 
Service and Legal Department.
In MICT, Departmental Objectives and Plans 
are set to address Quality, Environmental 
and Occupational Safety and Health areas 
of their processes. These are measured 
quantitatively, and targets are monitored at 
least semi-annually to ensure they will all be 
met by the end of the year. For missed targets, 
root cause analysis is done so that corrective 
actions can be periodically identified, and 
this then becomes the basis for updating the 
targets set by the department.  In addition to 
annual objectives, additional projects that will 
ensure sustainable partnership with vendors 
are launched. Ariba Network is also utilized to 
assure seamless transactions with suppliers, 
from proposal submission to awarding and to 
invoice submission.
For both DIPSSCOR and HIPSI, the primary 
goal is to ensure 100 percent of purchases 
are made from accredited suppliers excluding 
one-time transactions, to increase the number 
of vendors by at least two percent based on 
the previous year, and for the result of the 
evaluation to be at least 76 percent based on 
the supplier's rating matrix. These are all made 
mandatory; and semi-annual management 
reviews are conducted.
For MICTSI, the goals and targets include 
on-time delivery orders of spare parts and 
services with the right specifications that meet 
the user’s needs; and ensuring the availability of 
critical items such as wirings, cables and other 
electronic parts that provide both qualitative 
and quantitative results.
As for OPC, the goals include 10 percent 
savings on total purchases, a purchase cycle 
of 12 business days for local purchases and 
45 days for international purchases, 90 
percent monthly target delivery compliance, 
and a DPO of 30 days. OPC conducts monthly 
measurements which become part of the 
annual performance evaluation. There is also a 
follow-up through the Integrated Management 
System that forces them to plan and carry out 
improvement actions in situations that do not 
meet any of their KPIs.
For ICTSI, incorporating social responsibility 
factors in the general procurement process is 
also of great importance. More than half of our 
terminals incorporate this by prioritizing vendors 
that: 1) are accredited and have social programs, 
2) are transparent on any non-regulatory 
compliances, and 3) consider environmental 
impact of the price and product quality. As 
much as possible, purchasing from suppliers 
that comply with standards and regulations is a 
huge determining factor. Global Procurement is 
likewise updating ICTSI’s vendor accreditation 
process to reinforce social auditing standards, 
in line with the SMETA (Sedex Members’ Ethical 
Trade Audit) requirements.
For MICT, vendors applying for accreditation 
are required to submit information regarding 
their social programs and to declare any 
regulatory non-compliance. Social factors are 
also incorporated with the standard contract 
templates used by the department and 
supporting compliance documents are required 
as contract annexes. SBITC meanwhile has a 
CSR committee that includes its Procurement 
team for all the CSR Procurement requirements 
aligned with their budget.
In MICTSL, choice of suppliers is based on 
a satisfactory quality-price ratio, a good 
delivery time and offers that correspond to the 
needs of the applicants, while ensuring that 
they respect the rules and commitments on 
environmental, safety and security standards. 
The clause on environmental, safety and 
security compliance are mandatory in a 
contract with a services provider. OPC has 
a policy number COM-L-002 called Entry, 
Evaluation and Revaluation of Suppliers, with 
requirements of social responsibility for critical 
suppliers—submitted to periodic evaluations – 
such as hours and working conditions, equality 
and non-discrimination, child labor and forced 
labor. Additionally, the Honduran Foundation for 
Corporate Social Responsibility (FUNDAHRSE) 
certification that OPC is proudly a member of 
requires them to have a Sustainable Purchasing 
Policy, Human Rights Policy and Occupational 
Health and Safety Policy.  
Communication and training 
ICTSI is always pursuing programs to strengthen 
its governance through training sessions, both 
for top management and for employees in 
our local ports. Each ICTSI director and key 
officer undergoes a minimum of four hours of 
trainings, programs, seminars, and roundtable 
discussions on Corporate Governance with 
service providers or private/government 
institutions accredited by the SEC to ensure 
that the Company complies with relevant best 
practices in good corporate governance and 
adheres to the recommendations by the SEC 
in the Code of Corporate Governance for 
Publicly-Listed Companies. Across all levels of 
the organization, including our suppliers and 
service providers, there are communication and 
 
 
 
 
 
 
 
 
 
 
 
 
Educating employees on discipline 
in the workplace
	
Training in Employee 
Discipline is an 
important aspect of 
team-building. It is a 
tool being employed 
to communicate 
Company values, 
while letting employees know 
that certain behaviors, such as 
negligence or dishonesty, are not 
being tolerated. Across ICTSI’s 
Philippine terminals, several 
trainings were conducted via 
face-to-face or through online 
delivery modes to create a 
healthier and safer workplace 
which fosters employee 
productivity, as well as loyalty. It 
likewise serves to protect the 
Company against lawsuits 
involving non-compliance to the 
norms of labor practice.
At the Company’s flagship, 
the MICT HR Department 
launched the Administrative Due 
Process (ADP) Workshop last 
October 19, allowing employees 
to fully understand the concept 
of due process under labor laws 
in order to increase efficiency 
in processing administrative 
cases, and in turn lessen the 
average turnover days. The 
workshop also promoted a 
better understanding on how 
efficiency in administrative 
procedure affects our 
Company's performance in 
both financial and operational 
productivity.
In SBITC and MCT, an 
online training entitled “ER101: 
Employee Discipline and 
Procedure” was held virtually 
last December 3 by their 
respective HR departments, 
in collaboration with the 
Global Corporate Legal Affairs 
Department. Like the ADP 
Workshop in MICT, the training 
aims to educate employees on 
the importance of employee 
discipline and the observance 
of administrative due process 
in the handling of cases.  The 
training also served to refresh 
employees on existing policies 
(including those on anti-
corruption), processes, and 
procedures. ■

58
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ICTSI SUSTAINABILITY REPORT 2020
Governance
training efforts pertaining to anti-corruption 
policies and procedures.
Committed to enhancing our Corporate 
Governance thrusts, ICTSI, through its Global 
Corporate Legal Affairs Department held the 
sixth in-house Advanced Corporate Governance 
Training last 4 December 2020, the first to be held 
virtually. With the pandemic adversely impacting 
the economy and raising new  challenges for 
companies all over the world, the training  centered 
on Risk Management in the Age of COVID-19, 
and what boards can do to meet their corporate 
governance responsibilities while navigating 
uncharted and turbulent waters. ICTSI’s Board 
of Directors, led by Chairman Enrique K. Razon 
Jr.; and Executive Officers, including Christian R. 
Gonzalez, Executive Vice President and concurrent 
Chief Risk Officer, Rafael D. Consing, Jr., Senior 
Vice President, Chief Financial Officer and 
Compliance Officer, Catherine R. Castro, Director, 
Head of Audit and Compliance, and Corporate 
Secretaries attended the training facilitated by 
Ricardo Nicanor Jacinto, former CEO of the 
Institute of Corporate Directors (ICD).
Across all levels of the organization, there 
are also communication and training efforts 
that pertain to anti-corruption policies and 
procedures. Apart from the members of 
ICTSI’s Governance Body, employees, and 
business partners across all ports/terminals, 
the Company’s anti-corruption policies and 
procedures have also been communicated to 
suppliers and service providers. 
Compliance 
In 2014, ICTSI first appointed a Compliance 
Officer whose role is to coordinate with the SEC 
and other government regulatory agencies in 
terms of compliance requirements, monitoring, 
and reporting. The Officer is also responsible 
for monitoring any potential or actual violations 
of the ICTSI Code of Conduct, and reinforcing 
full compliance with the Manual on Corporate 
Governance and the rules and regulations 
of regulatory agencies. The Officer also 
participates in corporate governance training 
and reports any matters of violation to the Board. 
The current officer is Mr. Rafael D. Consing, Jr. 
who has held the position since 2016.
More than half of the Company’s terminals have 
policies, practices and commitments in place 
to maintain environmental and socioeconomic 
compliance in their operations that are pursuant 
to local regulations. Most are derived in view of 
the relevant ISO standards and are approved 
by the top management specifically by the 
terminal’s general manager or CEO. Yearly 
evaluations such as Management Review, 
Management Meetings and External Audit from 
a third-party certification body are carried out 
to evaluate compliance with the standards. Most 
of these terminals have point persons, such 
as a Pollution Control and Safety Officer or an 
HSE Personnel/Head, reporting on compliance 
matters in their operations. Resources, mostly 
financial and human in nature, are allocated 
during Annual Budget Planning to ensure 
compliance goals and targets are achieved. 
Ten of these terminals have grievance 
mechanisms, where complaints are received 
through the Company's website, emails, and 
complaint books, and are then directed to the 
responsible person/department for immediate 
action. Trainings are also conducted to keep 
employees abreast on current developments on 
environment-related topics and legislations. 
In MICT, everyone in the organization is 
responsible for achieving their environmental 
and socioeconomic targets through existing 
policies, such as: 
•	IMS Policy in conformity with ISO Standards
•	MICT No Smoking Policy in conformity with 
the RA No. 9211 or the Tobacco Regulation Act 
of 2003, RA No. 8749 or the Philippine Clean 
Air Act of  1999, PPA AO No. 07-2015 on the 
Guidelines for the Implementation of the PPA 
Orange Book on Safety, Health, Environmental 
Management and Handling of Dangerous 
Goods in Ports and EO No. 26 Providing for the 
Establishment of Smoke Free Environment in 
Public and Enclosed Places; May 16, 2017
•	Used and Waste Oil Handling and Disposal 
Procedure in conformity with RA 6969 or the 
Toxic Substances, Hazardous and Nuclear 
Waste Control Act of 1990 and PD 1586 or the 
Environmental Impact Assessment System Law
•	Policy on Waste Management Procedure 
in conformity with RA 6969 or the Toxic 
Substances, Hazardous and Nuclear Waste 
Control Act of 1990 and RA 9003 or the 
Ecological Solid Waste Management Act
•	Oil and Dangerous Goods Spillage Handling 
Procedure in conformity with RA 6969 or the 
Toxic Substances, Hazardous and Nuclear 
Waste Control Act of 1990
•	The Disciplinary Code for HSE Violation 
Policy in coordination with Human 
Resources Department
•	Policy on Annual Physical Exam of all 
employees aimed at maintaining good health 
and early detection and prevention of illness.  
Medical assistance in the form of medical 
insurance and Group Hospitalization Plan is 
being enjoyed not only by the employees but by 
their dependents as well.  
OPC has an affiliation with FUNDAHRSE, a 
non-profit, apolitical, non-religious organization 
created to promote CSR in Honduras. 
They conduct an annual audit to evaluate a 
member’s environmental and socio-economic 
aspects, and confirm, through the renewal of 
membership, that OPC is in full compliance with 
environmental and socio-economic obligations. 
The last evaluation was done in June 2020 
and is valid until September 18, 2021. They 
also have commitments due to the compliance 
of three environmental licenses issued by the 
environmental authority Miambiente, and to the 
compliance of their ISO 14001:2015 certificate. 
ICTSI likewise ensures compliance with existing 
labor laws and social legislation.  In fact, the 
Company provides employee and retirement 
benefits which are generally more than what is 
required by existing laws, to help our employees 
and ensure that they are covered beyond 
their tenure.    
Lastly, ICTSI utilizes technology to help save the 
environment by rolling out environment-friendly, 
technologically advanced hybrid RTGs, with 
the aim of improving the carbon footprint in the 
terminal and attain better fuel economy. (Please 
refer to the Environment section of this report).
Digital transformation
Beyond the intense efficiency-driven, 
just-in-time nature of global maritime trade, 
there is the level of interdependence and 
complexity—and the array of threats and risks—
that all together make digital incredibly crucial. 
For us, digital is a key enabler of enhanced 
governance for, among others, organizational 
transparency and operational efficiency gains; 
a vital plank of risk management (in areas 
such as health and safety and cyber security); 
Scaling up IT governance in 2020
	
In 2020, ICTSI undertook IT 
advancements that help 
further position the company 
at a technological advantage 
within the industry.
To improve efficiency and 
better streamline ICTSI’s IT 
processes, the company implemented 
a new IT helpdesk on May 18 using 
the Jira platform to standardize the 
helpdesk experience across the entire 
ICTSI portfolio. This enables easy 
sharing of tickets across business 
units for even greater collaboration. 
It also provides the ability for people 
to maintain a knowledge base that 
allows for solutions and knowledge to 
be made instantly available. The new 
solution also provides Global IT and 
Terminal ITs the ability to model service 
level agreements and track help desk 
performance, ensuring that the users 
are always served effectively.
ICTSI likewise unveiled a new 
website platform in keeping with the 
company’s philosophy of continuous 
innovation. With the prior digital 
infrastructure, each terminal had 
separate websites with  varying online 
experiences that led to a fragmented 
digital presence and an inability to 
disseminate to or leverage data and 
information from all sites. Given 
each prior website was unique in 
platform, implementation, hosting and 
design our online presence was not 
scalable. Onboarding a newly acquired 
terminal was time-consuming and not 
conducive to ICTSI’s growth strategy. 
The Company worked with Srijan, a 
global engineering firm that builds 
transformative digital paths to better 
futures for Fortune 500 enterprises to 
nonprofits, to create a future-facing 
solution: a multisite architecture on 
Drupal, hosted on the AWS cloud 
designed to bring all terminal websites 
onto a single, central platform. The 
new platform streamlines content 
management and updates across the 
sites, enables rapid rollout of new sites, 
and develops plug-and-play solutions 
which altogether created a scalable 
digital platform for ICTSI. 
Each terminal can still deliver 
content tailored to their customers 
and in local languages.  Each terminal 
still maintains editorial control over 
their own content.  Thus, delivering 
the best of both worlds, a scalable, 
secure and well-maintained platform 
with appropriate local content and 
language. ■

60
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ICTSI SUSTAINABILITY REPORT 2020
Governance
Meets and Greets:  
working with governments
	
KMT (Cameroon). 
Despite working in 
different time zones, 
Hans-Ole Madsen, 
SVP EMEA joined leaders from 
the Port Autonome de Kribi and 
the Cameroonian government 
virtually during the signing of 
the concession contract to 
develop, operate and maintain 
the Kribi Multipurpose Terminal 
(KMT) in the South Region, 
Cameroon. Mr. Madsen spoke of 
ICTSI’s goal to make the Port of 
Kribi a driver for positive and 
sustainable growth, catalyzing 
the development of the Kribi 
Logistic Corridor, encompassing 
Cameroon, Chad, Central 
African Republic, Republic of 
Congo, Equatorial Guinea, and 
Gabon. 
PICT (Pakistan). Mr. Madsen, 
during his visit to Pakistan, paid 
courtesy calls to Rear Admiral 
Jamil Akhtar, Karachi Port 
Trust’s Chairman and Sindh 
Governor Imran Ismail together 
with Khurram Aziz Khan, PICT 
Chief Executive Officer. Mr. 
Madsen reiterated the strong 
relations between PICT and its 
government regulator KPT, and 
the Sindh Province, its host 
government. In both occasions, 
Mr. Madsen shared ideas on 
how to further strengthen the 
role of the port industry in 
uplifting Pakistan’s economy.  
CMSA (Mexico). Fortino 
Landeros, Contecon Manzanillo 
Chief Executive Officer 
received a delegation from 
the Mexcian government 
last November, led by Arturo 
Herrera Gutierrez, Secretary 
of Finance and Public Credit; 
Rafael Ojeda Duran, Secretary 
of the Navy; and Salvador 
Gomez Meillon, Adminstracion 
Portuaria Integral Director, 
who witnessed the terminal’s 
operations. The visit is part of 
a continuing dialogue between 
CMSA and the Mexican 
government to strengthen the 
synergy between the Company, 
its partner communities and 
stakeholders. 
BCT (Poland). Wojciech 
Szymulewicz, Baltic Container 
Terminal Chief Executive 
Officer, visited Her Excellency 
Leah M. Basinag-Ruiz, 
Ambassador Extraordinary and 
Plenipotentiary of the Republic 
of the Philippines to Poland 
in early February to discuss 
matters of mutual interest 
and exchange opinions on 
good economic and cultural 
collaboration between the two 
countries.
BGT (Iraq). His Excellency 
Generoso D.G. Calonge, 
Charge d’Affaires of the 
Philippine Embassy in Baghdad 
visited Basra Gateway Terminal  
for an extensive tour of the 
facility and discussed the 
terminal’s history, current 
developments, as well as 
its goals and vision for the 
future. Mr. Calonge noted 
the great work being done by 
the Company in Umm Qasr, 
considering BGT is one of the 
biggest private investments 
from the Philippines. ■ 
  
and, indispensable in boosting resiliency and 
security, especially in the global supply chain. 
We have been continually taking measures to 
manage the threat landscape. These measures 
include: vulnerability scanning across all 
networks and devices globally; driving global, 
regional and local business unit vulnerability 
assessments and remediation support; and 
global log collection across devices to an 
outsourced 24/7 Security Operations Center 
and Security Incident and Event Management 
service for real-time monitoring and instant and 
early threat detection and response.
In our port concessions, we provide “National 
Critical Infrastructure” and bring in our 
own proactive and existing approach to 
cyber security.
Driving process efficiency and safety beyond 
our organizational operations, we continued 
to increase digitalization of interactions to 
enable safe, efficient and touchless operations, 
particularly for the health and safety of 
customers and other port users, in light of the 
risks of disease transmission. 
We equally addressed another stakeholder 
group: our customers. Of paramount 
importance is ensuring their safety, along 
with that of our partners in government. At 
our Manila flagship, our customers finally 
fully adopted MICT’s Advanced Customer 
Transaction System (ACTS), a 24/7 e-payment 
solution in place as early as 2016. 
On the other hand, we encouraged suppliers 
to participate in the fully digital procure-to-pay 
process supported by the SAP ARIBA platform. 
The digital sourcing and procure-to-pay 
platform, enhanced in 2019, was designed 
precisely to ensure that stages of sourcing, 
purchasing, goods receipt, and payment are 
monitored—and, in turn, that our procurement 
processes remain resilient against cyberattacks.  
Before the year closed, we took a significant 
step forward, as we signed on to connect our 
terminals to TradeLens, the blockchain platform 
co-developed by IBM and Maersk. Upon 
complete integration, we will be able to optimize 
work with regulatory authorities, and improve 
our terminals’ visibility to what is coming to 
them and receive online updates from sea 
carriers. Beyond the projected efficiency gains, 
we are leveraging this technology for the level of 
transparency and cyber resiliency that it offers 
(given, for instance, TradeLens’ strict and highly 
secure permissions structure).
Internally, we continue to strengthen our 
organizational capabilities in the area of 
cyber security. 
In 2020, our IT training and education 
continued to provide employees with quarterly 
mandatory cyber security awareness trainings 
and internal phishing campaigns. Pre-pandemic, 
we already had well in place a Global Incident 
Response Plan, along with a Business 
Continuity and Disaster Recovery plan are in 
place to protect the Company’s assets against 
any potential cyber threat or exposure. ■
Breakthrough key 
appointments for 2020
	
ICTSI welcomed new leaders to its corporate family as 
part of its Group-wide structural changes:
KMT (Cameroon). Being in a male-dominated 
industry, ICTSI continues to make sure that women 
are empowered to perform and reach new heights 
in their careers. Joining the growing number of 
female Terminal Managers within the group—Carmela 
Rodriguez of LGICT and Gemma Gloria of MCT—is Kathy Magne, 
a Cameroonian who was recruited to lead its new subsidiary Kribi 
Multipurpose Terminal. Ms. Magne graduated from the Catholic 
University of Central Africa in Yaoundé with a MSTCF degree 
and has previously worked for Maersk and Douala International 
Terminal.
Philippines. At its Corporate offices in Manila, Sandy A. Alipio 
assumed the role of Vice President, Global Financial Controller 
and assuming leadership of the Group’s accounting and controls 
teams, succeeding Jose Joel M. Sebastian, who retired after 
12 years of dedicated service. Arlyn McDonald, current Chief 
Financial Officer of the Manila International Container Terminal, 
takes on a new role as ICTSI’s Assistant Global Controller. 
Meanwhile, Catherine R. Castro, Director of Audit and Compliance, 
has been promoted to Head of Internal Audit, taking over from Mr. 
Alipio in the role.
YICTL (China). Yantai International Container Terminals (YICTL) 
appointed Bo Xu as Deputy General Manager and Xinxin Tao as 
Finance Department Manager last September. ■

62
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ICTSI SUSTAINABILITY REPORT 2020
Context & Commitments
We are committed, as a major player in the global 
value chain, to facilitating the free flow of goods 
between nations and regions.
Wherever we operate, we actively help our 
host nations maximize their port infrastructure 
investments and boost trade as a driver of 
sustainable development.
In supporting local sectors and industries in our 
port zones and hinterlands, we help create direct 
and indirect employment opportunities in our 
host communities. 
03
E C O N O M Y

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ICTSI SUSTAINABILITY REPORT 2020
Economy
Groundwork
	
M Helping our host nations prepare for the eventual recovery of the global and regional 
economies, we are managing and financing the international logistics effort for 
Moderna vaccines. 
	
M Despite the pandemic, our market share increased in selected markets, including that 
of one of our recent acquisitions, ICTSI Rio Brasil 1.  
Gains 
	
M We successfully kept all terminals operating 24/7, collaborating with governments in 
19 countries to manage lockdown-triggered maritime trade disruptions.
	
M Even as we complied with COVID-19 protocols, we maintained port efficiency levels 
throughout the year.
	
M Our efforts in developing our newer concessions continue to bear fruit, having 
modernized our PNG ports into high-performing trade gateways, and commencing our 
commercial operations in Cameroon. 
Moving Forward
	
M We continue to support our partner governments with the expansion of key ports, 
including: MICT in Manila, Philippines; CMSA in Manzanillo, Mexico; CGSA in Guayaquil, 
Ecuador; BGT in Umm Qasr, Iraq; and, IDRC/MGT in Matadi, DR Congo.
	
M In the Philippines, once vaccine supplies have been secured, we will support the 
building of a state-of-the-art inoculation center: for our employees, their dependents, 
and our local and national government partners.
	
M We have refinanced and extended the maturity of our liabilities, further strengthening 
our financial position for future expansion. 
Delivering value and essentials  
in a lockdown
The world was practically at a standstill in 2020 as the COVID-19 
swept through the globe. To avert the further spread of the disease, 
governments were forced to shut down all economic activities. 
Multilateral institutions such as the Asian Development Bank and World 
Bank agreed that the global recession that ensued from COVID-19 was 
the worst since the two World Wars and the Great Depression. With 
the economic fallout, global GDP was forecasted to contract by over 4 
percent in 2020. 
Group-wide, we emphasized the four key focus areas of Company 
operations for the year: protecting ICTSI employees; providing excellent 
services to customers; caring for host communities; and ensuring ICTSI 
continues to be financially strong. 
Trade in a time of “twin shock” 
Despite the grim economic environment—what 
analysts have termed a rare “twin shock” that hit 
both supply and demand—we stayed true to our 
commitment to drive global trade by keeping 
our ports operating at maximum efficiency. 
Across continents, we collaborated effectively 
with our partners in government and other 
institutions to push past maritime logistics 
disruptions, especially those triggered by 
lockdowns. We kept not just a few but all 31 
of our currently-operational terminals working 
24/7, working nonstop to quickly and safely 
deliver basic goods, food, medicine and 
supplies, all the essentials needed by societies 
and economies to heal and recover. And 
we strove to do these while investing in and 
ensuring the health and safety of all personnel 
and port stakeholders. 
In the Philippines, ICTSI management acted 
swiftly and decisively to ease the maritime 
logistics disruption and avert a port shutdown 
in the lockdown. Through our cooperation and 
coordination with government agencies and 
supply chain stakeholders, our flagship port 
in Manila was back to more acceptable yard 
utilization levels in less than 24 days. This was 
particularly crucial as the port is the Philippines’ 
premier international hub for imports—including 
mission critical medical supplies such as PPE 
and medicines. We worked to successfully 
discharge thousands of cargoes that helped 
millions of Filipinos survive through and fight a 
public health crisis. 
Our strategies in a pandemic year reflect our 
support for the growth and development of 
global trade. We concretized our hope for 
a speedy, inclusive, and sustainable global 
recovery through the extraordinary efforts 
made by everyone within the organization, 
within our networks of partners, and other port 
stakeholders.  
ICTSI 
earns best 
corporate 
bond award
	
ICTSI's 
USD 300 
million 
senior 
perpetual securities 
and tender offer 
issuance in July won 
as the best liability 
management deal in 
the Philippines for 
2020 during the The 
Asset's 2020 Triple 
A Country Awards.
 
The Asset cited the 
bond issuance and 
liability manage-
ment exercise to 
have "achieved 
the company's 
objectives of 
reducing capital 
cost, eliminating call 
redemption risk in 
2021, and enhancing 
the strength of its 
balance sheet."
 
“ICTSI’s overall 
financing and 
liability management 
exercise is one of 
three levers that 
we focused on in 
response to the 
ongoing global 
pandemic, the 
other two being 
the tactical delay in 
capital expenditures 
and sustainable 
cost reduction. This 
exercise achieved 
our objectives of 
reducing capital 
cost, eliminating call 
redemption risk in 
2021, and further 
enhancing the 
strength of ICTSI’s 
balance sheet," 
Rafael D. Consing, 
Jr., ICTSI Senior Vice 
President and Chief 
Financial Officer, 
said. ■

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ICTSI SUSTAINABILITY REPORT 2020
Economy
Agility and tenacity
The uncertainty of the times and the health 
risk faced by humankind has had a significant 
impact on our operations in 2020. Since the 
first quarter of 2020, our revenues, EBITDA, 
and net income have suffered under the weight 
of the pandemic. 
Nonetheless, while the magnitude of the 
challenge and uncertainty remained huge for 
most businesses worldwide, we believe we were 
well-positioned to navigate these obstacles 
because of the strategies we employed 
earlier in the year. 
Our agility, financial prudence, enhanced 
liquidity, and diverse portfolio enabled us to 
absorb the negative impact of this crisis. Our 
multi-regional operations—32 ICTSI terminals 
located in Asia Pacific, the Americas, and 
the EMEA regions—helped us become more 
resilient and agile in these difficult times.  
Aside from implementing cost controls, we 
also ramped up our digital transformation 
Group-wide, expanding and accelerating 
the transition to digital processes to limit 
face-to-face interactions. These high levels of 
customer service—increasingly enabled and 
boosted by digitalization—along with our cost 
preservation measures, improvements in global 
trade, and a diversified portfolio, helped us 
mitigate the adverse effects of the pandemic.
To boost our liquidity and strengthen our 
financial position in the coming years, we 
refinanced and extended the maturity of 
our liabilities. This includes the successful 
issuance of a USD 400 million fixed rate senior 
unsecured notes with a 10-year maturity. We 
also successfully issued a new USD 300 million 
senior perpetual capital securities that are 
callable in May 2026 and concluded the Tender 
Offer relating to Senior Guaranteed Perpetual 
Securities of Royal Capital B.V. With enhanced 
liquidity, we are in a more solid position to 
possibly finance growth opportunities—whether 
these be portfolio expansion through new 
strategic acquisitions,or via further development 
of existing port assets.
Economic performance (in million USD)
Direct economic 
value generated
1,510.8
1,536.0
Economic value 
distributed
1,490.9
1,444.7
Operating costs
429.1
401.9
Employee wages  
and benefits
197.1
221.5
Payment to providers 
of capital
378.8
322.7
Payment to 
governments
476.1
488.1
Community 
investments
9.8
10.4
Economic value 
retained
19.9
91.3
Business performance 	 
in container throughput
The last quarter of the year saw the Company 
make good on its commitments to be a 
steadfast partner in growing and building global 
trade not only on a pandemic year but the 
recovery after. 
In November, we signed to connect our 31 
operating terminals to blockchain platform 
TradeLens to enable real-time tracking of 
containers and end-to-end visibility. In doing 
so we are joining the global community of 
TradeLens users, including more than 175 unique 
organizations as of December 2019. TradeLens 
publishes over two million events per day.  
Partnering for sustainable  
and inclusive growth
Honoring our commitments to inclusive 
and sustainable growth, we continue 
to collaborate with our partners in key 
infrastructure developments. 
These collaborations have resulted in billions 
worth of investment made by ICTSI. This 
includes the completion of MICT’s Berth 7 
expansion, which effectively raised the MICT’s 
annual capacity to over 3.3 million TEUs. This 
also added the capacity for the terminal of an 
estimated 200,000 TEUs for laden containers 
and 150,000 TEUs for empties.
Another notable example of the benefits 
of inclusive growth: ICTSI South Pacific’s 
agreement with the Ahi and Labu tribes 
enabled these landowner groups to acquire 
a 15 percent stake (per group) in SPICTL. 
The signing of the agreements completed the 
transfer of 30 percent of SPICTL to the local 
communities in compliance with the Terminal 
Operating Agreement. This is a landmark 
arrangement whereby these landowner 
groups are reaping economic benefits from 
shareholdings in the ports. 
We also honored our ongoing commitments 
to our partner communities, including those 
who are among the most vulnerable to the 
economic and social impacts of disasters and of 
COVID-19. Thus, we supported relief operations 
such as for the eruption of Taal Volcano in the 
10.18 
MILLION TEUs
10.19 
MILLION TEUs
  2019 
  2020
ICTSI partners with 
DOF, BTr in jumpstarting 
PH economy 
	
ICTSI underscored 
the importance of 
public-private sector 
collaboration in 
reinvigorating the country’s 
pandemic-strained economy 
as it pledged support to the 
Premyo Bonds 2 of the 
Department of Finance and 
the Bureau of the Treasury.
As the government 
diverts resources to fight 
the coronavirus pandemic, 
Premyo Bonds 2 is part of 
the government’s savings 
mobilization program 
designed to make government 
securities available to retail 
investors. Proceeds from 
the Premyo Bonds 2 will be 
used to fund the country’s 
response to COVID-19,  
as well as boost the Philippine 
economy.
ICTSI has pledged PHP 
10 million to support the 
quarterly raffle draws, 
including the top grand prize 
of PHP 6 million to be given at 
the fourth quarter of 2021. 
“ICTSI’s business relies 
on hardworking Filipinos to 
drive trade and containers 
across the globe. Through 
the Premyo Bonds 2 of the 
Department of Finance and 
the Bureau of the Treasury, 
we're extremely proud to be 
part of something that can 
allow them and many working-
class Filipinos to jumpstart 
their investment journey. 
We're also extremely proud 
to join the government in this 
public-private partnership 
towards battling COVID-19 
and driving our recovery 
towards a better future,” 
Christian R. Gonzalez, ICTSI 
Executive Vice President 
stressed during the virtual 
launch last November 11. ■

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ICTSI SUSTAINABILITY REPORT 2020
Economy
Philippines, and provided health and education 
infrastructure and resources to assist our 
LGU partners grappling with the public health 
emergency. (Our Society section provides 
details of such efforts by our terminals.)
Fiscal prudence, future growth
Despite the grim economic outlook and 
uncertainty, we continued our operations and 
implemented projects that would increase the 
efficiency of our ports globally. 
Judicious spending and keeping costs low 
in a pandemic year also helped us make 
2020 less dismal. Notable among our efforts 
was the group-wide cost reduction and 
optimization measures. 
The saved amount was channeled toward port 
expansion, specifically for ports such as the 
MICT in the Philippines, CMSA in Mexico, CGSA 
in Ecuador, BGT in Iraq, and MGT in DR Congo.
Economic contributions
For the year in review, ICTSI posted a net 
Income attributable to equity holders increase 
of 1 percent to USD 101.8 million over its 2019 
performance. On the other hand, consolidated 
gross revenues from port operations increased 
by 2 percent to USD 1,505.5 million for the year 
ended December 31, 2020 from USD 1,481.4 
million for the same period in 2019. The revenue 
increase can be attributed mainly due to the 
contribution of ICTSI Rio, higher revenues from 
ancillary services, tariff adjustments and new 
services at certain terminals and favorable 
translation impact mainly from PHP-based 
revenues in the Philippine terminals
The volume remained flat despite the impact 
of COVID-19 pandemic on global trade and 
lockdown restrictions..
Connectivity contributions
Bolstering maritime connectivity has been the 
driving force behind our efforts to help our host 
nations manage ports efficiently. Strengthening 
and streamlining existing connections, and 
expanding our maritime linkages, serve to 
enhance trade connectivity: between bilateral 
trading partners, among intra-regional players, 
and even at the inter-regional level. 
In 2020, our efforts were also designed to help 
revive the economy, and assist our terminals’ 
respective hinterlands towards gradual recovery.
In the Asia-Pacific region, such capability and 
connectivity-building initiatives ranged from 
our work in the Philippine flagship’s new Berth 
7 investment, to our tendered offer to develop 
the Iloilo ports for enhanced linkages in the 
Philippines’ Visayas region, and, in Pakistan, 
PICT’s inauguration of the Goods in Transport 
to Afghanistan (GITA) service.
The new berth at our flagship in the Philippines’ 
capital bodes well for the projected trade 
recovery and subsequent growth, bumping 
MICT’s annual capacity to over 3.3 million 
TEUs. The new berth supports operations at 
the Philippines’ premier gateway to regional and 
international export markets.
In the Philippines’ Visayas region, we are poised 
to invest in the Panay Island markets through 
the Iloilo City and Dumangas ports, which can 
serve the whole central Philippines.
The Philippine Ports Authority has already 
accepted the legal, financial and technical 
merits of our proposal in 2020. Once this 
project is approved, we will be investing more 
than USD 250 million to develop the Iloilo ports, 
thus contributing to the government’s mission 
of developing investment hubs outside of Metro 
Manila and Metro Cebu.  
Meanwhile, PICT’s increasingly significant role 
in cross-border trade facilitation, and Karachi’s 
economic importance as a gateway port, were 
both underscored when PICT inaugurated the 
first freight train service, GITA, from Pakistan 
ICTSI transforms PNG ports into 
high-performing trade gateways	
Achieving economic growth 
and development would not be 
possible without well-managed 
and efficient ports. 
This has been the 
overarching goal of ICTSI since 
it embarked on transforming 
the PNG ports of Lae and Motukea three 
years ago. 
South Pacific International Container 
Terminal (SPITCL) and Motukea 
International Terminal (MITL) are the 
only facilities in Papua New Guinea that 
can handle international containers. 
Both terminals are in a strategic 
location which PNG can use to benefit 
from increased trade in the Southeast 
Asia and the South Pacific regions. 
Within PNG, ICTSI's PNG terminals are 
also proximate to trade and commerce—
only a few kilometers away from Port 
Moresby and Lae's central business 
districts. 
“The country’s decision to modernize 
our two international terminals has 
achieved results over the last three 
years. The government has planned for 
continued growth and development in the 
international trade arena and PNG Ports 
is pleased to have entered a productive 
partnership with ICTSI,” said Fego Kiniafa, 
PNG Ports Managing Director.
In 2017, the PNG Ports Corporation 
Limited granted ICTSI with a 25-year 
concession to manage and operate the 
SPICTL and MITL.
Since then, ICTSI was able to cut 
ship waiting time to an average of an 
hour from the 16-hour average in 2015. 
Cargo loading and offloading, which 
used to take two days, now only takes 
less than a day.
The current average vessel 
turnaround time has been improved 
to 18 hours compared to the previous 
average of 38 hours, while truck 
turnaround time has been cut by half to 
25 minutes from 50 minutes.  
Berth productivity and document 
processing time have also vastly 
improved, while electronic data 
exchange and vessel productivity 
reports now only take two hours, down 
from the previous average of 12 hours.
But ICTSI is not done transforming 
the two ports into high-performing 
gateways.
As it looks forward to the next 
20 years of its concession, ICTSI is 
focused on driving both ports to deliver 
even better service not only to the port 
users but also the PNG economy it 
serves. 
SPICTL and MITL continue to deliver 
strong results and were among the 
more notable performers in the ICTSI 
Group’s Asia Pacific operations in 2020.  
ICTSI’s success in PNG comes 
from its three decades of experience in 
port development, management, and 
operation, as well as its ability to establish 
mutually sustainable partnerships with 
local stakeholder communities. ■ 
Motukea International Terminal, Papua New Guinea

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ICTSI SUSTAINABILITY REPORT 2020
Economy
to Afghanistan. Driven towards the vision 
of increasingly efficient connectivity, PICT 
joined efforts to strengthen local and regional 
logistics infrastructure networks: the pioneering 
rail freight service offers reduced costs and 
transit times, while increasing logistics security 
and transparency.
In the Americas, at our Rio Brasil concession—
one of our two newest acquisitions—we set 
the stage for greater capabilities to serve the 
surrounding expanse of import-export hubs. 
With its new night navigation and operations, 
Rio Brasil has opened the door for larger ship 
calls and paves the way for increased volumes 
in the port strategically located in Brazil’s 
largest economic region. 
In Europe, our BCT terminal in Poland joined 
the EU-backed “Enhancing Coordination in 
multimodal freight transport in Central Europe” 
(COMODALCE) project. The new COMODALCE 
initiative is the latest in a series of measures 
implemented by BCT that have combined to lift 
intermodal rail traffic to account for 30 percent 
of BCT’s annual container throughput. 
BCT’S market reach via rail includes all major 
destinations in Poland and extends along 
the increasingly important trans-European 
Baltic-Adriatic Corridor (Corridor VI). This 
runs from Gdynia via southern Poland (Upper 
Silesia), Vienna and Bratislava and the Eastern 
Alpine region right through to Northern Italy, 
serving diverse industrialized centers en route.
In our Africa operations, KMT, our newest 
commercially-operational terminal in Cameroon, 
we unveiled the new Logstar®Terminal 
Operating System (TOS), the cloud-based 
system that will integrate all aspects of vessel, 
gate, yard, and warehouse operations, along 
with billing and reporting systems. 
KMT is well-positioned as a growth hub in the 
Gulf of Guinea, serving not only Cameroon, 
but also Chad, the Central African Republic, 
Equatorial Guinea, Gabon, and Congo. ■
PICT launches 1st 
Pakistan-Afghanistan 
rail freight service	
With an eye towards increasingly 
efficient connectivity, PICT joined 
efforts to strengthen local and regional 
logistics infrastructure networks such 
as the Goods in Transit to Afghanistan 
(GITA) service. 
The GITA service is considered the 
first rail freight service that exclusively facilitates 
the transport of transit cargo from Pakistan to 
Afghanistan. It was recently inaugurated by PICT 
and state-owned Pakistan Railways. 
“The GITA service is a relatively cheaper, 
swifter, and more secure transport cargo 
solution.  With the launch of this first cargo train 
service to Afghanistan at PICT, we look to further 
strengthen our bilateral relations with trade 
bodies and our esteemed partner-clientele,” said 
Khurram Aziz Khan, PICT Chief Executive Officer.
The GITA is an end-to-end logistics solution 
that is expected to bring more business 
into Pakistan because of transparent trade 
operations. 
The use of trains to transport cargo will 
also promote the seamless flow of traffic in 
major roads and highways, benefiting the local 
businesses as well as the commuting public. 
Through the new rail freight service and its 
partnership with Pakistan Railways, PICT aims to 
build stronger commercial ties with Pakistani and 
Afghan traders.  
Launched in February 2020, the service 
highlights PICT’s increasingly significant role 
in cross-border trade facilitation, and Karachi’s 
economic importance as a gateway port. ■
ICTSI 
Rio night 
navigation	
What it’s 
all about. 
ICTSI Rio 
Brasil has 
shifted  to a 24/7 
operation of the 
Cotunduba Canal, 
the primary 
waterway access to 
the Port of Rio de 
Janeiro. Night-time 
maneuvers had 
been previously 
allowed for vessels 
with drafts up to 
12.6 meters through 
the Barra 
Grande water.
Why it matters. 
This will optimize 
vessel entry and 
exit windows and 
reduce waiting time 
by up to 50 percent,  
as it allows larger 
vessels with up to 
14.6-meter drafts to 
maneuver 24/7. 
Who benefits. 
The terminal 
is strategically 
located in Brazil’s 
largest economic 
region. Serving 
the surrounding 
expanse of import-
export hubs, the 
terminal, with its 
new night navigation 
and operations, 
enables larger ship 
calls and paves the 
way for increased 
port volumes. ■
  
ICTSI Manila completes 
berth expansion	
What it’s all about. ICTSI has 
successfully completed the 
berth expansion for the MICT. 
The expansion allows MICT 
to raise its annual capacity to over 3.3 
million TEUs. This undertaking will also 
add capacity to the terminal: an 
estimated 200,000 TEUs for laden 
containers and 150,000 TEUs for 
empties.
Why it matters. The project will enable 
the country to handle additional volume 
as the Philippine economy gears up for 
an economic reboot following the 2020 
trade flow disruptions. This will also 
enable ICTSI to efficiently carry out its 
mission as frontliners and move critical 
goods to fight the contagion.
Who benefits. As the nation’s largest, 
busiest, and most advanced port, MICT 
is the Philippines’ premier gateway 
to regional and international export 
markets. ■
  
3.3
MILLION TEUs INCREASED 
ANNUAL CAPACITY
Manila International Container Terminal, Philippines

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ICTSI SUSTAINABILITY REPORT 2020
Economy
KMT starts commercial 
operations 
	
What it’s all about. KMT 
has started its commercial 
operations and has 
implemented the Logstar®-
Terminal Operating System 
(TOS). KMT was granted a 
25-year concession 
contract that will last until 2045. The 
new TOS is a cloud-based system 
that will integrate all aspects of 
vessel, gate, yard, and warehouse 
operations, along with billing and 
reporting systems. 
Why it matters. KMT’s commercial 
operations will open the gateway 
to Central Africa. With the TOS and 
other new state-of-the-art facilities, 
KMT can improve the efficiency of 
the port and better serve its clients. 
It will also facilitate trade into one 
of the most promising economic 
regions in the world.
Who benefits. Located in the center 
of the Gulf of Guinea, the port 
serves Cameroon, Chad, Central 
African Republic, Equatorial Guinea, 
Gabon, and Congo. An efficient 
and state-of-the-art port will help 
boost economic growth in these 
countries. ■
 
 
COVID-19 related efforts 
BICT aids Georgia’s 
pandemic response;  
OPC works to keep 
Honduran supply chain 
moving
	
What it’s all about. BICT extended a 
donation of more than USD45,000 to 
the #StopCov Fund to support 
Georgia’s government in COVID-19 
efforts. For its part, OPC implemented 
mandatory temperature screenings in all 
pedestrian, vehicle, and dock access points 
across the terminal.
Why it matters. The public health crisis has 
posed the greatest challenge for economies in 
2020, including the global logistics sector. The 
help extended by the BICT will help Georgia’s 
fight against the pandemic while stricter 
protocols in Honduras help prevent the spread 
of the virus in a major gateway in the Americas. 
Who benefits. Efforts to respond to the threat of 
COVID-19 will directly help the Georgian people 
and the communities BICT serves, while the 
strict health protocols implemented in Honduras 
will safeguard the health of OPC partners, 
employees, and other users of the terminal. ■ 
  
TecPlata handles imports for logistics hubs
	
What it’s all about. TecPlata has received shipments 
bound for the Buenos Aires La Plata Free Zone 
(BAZFLP). The shipment, which came from Brazil, 
included a seismograph bound for the Vaca Muerta 
unconventional oil and gas field in Argentina’s Neuquen 
Province. The equipment will be used by Wellfield Industry Ltd.
Why it matters. The port is located on the south bank of the 
Rio de la Plata, near the city of La Plata, the capital of Buenos 
Aires province. The province has a high concentration of 
population and industrial activities. It is estimated that 90 
percent of the free zone trade in Argentina passes through 
BAZFLP. 
Who benefits. Wellfield Industry Ltda is a Productive Zone 
user, and was one of the first companies established in 
BAZFLP. As more shipments come in, around 100 direct and 
3,400 indirect users of the BAZFLP also stand to benefit. ■
  
CGSA invests anew to 
develop Guayaquil Port
	What it’s all about. CGSA plans 
to increase its investment to 
USD 30 million in the Guayaquil 
Port to improve its efficiency. 
It has already invested USD 
18 million to enable the 
port to handle neopanamax 
vessels—making the Guayaquil port the 
first in the country to handle this class of 
containerships.
Why it matters. The decision to increase 
investments in the port will help enable 
and promote Ecuador’s foreign trade. 
Ecuador is the world’s largest banana 
exporter, earning USD 2.6 billion a year. 
The additional investment will also help 
sustain port operations until 2047.
Who benefits. The efforts of the CGSA 
will benefit supply chain stakeholders, 
particularly those engaged in Ecuador’s 
banana trade. This will also include 
banana growers and those in the business 
of processing these products. Further, 
those engaged in the petroleum business 
also stand to benefit since the top export 
of Ecuador is petroleum. ■
MCT reaches 2.5 million TEUs
	
What it’s all about. In Mindanao, Philippines, MCT 
marked a milestone by reaching a throughput of 2.5 
million TEUs. The record number was achieved 
during the loading operations for Evergreen’s M/V 
Leopard in October 2020.
Why it matters. MCT is envisioned to become a 
transshipment hub that links Northern Mindanao to Visayas 
and the rest of the country, and ultimately become the first 
port of call in Mindanao for international vessels.
Who benefits. ICTSI aims to help drive economic growth in 
the countryside, with the Misamis Oriental Special Economic 
Zone, which is poised to become a prime investment hub in 
the region. ■

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ICTSI SUSTAINABILITY REPORT 2020
Context & Commitments
We are committed to helping drive sustainable 
development in nations, delivering economic benefits 
through trade facilitation, and via direct and indirect 
employment generation.
In our multicultural operations, we provide gainful 
employment, especially for local hires. We uphold labor 
rights, and, throughout the pandemic, have adopted 
multiple schemes to safeguard workers’ welfare.
We launched the ICTSI Human Capital Statement in 
fundamental support for the UNGC Principles, and 
as a compass for our existing and future acquisitions: 
from how we value just and ethical labor practices, to 
work-life balance.
With our high regard for human life, we invest 
heavily in upholding Health, Safety, Security, and 
Environmental concerns and in continuing professional 
development, for which we provide various Learning 
and Development opportunities.
04
E M P LOY E E S

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ICTSI SUSTAINABILITY REPORT 2020
Employees
Groundwork
	
M Of the 24 terminals that are covered in this SR (including 16 terminals that were 
included in the reporting exercise for the first time in 2020) the majority already have 
policies and resources to uphold priorities such as local hiring, labor relations, and 
health and safety. 
	
M For the more recently-acquired concessions which are also being covered for the 
first time in our SR, ongoing developments in infrastructure and capabilities were 
complemented by developments in employee welfare. 
	
M In PNG, we became the first port operator to sign an industrial agreement with the 
PNG Maritime Union and Employees Federation. In Cameroon, KMT started commercial 
operations after successful training of employees, especially in operating the all-new 
handling equipment.  In Rio, ICTSI Rio Brazil workers were equipped to handle the shift 
to 24/7 operation of the Cotunduba Canal, the primary waterway access to the Port of 
Rio de Janeiro.  
Gains 
	
M For 2020 and beyond, guided by COVID-19 protocols set by relevant authorities, we 
consolidated our reinforced policies in the Practices for a Safe Workplace manual.
	
M Across terminals, we rolled out wide-ranging health, wellness, and COVID-19 
campaigns: information/education drives, employee testing and ready care facilities for 
those testing positive, and other resource support vitamin supplementation by MICT.
	
M We adopted schemes to ensure continuity of operations (especially handling of 
mission-critical supplies) and health and safety of employees and port users. These 
included work-from-home, flexi-scheduling, and major digitalization initiatives (e.g., 
online transactions). 
Moving Forward
	
M As part of the private sector initiative to help the Philippine government 
secure COVID-19 vaccine doses, ICTSI is well-positioned to ensure  vaccination 
of our employees—as logistics frontliners—even as we will donate doses to the 
PPA and the BOC. 
	
M Our launch of the ICTSI Human Capital Statement, in fundamental support of 
commitment to the UNGC Principles, serves as an explicit compass for all our existing 
and future acquisitions: from how we value just and ethical labor practices to our 
support for work-life balance.
	
M The ICTSI Practices for a Safe Workplace manual will be regularly updated to reflect 
current Company best practices and government issuances, especially covering 
return-to-work/new normal guidelines, to optimize our capacity to mitigate the 
pandemic's impacts. 
Employment and benefits
Hiring and employment
Our work as a port developer, manager, and 
operator allows us to contribute to sustainable 
development three ways: first, by delivering 
economic benefits through trade facilitation; 
second, by indirectly supporting jobs growth 
as we service our client-sectors (especially 
in import-export); and third, through direct 
employment in our terminals. (For this 
discussion on employment and benefits, as well 
as in the other topics included in this Employees 
section, unless otherwise stated, the data 
and examples presented should primarily be 
understood as referring to one, a number, or 
all of the 24 terminals reviewed for this year's 
edition of the ICTSI SR.) 
From our first and flagship terminal, the 
Philippines’ MICT, to our 2020 acquisition in 
Cameroon, KMT, our Company has maintained 
the longstanding policy of prioritizing full-time 
employment, and work to minimize scenarios 
where we would need to outsource labor. 
When sourcing new hires for our terminals, our 
Company considers permanent or long-term 
formal employment from each terminal’s local 
labor pool. Recruitment policies are approved 
by either the HR Department or the CEO. 
Rising to the challenge:  
promoting employee welfare
during a pandemic
Even as we operate container terminals and port complexes across 
a range of developing and mature economies—with vast underlying 
sociocultural, economic, and political diversity—we at ICTSI have a solidly 
anchored stand on ensuring employee rights and welfare.
We maintain that uncompromising position across various strata of 
standards, beginning with the basic rights of workers (as captured in our 
ICTSI Human Capital Statement, in fundamental support of commitment to 
the UNGC Principles), and including jurisdiction-specific laws and policies. 
Beyond that, we have Company-initiated standards and benchmarks for 
upholding and safeguarding employee rights, welfare, and health and 
safety: all reflecting ICTSI’s organizational culture and values. Moreover, 
we envision and support our terminals’ voluntary adoption of internationally 
recognized standards such as those embodied in the ISO series of 
certifications. 
In 2020, an entirely new set of standards, policies, and measures was 
added to all the above, most crucially in the area of health and safety. 
These were the general or global, sector-specific, and local versions 
of COVID-19 regulations and protocols: to protect workers and other 
port users during onsite transactions; to prevent contagion in work 
environments (i.e., disinfection of surfaces); and, just as important, to 
safeguard workers’ rights and welfare (including overall mental health and 
wellness) all throughout the pandemic.

78
79
ICTSI SUSTAINABILITY REPORT 2020
Employees
ICTSI has a total of 8,563 permanent employees 
(excluding those from its affiliates) as of 
December 31, 2020, slightly lower from the 
8,996 employee headcount by the end of 2019. 
The decrease was as a result of group-wide cost 
optimization measures undertaken to mitigate 
the negative impact of the COVID-19 pandemic. 
In terms of hiring, ICTSI generally does not hire 
contractual employees, as it believes that it 
can achieve greater efficiency with a dedicated 
staff of employees who are familiar with the 
Company’s internal systems.
For the year in review, almost all of our covered 
terminals have formal policies in place to 
hire locally in their operations, or actually do 
so as a practice.
Among the notable examples are BGT, OPC, 
and NorthPort. Per concession commitment, 
BGT is called upon to employ 40 percent of 
their workforce locally. However, BGT’s actual 
local employment is at a very high 98 percent. 
BGT provides opportunities for young local 
talent (such as via its 2019 recruitment drive 
in partnership with the University of Basra). 
Similarly, OPC requires that at least 90 percent 
of its employee base should be locals, and 
this has been mandatory since day one. BICT 
and AGCT, however, have free choice in hiring 
in accordance with their respective labor 
laws. For its part, NorthPort, which honors its 
commitment (based on the Labor Code of the 
Philippines) also considers qualified applicants 
from nearby communities, in line with our social 
development thrusts.
Mechanisms to evaluate the effectiveness 
of policy include outcomes of management 
meetings, cross-functional feedback, 
and performance evaluations. Necessary 
amendments are then made accordingly. 
Overseeing policies on such labor-related 
matters are point persons that would 
typically be the HR Manager or Department, 
Environmental and Social Manager, or the 
Recruitment Officer. The performances of these 
point persons are evaluated through their KPIs 
and annual performance assessment. 
In the majority of the terminals, human and 
financial resources are being allocated to 
support recruitment and hiring policies and 
functions. Amendments in resource allocation 
and utilization are advised and implemented 
on the basis of utilization trends. (For example, 
PICT and TSSA provide adequate resources 
that are allocated according to the budget 
requirements. These allocations undergo a 
proper approval process.) 
In over half of the terminals, in case local hiring 
issues arise, grievance mechanisms include 
Labor Policies (i.e., whistleblowing policy), 
regular meetings with stakeholders (wherein 
employees can directly communicate their 
concerns), and suggestion stations. HR and 
ICTSI employees by region and division*
Terminals
Admin
Operations
Total
Philippines
263
1,921
2,184
APAC **
466
1,250
1,716
EMEA
256
1,223
1,479
Americas
454
2,462
2,916
Others
250
18
268
Total
1,689
6,874
8,563
*	 Figures shown in the table refer to all 30 operational terminals (excluding affiliates)
**	Figures excluding Philippine operations
Total number (rate of) new hires per age group*
Total number (rate of) turnover per age group*
Under 30 years old
Under 30 years old
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
267(4%)
179(4%)
261(3%)
118(2%)
103(2%)
119(1%)
30 to 50 years old
30 to 50 years old
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
313(5%)
208(4%)
390(5%)
390(6%)
451(9%)
502(6%)
Over 50 years old
Over 50 years old
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
10(0%)
8(0%)
121(1%)
113(2%)
209(4%)
251(3%)
Total number (rate of) new hires by gender*
Total number (rate of) turnover by gender*
Male
Male
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
503(8%)
338(7%)
643(7%)
559(9%)
685(14%)
787(9%)
Female
Female
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
87(1%)
57(1%)
101(1%)
62(1%)
77(2%)
85(1%)
Employment overview *
  2019 
  2020
Governance Body** gender diversity
Gender
2019
2020
Male
80(63%)
150(69%)
Female
47(37%)
66(31%)
Total
127
216
Diversity of employees by employee category*
Employee category
8 major terminals
8 major terminals
24 terminals
Admin - Rank and File
735
432
882
Admin - Management
262
293
439
Operations - Rank and File
4,196
3,643
6,282
Operations - Management
511
542
986
Total
5,704
4,910
8,589
Governance body** age group diversity
Age group
2019
2020
Under 30
21(16%)
29(13%)
30 to 50
71(56%)
132(61%)
Over 50
35(28%)
55(26%)
Total
127
216
*	
Figures shown in the tables refer to all 24 terminals (including affiliates covered by this report).
**	 Governance Body is defined as the Company's Board of Directors, Key Officers, and Global Corporate employees for the Group. ("Key Officers" includes employees with 
positions from Vice President and higher.)

80
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ICTSI SUSTAINABILITY REPORT 2020
Employees
Recruitment teams are in charge of receiving 
and evaluating complaints. 
In terms of remuneration, the Company provides 
employee and retirement benefits which are 
generally more than what is required by existing 
laws, in order to help our employees and ensure 
that they are covered beyond their tenure. 
Where needed, we invest in upskilling, training, 
or retraining of available local labor—just one 
example of the benefits of the employee life 
cycle at ICTSI. 
As of yearend 2020, all of the 24 terminals 
reviewed have employment management policies 
and practices in place. These policies are aligned 
with our Human Capital Statement, following 
the general principles of human resource 
management. Approved by each terminal’s CEO 
or Managing Director, these policies comply 
with all legally required processes for the 
recruitment, selection, hiring, and application of 
taxes due throughout the payroll process (under 
the purview of the Payroll Supervisor and HR 
Manager). Such policies are updated based on 
local, legal, and operational needs.
All 24 terminals covered in this report 
have commitments in relation to managing 
employment in their operations. These 
commitments are in line with local and 
international labor regulations, as well as 
voluntary commitments to ensure policy 
effectiveness and inclusive employee culture. 
As mentioned previously, the voluntary adoption 
of international standards and commitments are 
increasing within the ICTSI Group. 
In the case of SCIPSI—with its Investors in 
People certification—the terminal further 
enriches its policies with insights from such 
initiatives such as the People Management 
Association of the Philippines’ Salary and 
Benefits Surveys. In PNG, the Management 
teams of SPICTL and MITL hold quarterly 
meetings with the local union and maintain open 
lines of communication to discuss concerns. 
The majority of our terminals have defined 
goals and targets to manage employment in 
their operations, in line with business strategy 
and approved budgets, with the aim of ensuring 
the valorization and development of human 
capital, supporting each terminal’s performance 
and competitiveness. They also have point 
persons (typically HR employees or the head 
of the Selection and Development team) 
reporting on such policies, and allocate human, 
technological, and financial resources (with the 
latter included in the annual or general budget). 
Half of the terminals have grievance mechanisms 
pertaining to employment management. These 
mechanisms include suggestion stations, 
meetings, and direct communications. 
Our Company’s code of ethics for employees, the 
ICTSI Code of Business Conduct, is published in 
our company website. Due orientation on these 
principles and implementing guidelines are part 
of the onboarding process for all new hires. The 
ICTSI Code of Business Conduct is published in 
our corporate website. 
In cases of breaches of the Code of Business 
Conduct, a Director, Officer, employee or any 
concerned party is enjoined to bring the matter 
to the relevant authority, or directly notify the 
Compliance Officer. For issues that are thus 
brought to the attention of Management, our 
Company policy ensures the welfare of the 
whistleblower or informant by treating his or her 
identity with strict confidentiality. 
Wages and benefits
Throughout the first 31 years of our existence 
as an organization—predating the launch of 
our ICTSI Human Capital Statement—we have 
observed universally-held principles pertaining 
to fair remuneration, competitive relative to the 
domestic industry and local labor markets. 
Alongside our preference for permanent or 
full-time employment and local hiring, we also 
exert care to provide wages and benefits that are 
above the minimum mandated by the locale or 
region’s wage boards or counterpart agencies. 
However, there are expected variances not 
only in the contractual terms and stipulations 
governing each port authority-terminal 
concession in our Group, but also variances in 
the applicable laws and nomenclature involved, 
there being 19 countries represented. 
The majority of the terminals covered in this 
report provide full-time employees with standard 
benefits that are not provided to temporary 
or part-time employees. These benefits range 
from: medical and dental care, transportation 
and meal vouchers, medical/health insurance, 
scholarship bonuses, vacation bonuses, pension 
fund, paid sick leaves and paid vacation leaves. 
On the other hand, four terminals do not have 
part-time employees, while in two terminals, no 
such distinctions are made. 
Leaves
To protect the rights of workers to raise families, 
without insecurity over possible discrimination 
and job loss, legal frameworks exist in over 
180 countries to provide paternity and 
maternity leaves benefits to workers. ICTSI has 
consistently upheld such rights. The majority 
of the responding terminals cited their policy of 
supporting employee parental leave and child 
care through parental leaves, maternity leaves, 
and other provisions required by law.
In our flagship, MICT, the terminal’s 
Management has taken its support of 
parent-workers a notch higher, and 
included employees’ dependents in the 
health management organization or HMO 
coverage benefits.
Occupational Health & Safety
Management leadership
With the ICTSI Board of Directors’ leadership, 
we had already established a Group-wide 
management structure to set directions, 
IiP recognizes SCIPSI employee as Community 
Employee of the Year
	
Since joining in May 2016, 
Eloisa Jane Onez, an 
Accounts Receivables 
Specialist at South Cotabato 
Integrated Port Services, Inc. 
(SCIPSI), has exhibited 
selfless dedication to serve 
and improve the company’s 
processes.  In November, 
these sterling qualities earned 
for her the distinction of Community 
Employee of the Year during the 
Investors in People (IiP) International 
Awards in London, United Kingdom.
Thanks to her safety training at 
SCIPSI, Eloisa was able to save an 
orphanage in her hometown of General 
Santos City in the Philippines, and 
possibly the lives of the nuns and 
children after a fire broke out there in 
2019. While none of the nuns knew how 
to use the fire extinguishers, Eloisa had 
the presence of mind and selflessness 
to put the fire under control. She could 
have fled, but that won't be Eloisa, say 
her colleagues. 
Earning the trust of her supervisors, 
Eloisa quickly moved up the ranks 
until she was appointed Accounts 
Receivable Specialist in October 
2019—here she reduced all the 60-day 
overdue accounts to zero—a huge help 
in maintaining SCIPSI’s cash flow. 
Recognizing her potential, her 
supervisors encouraged her to join 
the Company’s People Development 
Program, paving the way for her to 
complete an MBA program in 2020. 
“To what lies ahead, I hope my 
journey will take me to where I want to 
be, and to a life full of surprises and life 
enriching lessons,” she said. 
SCIPSI was also shortlisted in 
two other categories of the 2020 IiP 
Awards, namely The Learning and 
Development Award and The Employee 
Engagement Award. ■
 
  
Terminal certification
MICT
ISO 45001:2018 Occupational Health and Safety 
Management Systems
MTS
OHSAS 18001:2007 Occupational Health and Safety 
Management Systems
PICT
ISO 45001:2018 Occupational Health and Safety 
Management Systems
SCIPSI
OHSAS 18001:2007 Occupational Health and Safety 
Management Systems
YICT
ISO 45001:2018 Occupational Health and Safety 
Management Systems
BCT
ISO 22000:2005 Food Safety Management Systems
ISO 22301:2014 Business Continuity Management Systems
ICTSI Iraq (BGT)
OHSAS 18001:2007 Occupational Health and Safety 
Management Systems
CGSA
OHSAS 18001:2007 Occupational Health and Safety 
Management Systems
CMSA
OHSAS 18001:2007 Occupational Health and Safety 
Management Systems
OPC
ISO 45001:2018 Occupational Health and Safety 
Management Systems

82
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ICTSI SUSTAINABILITY REPORT 2020
Employees
oversee, and drive forward our HSE principles, 
policies, and practices. The structure rests 
on a clear accountability framework, includes 
mechanisms for collaboration and consultation, 
and supports a robust feedback system for 
evaluating, finetuning, and further strengthening 
Health, Safety, and Environment (HSE) policies 
and practices Group-wide.
The ICTSI Global Health, Safety, Security and 
Environment (HSSE) Department has been 
continuously collaborating with terminals to 
harmonize the existing occupational health and 
safety (OHS) policies present in all our terminals 
(including the ones covered in this report), and 
to standardize the approach for addressing 
health and safety risks in our operations. 
In 2020, we launched the ICTSI Human Capital 
Statement, and among the seven overarching 
principles we reiterated there is the paramount 
importance we put on promoting health safety: 
through a comprehensive set of internal 
safety standards which are upheld at every 
container terminal, and constantly improved—
to prevent injuries through vigilance, regular 
employee training, and having rigorous safety 
standards in place.
The COVID-19 contagion threatened the value 
of life at a magnitude no one expected; it tested 
our commitment, and ultimately has served to 
strengthen our resolve. In our interim omnibus 
guidance, “Practices for a Safe Workplace,” we 
put front and center “protecting our lives and 
livelihoods, our people remain our No. 1 priority,” 
along with three other areas of focus. A second 
area, “Living by our values, providing support 
and care for our host communities” also drove 
us to fresh ways to serve our partners in these 
locales. (See discussion on “COVID-19 response 
and resiliency-building.”)
Health and Safety management 
systems
Health and Safety management systems based 
on international standards and industry good 
practices, in accordance with existing local 
laws, are in place in our terminals. All terminals 
have their respective OHS management 
Beyond certification:  
cooperation for increased health and safety
	
ICTSI terminals continually 
pursue increasingly 
comprehensive certification 
and recertification, based on 
international standards for 
crucial management areas. 
Alongside these are intra-
terminal and Group-wide initiatives that 
leverage teamwork and camaraderie to 
strengthen the safety culture. 
ICTSI Rio (Brazil). IRB participated in 
the Port of Rio de Janeiro’s Esporto 
2020 Nuclear Physical Security 
Exercise. The Exercise is part of Brazil’s 
efforts to evaluate the prompt response 
capacity of the agencies and entities 
involved, in the event of a nuclear 
emergency in the port area. Brazil is 
a member of the International Atomic 
Energy Agency, which, together with the 
IMO, has established requirements for 
safeguarding the transport of nuclear 
or radioactive material by land or sea. 
These requirements form the basis of 
such security exercises. 
MICT (Philippines). Amid the 
pandemic, MICT pushed through 
with its emergency response training 
last September, which included 
simultaneous earthquake and 
evacuation drills. Led by the HSE 
department and joined by medical and 
ERT staff, a fire extinguishing activity 
and demonstration on the use of 
automated external defibrillators (AEDs) 
were also performed. Observations and 
recommendations from representatives 
from the Office of Civil Defense were 
likewise shared to the ERT and HSE 
Department in the debriefing. 
CMSA (Mexico). As part of a global 
company that upholds international 
standards on safety and workforce 
development, CMSA continuously 
develops its internal programs designed 
to provide employees with a safety-first, 
growth-focused work environment. 
CMSA’s Emergency Brigade, which is 
composed of employee volunteers from 
different departments, held a training 
on the proper handling of spillage of 
dangerous chemical substances.  The 
seminar empowered the brigade to 
capably respond to such incidents 
while fostering the crucial elements of 
teamwork and division of activities. On 
the other hand, with the arrival of five 
new RTGs, the terminal’s Operations, 
Human Management, and Security 
and Maintenance departments met 
to discuss ways to further strengthen 
interdepartmental collaboration 
and maximize the equipment’s 
new technologies. Department 
representatives exchanged ideas on 
developing the 23 RTG operators’ skills, 
improving equipment management, and 
maximizing the efficiency and safety of 
their operation through practice. ■
 
 
systems in place, with the major ones either 
maintaining external certification, or working 
to achieve it.  
To further strengthen values and skills in HSE, 
we encourage our terminals to maximize the 
Group-wide knowledge base and collaborate 
with other terminals, and share good practices.
The goal is to eliminate serious injuries 
and fatalities and reduce risks to the 
various port users. Several terminals have 
already secured and maintained external 
certification on international HS management 
system standards. 
For each terminal, the OHS Management 
System generally covers all parties that have 
access to enter the port facility: all employees, 
contractors, and visitors. Everyone who works 
within the premises of each terminal, transacts 
business, provides goods, and carries out the 
services are part of the system. 
Worker participation engagement
Our success in safeguarding each precious life 
necessarily includes the collaborative effort, 
beginning with labor and management. 
Majority of the terminals indicated that they 
have a process for worker participation 
and consultation in the development, 
implementation, and evaluation of the 
occupational health and safety management 
system. The collaboration is typically formalized 
in a joint management-worker committee 
known as the Occupational Health and 
Safety Committee. 
Normally, this OHS Committee would include 
representatives from Management, line 
managers of key departments and union workers 
(and even contractors, in some terminals) to 
facilitate communication and address workplace 
health and safety issues. 
In support of effective health and safety 
management at each terminal, the range 
of consultative processes may include 
Labor-Management Committee meetings, 
toolbox meetings, suggestion boxes for all 
personnel, and communications programs that 
include information boards and brochures. The 
majority of the terminals touch base monthly. 
Risks and hazards management
Our health and safety programs necessarily 
include risks and hazards management, of 
which a vital plank is the identification and 
assessment of these potential threats. Done on 
a constant basis, this gives us a clearer, more 
helpful picture, not only of risks at the present 
time, but also those that can be prevented. 
Further, as our experience in tackling the risks 
posed by the pandemic has shown, there is more 
value than ever before in assessing risks of both 
types: those that arise during work that is of a 
routine nature, and those risks that come with 
nonroutine work, or with emergency situations. 
All terminals have a process established 
specifically to identify work-related hazards and 
assess risks on a routine and non-routine basis. 
Guidelines include identification of work-related 
hazards and corresponding mitigating measures 
or controls (based on the hierarchy of controls), 
Implementation of health and safety management systems
2019 and 2020  
(8 major terminals)
2020  
(24 terminals)
Percentage of terminals with implemented occupational health 
and safety management system
100%
100%
Percentage of terminals with implemented occupational health 
and safety management system that is internally audited
100%
100%
Percentage of terminals with implemented occupational health 
and safety management system that is audited and/or certified 
by an external party1
75%
2
37.5%
1 Percentages above cover all employees and contractor personnel in the terminal.
2 Two other terminals that have not yet achieved external certification of their implemented health and safety management system continue to 
prepare for such.

84
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ICTSI SUSTAINABILITY REPORT 2020
Employees
planned inspection process and checklists, 
work permitting templates, and hazard and 
incident reporting.
Moreover, all these terminals also have 
occupational health and safety services 
functions that contribute to the identification 
and elimination of hazards, as well as the 
minimization of risks. Important steps towards 
these two ends include inspections and 
terminal tours (such as BIPI’s Safety Walk), 
investigations, and constant coordination 
between each terminal’s in-house HSE 
team members and relevant work groups, 
contractors, and customers. Effective 
engagements may come in the form of MGT’s 
HSSE inspections, during which members of 
the HSSE team pose questions to workers to 
ascertain not only their awareness of proper 
procedures, but just as important, their respect 
for these guidelines.
In VICT, the HSE team members are the 
alignment and centralizing approach to the 
process of hazards identification. However, 
when warranted, subject matter experts are 
called in to provide additional support, as may 
be the case with a specialist who would help 
assess the risks of fatigue.
Additionally, the terminals have various forms of 
occupational health facilities and capabilities: 
the MICT clinic manned by doctors and nurses; 
and the training and qualification of first 
aiders in LGICT. 
Incident reporting and root cause 
investigation
At our terminals, safety orientations or 
inductions include pointers on the crucial role 
that our workers have in keeping the workplace 
safe for themselves and their colleagues: 
helping identify, assess, and report risks and 
hazards, and contributing to the continual 
process of improving workplace safety. 
All terminals in review have established a wide 
range of processes to not only enable but 
also actively encourage employees to report 
work-related hazards, hazardous situations 
or incidents, and near-misses. Intrinsic to the 
reporting process are the safeguards that 
are in place to protect the informing party 
from reprisals. 
Health and Safety Training
Emphasizing safe work practices for specialized functions and tasks, ICTSI organizes a comprehensive training schedule for port workers. The 
H&S-oriented training courses and activities include the following, among many others:
COVID-19 Awareness & Protocols 
Training/Demo on CPR and the use of AED for front desk personnel & 
security officers
Overcoming Depression and other Mental Health Topics
Emergency Response & Precautionary Measures in cases of Vulcanic 
Eruption/Ash Falls
How to Handle Suspected/Confirmed COVID-19 patients
Occupational Safety & Health (OSH) Mandatory Training for Employees
Incident Management during Pandemic  
Manual Handling for Stevedores and other port workers (Ergonomic & 
Back Safety)
Working at Heights Safety
Health, Safety & Environment Induction for Employees
Lock out Tag out (LOTO) System
Health, Safety & Environment Induction for Contractors
Integrated Management System 
Health, Safety & Environment Induction for Outside Truck Drivers 
Hazard Recognition & Risk Assessment
Incident Reporting & Investigation 
Near Miss/Hazard Alert (NMHA) Reporting 
Benefits of Regular Exercises
Emergency Management Training (Chemical Spill, Fire and Evacuation) 
Fire hydrant Operation Exercises
Introduction to Dangerous Cargoes (IMDG Code)
Disaster Resilience
First Aid and Basic Life Support (Adult CPR) 
Rain Safety
Basic Fire Suppression for ordinary employees (use of Fire 
Extinguisher)
Terminal Preparations during Typhoons and High Winds
Alcohol Breath Testing in the Workplace 
Our progress relating to safety performance**
Employees
Key Performance Indicators
Group-wide
Group-wide 
Fatalities
3
0
Lost Time Injuries
86
112
Lost Time Injury Frequency Rate (LTIFR)1
2.71
4.15
Lost Time Injury Severity Rate (LTISR)2
54.7
66.3
Manhours3
32,882,886
27,013,994
Contractors
Key Performance Indicators
Group-wide
Group-wide 
Fatalities
0
0
Lost Time Injuries
38
44
Employee lost time injuries (LTIs)**
  2019 
  2020
Injured whilst handling, lifting or carrying 
Slip, trip or fall at same or uneven levels
Hit by moving, flying or falling object
Incidents involving moving vehicles 
Contact with moving machinery or 
something being machined
Others
ICTSI evaluates safety incident data to help 
identify performance trends and deploy 
safety campaigns / programs focused on 
operational activities or areas with the most 
risk. Regular reviews enable the Group to 
improve its safety planning and reporting and 
optimally allocate its resources to implement 
fit-for-purpose incident prevention programs.
For the year in review, the increase in LTIFR 
was due to our group-wide strengthened 
campaign on the importance of incidence 
reporting no matter how superficial it is, as 
well as the issuance of the Global Health and 
Safety (H&S) Reporting Definitions which 
provided a much clearer guideline on the 
incident reporting requirement throughout 
the entire ICTSI terminal network.
32
25
23
15
9
18
2019
38
24
18
14
16
2
2020
1 Number of LTI cases per million employee manhours.
2 Number of lost days (related to LTI cases) per million employee manhours.
3 Only manhours for employees are currently being tracked
*	 	 Values for contractor LTIFR and LTISR are not available since manhours for contractors are not being tracked
**	Figures pertain to all 31 operating terminals

86
87
ICTSI SUSTAINABILITY REPORT 2020
Employees
The terminals practice open-door policies to 
encourage would-be reporters; they also allow 
reporting via oral reports, emergency phone 
numbers, emails, and electronic application 
reporting. (In at least one terminal, there 
is even an incentive program in place to 
encourage active reporting of hazards to the 
Safety Officer.)
Moreover, most terminals have policies and 
processes that include coordination with their 
respective HSE departments to report unsafe 
conditions that could cause accidents or that do 
not allow safe operation.  
Via orientations and trainings, workers are duly 
advised to report dangerous working conditions 
that may place their lives in imminent danger.  
They have the right to refuse to work, without 
fear of retaliation, and to remove themselves 
from work situations if there is reasonable and 
good faith belief that the work conditions pose 
a substantial risk of serious physical injury, 
illness, or death. 
In addition to these accident prevention 
programs, all terminals have a formal process 
to carry out an investigation when an 
accident happens. Accident investigations are 
immediately carried out by line management in 
coordination with the terminal's HSE department.  
In most instances, a comprehensive root cause 
analysis is conducted as part of the accident 
investigation and involves personnel with specific 
technical expertise to identify areas that need 
changing or improvement. 
Management review and  
continual improvement
Given the value of the life of each employee, 
the Company is committed to the ongoing, 
continual improvement of OHS management.
The Company has established key performance 
indicators (e.g. HS Training Hours, Number 
of Near-misses and Hazard Alerts, Health 
Surveillance, Lost Time Injury Frequency Rate, 
Total Recordable Injury Rate, Lost Time Injury 
Severity Rate) and has set goals (e.g. zero 
fatalities, LTIFR percent reduction, etc.) as a 
demonstration of its commitment to prevent 
injury and ill-health, comply with applicable legal 
requirements, and to continually raise OHS 
standards across all of its terminal operations. 
Apart from systematic risk management (risk 
assessment, as well as hazards and control 
measures identification), our terminals: 
communicate safe work procedures and control 
measures to workers, utilizing training, toolbox 
talks, special campaigns (such as awareness 
campaigns); report and investigate incidents, 
and conduct hazard alert and near-miss 
reporting; and, conduct internal audits to check 
the effectiveness of implemented programs, 
and introduce enhancements as part of 
continual improvement.
For the year in review, most of the work-related 
injuries in our operations relate to slips, trips, 
falls, and manual handling. 
We have also identified work-related hazards 
with high-risk consequences that were present 
in our terminals in 2020 including: suspended 
loads, work-at-height, pedestrian-mobile 
equipment interface; working with energized 
equipment/machineries, falling objects, and 
manual handling.
Our mitigation measures ranged from: 
upgrading of equipment with better safety 
features; deployment of additional safety 
protocols for lifting activities and equipment 
maintenance work; enhancement of traffic 
management (traffic flows, signage, training of 
mobile equipment operators); enhanced training 
programs for equipment operators; regular 
safety talks; and, toolbox meetings. 
To eliminate or minimize the risks of 
work-related hazards to cause accidents, 
identified corrective actions from incident 
investigations, risk assessments and/or 
inspection audits are promptly carried out.
Emergency management and response
Our commitment to protect employees, 
contractors, visitors, and the public 
encompasses the establishment of emergency 
response capabilities in each terminal. 
Our terminals’ site-specific emergency response 
plans outline: the structure and membership of 
their respective in-house Emergency Response 
ICTSI rolls out mass testing initiatives;  
employee vaccination underway
	
What it’s all about. ICTSI 
continues its effort to mitigate 
the harsh ramifications of the 
COVID-19 pandemic. In the 
Philippines, ICTSI is 
participating in two of the 
most advanced private 
sector-assisted vaccination procurement 
programs and mass testing initiatives 
to date.
Through a collaboration with the 
government, Go Negosyo, and 30 
other companies, ICTSI is part of a 
private sector initiative that is bringing 
in the first three million doses of the 
Oxford-AstraZeneca COVID-19 vaccine 
Through a tripartite agreement with 
the Government and AstraZeneca, 
these vaccines will be distributed to 
health workers and economic frontline 
personnel as part of the government's 
inoculation priorities for mid-2021. 
ICTSI and its sister companies have 
committed 50 percent of its 300,000 
purchased doses for the Philippine 
Government.
ICTSI, through our social 
responsibility arm ICTSI Foundation, 
is also the lead private sector party 
in the eventual procurement and 
distribution of the Moderna mRNA 
COVID-19 vaccine. The Foundation, the 
Philippine Embassy in Washington DC, 
the Department of Finance, and the 
Inter-Agency Task Force on Emerging 
Infectious Diseases are collaborating 
to procure an estimated 20 million 
doses which to date will be the largest 
combined national government, local 
government, and private sector vaccine 
order in the country.
ICTSI’s main priority will be 
each and every employee and their 
qualified dependents, including the 
broader maritime logistics industry 
who have contributed broadly to 
delivering essential work during the 
pandemic—day in and day out across 
the waterfront. The Company likewise 
committed to supporting efforts to 
vaccinate at-risk residents of our 
host communities, including Manila, 
Paranaque, Iloilo, Cagayan de Oro, and 
the Subic Bay Freeport.
On top of these efforts, ICTSI is 
implementing regular mass testing since 
April--using testing protocols prescribed 
by health authorities—to screen its 
entire workforce: those who have been 
working from home and at the very front 
lines to help keep the economy moving. 
At the Manila flagship, rapid antibody 
and/or antigen testing is being utilized 
alongside confirmatory testing to 
ensure a safe working environment for 
employees and other port stakeholders.
Why it matters. The current testing 
protocols address the more immediate 
need to ensure safe workplaces and 
homes. These measures complement 
the Company's effort to regularly 
sanitize the port premises. Beyond 
these, the planned vaccinations are 
another essential step in safeguarding 
the employees' overall health and 
well-being, and contribute to the goal of 
achieving herd immunity.
Further, ICTSI sees the vaccination 
program as a game changer to control 
the COVID-19 pandemic, and a key 
to recover the Philippine economy 
which has slumped down due to the 
contagion.
Who benefits. The current testing 
efforts, and the securing of the vaccine 
supplies highlights—in a strong and 
concrete way—the premium that the 
Company places on human health. Such 
measures help protect the employees, 
and also redound to the benefit of 
their families, other port users, and 
eventually, the economy. ■
 
  
Our employees are 
our number one 
asset.  As we try to 
overcome this most 
difficult phase and 
into the ‘new normal’, 
we do so without 
letting our guard 
down.
— 	 Enrique K. Razon Jr.,  
	
ICTSI Chairman and President

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ICTSI SUSTAINABILITY REPORT 2020
Employees
Keeping people informed and encouraged
	
As initial reports of cases 
solidified into full-blown 
national declarations of 
pandemic, ICTSI subsidiaries 
fast-tracked their respective 
initiatives: delivering up-to-
date information and health 
advisories to their teams, and, equally 
crucial, supporting mental health among 
onsite and remote workers. 
ICTSI Global Corporate. In June, ICTSI 
addressed a rapidly emerging effect 
of the pandemic: a survey among 
Global Corporate employees surfaced 
concerns regarding mental health. 
Over three months into remote/work-
from-home arrangements, employees 
revealed their struggles with anxiety and 
psychological stress. ICTSI thus tapped 
the behavioral health care organization 
MindNation and its network of clinical 
psychologists (specializing in, among 
others, burnout, anxiety, extreme 
crisis, and/or depression). MindNation 
likewise provided: consultation sessions 
with licensed psychologists and 
well-being coaches; emails; toolkits, 
guided messaging, blogs, and updated 
resources. 
OPC (Honduras). OPC’s early adoption 
of COVID-19 biosecurity measures 
for port workers and visitors came 
in January, before Honduras was 
placed under quarantine.  Even as 
OPC collaborated with the Honduran 
government to mitigate the contagion's 
impact on the supply chain, the 
Company also rolled out a mental 
wellness campaign for its employees. 
Launched in June with the guidance 
of doctors and psychologists, the 
campaign tackles how employees 
can effectively manage stress, fear, 
and anxiety that may result from the 
disruptions (e.g., changes in work 
setup and process). The campaign 
also touches on having a balanced 
diet and regular exercise. In July, the 
campaign, utilizing the Company’s 
official communication channels 
(print, audiovisual, and program talks),  
was expanded to help other port 
stakeholders who work onsite or from 
home. Digital platforms such as the 
Company website, Facebook, Instagram, 
and LinkedIn were also tapped to 
broaden the reach to surrounding 
communities.
CMSA (Mexico). Taking advantage of 
the Microsoft Teams platform, CMSA 
regularly holds online town halls called 
“Conversando” to encourage dialogue 
between CMSA Management and 
employees. The “Together against 
COVID-19” campaign was likewise 
launched to create a culture of 
awareness and prevention against the 
outbreak
PICT (Pakistan). Consistently recognized 
in Pakistan for its workplace best 
practices, PICT, in April, started 
conducting virtual motivational sessions 
for cross-functional employees to boost 
their morale and re-energize them as 
one team. The virtual sessions led by 
Arif Raza (PICT Head of Human Capital), 
while offering a platform for employees 
to break down the silo mentality and 
function more effectively as a team, also  
encouraged the generation of out-of-
the-box ideas to achieve personal and 
professional objectives, and highlighted 
the need to keep one’s spirit high to 
overcome difficult situations.  
MICT (Philippines). At the Manila 
flagship—the nation’s largest and 
busiest—the Public Relations Office and 
Human Resources Department launched 
MICT’s email bulletin, “Sama-sama, 
Kayang-kaya” last April to encourage 
resiliency among workers transitioning 
to remote setups, and support their 
changing needs during the pandemic. 
Roughly translated as “Together, we 
can,” the bulletin includes COVID-19 
situationers and advisories, company 
updates, and a variety of features on 
safeguarding one’s mental and physical 
health. ■ 
 
 
Teams (ERTs); the appropriate personnel 
training and drills; specific procedures and 
guidelines (based on a risk assessment); and, 
the necessary tools and equipment, such as 
stand-by ambulances (or dedicated vehicles 
for transporting patients or victims) and/or a 
fire truck. All the above equip the ERTs to ably 
respond to various types of emergencies. 
On call 24/7, these ERTs are composed of 
personnel from key departments, especially 
Engineering, Operations, and HSE.  
For the ERTs in each of our terminals, two types 
of emergency response training activities are 
conducted: general training (e.g., evacuation 
procedures) and more specialized training 
intended solely for members of each terminal’s 
ERT. Additionally, depending on the operating 
environment, ERT members may be provided 
specialized training in handling specific 
security risks.
Health care and promotion services
On-site clinics, medical care, health programs, 
annual check-ups, and health insurance are 
some of the ways that the overwhelming 
majority of our terminals facilitate their 
employees’ access to non-occupational medical 
and healthcare services.
Moreover, almost all of the  terminals have 
voluntary health promotion services and 
programs that are being offered to workers to 
address major non-work-related health risks 
and specific health risks through medical 
exams, health fairs, and health surveillance.
We enable our terminals to develop their 
localized health care and promotion initiatives, 
based on the needs of their employees. 
In the case of SCIPSI, the customary provision 
of Annual Physical Exams was enriched 
further, with each employee apprised of his 
or her test results. Accordingly, SCIPSI’s 
Management developed health programs 
addressing the more common health issues 
that surfaced. In MICT, the roster of continuing 
programs—tackling drug and alcohol use, HIV/
AIDS, TB, and hepatitis, among others—was 
further beefed up in 2020. MICT introduced 
daily monitoring of blood pressure, Vitamin C 
supplementation, free eye examination and 
prescription glasses, and an “Arthritis Clinic.”
MICTSI, on the other hand, has built a very 
locally responsive roster of programs, which 
includes key topics anchored on international 
and local observances: Liver Cancer and 
Hepatitis Awareness Month, Oral Health Month 
and National Health Insurance Month, World TB 
Day, and even Immunization Awareness Month 
and National Health Emergency Preparedness.
COVID-19 response and 
resiliency-building 
ICTSI committed itself to going the extra mile 
to safeguard, advance and promote labor 
rights even—and especially—in the midst of 
the pandemic.  
In our Practices for a Safe Workplace, where 
we outlined our efforts to prevent and reduce 
disease transmission and other impacts on 
employees and stakeholders while maintaining 
business operations, we included general 
policies for the Company, as well as detailed 
guidelines for Employees. 
On our part, we prioritized, among others, 
regular disinfection of various work areas, 
equipment, vehicles included—with guidelines 
for safe re-entry; decontamination where 
needed; and detailed steps for handling entry, 
as well as handling hazardous wastes in the 
form of COVID-19-related PPEs and other 
medical wastes.  
Over two-thirds of the terminals in review 
have provided detailed examples of how 
they addressed labor practices related to the 
contagion, such as implementation of fair 
policy to work from home, sanitary measures 
(i.e. provisions of masks, hand sanitizers/
alcohol, gloves, and even PPEs and vitamin C 
for some terminals), social distancing controls 
established in the company premises, and 
health and awareness drives.  These were some 
of the mitigating measures that helped minimize 
exposure to the virus.

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ICTSI SUSTAINABILITY REPORT 2020
Employees
In MICT, some of the efforts included facilitation 
and administration of 1) employee stay-in with 
corresponding complete food complements, 
2) special transportation for employees 
residing inside and outside of Metro Manila, 3) 
streamlining of roles and functions as deemed 
necessary for the longevity and continuity 
of the business, 4) new rostering/manning 
schedule to balance out the work to manpower 
ratio, and 5) relief good package distribution 
for all employees including provisions 
for free Vitamin C supplements to boost 
employees’ immune system.
In MICTSL, there was very early anticipation 
of pandemic threat (January 2020) prior to 
the detection of the virus in Madagascar (in 
March 2020) leading to zero case of COVID-19 
recorded in the company up to this day. 
Group-wide, vulnerable employees were kept 
isolated at home to guarantee their health. 
Notably, OPC was the first international 
terminal to implement biosecurity measures in 
Honduras. Acquisition of PPE and materials, 
and temperature taking were done before they 
became mandatory and before the equipment 
and materials became scarce. They sent home 
people with chronic diseases and any over 
55 years old, even though the age set by the 
government was over 60. OPC was the first 
to be audited by the Municipal Emergency 
Committee, and with satisfactory results.
With the health crisis introducing drastic 
changes to the modern workplace, many 
workers became more vulnerable to mental 
and psychological stress. To help employees 
and their dependents navigate through these 
changes, ICTSI Global Corporate tapped 
behavioral health care organization MindNation 
to provide employees with emotional and mental 
health support through several webinars and 
an exclusive MindNation Facebook group for 
ICTSI employees. 
Additionally, PICT and OPC, in their 
respective bids to help employees navigate 
pandemic-triggered stressors, spearheaded 
their own virtual motivational sessions for 
cross-functional employees to boost their morale 
and re-energize them as one team. PICT’s 
online session ‘Health Talk – Let’s Connect to 
Disconnect COVID-19’ provided employees 
a platform to have better safety awareness, 
reinforce importance of mental health and the 
need to embrace a calmly balanced routine. 
Likewise, OPC, with the guidance of doctors 
and psychologists, also launched a campaign 
in June that focused on how employees can 
effectively manage stress, fear, and anxiety that 
may result from the changes in the work setup 
and how they work. The campaign also covered 
other aspects of health like having a balanced 
diet and regular exercise. CMSA, meanwhile 
had its own “Together Against COVID-19” 
information campaign.
Labor rights, standards,  
and relations
Freedom of association and collective 
bargaining agreements
ICTSI upholds good, quality relationships and 
communication with all employees, anchored 
on the firm belief in the value of each person, 
and translating that into concrete policies and 
practices that fully respect their rights. 
Thus, we comply with the socioeconomic laws, 
regulations, and policies in every territory where 
we operate, including domestic labor laws and 
international labor conventions. Beginning with 
our single port in Manila, Philippines, when 
we were established in 1988, we have had 
long-standing commitments to support the right 
to freedom of association, collective bargaining 
agreements, proper remuneration, and benefits. 
In terms of freedom of association, the 24 
terminals reviewed posted a unionization 
rate of 82 percent in 2020. (In the 2019 and 
2018 reviews which covered the eight major 
terminals, 86 and 70 percent of our employees, 
respectively, were union members based on the 
number of employees eligible to form a union.)
Of the 24 terminals reviewed in 2020, those 
with existing collective bargaining agreements 
(CBAs) and relevant applicable statutory 
requirements have followed these requirements 
accordingly. The CBAs are typically held every 
five years to foster good management-labor 
relations. For a majority of the terminals, notice 
periods and provisions for consultation and 
negotiation (typically 30-day periods) are 
specified in these collective agreements.
 Regardless of whether there is unionization in 
a particular terminal, the Company encourages 
the right to freedom of association through the 
formation of labor-management councils. In this 
way, even employees who opt not to be part 
of a union still have the opportunity to engage 
management or to formally have their concerns 
aired and addressed. For instance, in the case 
of MICTSL, most of the new hires and former 
union members voluntarily opted not to be 
union members in 2020, since both union and 
non-union members receive the same benefits.
Another example is OPC. While it does not 
have a union or collective agreements, there 
is an employee committee that is managed 
through annual employee engagement surveys, 
objective settings with one-on-one feedback 
on performance appraisal, suggestion boxes 
to air employee issues, as well as an Internal 
Work Regulation and Disciplinary measure 
policy application.
Labor-management relations
All 24 terminals in review have an existing 
policy and commitments in place to engage 
workers and/or manage labor relations in their 
operations, mostly due to regulatory compliance 
and regardless of whether or not there is a 
CBA in place. Enforced Group-wide and with 
guidelines and mechanisms varying per terminal, 
these are usually approved by the CEO and 
Managing Director and are reviewed on a regular 
basis. Policy awareness sessions, suggestion 
box, surveys, meetings, and performance 
appraisal are some of the avenues that help 
ensure the effectiveness of these commitments.
ICTSI aims to consistently foster a culture of 
open communication by having processes in 
place to provide a place for dialogue between 
employees and management. This harmonizes 
the objectives and efforts to maintain 
smooth work collaboration and ownership in 
the workplace. 
In MICT, for example, through the joint 
efforts of the HRD Industrial Relations and 
the Labor Union, NMPI-NAFLU, policies 
are scrutinized thoroughly by conducting 
Building cooperative labor-management 
relations
	
SPICTL (Papua New 
Guinea). SPICTL 
signed the Industrial 
Agreement for 
Stevedoring and Handling 
Workers and Other Support 
Services Employees with the 
PNG Maritime Union and 
Employees Federation in 
October, thus becoming the 
first port operator in PNG to 
sign the three-year agreement 
in 2020. Together with Reg 
McAlistair, PNG Maritime 
Union General Secretary, and 
Florence Willie, Employees 
Federation Executive Director, 
SPICTL Chief Executive 
Officer, Robert Maxwell, 
signed the agreement, saying 
“The signing of this agreement 
during the COVID-19 crisis has 
paved the way for business 
continuity and shows 
confidence and support to the 
government because keeping 
these two ports open is key for 
PNG’s economy.” The labor 
agreement covers around 550 
employees in SPICTL and 
Motukea International Terminal 
in Port Moresby. 
MCT (Mindanao, Philippines). 
MICTSI and MICTSI 
Labor Union – Federation 
of Democratic Labor 
Organization signed a new 
five-year Collective Bargaining 
Agreement in 2019 for the 
period of 2020-2025. Various 
new and improved benefits 
for employees will be granted 
such as yearly wage increase, 
a broader insurance coverage, 
hospitalization for their 
dependents, bereavement 
assistance and bereavement 
leave, and monthly rice 
subsidy. ■

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ICTSI SUSTAINABILITY REPORT 2020
Employees
grievance machineries and labor-management 
conferences. There is also the quarterly 
conduct of "Ugnayan sa Pantalan," a venue 
made available to encourage dialogue between 
the Management and its employees. Aside 
from this, there is a regular Labor Management 
Council in place wherein various operational 
related issues are discussed between 
Management and Union Officers. The fruits of 
this evaluation are evident in the good rapport 
of the Management and the Labor Union and 
in the cooperativeness of the latter in the 
implementation of employee policies. 
In TSSA, an Organizational Climate Survey is 
conducted. Everything that is scored in the 
climate survey, whose goal is 75 percent, is 
evaluated and recorded, and action plans are 
then created in their integrated management 
system. This management, measurement 
and control tool, in addition to facilitating the 
execution process, consultations, comparisons 
and analysis by the HR Department, allows 
managers to examine the results of their areas 
and the engagement of all. They point out 
relevant topics such as benefits, clarity and 
strategic alignment, communication, working 
conditions, work safety and sustainability, 
cooperation and relationship, development 
and performance, engagement and motivation, 
leadership, and remuneration.
Of the terminals in review, almost all were able 
to set goals and targets to engage workers and/
or manage labor relations in their operations, 
which are currently evaluated through reduced 
number of social incidents related to working 
conditions, KPIs, and performance appraisal. 
The primary backdrop in setting their goals and 
targets is the capacity to provide higher labor 
standards and the maintenance of industrial 
peace. almost all of the terminals in review have 
resources allocated to support this function, 
and have designated point persons reporting on 
these processes. It is the line manager and HR 
Department who manages the labor relations, 
whose performance is evaluated through KPIs 
and a performance evaluation system. 
In matters pertaining to labor-management 
relations, grievance mechanisms are in place 
for 19 out of the 24 terminals. Grievance 
channels include Labor Policies (i.e. whistle 
blowing policy), regular meetings with the 
stakeholders (wherein an employee can directly 
communicate issues), and establishment of 
suggestion stations. The HR and Recruitment 
Team are in charge of receiving and evaluating 
any complaints. 
The effectiveness of these mechanisms is 
evaluated based on the status of the concerns 
or disputes, and can be evidenced through 
the harmonious relationship with the labor 
unions and overall maintenance of industrial 
peace. Additionally, the company has been 
able to secure certificates like the Certificate 
of No Pending Case which is issued by the 
Department of Labor and Employment (as in the 
case of MICT and DIPPSCOR, among others). In 
the case of SPICTL and MITL, there was not a 
single day off due to employee unrest.
Diversity of employees by age and gender
Gender
Male
Female
Age Group
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
 Under 30
966
674
1,198
138
121
221
  30 to 50
3,535
3,171
5,313
296
287
501
  Over 50
725
625
1,287
44
32
69
Total
5,226
4,470
7,798
478
440
791
  2019 
  2020
Work-life balance 
Our Company has long provided opportunities 
for employees to better manage a good work-life 
balance. (In our earlier years, for instance, there 
were opportunities for employee volunteers to 
enjoy the company of their families on weekend 
tree-planting activities.) In 2020, we put forth 
that commitment more explicitly when, in our 
Human Capital Statement, we reiterated our 
support for work-life balance by providing a 
flexible approach and being flexible employers 
wherever possible within the confines of the 
business, with the wellbeing of our staff being 
our highest priority.
We likewise endeavor to continue nurturing 
our relationship with the communities we 
are in by occasionally taking advantage of 
holidays to hold events that involve families of 
employees. In Mexico, an Independence Day 
event for CMSA employees was conducted, 
with employees and their families given an 
accompanied tour of the facility.  
Equally prone to stress are the children of 
employees, who abruptly had to stop physically 
going to school and take their lessons at home 
instead. To support their employees and their 
families, SBITC gave laptop units to employees 
with one-year free subscription of wi-fi access to 
help support the online courses of their children. 
Other employees (specifically in the Philippine 
terminals) also received grocery support for their 
families at the height of the lockdowns.
Diversity and equal opportunity
Our longstanding policy of pursuing 
diversity encompasses age, gender, and 
culture, among others. 
ICTSI’s workforce—spread out across 
several regional operations—reflects a rich 
multicultural and diverse group of people who 
draw from a common organizational culture 
of respect and mutual support. As such, we 
have created an enabling environment where 
cross-functional and cross-cultural training 
exchanges have helped our employees hone 
their knowledge and skills. 
In terms of promoting gender equality, our 
terminals are guided by internal regulations, 
code of ethics, and HR policies. Our terminals’ 
selection processes do not discriminate in terms 
of gender, and offer the same criteria for pay 
and promotions. On average, 14 percent of 
Breaking through the gender barrier
	
ICTSI believes in diversity in the workplace, and 
gives equal opportunity to female workers. While 
ports and shipping remain one of the most 
male-dominated industries in the world, the 
Company continues to make steady progress in 
broadening opportunities for women workers and 
executives. 
CMSA (Mexico). A milestone was achieved in March 2020 
as CMSA welcomed its first female stevedore. After months 
of continuous training and gathering of experience in the 
field, CMSA welcomed Patsi López Cruz, the company’s 
first woman forklift driver. Since then, she has been an 
inspiration to her colleagues, promoting professionalism 
and hardwork. Considered a huge feat in workplace 
diversity, CMSA hopes that this move will invite more 
women to enter the port industry.
SPICTL (Papua New Guinea). Working in a largely-male 
field, Tanya Sevua, a former IT support officer, is now a 
Senior Information Technology Analyst at SPICTL.  Sevua 
has been with the company for a couple of years now 
and has described her experience as “challenging but not 
scary.” She imparts the lessons she learned when their 
team successfully developed SPICTL’s website—first, 
the importance of safety; and second, to try new things 
every day. ■

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ICTSI SUSTAINABILITY REPORT 2020
Employees
management positions in terminals are held by 
women, and there is no gender pay gap. 
Group-wide, we are pleased to report that our 
Company noted zero incidents of discrimination 
during the year in review.
In the midst of the COVID-19 pandemic, our 
terminals noted an average rating of 1.84—on 
a scale of 1 to 6, with 6 being most difficult—in 
terms of difficulty in ensuring adherence to 
our policies on anti-discrimination, equality, 
inclusion, and diversity.
Learning and development 
Even as our Company traverses diverse 
locations, we have a consistent commitment 
to the continuing professional development of 
our people. As expressed in our Human Capital 
Statement, we commit to fostering human 
potential and capability by providing learning 
and development (L&D) opportunities for our 
employees with the ultimate objective of helping 
everyone reach their potential.  Our Management 
teams at the Global Corporate and the 
subsidiary terminals have been carrying out this 
commitment (for our first and flagship operation, 
nonstop for 32 years). These efforts help 
uphold our gold standard of efficient and quality 
services for our customers, and in support of the 
larger national push towards trade growth. 
In most of the terminals covered by this report, 
we entered 2020 with established policies and 
practices for providing growth opportunities to 
our employees, and these continued despite the 
need to allocate time and other resources as 
well to COVID-19 response initiatives. 
In majority of the terminals that provided 
details on their training policies and practices 
have well-established formal policies that 
govern their practices for providing learning 
and development in their operations. Guided 
by their specific local needs, as well as legal 
and operational needs, these policies are 
typically approved by the Human Resources 
Management Head, Managing Director, or 
terminal CEO. Such policies or practices are 
also reviewed, and periodically updated (e.g., for 
Philippine terminals such as MICT, DIPSSCOR, 
and HIPSI, policies are reviewed annually).  
Notable are SCIPSI’s accreditation since 2009 
with the United Kingdom-based Investors in 
People (IIP), a standard in people management. 
SCIPSI’s “Housepoints Rewards System” and 
People Development Program (which includes 
Alternative Learning System or ALS, as well as 
College, Technical and Vocational Training) have 
proven to be good motivational and continuous 
development programs for employees. Other 
good examples are being provided by BGT 
and TSSA, whose respective training and 
development programs are in accordance with 
their ISO certifications. 
Almost all of the reporting terminals have 
commitments in relation to providing L&D 
programs. These are aligned with regulatory 
compliance, international standards (such 
as ISO), and with provisions in concession 
contracts (such as the case with Philippine 
ports such as MICT, SCIPSI, DIPSSCOR, 
and NorthPort, which submit their training 
plans to the PPA). Learning goals and 
targets cover general and specific objectives, 
with performance reviewed and evaluated 
accordingly. PICT, for instance, takes employee 
feedback after every L&D event, to improve 
the effectiveness of future L&D activities; 
meanwhile, TSSA measures hours trained 
monthly, in line with its Annual Training Plan. 
Our flagship, MICT, performs a yearly review of 
employees’ performance based on the terminal’s 
priority training programs, and the effective use 
of resources and delivered output. Part of its 
yearly budget is allocated for training; the launch 
of MICT Academy, ICTSI's training arm, is a 
prime example.  
While there were a few terminals that did not 
yet have point persons reporting on training and 
development, it is notable that, in line with our 
supportive organizational culture, in the case of 
HIPSI, its limited resources are complemented 
Average hours of training
Training hours by gender
Male
Female
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
19.54 HRS
12.14 HRS
9.42 HRS
31.32 HRS
18.55 HRS
14.89 HRS
Training hours by category
Admin rank and file
Operations rank and file
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
22.23 HRS
88.59 HRS
49.23 HRS
18.58 HRS
6.14 HRS
6.80 HRS
Admin management
Operations management
8 major terminals
8 major terminals
24 terminals
8 major terminals
8 major terminals
24 terminals
34.67 HRS
8.15 HRS
8.39 HRS
26.80 HRS
6.06 HRS
4.37 HRS
  2019 
  2020
Average hours of training per employee
8 major terminals
8 major terminals
24 terminals
20.53 
HOURS
13.16 
HOURS
10.39 
HOURS
Investing in professional development  
for future leaders
	
Today's terminal managers operate in a highly-
demanding port environment. They must balance a 
wide variety of processes and demands to ensure 
that the terminal operates safely. Efficiency and 
profitability are both critical.
 
Shortly before COVID-19 related border 
restrictions swept through across the globe, 20 
participants from across the Group’s various 
terminals were able to fly into Manila to participate 
in the ICTSI Terminal Executive Diploma (TED) program of 
the MICT Academy, ICTSI’s newly-launched training arm. 
The program targets the Company’s middle to senior level 
managers – building technical and operational skills needed 
in terminal operations, leadership, safety management, and 
business productivity.
 
While many of the participants were able to return to their 
respective countries of origin, the program continued over the 
subsequent months through online delivery modes. ■

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ICTSI SUSTAINABILITY REPORT 2020
Employees
by DIPSSCOR, which provides administration 
and support to the former. 
In the case of BGT (which set several records 
in 2020, including a new container vessel 
handling productivity record), the terminal has a 
dedicated trainer who works in conjunction with 
Operations and HSSE. 
Investments in L&D are common to almost 
all the 24 terminals: human, financial, and 
technological resources, all of which are 
included in each terminal’s annual or general 
budget. (For those with relatively limited material 
resources such as BICT, human resources are 
maximized, with the involvement of the HSSE 
officer, and representatives from Engineering 
and Operations.).
One aspect of risk management in light of the 
pandemic's restrictions (i.e., those intended to 
reduce workplace exposure to and transmission 
of the virus) was the need to adopt greater 
flexibility in terms of delivering learning and 
training opportunities. 
In this regard, the Company and various terminals 
carried out a combination of approaches.
In line with the longstanding top-level priority 
given to health and safety, and with the added 
urgency and risks brought on by the public 
health crisis, a number of training activities, 
especially in HSE, pushed through, albeit 
modified to ensure rigorous adherence to 
safety protocols.
Training courses that were repackaged into 
virtual activities included those using the 
Microsoft Teams platform. Supplementing 
such learning opportunities were work-related 
and health and safety information collaterals, 
including those delivered electronically, such 
as the MICT's email bulletin, “Sama-sama, 
Kayang-kaya” (with COVID-19 situationers and 
CMSA commends 
employees exemplifying 
H&S behaviors
	
What it’s all about. 
Prior to 2020, CMSA, 
which has maintained 
certification for its 
OHSAS 18001:2007 Occupa-
tional Health and Safety 
Management Systems, had 
launched “I am Respect 100.” 
The program recognizes 
employees who satisfactorily 
comply with CMSA’s workplace 
safety guidelines.
In January 2020, CMSA 
recognized 184 employees 
for satisfactorily complying 
with the safety policies. The 
Management cited these 
individuals for prioritizing safety 
in the performance of their daily 
activities in 2019, and for being 
good examples to their fellow 
employees as CMSA continues 
to strengthen its culture of 
safety.
Later in 2020, “I am Respect 
100” highlighted 263 CMSA 
employees who had shown 
commitment to health and 
safety—their own as well as 
that of their colleagues—and 
also to the environment. These 
workers have complied with 
the 12 safety rules and hygiene 
measures that had been 
implemented at the terminal 
beginning in March.
Why it matters. CMSA has 
always rightly prioritized worker 
health and safety; and, by 
2020, had only reinforced 
that value, especially with the 
implementation of various 
measures to prevent the 
contagion. The “I Am Respect 
100” program helps reinforce 
the value of CMSA’s standards 
and guidelines, which aim to 
prevent risks in each of the 
activities it carries out with 
its employees, the goods it 
manages, the environment, 
and especially where workers’ 
health is involved. 
Who benefits. In the 2020 
semestral run of the program, 
263 CMSA colleagues 
reiterated their commitment 
to their health, safety, and the 
environment—as well as to 
the health and safety of those 
around them. These colleagues 
had been complying with the 
12 safety rules and hygiene 
measures that had been 
implemented since March. As 
such, the inculcation of these 
values directly impacts not 
only the cited workers, but also 
benefits their work companions, 
and ultimately redounds to the 
welfare of the port’s customers 
and other users as well. ■
  
advisories, and features on safeguarding one’s 
mental and physical health). In the MICT as 
well, it was notable that the launch of the new 
Hypertension and Diabetes program pushed 
through with its free trainings on prevention and 
management of these conditions. 
For those in the Management levels, the 
Company prudently rescheduled some of the 
training courses for 2021, to give way to the 
more immediate and pressing needs, such as 
urgent multisectoral meetings that aimed to 
ensure the continuity of operations in light of 
varying levels of government-issued restrictions 
and protocols. For rank-and-file operations, 
restrictions and protocols and their impacts 
(e.g., intemittent lack/disruptions of public 
transport) led to the constant need to reassess 
and restructure shifts. These also impacted to 
some extent the availability of employees for 
training. For those that were held virtually, it was 
noted that connectivity issues (e.g., instability 
or weakness of existing locally available 
infrastructure) affected participation rates in 
some instances. 
The Company fully intends to gradually 
reintroduce the full roster of training courses, 
or to launch new ones, as business operations 
and the overall public health situation stabilize. In 
this regard, L&D priorities are among those that 
stand to benefit from the projected stablity of 
return-to-work scenarios after the Company rolls 
out its comprehensive vaccination program. 
On the other hand, for those in the Management 
levels whose nature of work had already 
been heavily reliant on digital interactions 
pre-pandemic, there was an increased uptake of 
virtual learning opportunities. 
In cases of negative feedback regarding 
L&D programs, a third of the 24 terminals 
provide formal or officially identified grievance 
mechanisms, while in other terminals such as 
MICTSL, certain practices serve this function. 
Addressing such issues are point persons who 
coordinate with the HR and L&D departments. 
Upholding our manifold commitment to our 
public sector partners in developing markets—to 
not only bring world-class port efficiencies but 
Honesty and heroism in the midst of crisis
The year 2020 was significantly difficult 
for most Filipinos, with months of 
community lockdowns placed by the 
government to mitigate the spread of 
the pandemic.  Every home has been 
affected in one form or another, but in 
spite of difficulties, the Filipino spirit 
of bayanihan (a group or community 
coming together to help one another 
achieve a common goal) and kindness 
during adversity give glimmers of hope. 
One such example is Jerwin Arce, a 
Prime Mover Operator, whose honesty 
shone through when he surrendered 
a missing wallet containing cash and 
identification cards to the MICT Safety 
Department.  The wallet was returned 
to owner Glien Tomacles, a truck 
driver.  The Management, who always 
encourages employees to promote the 
Company’s values by being honest 
and caring towards both colleagues 
and customers, commended Mr. Arce’s 
honesty which set a good example in an 
especially difficult time.  
Additionally, heroism also radiated 
hope when several members of the 
Facilities and General Services staff 
of MICT rescued two children who 
got trapped inside a manhole. The 
management and leadership of MICT, 
led by Anders Dommestrup, MICT 
Executive Director and Chief Executive 
Officer, and Thomas Goodwin, MICT 
Engineering Director led a simple 
ceremony to honor and commend the 
fast and decisive action of Rolando 
Somera, Umar Ibardolaza, Mario 
Sinadjan, Renie Solis, Leo Moreno, 
Vergelio Arenas, Roderic Pines, Gerard 
Baduya, Anjoy Pauya, Deflin Pomarca, 
and Jorge Cudiamat. ■

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ICTSI SUSTAINABILITY REPORT 2020
Employees
Tackling chronic conditions,  
boosting immunity 
	
What it’s all about. 
Prioritizing employees’ 
safety, health, and 
overall wellbeing, the 
MICT Health and Wellness Team 
promoted disease management 
and prevention in 2020, with its 
program covering hypertension 
and diabetes, free eye 
examinations and prescription 
glasses, and free monthly supplies 
of Vitamin C.
The pilot run of the 
Hypertension and Diabetic 
Program for MICT employees 
served volunteers who had 
hypertension or diabetes, or both. 
They underwent screening, were 
monitored regularly, and received 
free health lessons along with free 
weekly maintenance medications. 
To promote healthy vision 
among rank-and-file employees, 
our MICT Health and Wellness 
Team also launched the “Libreng 
Salamin” Program. Employees 
underwent free eye checkups; 
those with vision issues received 
free prescription glasses (with 
anti-glare, UV, and blue light 
protection) along with advice on 
the eyeglasses’ proper usage.
Monthly supplies of Vitamin C 
were also given to rank-and-file 
employees. 
Why it matters. With hypertension 
and diabetes tending to surface 
during the ageing process, the 
Company is taking care of loyal 
employees by helping them 
manage these via free monitoring 
and medications. 
Healthy vision, on the other 
hand, is crucial regardless of the 
workplace context especially 
as an employee ages further—
whether primarily involving paper 
work, detailed engineering tasks, 
or dock work. 
On the other hand, Dr. 
Raymund Joseph Airoso, MICT 
Health and Wellness Manager, 
stresses that Vitamin C—combined 
with good nutrition, healthy 
lifestyles, and adherence to proper 
health protocols at work—can help 
protect employees from COVID-19. 
Who benefits. With the trial 
run’s success, the company has 
decided to expand the activities 
to encourage more participants. 
The MICT Health and Wellness 
Team aims to assist all employees 
with these conditions, and to 
establish a parallel program (with 
monitoring, medical advice, and 
free medications) for those with 
gouty arthritis and osteoarthritis.
The emphasis on eye care 
benefits our rank-and-file 
employees ranging from office-
based employees doing desk 
work, to engineers and other 
technical staff, and yard operators 
in environments with multiple port 
users and moving equipment or 
vehicles involved. ■
  
also help elevate standards (such as those for 
safe workplaces and employee benefits) in our 
concessions—we welcome opportunities such 
as being the first PNG operator to sign, through 
ICTSI South Pacific, of the Industrial Agreement 
for Stevedoring and Handling Workers and 
Other Support Services Employees with the 
PNG Maritime Union and Employees Federation. 
Moreover, we have made sure to institutionalize 
such vital policies as the Code of Conduct 
Policy and the Grievance Policy in these 
PNG operations. 
While HSE Trainings are such a crucial part 
of our employees’ L&D—given our context of 
port operations, where quayside and container 
yard tasks involve a variety of cargo handling 
equipment and transport vehicles—we do have 
a wide array of non-EHS learning opportunities. 
And, depending on their operational and local 
needs, the majority of our terminals have the 
capacity to expand their L&D curricula to 
include relevant terminal-specific topics. 
For instance, VICT, as Australia’s first 
fully automated container terminal, offers 
comprehensive computer skills courses, and 
an extensive syllabus of Automated Plant 
Operations Training modules (encompassing 
hardware and software operations, 
maintenance, inspections, and more). 
In Poland, BCT has training programs relating 
to the ISPS Code, ISO 9001:2015 Quality 
Management System, ISO 14001:2015 
Environmental Management System, ISO 
22000:2005 Food Safety Management System, 
ISO 50001:2011 Energy Management System, 
and ISO/IEC27001: Information Security 
Management Systems.
We have also increasingly invested in training 
in sustainability concerns: social responsibility, 
environmental protection, energy efficiency, 
pollution control, waste management, and 
environmental culture. 
A little less than half of the terminals in 
review have run training courses on social 
responsibility during the last three years. 
However, it must be noted that all of the 
currently-operational terminals in the entire 
ICTSI Group, even those not covered in this 
report, do have corporate social responsibility 
programs in their host communities. 
On the other hand, thirteen of the covered 
terminals conducted training on environmental 
protection or energy efficiency achieved over 
the last three years. Leading the way in this 
regard is CGSA, which spotlighted Ecuador on 
the environmental map when the port became 
Latin America’s first to receive carbon neutral 
certification for ground logistics and carbon 
neutral certification for the port terminal. 
CGSA holds trainings in, among others, 
environmental standards, waste management, 
and carbon footprint. 
Board Members and Senior Management 
received risk management training annually or 
monthly over the last year. On the other hand, 
given the accelerated drive towards digitalization, 
employees received on average two hours of 
cybersecurity training in 2020, with the notable 
exception of BCT, which provided five hours. 
Pre-pandemic, we had already been equipping 
our employees worldwide with much-needed IT 
skills and training; with the contagion ushering 
big shifts in the work setting, this has proven to 
be more crucial than ever. ■

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ICTSI SUSTAINABILITY REPORT 2020
Context & Commitments
We are committed to leveraging digital transformation 
to offer our customers the same uncompromising 
standards of service—in efficiency and security—
whether in landside or quayside performance, or 
online; in normal day-to-day transactions, or even in 
challenging times. 
In prioritizing our customers’ welfare and safety, we 
continually evaluate, enhance, and evolve the way 
we do business.
We continually develop high-performing, future-ready 
ports: responsive to customers, geared for growth, 
and resilient in challenges.
05
C U S T O M E R S

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ICTSI SUSTAINABILITY REPORT 2020
Customers
Groundwork
	
M In 2020, we implemented protocols for safe, secured, and hygienic port premises 
(aligned with our omnibus guide, “Practices for a Safe Workplace,” and our health and 
safety goal of preventing accidents as well as disease transmission among customers 
in our ports). 
	
M Enabling safe, and efficient operations wherever possible, several terminals posted 
digital firsts: in Manila, MICT migrated users to 100 percent adoption of the Advanced 
Customer Transaction System; BGT launched the Iraqi port industry’s first mobile app 
with a one-tap container tracking service; in Pakistan, PICT partnered with Standard 
Chartered bank on a pioneering virtual accounts system. 
	
M At our newest concession in Cameroon, KMT, we implemented the Logstar®Terminal 
Operating System (TOS), a major step in developing its infrastructure and 
superstructure, as the cloud-based TOS solution will facilitate efficiency. 
 
Gains
	
M We exerted all efforts to avert port shutdowns, keeping all our terminals open 24/7 
amidst global logistical disruptions, while remaining compliant with government-set 
quarantine and inspection requirements. 
	
M We welcomed the opening of new routes to service; equipment and facilities upgrades 
supporting projected growth; and new service efficiency and productivity milestones. 
	
M New opportunities emerged to respond to our customers’ needs. For instance, 
CGSA, the largest multi-purpose terminal in the world’s largest banana exporting port in 
Ecuador, offered 10-day free storage to help exporters cope with the crisis.  
 
Moving forward
	
M We signed on to connect 31 terminals to the TradeLens platform, the blockchain 
platform jointly developed by IBM and Maersk. Upon full implementation, this will enable 
ICTSI clients to get faster and more granular information from the terminals. 
	
M In Poland, BCT joined the EU-backed “Enhancing Coordination in multimodal freight 
transport in Central Europe” (COMODALCE) project, a pilot project which will integrate 
BCT into the INCOS element of the Gdynia Port Community System and its modern 
electronic format.
	
M Our new multi-site architecture-based website platform conveniently creates 
multilingual websites, empowering us further to cater to our customers in 19 countries 
across the globe. At the same time, we will continue reinforcing our existing and 
new robust cybersecurity measures to protect our supply chains, services, and 
customers’ data. 
Keeping the gold standard  
in customer satisfaction:  
all the time, in digital real-time
Our uncompromising standards of customer service drove us to leverage 
digital transformation—within the organization, across various areas 
of  operations, and across our terminals—to radically elevate the level of 
efficiency and ease we could offer. 
Equally uncompromising is our stand on prioritizing our customers’ welfare 
and safety. In this, too, digital transformation is a key plank, as the global 
health crisis underscored.
100% online 
payments 
at MICT
	
Face-to-
face 
transac-
tions are 
now a thing of the 
past with the full 
adoption of 
Advanced Customer 
Transaction System 
(ACTS), a 24/7 
e-payment solution 
in place as early as 
2016—making 
settling port charges 
much easier, faster, 
and safer.
  
Acceleration of digitalization  
of services 
Prior to 2020, we already had ongoing digital 
transformation initiatives--for the organization and 
our employees, in various areas of operations, 
and most especially, to keep fine-tuning and 
streamlining the way our customers could 
successfully accomplish their port transactions.
However, as the contagion began to spread in 
2020, we worked doubly hard to further ramp 
up systems swiftly across our terminals, pushing 
even more safe, efficient, and contactess 
operations in key areas. (See related story 
on “Putting customers first via digital firsts”.) 
These transformative initiatives brought new 
opportunities to collaborate effectively with 
government partners and regulatory agencies. 
Together, with our public-private sector 
synergy, we could offer even greater ease of 
business, and cost reductions for customers, 
while simultaneously prioritizing public 
health and safety.
Just as crucially, we exerted all efforts to avert 
port shutdowns, keeping all our ports open 
24/7 amidst global logistical disruptions, while 
remaining compliant with government-set 
quarantining and inspection requirements. 
Our MICT story presents one case where 
our agility and tenacity drove us to keep the 
Philippines’ largest and busiest port operating

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ICTSI SUSTAINABILITY REPORT 2020
Customers
ICTSI taps TradeLens 
Blockchain network for 
streamlined services
	
What it’s all about. 
ICTSI has decided to 
connect its 32 
terminals across the 
globe to the TradeLens 
platform, a blockchain network 
developed by IBM and Maersk, 
to access accurate information 
on cargo movements for 
efficient planning and 
operations.
Tracking of containers 
through the networked 
exchange of data enables 
efficient asset planning for all 
entities involved utilizing data 
in near real time to create 
end-to-end data visibility.  
Why it matters. The TradeLens 
platform does not only enable 
carriers and cargo owners 
to exchange transactional 
information in real time but 
also sends associated trade 
documents to permissioned 
parties. 
With the use of blockchain 
technology, processing time of 
traditional paper documents is 
reduced, making it faster and 
easier to issue bills of lading 
for cargo, sanitary certificates, 
invoices for payment, and other 
types of documentation.
Who benefits. With this new 
partnership, ICTSI clients 
could get faster and more 
granular information from 
terminals, empowering them 
to better manage a critical 
phase of the container journey. 
From container discharge 
information, to gate in empty 
details, having a single source 
of visibility for container 
movements directly improves 
efficiencies throughout 
the planning and invoice 
reconciliation cycles. ■
  
24/7 even as hard lockdowns (rightly 
implemented by government based on the initial 
impact of the public health crisis) led us to effect 
a raft of short-term operational changes. We 
found ways to process customers’ containers 
offsite, online—without requiring them to come 
to the terminal. 
Part of our continuing groundwork is to ensure 
that newly-onboarded terminals—such as our 
most recent concession in Cameroon, KMT—
would be developed in terms of infrastructure 
and superstructure, based on our Company’s 
standards and guided by our Group-wide best 
practices. Thus, at KMT, we implemented the 
Logstar®Terminal Operating System (TOS), 
a major step towards building the terminal’s 
capacity to deliver world-class service, essential 
to developing the port’s infrastructure and 
superstructure. 
The cloud-based TOS solution will facilitate 
efficiency as KMT gears up to handle clients’ 
requirements: ro-ro project and heavy lift 
cargoes, oil and gas industry requirements, and 
forestry and steel products, among others. 
In Europe, our BCT terminal in Poland, joined 
the EU-backed “Enhancing Coordination in 
Multimodal Freight Transport in Central Europe” 
(COMODALCE) project. 
BCT’s market reach via rail includes all major 
destinations in Poland and extends along the 
increasingly important trans-European Baltic – 
Adriatic Corridor (Corridor VI). This runs from 
Gdynia via southern Poland (Upper Silesia), 
Vienna and Bratislava and the Eastern Alpine 
region right through to Northern Italy, serving 
diverse industrialized centers en route.
COMODALCE traces its origins in the “Docks 
of the Future” scheme, funded under the 
EU’s Horizon 2020 Research and Innovation 
Programme, with its main thrust aimed at 
achieving the digitalisation of the procedures 
for rail transport at a transnational level in 
Central Europe.
The COMODALCE pilot project will integrate 
BCT into the INCOS element of the Gdynia 
Port Community System and its modern 
electronic format.
Putting customers first 
via digital firsts
	
Amid the global 
health crisis, we 
continued to prioritize 
customers’ needs 
and welfare—efficient 
and easy 
transactions, 
personal safety, data security—
as we rolled out digital 
innovations. A number of these 
were the actual firsts in their 
location or region. 
MICT (Philippines). MICT 
has fully transitioned its 
customers to the Advanced 
Customer Transaction System 
(ACTS), making face-to-face 
transactions a thing of the 
past. MICT customers can 
now file applications, submit 
requirements, and pay 
corresponding fees online 
through the new MICT website 
(www.mict.com.ph). 
BGT (Iraq). BGT launched its 
mobile app to provide users 
with a one-tap container 
tracking service. The app—a 
first in the Iraqi port industry—
provides users with real-time 
updates on containers and 
their life cycles inside BGT, 
vessel schedules, and berth 
information; and allows them to 
request online invoices.
PICT (Pakistan).  Staying 
committed to its goal of 
becoming the terminal of 
choice at the Port of Karachi, 
PICT rolled out the first ever 
virtual accounts system in the 
country’s container terminal 
industry. The digital solution, 
launched in partnership with 
Standard Chartered bank, 
allows clients to safely and 
seamlessly conduct commercial 
transactions in the comfort 
of their homes. The platform 
automates the payment and 
collection processes from 
multiple channels, granting the 
Company better control while 
reducing credit risks. 
TSSA (Brazil). Tecon Suape 
launched a mobile app to 
provide customers and end 
users with improved overall 
experience through the app’s 
digital value-added features. 
The first phase development 
of the app focuses on 
establishing seamless 
communication with truckers 
with the aim of streamlining 
and monitoring container 
delivery and collection at the 
terminal, eliminating the use of 
paper, and facilitating self-
management for drivers.
CGSA (Ecuador). Contecon 
Guayaquil has successfully 
deployed their CRM and 
digital invoicing system. This 
CRM tool can map out sales 
and marketing initiatives and 
activities, and connect them to 
real-time performance of their 
customers at the terminal. ■
 
 
Linkages on a far more extensive scope for 
the ICTSI Group were on our horizon as well. 
We embarked on a major initiative as we 
decided to connect our 32 terminals to the 
TradeLens blockchain network to gain access to 
accurate information on cargo movements for 
streamlined planning and operations.
In 2020, we also unveiled our new multi-site 
architecture-based and scalable website 
platform. Designed to conveniently create 
multilingual websites, the new platform 
empowers us further to cater to our customers 
in 19 countries across the globe.
Safety and health protocols  
for customers
All terminals have put in place policies 
and practices to safeguard the welfare of 
employees, customers, and contractors’ 
personnel. These policies comply with 
pertinent laws and international standards on 
occupational hazards management in every 
country where the Company operates. 
In light of the health crisis, we released our 
Group-wide omnibus guidance, “Practices for 
a Safe Workplace,” establishing the framework 
for ensuring the safety of our stakeholders, 
including customers and other port users. 
We further strengthened our health and safety 
protocols last year by implementing measures 
that mitigate and avert the transmission of the 
coronavirus. For example, CMSA canceled visits 
to the terminal and instead provided a virtual 
version of the port tour.
The Group allocates financial resources to 
implement these safety and health policies.
As of 2020, the majority of our terminals 
have existing safety and health programs 
and regulations that extended to customers. 
These are being evaluated regularly through 
internal and external audits, observations, 
and inspections. (In OPC, for instance, the 
Integrated Management System or IMS is 
evaluated through monthly reporting and 
KPI monitoring.)

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ICTSI SUSTAINABILITY REPORT 2020
Customers
Commitments stated in the IMS policy are 
the basis for organizational and departmental 
objectives which are monitored monthly, with 
action plans implemented for missed targets, 
and follow-up reviews done as well.  
Target: safe ports for all
Group-wide, we continue striving to maintain a 
zero-injury environment for our workers, clients, 
and partners. Considering the pandemic, we 
have additionally aimed to achieve virus-free 
operations to ensure the health and safety of 
concerned stakeholders. 
Our terminals have allocated additional 
funds for their respective COVID-19-related 
responses. These include: information drives, 
provision of foot baths and other disinfectants, 
purchase of thermal gun scanners, and 
provision of PPEs. To support public and private 
sector health efforts, PICT, for its part, waived 
associated charges on the import of COVID-19 
related supplies to facilitate the entry of 
such vital goods. 
Group-wide, KPIs are reviewed annually, 
and internal audits and monitoring by Global 
Corporate are conducted to determine if the 
zero-injury goal has been achieved. Most of 
our terminals have a point person responsible 
for reporting on the health and safety status 
of their respective operations. These point 
persons could come from Operations, Customer 
Relations, and HSE.
Providing avenues  
for feedback
Aside from implementing stringent health 
and safety measures, several ports in our 
Group have established a sound grievance 
system to ensure immediate resolution of 
customers' complaints.
Most of our terminals have a specific team or 
person overseeing the grievance system; these 
point persons could range from a commercial 
team or safety committee to terminal manager. 
Communication lines of ICTSI terminals are 
always open to accommodate complaints and 
grievances from customers.
The majority of our terminals assess health 
and safety impacts on customers, along with 
assessment of improvements in their respective 
port services: container stripping and stuffing, 
cargo storage, inspection, weighing, reefers, 
roll-on/roll-off, and anchorage.
MICT, as the flagship terminal, has in place a 
risk management procedure to such impacts 
Updating our clients on health and safety,  
and assisting our partners
	
Group-wide, ICTSI has 
employed different health 
and safety protocols to 
ensure the welfare of its 
workers and clients against 
various risks due to the 
COVID-19 health crisis. 
Metro Manila, Philippines.  
At the height of the 
lockdowns in Manila, 
the MICT Commercial and Risk 
Management team has extended food 
aid and other supplies to support 
cargo owners, brokers, truckers and 
their families who were among the 
hardest hit by logistical disruptions 
created by COVID-19.
Zambales, Philippines. SBITC 
held webinars for its valued clients 
last May 27 and June 17 on how 
businesses can establish and adopt 
a comprehensive business continuity 
plan to manage risks and recover 
from disruptions (such as the ongoing 
health crisis). As more companies 
transition to digital service channels, 
webinars serve as a perfect tool 
to keep clients engaged and up to 
date with the latest developments 
at the terminal. In addition, SBITC 
is currently working on a system 
that would provide customers with 
electronic gate passes and official 
receipts to minimize physical 
interaction. ■
 
 
CGSA extends 10-day free storage to help 
exporters cope with COVID-19 impact
	
What it’s all about. 
Located in Ecuador’s 
preferred port of call, 
in Guayaquil, CGSA 
offered exporters with 10 days 
of free storage to reduce the 
economic impact of the health 
crisis on the country’s 
production and manufacturing 
sectors. 
The 115.4-hectare CGSA, the 
largest multi-purpose terminal 
within the world’s largest 
banana exporting port, offered 
free storage from March 19 to 
May 16, allowing its customers 
to reduce their costs and 
mitigate pandemic-related 
losses.
Why it matters. In light of the 
current health emergency 
situation, CGSA has and 
continues to implement 
all necessary measures to 
safeguard the welfare of its 
workers and port users and 
to ensure the continuity of its 
operations.
The Company remains 
steadfast in its commitment 
to ensure the unhampered 
movement of trade across the 
supply chain.
Latest among other initiatives. 
CGSA, which has an annual 
capacity of 1.4 million TEUs 
and nine berths equivalent to 
a length of 1,627 meters, is 
currently expanding its port 
and approach channel to 
service new Panamax class 
vessels.
On top of this, CGSA is 
constructing a USD 1 billion 
highway with port access road 
to further take advantage of its 
proximity to the country’s main 
export zones and accessibility 
to Quito, the capital. ■
  
of services. The procedure involves a risk 
matrix covering hazard assessment, risk 
assessment, and control.
Customer engagement  
and satisfaction 
Across our operations, we strive to sustain 
healthy engagement with customers through 
policies that include regular customer 
satisfaction surveys, periodic internal quality 
audits, e-mail interactions, and online 
meetings, among others. 
For instance, CGSA has an annual customer 
service survey, for which it got a 93 percent 
satisfaction rating from the last survey 
conducted in December. On the other hand, 
MICT has a dedicated Customer Experience 
team that is in constant communication with 
customers through calls and emails.
The policies in place are approved and signed off 
by the Company’s top executives. Furthermore, 
the majority of terminals are certified for their 
quality management system (ISO) such as 
TSSA, OPC, BCT, BGT, MICTSL, DIPSSCOR and 
SCIPSI, which undergo annual audits to evaluate 
compliance with standards.
The majority of the terminals have made 
commitments related to ensuring customer 
engagement and satisfaction in their 
operations as part of statutory and regulatory 
compliance, international standard, widely 
recognized initiative and applicable company 
policies on HSSE. 
The commitments are being evaluated through 
management reviews, customer satisfaction 
surveys, and internal and external audits.
In line with this, the majority of the terminals 
are committed to developing and implementing 
action plans that help obtain positive results in 
terms of customer satisfaction and engagement. 
Goals and targets are set to ensure customer 
satisfaction through: continuous checking up on 
customers, web-based questionnaire survey of 
customer satisfaction, regular engagement with 
customers to understand their requirements, 
tracking turnaround time and invoice processing 
time, and setting of key performance indicators 
such as productivity and availability of 
support services.
Furthermore, the majority of the terminals 
engage customer groups which include 
foreign or domestic shipping lines, importers, 
exporters, brokers, forwarders, transporters, 
relevant governmental authorities, and 
impacted communities. The majority of the 
terminals have a focal person or team to 
oversee customer satisfaction and engagement 
programs and policies.
Responsible data stewardship
We continue to invest in stringent data 
stewardship policies and programs to ensure 
that customers’ data are kept private and 
secured. Policies and practices implemented by 
most of our terminals are approved in compliance 
with applicable laws on protection of personal 
data, or with Group-wide global initiatives. An 
example of the latter would be MICT, which has a 
Privacy Impact Assessment through Group-wide 
global initiatives.

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ICTSI SUSTAINABILITY REPORT 2020
Customers
The majority of the terminals’ commitments in 
complying with regulatory requirements and 
widely-recognized initiatives are evaluated 
through feedback, complaints, external auditors, 
policy changes, and internal audits to ensure the 
policy is still relevant and covers all aspects. 
TSSA, on the other hand, deployed the 
Information Security Standard, and awareness 
training is promoted to preserve the integrity, 
confidentiality, and availability of information and 
computer systems.
Zero tolerance for  
security breaches
The majority of our terminals have set a goal of 
zero data breaches in compliance with regulatory 
laws as well as internal initiatives to maintain 
customers’ trust and confidence. In 2020, we 
are proud to report that we have received zero 
substantiated complaints concerning breaches 
of customer privacy, identified leaks, thefts, or 
loss of customer data from any outside parties or 
regulatory bodies.. 
We ensure that every employee is aware of and 
observes our policy of zero tolerance for data 
breach, with discussions about privacy policy 
being embedded in the new-hire orientation 
program. This is especially helpful in situations 
such as that of OPC. In the absence of a 
mandatory data protection law in Honduras, OPC 
adopted ICTSI's Global IT policy which already 
has high security standards, with restrictions on 
the use and downloading of information.
Aside from financial resources being invested 
to ensure security of data, the majority of 
the terminals ensure that point persons are 
assigned to monitor the security of  operations. 
A point person would normally come from the 
Customer Service team, or be the HR Director, 
IT or IT Head Officer, or Data Protection Officer. 
In some of the terminals, all parties who have 
access to customer data (Commercial / IT/ HR 
/ Finance and Operations) are considered as 
responsible point persons to ensure customers’ 
data are protected.
Some of the terminals have put in place a 
grievance mechanism to immediately hear and 
resolve customers’ clients regarding possible 
breaches of data security.
Sustained expansion for  
future-ready ports 
The pandemic did not deter us from our 
commitment to provide customers with 
top-notch services for current needs. We also 
sustained our ongoing expansion of capacities 
at selected ports, to support our customers’ 
projected growth.
Group-wide, ICTSI continued to facilitate 
new service routes and shipping lines to help 
clients and countries boost their trade amid 
the economic challenges brought about by 
the pandemic. ■
VICT, OOCL set history with single highest 
container exchange
	
What it’s all about. In 
Melbourne, VICT and 
OOCL Rotterdam set 
a new benchmark for 
the highest container 
exchange in Australia 
at a total of 6,516 
containers equivalent to 
11,037 TEUs.
VICT, which is Australia’s 
first fully automated container 
terminal, received the call of 
OCCL Rotterdam on the North 
East Asia A3 Central Service last 
November 20 and completed 
the record-exchange in 90 hours 
with 72.4 berth moves per hour. 
Why it matters. “VICT is 
honored to achieve another 
record at the Port of Melbourne 
in what has been a challenging 
year especially for Victoria 
dealing with the pandemic. 
The exchange highlights the 
need for larger vessels and 
increasing handling capacity,” 
Tim Vancampen, VICT Chief 
Executive Officer, said.
“At the same time, it poses 
new challenges for landside 
logistics that need to deal 
with these increasing peak 
volumes. In order to address 
those concerns, VICT offers a 
full 7 days 24-hour coverage 
for receipt and delivery,” 
Vancampen added. ■
 
 
Marking milestones in service
	
CMSA (Mexico)
	• CMSA handles its year-to-
date one millionth TEU during 
the call of CMA CGM Jacques 
Joseph.
AGCT (Croatia)
	• AGCT also hit a new record for rail 
volume in October, achieving a 47 
percent rail share and a 30 percent 
year-to-date increase in rail volume 
over the previous year. The numbers 
confirm the growing importance of 
AGCT as a gateway for Central and 
Southeast Europe, with 70 percent of 
current overall volume coming from 
outside Croatia. Hungary and Serbia 
remain key markets, with growing 
volumes from other markets such 
as Austria, the Czech Republic, and 
Slovakia.
BGT (Iraq)
	• In August 2020, BGT celebrated 
its 400th roll-on, roll-off/multipurpose 
vessel handling with the docking of 
the Global Mermaid at the terminal. 
To date, BGT has handled more than 
1.5 million freight tons of cargo. These 
include heavy lifts with pieces weighing 
up to 350 tons; 350,000 pipes whose 
combined length of 4,200 kilometers is 
the distance from Umm Qasr to Paris; 
and 100,000 vehicles. ■      
  
Record turnaround times
VICT (Australia)
	• In September, VICT set a record 
anew when it received the highest TEU 
exchange in a single call with the docking 
of CMA CGM Ural at a capacity of 8,094 
TEUs. The terminal was able to break its 
own record in November for the highest 
container exchange in one single call: 
a total of 6,516 containers equating to 
11,037 TEUs. VICT serviced the 8,063 
TEU capacity OOCL Rotterdam on the 
North East Asia A3 Central Service. The 
record exchange was completed in 90 
hours with 72.4 berth moves per hour. 
BGT (Iraq)
	• BGT set a record turnaround after 
servicing the 6,589-TEU Yang Ming 
Mutuality. BGT recorded a total of 1,768 
moves on the Mutuality in 17.5 hours, 
achieving a record berth productivity of 
101 moves per hour. ■

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ICTSI SUSTAINABILITY REPORT 2020
Customers
Expanding facilities and  
upgrading equipment
	
MICT (Philippines). In keeping with its 
stature as one the world’s best, ICTSI 
completed the MICT’s Berth 7 expansion 
last December, effectively raising the port’s 
annual capacity to over 3.3 million TEUs. 
MICT likewise received eight new hybrid 
RTGs as ICTSI looks to utilize 
environmentally sustainable technology at its 
flagship hub.
MCT (Philippines). MCT expanded its port equipment 
fleet, extended the berth length through the installation 
of an inland bollard and dolphin moor, and opened a 
4.5-hectare empty container depot inside the terminal. 
With these investments, MCT projects a seven percent 
growth in 2021—a highly significant target considering 
the global economy is still recovering from the 
pandemic.
BICT (Georgia). BICT continues to expand its gate and 
stripping productivity and cargo delivery efficiency 
to cater to more clients after acquiring a reach 
stacker and two forklifts, bringing its total equipment 
inventory to five reach stackers and 10 forklifts ■
 
 
In breakthrough speed, MICT averts shutdown, 
keeps trade afloat amid pandemic
 	
What it's all about. The 
Philippines' largest and 
busiest container terminal, 
the MICT, averted a possible 
shutdown in 2020.
MICT, which handles 
close to 3.3 million TEUs  of 
cargo annually, saw its yard 
utilization reaching nearly 
100 percent by end-March, 
about two weeks after the 
government has imposed the 
Luzon-wide lockdown to curb 
COVID-19's spread.
Despite Manila ports running 
24/7, the strict quarantine and 
health measures made it difficult for 
businesses to operate, thus, impacting 
the supply chain and flow of goods. 
Import containers remain unclaimed 
and piled up at the port—many of them 
containing time-critical supplies needed 
to fight the pandemic.
How it was resolved. Without signs 
that the lockdowns would ease sooner 
or later, ICTSI quickly rose to the 
challenge to ensure the unhampered 
flow of trade in the country, while 
protecting its employees, customers 
and port stakeholders against an 
invisible enemy: encouraging owners 
to pull-out their containers; migrating 
all payment transactions to online; and 
forging stronger collaboration with 
the government to ensure a healthy 
business environment.
 ICTSI swiftly coordinated with 
relevant government agencies in 
transferring containers from MICT to 
subsidiaries NorthPort, LGICT, CGT and 
auxiliary yards in Bulacan to decongest 
the key trade hub. Furthermore, it also 
worked with concerned government 
agencies to move out unclaimed and idle 
containers at the MICT. The Company 
also worked towards a more permanent 
solution to ensure that MICT would be 
at a normalcy level to ensure sustained 
operations amid the uncertainties 
brought about by the pandemic.
 Upon achievement of normalcy by 
the middle of April, ICTSI strengthened 
its campaign to transition all customers 
to use cashless payments through 
the Advanced Customer Transaction 
System (ACTS)—achieving 100% online 
transactions by the first week of October. 
The transition to digital transactions 
ensured the health and safety of workers 
and customers, as it would drastically cut 
foot traffic at the port.
 MICT had actually launched the 
system as early as 2016, but at the time 
of the pandemic's onset, only less than 
10 percent of transactions at MICT were  
being done through the digital platform.
Why it matters. Serving as the 
Philippines' main hub for containerized 
cargo trade, any shutdown of the 
MICT would have spelled disaster for 
the country's economic activity at the 
height of the contagion—and seriously 
hampered the health sector's efforts, 
given the required influx of PPEs and 
other medical supplies through the port.
Dubbed as the "lungs" of the 
country’s commerce and trade, MICT 
handles 65 percent of Manila's foreign 
container traffic annually­—serving the 
immediate hinterland of the National 
Capital Region/Metro Manila: a 
megacity of 13 million people. ■
 
 
 
Expanding network 
connectivity
	
MICT (Philippines)
	• MCT ended the year 
strong with the launch of 
Regional Container Line’s 
(RCL) South Philippines 
6 service that connects 
the Visayas and Mindanao 
regions to Asia and the Middle East via 
Singapore. Launched in the Philippines 
through RCL’s Southern Philippine 
agent Eagle Express Lines, the 
fixed-day weekly service made its first 
port call to MCT on December 19 with 
the 628-TEU Pira Bhum.  
YICTL (China)
	• YICTL increased its total number 
of feeder service calls to Port of 
Qingdao to five per week after it 
welcomed China Master Logistics’ new 
Qingdao-Yantai Feeder Service last 28 
August. The new service offers value 
to exporters who stand to reduce their 
logistics cost, amid the COVID-19 
health crisis, by utilizing lower cost 
feeder services instead of relying on 
long-distance land transportation.
TSSA (Brazil)
	• TSSA welcomed in 2020 the 
inaugural call of the Northeast Express 
Connection (NEXCO) cabotage service 
that connects the southeast and 
northeast regions of Brazil. NEXCO is 
the third and latest cabotage service 
of Mercosur Line, a member of the 
CMA CGM Group. TSSA's inclusion in 
NEXCO’s service rotation contributes 
to the growth and development 
of the Port of Suape, the State of 
Pernambuco, and the entire northeast 
region of the country.
TECPLATA (Argentina)
	• TecPlata continues to lead the way 
for port services as it started receiving 
imports from the Far East with the first 
shipment from China through the new 
Far East service provided by Evergreen 
Marine Corp. The shipment, containing 
auto parts from Ningbo, China, was 
carried by Di Gilio Hnos de Ensenada. 
MITL / SPICTL (Papua New Guinea)
	• ICTSI PNG terminals welcomes the 
arrival of Hansa Cloppenburg, the first 
COSCO-operated container vessel to 
call Papua New Guinea. The 1,732-
TEU boxship made its maiden calls to 
SPICTL and MITL on October 8 and 11, 
respectively.
	• SPICTL welcomed the first PNG port 
call of Swire Shipping’s upgraded North 
Asia Express Service on November 22. 
The fixed-day fortnightly service offers 
a direct connection between North 
Asia, PNG and Australia through the 
ports of Shanghai, Ningbo, Nansha, 
Hong Kong SAR, Lae, Port Moresby, 
and Townsville.
PICT (Pakistan)
	• Two new services, the China India 
West Coast X-Press and the Karachi 
Jebel Ali Shuttle Service, started calling 
PICT in November. PICT welcomed the 
inaugural call of the newly introduced 
CWX service led by Xpress Feeders, 
KMTC, and T.S. Lines with the maiden 
call of Barbara, which has an LOA of 
294 meters and capacity of 5,470 
TEUs. ■
 
 
Enhancing client 
relationships
	
BGT (Iraq)
	• BGT met with main 
non-vessel operating common 
carrier partners and feeder 
operators last 14 February. The meeting 
focused on closing market gaps between 
India and Iraq by establishing direct 
contact with end customers, and by 
providing them with system tools for 
improved transparency and control 
shipments.
	• BGT participated at the annual 
Breakbulk Middle East trade conference 
for the third straight year. The meeting 
was attended by government ministries; 
manufacturers; private sector oil and gas 
companies; Engineering, Procurement, 
and Construction (EPC) and project 
cargo owners; and, other industry 
decision makers. BGT Chief Executive 
Officer Phillip Marsham said the company 
benefited from informed discussions 
provided by industry leaders, and existing 
and potential customers attending the 
conference. 
YICT (China)
	• ICTSI was back in Shanghai as an 
exhibitor for the China International 
Import Expo 2020 held from 5 to 10 
November. ICTSI delegation welcomed 
Yantai Port Group President Mr. Jiang 
Kai to the booth during the first day of 
the event. ICTSI has been in China since 
2007 operating YICTL, which handles 
all international trade cargo at the Yantai 
Port Zhifu Bay area.  
MICT (Philippines)
	• As part of its ongoing engagement to 
customers and other port stakeholders, 
the MICT Commercial and and Risk 
Management Department discussed the 
Digital and Technological Transformation 
being done at the Manila flagship during 
the "Challenges and Future Opportunities 
for Ports and Shipping in the Philippines" 
forum last 19 November. ■

112
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ICTSI SUSTAINABILITY REPORT 2020
Context & Commitments
We are committed, hand in hand with our social 
responsibility arm the ICTSI Foundation, to implement 
programs and projects aimed to protect and assist our 
respective stakeholders and host communities, and 
the society in general, by contributing to the initiatives 
of our partner governments—all anchored on our 
deep-rooted culture of compassion and sharing.  
Initially focused on three major programs (Education, 
Sports and Community Welfare), we broadened our 
social development horizons to impact society at large 
by streamlining our thrusts into three new program 
pillars: Youth Development, Environment Protection, 
and Host Community Welfare.  
Moreover, given the ongoing health crisis, we 
have realigned our focus to include helping societies 
cope with and recover from the pandemic, while 
continuously contributing to the global effort 
towards the UN SDGs.
06
SOCIETY

ICTSI Foundation
114
115
ICTSI SUSTAINABILITY REPORT 2020
Society
Groundwork
	
M All terminals in review actively aided their respective communities, whether based on 
our social responsibility thrusts or via pandemic-related assistance.
	
M BICT joined other private entities to support the construction of the new Maritime 
Teaching and Training Center in Poti, Georgia; BICT also funded a dinner that benefited 
2,000 of the vulnerable (including old and displaced people, and widows). On the other 
hand, ICTSI Rio Brasil, apart from its initiatives supporting culture, education, and 
environmental awareness, also extended relief assistance to its host communities.
	
M MITL spearheaded water projects to make clean potable water available for the 
residents of their respective communities.  
Gains 
	
M All the terminals in ICTSI’s portfolio have pitched in to help our communities fight 
COVID-19. Contributing approximately USD 9.5 million (to national and local government 
agencies, immediate communities, employees, and port stakeholders), the terminals seek 
to support their host countries’ health infrastructure, and aid vulnerable impacted families.  
	
M As a member of the Philippine Disaster Resilience Foundation, ICTSI responded 
early—donating PHP 100 million—to the call for business sector collaboration for Project 
Ugnayan. The project distributed financial aid to economically vulnerable families 
(eventually reaching 1.5 million families or 7.5 million individuals) affected by the 
lockdown in Metro Manila and neighboring provinces.  
	
M We ensured that aid was given to communities affected by natural calamities in our 
host and hinterland communities such as the Taal Volcano eruption, bushfires in Victoria, 
and typhoons in Mexico and the Philippines. 
	
M With the shift to remote learning, ICTSI provided additional assistance (i.e. laptops, wifi 
connection) to young in- and out-of-school learners.  
	
M Despite the urgency of pandemic-related efforts, we gave equal importance to 
continually implementing and strengthening our existing social programs.
Moving Forward
	
M We continue our regular and ongoing programs and projects under our Foundation’s 
main thrusts. 
	
M Primarily through ICTSI Foundation, and secondarily through our terminals, we 
will continue to assist in COVID-19-related relief, response, and recovery efforts, 
in cooperation with government agencies, our partner institutions, and our host 
communities.  
	
M Given how sustainable development issues are becoming increasingly intertwined with 
mitigating climate change and impact, ICTSI, along with the Foundation, will continue to 
work harder in its promotion of environmental conservation and sustainable practices.  
	
M Our ICTSI Foundation continues to provide guidance to our subsidiary terminals as 
needed while facilitating ICTSI’s philanthropic initiatives thus optimizing the available 
CSR knowledge base and resources.
Uplifting the vital and the vulnerable
For us at ICTSI, sustainability goes beyond ensuring business resilience: 
it encompasses contributing to the safety and strength of our people, 
customers, stakeholders, and our host communities. Under the 
larger vision of Good Global Citizenship, our work to effect change in 
communities and to support youth development runs along three tracks: 
via initiatives of ICTSI Head Office or Global Corporate, the terminals, and 
the ICTSI Foundation.  
Since the ICTSI Foundation began in 2010, it has evolved from being the 
Company’s CSR arm in the Philippines. Addressing economic, social, and 
environmental concerns within a sustainable development framework, 
the Foundation broadened its horizons to cover the ports’ hinterland 
communities, and also society at large. Along with having three new 
program pillars—Youth Development, Environment Protection, and Host 
Community Welfare—our Foundation has also grown to align itself more 
closely with, and to thus actively uphold, the UN SDGs, specifically 
in the areas of education, environment, child welfare, health, and 
humanitarian assistance. 
General mechanism for community relations
CSR coordinators on 32 terminals
100% 
PERCENTAGE OF ICTSI 
TERMINALS WITH CSR 
INVOLVEMENTS WITH 
THE HOST COMMUNITIES 
AND OTHER SUPPORTED 
SECTORS

116
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ICTSI SUSTAINABILITY REPORT 2020
Society
ICTSI 3 tracks for increasing impact
Focused on programs
and projects in
education, sports, and
community welfare
Providing humanitarian
assistance to selected partners
Supporting 32 host
communities
Providing assistance in the
areas of health and sanitation,
peace and order, education,
livelihood; and, disaster relief,
response, and preparedness
Supporting selected
causes and sectors
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9.5 M 
USD 
ICTSI CONTRIBUTION TO FIGHT AGAINST COVID-19 
Benefiting national and local governments, host 
communities, employees, partners, and other port 
stakeholders
As we sustain our expansion across six 
continents, our terminals (based on the 
example set by the Foundation) continue to 
initiate, implement, or support third-party-led 
programs and projects that directly benefit their 
host communities.  
The rapid spread of COVID-19 and its global 
effects reinforced our resolve to help where 
we can. We realigned our social initiatives 
towards assisting our host economies’ health 
infrastructure in fighting the virus, and helping 
societies cope and recover from the pandemic. 
We focused on assisting those bearing the 
deeper brunt of the crisis’ economic and 
social impacts, while striving to attain more 
sustainable and equitable future outcomes. 
Across our portfolio, ICTSI continuously 
donated PPEs, ventilators, and test kits to 
private and government healthcare facilities, 
disinfectants to healthcare workers, and 
groceries and other critical supplies to truckers, 
other stakeholders, and vulnerable sectors and 
communities. Our efforts, particularly those of 
the Foundation, complement ongoing initiatives 
across the entire Razon Group in tackling the 
pandemic, with various donations aimed at 
assisting the Philippines' health infrastructure in 
fighting off the virus. 
Moreover, we are pleased to note that even 
when our people, resources, and operations 
were being challenged to the utmost by this 
pandemic, we upheld two vital commitments: 
one, all of our currently-operational terminals 
continued to actively involve and heavily invest 
in CSR work; and two, our global portfolio 
pursued efficient port services to facilitate 
movement of critical goods from production 
points to consumer markets.  The immediate 
two-fold objective was to make essential goods 
available to the public, and to extend assistance 
to those hardest-hit by this pandemic.  
(For details of our environment-related 
initiatives within ICTSI, among our terminals, 
and through our Foundation, please refer to the 
Environment section of this report.) 
For the year in review, 100 percent of our 
terminals had local community engagements, 
impact assessments, and development 
programs, many of which were ongoing 
long-term commitments, while some were 
recurring periodic initiatives.
Supporting IP communities 
As part of the global agenda for sustainable 
development, ICTSI upholds and protects the 
rights of IP groups and communities. Through 
our ports and our Foundation, we have 
continuously provided comprehensive programs 
offering an array of support mechanisms 
and resources to assist these communities, 
specifically in the Philippines and in PNG. 
As part of our concession agreement for our 
PNG terminals, ICTSI signed a pioneering 
public-private-people partnership with the PNG 
government back in 2017, represented by the 
PNG Ports Corp. Ltd, and the communities of IP 
landowners in Motukea and Lae (hosting the MITL 
and SPICTL terminals) to establish a collaborative 
partnership for the joint port projects, with IP 
landowners’ organizations becoming shareholders 
in the ports.  In terms of labor, workforce is 
sourced locally from these communities, while 
sustainable port programs are being conducted 
through the port’s operating companies and the 
Group’s social arm ICTSI Foundation.
Over the past few years, a collaborative 
framework for community service projects has 
been implemented together with other local 
groups, encompassing areas such as education, 
livelihood opportunities, peace and order, health 
(for potable water and sanitation systems), and 
waste management. ICTSI also provides grant 
assistance to the Baruni Elementary School that 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
ICTSI Foundation distributes aid  
for Aeta families 
	
ICTSI Foundation has been working with Project 
Liwanag (since 2018) in our joint mission to 
continually champion the rights of IP 
communities, specifically Aeta communities in 
Tarlac province, in the Philippines’ Central Luzon 
region. Project Liwanag is a non-profit 
organization devoted to empowering and 
improving the quality of life of IP groups in the 
Philippines through sustainable projects that 
address these communities’ lack of basic needs: 
light, water, education, and sustainable livelihood. Together with this 
organization, the Foundation has previously funded the installation 
of community micro-grid solar electrification systems for two such 
Aeta communities in the municipality of Capas in Tarlac.  
In 2020, at the peak of the community lockdowns to mitigate the 
spread of COVID-19, ICTSI contributed to the fundraising project 
"Ayuda para sa Aeta" by distributing aid to Aeta families in the 
form of 1,600 food packs. Each food pack contained rice, canned 
goods, sugar, coffee, and vegetables good for two weeks, to 
support the needs of these communities. ■ 
 
 
 
 
 
Donation for the Aeta community
363 
BENEFICIARIES
1,600 
FOOD PACKS
of medical, dental,  
and optical services
distributed to Aeta families  
in Capas, Tarlac

118
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ICTSI SUSTAINABILITY REPORT 2020
Society
ICTSI South Pacific ramps up  
COVID-19 response 
	
The COVID-19 outbreak is one of the most 
disruptive events in recent history, affecting 
the global economy and the lives of 
countless people worldwide. In PNG, 
SPICTL and MITL worked to assist their 
respective host communities affected by 
the pandemic. 
ICTSI's PNG terminals donated wash basins 
to schools in Lae, and in the Baruni and Tatana 
communities in Port Moresby, to encourage students 
to practice frequent hand washing and proper hygiene 
as a first line of defense against COVID-19. The 
Company also donated 12,000 PPEs and 125 rapid 
test kits to Angau Memorial Hospital to support the 
Morobe provincial health authority’s fight against the 
virus.  The PPEs would also be used by medical staff 
in handling patients of other infectious diseases like 
Tuberculosis and HIV/AIDS. 
Earlier in the year, the Company donated IT 
equipment to Port Moresby General Hospital to 
support the latter’s handling of COVID-19 cases 
while promoting telemedicine. The IT equipment 
grant (which consisted of monitors, computers, and 
modems) helped ease the strain on the outstretched 
resources of the hospital by allowing doctors to 
remotely monitor the Rita Flynn isolation facility 
for COVID-19 patients instead of travelling to the 
facility to personally manage them. The technology 
also enables local doctors to communicate with 
other doctors across the world to share critical 
information. ■
 
 
Health 
We have consistently prioritized the health and 
welfare of our employees, customers, and other 
port stakeholders. Over the years, whether 
through our terminals’ partnerships (with 
national government agencies, local government 
units, host communities, and local non-profits) 
or through the initiatives and linkages of the 
ICTSI Foundation, we have invested in the public 
health sector, and supported health programs 
and projects in our host communities as well as 
to benefit special-needs sectors.  
In 2020, given the magnitude of the contagion, 
and the severe burdens it has placed on health 
care systems worldwide, we invested just 
as heavily in COVID-related health efforts. 
These ranged from, among others, equipment 
grants (such as PPEs and test kits), funding, 
and assistance in redeveloping or creating 
facilities purposely for COVID-19 response 
or management.  
However, even as we provided these, we 
continued to offer our support to parties 
(groups, sectors, institutions) that cater to 
non-COVID-19 health concerns.
COVID-19 health initiatives 
For our flagship’s host—the capital of the 
Philippines—we partnered with the City of 
Manila, as we donated USD 104,000 through 
the ICTSI Foundation, to support the city’s 
COVID-19 Response Program. Recognizing 
the importance of testing as one of the most 
effective ways to control the contagion, we 
allocated part of the donation for the purchase 
of testing machines. We also provided 10 
thermal scanners that benefited low-income 
communities in Manila, particularly in 
Tondo and Binondo. 
Health
PHP 5 MILLION
donation to the City of Manila 
for the purchase of COVID-19 
testing machines
PHP 1 MILLION
donation to International 
Bazaar Foundation, Inc. 
to support their different 
charitable causes
363 AETA LOCALS 
of Sitios Itanglew, Pili, 
Lawin, and Aglao, Barangay 
San Rafael, San Marcelino, 
Zambales given medical/
dental/optical services
50,000 FACE MASKS
distributed to residents of 
Parola and Isla Puting Bato to 
encourage the use of masks 
during the early stages of the 
pandemic
10 THERMAL SCANNERS
donated to MICT's host 
communities of Barangay 20 
and 275
410 HOSPITAL WORKERS
in Gat Andres Bonifacio 
Memorial Medical Center and 
Villarosa Hospital given 60,000 
surgical gloves, 700 boxes of 
KN95 masks, and 300 gallons 
of alcohol to support their 
COVID-19 efforts
30 MEDICAL PERSONNEL
from the Bauan Rural Health 
Unit given PPEs (goggles, suits, 
face masks) and sanitation 
items
40 FRONTLINERS
from Barangay San Cristobal, 
Calamba, Laguna. given 
PPEs (goggles, suits, face 
masks), thermal scanners and 
sanitation items
36 
CHILD DEVELOPMENT	 	
	
CENTERS
12 
RURAL IMPROVEMENT 	 	
	
CHILDREN CENTERS
15 CHILDREN 
afflicted with microcephaly 
given gift certificates and gift 
bags for their families as part 
of the Christmas Outreach 
program
85 CHILDREN
afflicted with cerebral palsy 
given gift certificates and gift 
bags for their families as part 
of the Christmas Outreach 
program
given handwashing basins, disinfecting foot baths, soap, and 
disinfectant solutions in Tagoloan, Misamis Oriental
Securing free, prior and  
informed consent 
	
Working with the Palawan-based 
Katala Foundation for the Green Heart 
of Palawan: Victoria-Anepaan Mountain 
Range Wildlife Conservation Project, a 
memorandum of agreement was signed 
in 2020 with the Palawan Council for 
Sustainable Development (PCSD) to 
secure Prior Informed Consent from 
indigenous people-stakeholders who 
will be impacted and will benefit from 
the project. The free, prior and 
informed consent from these communities allows 
Katala, the ICTSI Foundation and PCSD to 
negotiate the conditions under which the 
conservation project will be designed, 
implemented, monitored and evaluated. (For more 
information about this project, see the 
Environment section of this report). ■
 
 
serves five communities in Motukea; and helped 
build the Malahang Community Police Station 
that serves six communities in Lae. 
In the Philippines, the ICTSI Foundation 
continues to touch the lives of indigenous 
peoples living within the hinterland of its ports, 
whose livelihoods and other sources of income 
were disrupted with the pandemic.  
For the year in review, zero incidents of 
violations involving IP rights were noted.
0%
INCIDENCES OF VIOLATIONS OF THE RIGHTS  
OF INDIGENOUS PEOPLE (IP), AS NOTED IN  
2019 AND 2020

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The ICTSI Foundation, through the Philippine 
Association of Social Workers, donated face 
masks and face shields to the Department 
of Social Welfare and Developmen – Manila 
Chapter to support the social workers who 
manned the front lines. The donation benefitted 
more than 200 social workers who aided 
lockdown-impacted families and communities in 
the National Capital Region.  
Aside from that, ICTSI also provided thousands 
of face masks, surgical gloves, gallons of 
sanitation products (alcohol, sanitizers, 
disinfectants), and thousands of PPEs for 
medical frontliners in selected hospitals in 
Manila, Batangas, Laguna, and General 
Santos City. Local community residents in the 
Parola and Isla Puting Bato areas in Tondo, 
Manila were provided 50,000 washable face 
masks; assistance was likewise extended 
to Parola Ecopatrols (our grassroots-based 
partner-volunteers in previous community 
programs) and teachers in the area’s 
daycare centers.  
The Company’s assistance also covered 
community sanitation kits to help avoid the 
spread of the virus: handwashing basins, 
disinfecting foot baths, soap, and disinfectant 
solution, all of which were turned over to the 
Municipal Social Welfare and Development 
office of Tagoloan, Misamis Oriental. These 
items benefited 36 child development 
centers (with 1,345 learners and 36 daycare 
teachers) and 12 Rural Improvement Club 
Children’s Centers.
The next front: prevention 
On the opposite side of the crisis response 
spectrum, ICTSI is also focused on helping 
prevent further transmission of the novel 
coronavirus. Through the Foundation, we 
are the lead private sector partner of the 
Philippines’ efforts in securing the first 20 
million doses of the Moderna mRNA vaccine, 
and part of the buying consortium for the first 
2.6 million doses of the Oxford-AstraZeneca 
vaccine. ICTSI sees this as a highly strategic 
Honduras’ OPC at the 
forefront of initiatives 
against COVID-19 
	
Contributing to the 
collective efforts of 
all sectors to fight 
COVID-19, OPC 
focused on providing 
valuable equipment 
and other resources 
to the frontliners and their 
patients. 
In March, the company 
donated a symmetrical costal 
sprayer to the local chapter 
of the Red Cross, for the 
disinfection of ambulances 
that leave and enter the health 
facility.  This was followed 
in June with a donation of 
medical supplies to three 
hospitals in Honduras, 
namely:  Hospital of Puerto 
Cortés, Hospital de Gracias, 
and Hospital de Santa Rosa 
de Copán.  Each received 
66 boxes of N95 masks, 
30 gallons of chlorine, 
antibacterial gel, and soap for 
use by their medical staff.
In August, OPC led a group 
of various organizations in 
donating USD 70,000 for the 
renovation of two rooms as 
a safe facility for COVID-19 
patients at the Puerto Cortés 
Hospital, located in one of 
the hardest-hit areas. The 
safe facility includes a work 
area for medical personnel, 
and a recovery space with 
two bathrooms and showers, 
18 beds, stretchers, air 
conditioners, oxygen tanks, 
humidifiers, and pressure 
gauges. The group also 
allocated USD 100,000 and 
converted an abandoned 
building inside the hospital 
grounds into a fully-equipped, 
18-bed recovery facility. 
Inaugurated in September, the 
facility has three individual 
bathrooms—including one 
for persons with disabilities—
and oxygen supply for 
approximately 200 patients 
with serious complications. 
The current health crisis 
has only strengthened OPC’s 
commitment to continue 
helping safeguard the health 
of the community in which it 
operates. ■
  
 
Combating the contagion, from port to port
	
Our various terminals, along 
with the ICTSI Foundation, 
united with our host 
communities in their respective 
battles against the contagion. 
The diverse forms of 
assistance all had the common 
goal of swiftly placing the crisis under 
control, preventing further transmissions, 
and helping those who are most likely to 
suffer from the socioeconomic fallout. 
YICTL (China). In China, where the 
megacity of Wuhan was the first to 
be hit hard by the contagion, YICTL, 
our terminal located in the economic 
powerhouse region of Shandong, 
worked with its employees to voluntarily 
donate funds to the crisis-affected 
communities. Overall, the terminal (with 
its 200-plus employees) pitched in 
and turned over a total of USD 4,000 
specifically for helping Wuhan in its fight 
against the coronavirus.  
BGT (Iraq). As the largest port and the 
primary gateway of Iraq, BGT remained 
fully committed to provide its trademark 
24/7 world-class service despite the 
restrictions, ensuring the uninterrupted 
movement of cargo, while focused on 
three things:  protecting the health and 
well-being of the staff, serving clients, 
and supporting the local community.
BICT (Georgia). BICT donated to the 
#StopCov Fund, a coronavirus relief 
fund established by the Georgian 
government, as a way of soliciting help 
from the private sectors in order to 
tackle the outbreak and mitigate the 
expected economic fallout.
BIPI (Philippines). The terminal donated 
PPEs to Bauan Rural Health Unit 2 at 
Barangay Aplaya, Bauan, Batangas 
and donated sacks of rice for the 
marginalized families in the community. 
CGSA (Ecuador). CGSA ratified an 
assistance and cooperation agreement 
with the Ecuadorian National Navy, and 
pledged to periodically allocate health 
supplies for the Navy to distribute to 
hospitals (including the Guayaquil 
Naval Hospital) that are treating 
COVID-19 patients. The agreement is 
part of the Company’s commitment to 
collaborate with institutions that ensure 
public health and safety.
CMSA (Mexico). As part of the 
company’s initiative to boost the 
capacity of the Red Cross chapter in 
its area, CMSA donated USD 1,250 to 
the organization to carry on its projects, 
especially during the current pandemic. 
CMSA commits to continuously support 
the organization’s mission to respond to 
emergencies and natural disasters.
LGICT and CGT (Philippines). LGICT 
and CGT provided assistance to the 
residents of Barangay San Cristobal 
in Calamba and Capipisa in Tanza, 
respectively. The assistance addressed 
the needs of those whose livelihoods 
were impacted by the pandemic. 
MCT (Philippines). As a terminal that 
reinforces the country’s powerhouse 
agro-industrial sectors in Northern 
Mindanao, MCT supported its local 
community by providing food supplies 
and supporting the frontliners through 
the distribution of snacks.
MICT (Philippines). Actively aiding 
patients infected with coronavirus, Gat 
Andres Bonifacio Memorial Medical 
Center welcomed a donation of wooden 
pallets from MICT. The pallets were 
repurposed as floorings of the makeshift 
isolation tents for suspected COVID-19 
cases. The hospital, along with Villarosa 
Hospital located in Quezon City also 
earlier received PPEs, including 50,000 
pieces of surgical gloves, 300 boxes of 
KN95 face masks, and 150 gallons of 
alcohol.
MICTSL (Madagascar). In March, 
MICTSL donated face masks to 2,000 
people and distributed 4,500 meals to 
patients, in response to the emergence 
of coronavirus in the country. 
MITL (Papua New Guinea). In August, 
Mr. Robert Maxwell, CEO of MITL, 
turned over 2,500 masks and 2,500 
sanitizers to Mr. Iduhu Igo Erue, 
Chairman of Noho-Mage Holdings Ltd. 
(representing the Tatana and Baruni 
communities of PNG) for distribution to 
the two communities.  
PICT (Pakistan). PICT continuously 
played a prominent role in making 
pandemic health necessities readily 
available through its terminal service 
operations, actively facilitating COVID-19 
related essential imports including 
testing kits, face mask, gloves, sanitizers 
and other indispensable items. 
Additionally, as part of its Community 
Care Program, PICT partnered with its 
local government to come up with ideas 
to mitigate the risk of the contagion’s 
spread. They donated ration bags with 
basic food essentials to deserving 
families of its port surrounding areas, 
helping them manage unprecedented 
times of lockdown caused by the health 
crisis. 
The terminal also wanted to 
raise the morale of the country’s 
frontline healthcare professionals by 
paying tribute to their heroic efforts. 
The honorary ceremony enhanced 
motivation amongst the doctors to 
continue their efforts for society’s noble 
cause with even more passion and 
zeal. ■

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ICTSI SUSTAINABILITY REPORT 2020
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Supporting the health of 
women, the young, and 
the far-flung 
	
Infectious diseases 
other than COVID-
19, along with the 
more common 
non-communicable 
killer diseases such 
as cancer, continue 
to quietly take their toll, 
partially obscured from public 
attention because of the novel 
coronavirus. ICTSI recognizes 
the need to continue 
addressing other health 
concerns that pose a threat to 
human life. Ensuring that these 
health risks continue to be 
addressed is part of our 
commitment to a more 
sustainable future for all, way 
beyond the current crisis. 
OPC (Honduras).  OPC signed 
an agreement with Ciudad 
Mujer (City Woman) and 
pledged USD 10,000 worth 
of medical materials and 
services aimed to support 
women’s health in Honduras. 
Through the nine-month 
program, women received 
mammography tests, breast 
ultrasounds, and pap tests, 
among others. Ensuring 
women’s health is something 
that they and their families, 
particularly children, will 
benefit from. 
MICT (Philippines). Through 
the MICT Sustainability and 
Development Unit (SDU), the 
Parola Inter-Agency Network 
(PIAN) continues to respond 
to the increase in early 
pregnancy, sexual violence, 
and HIV among young 
Filipinos. PIAN conducted 
comprehensive sexuality 
education workshops among 
adolescents to discuss and 
address their concerns about 
their sexual health.  The event 
also discussed relationships 
and becoming more 
responsible when it comes to 
making decisions that could 
expose them to risky situations 
due to poor understanding and 
peer pressure.  
PICT (Pakistan). PICT 
collaborated with The Indus 
Hospital to provide health care 
facilities for children who are 
battling cancer. The Indus 
Hospital provides dedicated 
Pediatric Oncology services 
and has treated 10,000 child-
patients. Additionally, PICT 
participated in a fund-raising 
golf tournament to support 
Indus Hospital’s mission to 
provide free quality healthcare 
to this underserved group.
MICTSL (Madagascar). MICTSL 
provided transportation and 
other equipment for far-flung 
and hard-to-reach areas in the 
port’s hinterland. To support 
the Malagasy Government, the 
terminal donated five brand 
new all-terrain ambulances 
These are provided with 
standard emergency 
equipment and can be sent to 
locations on the island that are 
not easily accessible.
YICTL (China). YICTL 
employees delivered anti-
epidemic materials to the 
Nanhong Street Community 
Office for Epidemic Prevention 
and Control. ■
 
 
step towards further and safer reopening of the 
country’s economy; the supplies are expected 
to arrive by 2021, benefiting more than a 
million Filipinos.  
Apart from securing vaccines for employees 
of the Razon Group and their dependents 
(including other port and logistics frontliners 
who are critical in ensuring the efficient and 
uninterrupted flow of critical goods needed 
to fight the health crisis), we will be donating 
part of the Company’s share to the Philippines’ 
Department of Health, with marginalized 
populations and healthcare workers as 
priority recipients.
Non-COVID 
Even as the world rightly invests in combating 
the contagion and preventing further deaths, 
there are also millions more who may 
die of other diseases and illnesses, both 
communicable and non-communicable. These 
are among the vulnerable sectors whose 
needs we did not want to overlook in 2020. 
Thus, apart from supporting governments, 
communities, and civil society as they combat 
the virus, we also continued to support other 
programs that promote good health and 
well-being in the communities we serve globally.  
For years before the pandemic, ICTSI had 
already been supporting the public and private 
health sectors in our host communities; for 
instance, through periodic medical missions and 
donation of medical equipment and supplies. 
In February of 2020, shortly before the 
government-imposed community quarantines, 
our Foundation partnered with SBITC on a 
medical mission to the Aeta community in the 
mountains of Sitio, Ingalew in San Marcelino, 
Zambales. The joint group of volunteers from 
SBITC and medical professionals from the 
Health Education Medical Ministry conducted 
a highly productive event: the team delivered 
free medical consultations, minor surgeries, 
eye checkups and dental services, and 
also provided free medicines, vitamins and 
eyeglasses to more than 300 beneficiaries. 
Education 
Education has been one of the core focus areas 
of our CSR, as we recognize how it provides 
people the skills they need to thrive, and how 
access to good education broadens not just 
an individual’s opportunities but also builds up 
community resilience and progress.  
ICTSI’s Education thrusts cover various areas 
such as scholarship grants (along with other forms 
of educational assistance to deserving youth), 
skills and livelihood training for out-of-school 
youth and other sectors of selected communities, 
sponsored training and capacity-building 
activities for teachers/teacher-trainors (coursed 
through the Foundation), and resource grants for 
schools to help upgrade facilities and effect other 
necessary changes. 
Under ICTSI’s education thrust, three programs 
fall under our Scholarship portfolio. The Local 
Scholarship Program provides funds for 
educational expenses: tuition, school supplies, 
uniforms, shoes), daily allowance for meals and 
transportation, and other authorized schooling 
fees. The International Scholarship Program 
provides funds and management for college 
scholars’ tuition, miscellaneous fees, books, 
clothing, dormitory fees, and travel and meal 
allowances—together with the opportunity to 
take up college at ICTSI Foundation’s partner, 
Northeastern University in Boston, USA. Third, 
OPC invests in upgrading education facilities 
and equipment in Honduras
	
One of OPC’s efforts towards education focused on 
providing and upgrading facilities to give more children 
access to quality education and an environment 
conducive to learning and development. Among these 
was the construction of a new facility at the Emanuel 
Special School that was designed to cater to over 110 
children with disabilities. OPC invested USD 660,000 for 
this, and despite the delay caused by the pandemic, construction 
was completed in the second half of 2020. 
The terminal also donated over 40 desks to the Maria 
Mazzarello School in San Pedro Sula, Cortes to help its students 
be more comfortable and facilitate better learning. ■ 
 
  
 
Education
Scholarship program
175
scholars supported for 2020
156
High School Scholars under the Local 
Scholarship Program
14
College Scholars under the Local 
Scholarship Program
1
International Scholar at the Northeastern 
University in Boston, MA
4
High School Scholars under the ICTSI 
Employee Volunteerism Program
Project AIDE
74
children with special needs given 
educational toys, books and materials 
under the Foundations' Project AIDE 
(Assistance to Improve Day care 
Education) in Calamba, Laguna
Supporting blended learning
10,484 
STUDENTS
49 
SCHOOLS
977 
TEACHERS
Benefitting from the Foundation’s various donations 
of printers, copier machines, reams of bond paper, ink 
and hygiene kits to assist public schools in their shift 
to blended learning
12
schools in Manila, Calamba, Olongapo, 
Bauan, Misamis Oriental, Davao City 
and General Santos City given hygiene 
and sanitation supplies as part of the 
Education Department’s Brigada Eskwela
10
desktop units donated to the Municipality 
of Bauan, Batagas to support their Online 
Resource Center for pupils without internet 
access
4
ALS teachers given honorariums for the 
Alternative Learning System at F. Bangoy 
Central Elementary School in Davao City
46
students with special needs at Tagoloan 
Central School given gift certificates for 
groceries

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ICTSI SUSTAINABILITY REPORT 2020
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Bridging resource gaps and bringing  
learning opportunities to children 
	
ICTSI and our terminals 
embarked on strategic 
educational interventions in 
2020, all designed to respond 
to the specific needs of local learners: 
whether it was bridging resource gaps, 
or bringing more educational and 
cultural opportunities to children in 
various parts of the globe. Several of 
these strategic interventions were made 
possible through effective partnerships 
with academic and private institutions, 
as well as with local governments. 
BGT (Iraq).  BGT implemented an 
academic scholarship program to 
help the next generation get access 
to quality education.  As part of the 
Company’s CSR initiatives, BGT’s 
program grants deserving students 
the chance to pursue their educational 
goals and develop skills beneficial to 
society. Applicants are evaluated based 
on their academic record, in conjunction 
with the standards set by the Umm Qasr 
School City Council.
BIPI (Philippines). The ICTSI Foundation, 
Inc. together with BIPI donated PPEs 
and disinfectants to DepEd in August 
for its Brigada Eskwela program, which 
provides assistance to selected schools 
within the host communities of the 
Philippine subsidiaries. Through the 
same program, the Company donated 
face masks and face shields, alcohol, 
disinfectants, and thermal scanners to 
selected public schools in Metro Manila, 
Bauan, Batangas, Olongapo City, City 
of Calamba, Davao City, General Santos 
City and Tagoloan.
CMSA (Mexico). Through its partnership 
with Coparmex Manzanillo, CMSA 
contributed computer equipment for 
the teachers of Juana María Suárez 
kindergarten, and gave computers that 
benefitted 25 children at the Liborio 
Espinoza Foster Home. These were 
given to help facilitate distance learning 
among students so they could continue 
their educational development despite 
being unable to physically attend school. 
The fruits of CMSA’s successful 
Contecon 2019 race benefitted the 
community of Las Brisas whose 
school spaces were improved: a sports 
field, technology in a kindergarten 
yard, and an elementary school. To 
complement the beautification of 
the community, they decorated three 
murals characterizing  each of the 
neighborhoods that make up the area.
Under CMSA’s CONBECA program, 
awards for educational merit were 
given to 49 outstanding students with 
excellent grades. More than 50% of 
the participants have received this 
educational support consecutively 
since the program started just over two 
years ago. 
ICTSI Rio Brasil (Brazil). The terminal 
provided support for Favela Mundo, an 
NGO whose mission is to contribute 
to human development through 
culture, education, and environmental 
awareness as pillars to becoming better 
and more productive citizens. In March, 
they offered 250 slots for children and 
adolescents in their local community 
who wanted to participate in artistic 
workshops.  In partnership with Favela 
Mundo, the Arte Gerando Renda 
program trains young people and adults 
over the age of 15 by offering free 
workshops focused on the labor market, 
aesthetics, carnival and performing arts. 
Now on its sixth edition, the program 
has trained over 1,800 students. 
The terminal also had recent 
breakthroughs in its Dupla Escola 
(Double School) Project which began in 
2017, boasting a total of 186 graduates 
since the project’s inception, and with 
more than 20 students working at the 
Terminal to develop their careers. 
ICTSI Rio Brasil also spearheaded 
The Rua Walls project aimed to 
revitalize the Warehouses of the Port 
of Rio de Janeiro and create a cultural 
itinerary with works spread all over the 
Avenue (patterned after neighborhoods 
like Soho, New York). Deemed to be 
an "Open Sky Museum", it will also be 
integrated with the new Museum of Rio 
(created in 2018). 
MICT (Philippines). The MICT 
Sustainability and Development Unit, 
through its Balik Eskwela Program, 
donated printers, printer ink supply, 
and 600 reams of A4 bond paper 
to the Rajah Solaiman Science and 
Technology High School and the Jose 
Abad Santos High School.
TSSA (Brazil). TSSA donated 58 units 
of IT equipment (including computers, 
monitors, and printers) to the University 
of Pernambuco (UPE) to support the 
institution’s Solidarity Equipment 
Campaign for its students. It was 
distributed among UPE’s vulnerable 
students–including those taking 
up Bachelor of Social Service and 
Technological Logistics Management 
courses at UPE’s campus in Palmares 
City–so they can participate in the 
university’s academic activities online.
CMSA (Mexico). CMSA employees 
shared the traditional Rosca de 
Reyes (Three Kings’ Bread) on 
January 6, 2020,  with kindergarten 
and elementary students from the 
community of Las Brisas.  The bread-
sharing, done in celebration of Three 
Kings’ Day or Feast of the Epiphany, 
was spearheaded by Dilva Nava and 
Sandra Alcaraz of CMSA’s Sustainability 
Department, school directors, and Las 
Brisas representative Alberto Nando. ■
  
and the most recent, is the ICTSI Employee 
Volunteerism Program Scholarship Program, 
wherein ICTSI confidential employees voluntarily 
provide educational support to selected children 
of ICTSI’s on-call and rank and file employees.  
ICTSI Foundation also supports school-based 
projects that are intended to improve the 
teaching and learning environment. Specifically, 
these are projects for the day care centers, 
Project Assistance to Improve Day Care 
Education, renovation of libraries in elementary 
schools, My Reading Nook, equipping and 
repair of technical-vocational laboratories 
TLE Assistance Project, Assistance to Special 
Education Program, Assistance to Alternative 
Learning Systems, provision of computers, 
My Computer Nook and teacher training, 
Project TEACH. 
However, the pandemic altered the modes of 
implementation of these programs. Many cannot 
be done as planned. Instead, the Foundation 
decided to focus its resources to help its 
partner schools adapt to the implementation 
of the Department of Education’s blended 
learning program, a combination of online 
and module-based classes. The Foundation 
responded by donating copiers, inks, printers 
and reams of bond papers. All the Philippine 
scholars were provided with laptops, pocket wifi 
and monthly internet allowance to support their 
remote learning.  
The Foundation continued to assist its partner 
schools for the Alternative Learning Systems 
which provides educational opportunities for 
learners who quit formal schooling due to 
poverty and other personal reasons. 
A sustainable future cannot be realized if youth 
have no access to educational opportunities, 
or if serious learning disruptions (such as 
what the pandemic initially wrought) are 
not managed. ICTSI believes it necessary 
to ensure that children are prepared for the 
knowledge economy, and equipped with the 
skills necessary for navigating through life in a 
post-pandemic world. 
Training and Development 
ICTSI also invests in training and capacity 
development, previously focusing on areas such 
as disaster preparedness, environmental and 
climate change mitigation programs, and the 
protection of children. In 2020, BICT, being the 
main transportation trade point in the Black 
Sea basin, was among the private entities that 
ICTSI scholar interns with Global Engineering
	
With many countries, 
including the United states, 
continuing to grapple with the 
health crisis, John Lenard 
Rivera, a third year Civil Engineering 
student and ICTSI Foundation scholar at 
the Northeastern University (NEU) in 
Boston, Massachusetts, returned to the 
Philippines in June 2020 to pursue his 
Cooperative Education internship with 
ICTSI’s Global Engineering team. 
 Lenard was assigned to the MICT’s 
Berth 7 expansion project, as well as 
the wharf repair works at Berths 1 to 5.  
His usual tasks involved coordinating 
with site engineers, consultants, and 
contractors. He also prepared the 
monthly progress reports for Berth 
7, attended turnover meetings, and 
conducted on-site inspections.
“Interning here is, I would say, 
one of the best decisions I have 
made in college. Engineers are very 
accommodating, and they’ve been 
treating me like a real engineer from 
ICTSI.  They consider my suggestions 
every time there are problems on site. 
To be honest, I have learned more 
things here in my co-op than in classes,” 
explains Lenard.
Now on its sixth year, the ICTSI 
International Scholarship Program has 
attracted the country’s best minds to 
pursue their dream course. Marlito 
Soriano, Accountancy major, and 
Charmille Colleen Dizon, Geology major, 
magna cum laude, graduated from the 
NEU in 2020. ■

126
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ICTSI SUSTAINABILITY REPORT 2020
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supported the construction of the new Maritime 
Teaching and Training Center (MTTC) in the 
port city of Poti in Georgia. The MTTC, a branch 
of the Batumi Maritime Academy, opened in 
October 2020 and will start accepting 1,000 
students in 2021 to provide high-level vocational 
education for the development of maritime 
professionals.   
The MTTC is fully equipped to train highly 
qualified sailors and support staff in accordance 
with international requirements.  The center is 
housed in the former Hydro-Melioration School, 
one of Georgia’s cultural heritage sites.  Much 
to the surprise of even Georgian Prime Minister 
Giorgi Gakharia, the site of the training center, 
which was previously in ruins, was renovated 
and converted to a high-quality training facility 
in just seven months.
Community Welfare 
ICTSI believes in the important role each 
community plays in uplifting its locality’s 
growth and overall societal welfare, and 
vice versa. Working hand in hand with the 
ICTSI Foundation, we initiate and/or support 
programs and projects that address health 
and sanitation, livelihood, peace and order, 
disaster relief/response, and overall community 
development. The Company conducts 
multi-sectoral impact consultations together 
with identified or selected local communities 
prior to the design and implementation of the 
projects we spearhead, participate in, or partner 
with. In our subsidiary terminals, a port head 
(such as the General Manager) coordinates with 
local leaders to organize events that enable 
engagement with communities and people’s 
groups, ranging from: meetings, quarterly 
consultations with different local stakeholders, 
open forums, project assessments, and ad hoc 
discussions, among others. Through these 
avenues, we seek to successfully establish 
and monitor mechanisms, collaborate with the 
locals, strengthen implementation, and facilitate 
the gleaning of feedback and the crafting of 
appropriate responses. 
Clean water for port communities
	
According to the WHO, safe drinking 
water, sanitation, and hygiene are 
crucial to human health and well-being. 
Moreover, it contributes to livelihood, 
school attendance, dignity, and helps to create 
resilient communities living in healthy 
environments. 
MITL (PNG). MITL undertook a community impact 
project called the Tatana Water Project (begun in 
December 2019), supplied and installed a water 
tank, water pump and water supply to the health 
clinic and CHW’s dwelling house. The Baruni 
Community in PNG also benefitted from the water 
supply infrastructure that ICTSI donated as part 
of our full commitment to advance the interests of 
our port stakeholders. 
PICT (Pakistan). PICT provided a water facility at 
a public cricket ground, that not only supported 
the sports development of youth in the area but 
also made water available for the residents of 
surrounding communities. ■
  
Building resilient cities
	
In December 2020, through our Foundation, we focused 
on social commitment as we partnered with the 
Philippine-based National Resilience Council’s (NRC) 
Leadership for Resilient Local Government Unit Program 
for the City of Manila. The initiative falls under NRC’s 
Adopt-a-City initiative, a private sector program that 
aims to collectively strengthen the dynamic 
collaboration between the public and private sectors 
towards advancing science-based solutions to the 
challenges of disaster resiliency. 
With its donation of PHP 8 million (over USD 164,000) 
to the program, ICTSI seeks to enable local government units–in 
this case, the City of Manila–together with the private sector, 
scientific organizations, and the academic community to prevent, 
prepare for, and quickly recover from disasters and calamities. ■
 
  
Community welfare
Project Ugnayan
PHP 100M
aiding families economically displaced 
by the pandemic
Adopt-a-City Project
PHP 8M
to support the City of Manila's resilience 
initiatives
Disaster response
Taal eruption
12,438
evacuees given ready-to-eat food, water, 
sleeping mats, hygiene kits and cleaning 
materials in Tanauan, Santo Tomas and 
Ibaan
Typhoon Rolly
PHP 1M
donated to Caritas Virac for the 
construction of new shelters in 
Catanduanes
PHP 5M
donated to AGAPP for the repair and 
reconstruction of damaged public schools
Typhoon Ulysses
9,629
families given grocery packs, hygiene 
kits and other materials in Rodriguez, 
Rizal, Santa Maria, Bulacan, Baggao and 
Amulung, Cagayan, and Isabela province
PHP 1M
for the repair and reconstruction of St. 
John de Baptist Church in Quezon province
Christmas Outreach
40
elderly given rice, grocery items and PPEs at 
the Co Su Gian Home for the Aged in Davao 
City
40
children given diapers, infant formula, 
toiletries, shampoos and vitamins at the 
Reception and Child Study center in Davao 
City
100
families given Noche Buena packages at 
Rodriguez, Rizal, whose income sources were 
impacted with the pandemic
100
Filipino-Amerasian kids and their families 
living in Makati and Angeles City, Pampanga 
given gift certificates and gift bags
150
children given gift bags and groceries at 
Happy Land in Tondo
1,500
roasted chicken meals, coffee cups, and 
spaghetti packages given to the poorest of the 
poor parishioners attending the dawn masses 
at Saint John Bosco Parish Church in Tondo
49
babies in Quezon City and Paranaque given 
infant formula, diapers and vitamins at the 
Grace to Be Born shelter and Saint Rita 
Orphanage, through donations by different 
MICT departments (CRM, Global Procurement, 
Credit and Collection)
350
medical frontline workers at the Gat Andres 
Memorial Medical Center in Tondo given hot 
meals on Christmas Day
300
indigent senior citizens given groceries at 
Barangay San Roque and San Andres I in 
Bauan, Batangas
13
children given milk supplies, vitamins, 
toiletries, clothes, towels and assorted 
grocery items at the House of Shiloh in 
General Santos City
Assistance for vulnerable groups
PHP 1M
donation to Coalition of Services for the Elderly, 
Inc. (COSE) to augment the meager supplies of 
more than 10,000 senior citizens in NCR
200
homeless individuals given sleeping mats, 
blankets, slippers and food packages as 
requested by the Our Lady of Fatima parish 
in Las Pinas
PHP 1M
donation to Project Liwanag to assist 2,000 Aeta 
families in the mountains of Capas, Tarlac
50
sacks of rice for residents of Barangay 20 
heavily impacted by the lockdowns imposed 
in the City of Manila

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ICTSI SUSTAINABILITY REPORT 2020
Society
Nourishing families, strengthening resilience
	
The series of lockdowns imposed by the government 
to mitigate the spread of the COVID-19 pandemic 
brought with them serious socioeconomic 
repercussions for daily wage earners and their 
families. Many of them lost their jobs and source of 
livelihood, like public utility vehicle drivers and 
operators. ICTSI reaffirmed its commitment to its 
partner communities most affected by the pandemic 
by providing them with food and essential supplies. 
BGT (Iraq). Maintaining its tradition and belief in supporting 
the local community, BGT celebrated Eid Al-Adha (an Islamic 
holiday celebrated by offering an animal–usually lamb–and 
sharing of meat) by sharing meat with families in Umm Qasr. 
The continuing increase in COVID-19 cases in Iraq negatively 
affected the economy and made meat a rare luxury for a lot 
of families. The packets of meat were prepared with utmost 
safety and care to safeguard the health of the recipients.
CMSA (Mexico). In March, CMSA donated food and essential 
supplies to the communities of Las Brisas and Marimar, 
whose residents have been among the most vulnerable 
to the impacts of COVID-19. They also worked together 
with Coparmex Manzanillo to donate food supplies for the 
personnel in the sanitary filters at the entrances to the state to 
help mitigate the effects of the pandemic.
ICTSI Rio Brasil (Brazil). Spearheaded by the Companhia 
Docas de Rio de Janeiro, ICTSI Rio Brasil joined hands to 
extend relief baskets every month for three months to 102 
vulnerable families in the Caju community near the port. This 
included food products, cleaning materials, and personal 
hygiene items enough for a family of four.
MICT (Philippines). MICT Parola Inter-agency Network’s Health 
cluster, led by the Center for Community Transformation, 
delivered meals to children in their homes through community 
volunteers who were mostly leader mothers of the partner 
organization.
PICT (Pakistan). PICT donated ration bags with basic food 
essentials to deserving families of the port’s surrounding 
areas, and embarked on a “food for cause” project with Robin 
Hood Army, a volunteer- based, zero-funds organization that 
works to get surplus food from restaurants and the community 
to serve less fortunate people, thus not only helping to prevent 
food wastage but also contributing to sustainable societies. ■
 
 
Responding to disasters, restoring hope
	
Aside from the pandemic, the 
year in review was marked 
with a series of natural 
disasters around the world 
that posed danger and 
destruction: massive 
bushfires in Victoria, 
Australia, and typhoons in 
Mexico and the Philippines. 
Understanding the gravity of 
the situation in the affected 
areas, ICTSI quickly mobilized 
our people and resources to 
help the distressed 
communities get back on their feet and 
give hope to those in need. 
CMSA (Mexico). CMSA worked with the 
Manzanillo Nursing Home and Foster 
Home Los Angelitos to shelter more 
than 30 people affected by Typhoon 
Hernán, and delivered 100 pantries to 
affected families.
MICT (Philippines). The Philippines 
suffered numerous typhoons in 2020 
such as Typhoons Rolly (in Bicol) and 
Ulysses that impacted thousands of 
families. Through the Foundation, ICTSI 
provided relief goods (grocery packs, 
hygiene kits, shelter kits) that benefited 
more than 9,000 families and monetary 
donations for the repair or rebuilding 
of public schools damaged by Typhoon 
Rolly, as well as repair assistance for 
St. John the Baptist Church in Quezon 
province.
VICT (Australia). VICT spearheaded the 
transport industry’s efforts by reaching 
out to survivors of the massive bushfires 
in Victoria: 42 empty containers 
were donated, where survivors could 
safely store whatever belongings they 
managed to save from their homes. 
Doing so helped survivors focus on the 
need to rebuild not only their homes but 
their lives. ■
 
 
 
Supporting communities 
disrupted by the Taal 
Volcano eruption
	
Considered one of 
the sleeping 
volcanos in the 
Philippines, Taal had 
been quiet for 43 
years before it 
erupted on January 
12, 2020—spewing 
gas, ash, and lava for several 
weeks. It dropped unusually 
heavy ash in surrounding 
communities and even as far 
as Manila, resulting in 
withered vegetation, death of 
livestock and fishes, and 
damage to thousands of 
homes. The ICTSI Foundation, 
together with employee- and 
stakeholder-volunteers, 
immediately organized relief 
efforts for families and 
individuals in Sto. Tomas, 
Tanauan, and Bauan in 
Batangas and even Calamba, 
Laguna. The efforts focused 
on providing cooked meals, 
hygiene kits, sleeping mats, 
and blankets to more than 
12,000 displaced individuals 
who had temporarily taken 
refuge in evacuation centers. 
Another round of relief 
operations was conducted on 
March 1 together with the 
Bloomberry Cultural 
Foundation Inc., NorthPort, 
and Manila Harbor Center Port 
Services, Inc. 
As a result of the 
eruption, inhabitants of the 
volcano island and those 
from surrounding coastal 
communities were left with 
no homes to return to. They 
were instead transferred to 
Seabreeze Residences, a 
military housing project in 
Ibaan, Batangas, where 450 
out of the 1,500 housing 
units were allotted for the 
displaced families. A total 
of 464 buckets containing 
groceries, toiletries, and 
medicine, as well as drinking 
water, were distributed.  Aside 
from basic commodities, 
household cleaning materials 
and cooking stoves were 
also handed out to help the 
families. ■
 
 
Comfort and joy during the 
COVID-19 pandemic
	
ICTSI Corporate (Philippines). ICTSI was 
among the first to respond to the call of the 
Philippine Disaster Resilience Foundation 
(PDRF), of which it is a member, for the 
business community to band together for Project 
Ugnayan—a feeding program for families and 
individuals economically displaced by the enhanced 
community quarantine. The Company immediately 
released PHP 100 million for the initiative, and from an 
initial PHP 1.5 billion, the fund has since grown to PHP 
1.7 billion including donations from 32 other 
companies. With PDRF as secretariat, the project was 
able to provide food vouchers to more than 7.5 million 
marginalized and economically-challenged individuals 
in the National Capital Region (including Rizal, Bulacan, 
Cavite and Laguna).
ICTSI Foundation (Philippines). During the prolonged 
community quarantines in Manila, the Foundation 
has reached out to two other needy sectors: the 
elderly and indigenous peoples. A  PHP 1 million 
donation was given to the Coalition of Services for 
the Elderly, Inc. (COSE) to augment the meager 
supplies of more than 10,000 senior citizens across 
Metro Manila. Another PHP 1 million was also given to 
Project Liwanag to assist 2,000 Aeta families in the 
mountains of Capas, Tarlac.	
For many Filipinos, Christmas holds a very special 
place in the hearts of families, with the spirit of 
generosity and sharing very much alive no matter the 
hard circumstances faced, and that includes COVID-
19’s impact and the typhoons that hit the country in 
December. 
Through the Foundation, we kept our tradition 
of gift-giving, especially to countless families who 
needed it more than ever. Necessities such as 
groceries, hygiene kits, meals, noche buena packs, 
baby care items, and gift certificates were graciously 
donated to various charitable organizations, churches, 
orphanages and hospitals; these benefited orphans, 
babies, children in conflict with the law, and indigent 
senior citizens. Part of the donations came from three 
ICTSI Departments (Commercial Risk Management, 
Procurement, and Credit and Collection) which donated 
their budget for Christmas gifts to the Foundation.
CMSA (Mexico). In celebrating Day of the Boy and the 
Girl, employees brought joy to children from Manzanillo 
by delivering toys to the homes of more than 100 
infants from the Marimar and Las Brisas communities, 
where families of union colleagues live. They also 
continued their yearly celebration with a party for 
the little ones from the “Liborio Espinoza” and “Los 
Angelitos” Foster Homes, who enjoyed pizza, cake 
and sweets and a great piñata. Finally, via its monthly 
collaboration with the Manzanillo Nursing Home and 
Foster Home Los Angelitos Associations, CMSA has 
helped shelter over 30 people, and provided them with 
protein-rich and healthy food packs. ■

130
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ICTSI SUSTAINABILITY REPORT 2020
Society
Caring for the vulnerable and afflicted
	
ICTSI Foundation 
(Philippines). Despite the 
many restrictions due to the 
COVID-19 pandemic, the 
ICTSI Foundation continued 
its support for the Child 
Protection Network and the 
Voice of the Free Foundation, 
Inc. (formerly Visayan Forum). 
Through the CPN, the 
Foundation's support will go 
to the establishment of 3 Women and 
Child Protection Units (WCPUs) in 
Department of Health-run hospitals or 
local government units.  On the first 
year of the partnership, 396 patients 
were served with medical, case 
management, mental health evaluation 
and therapy. Meanwhile, its renewed 
support to Voice of the Free’s mission 
against modern slavery assured the 
continuation of its programs and 
projects, including the VF-run Center of 
Hope, a place where young girls 
rescued from traffickers are cared for 
and undergo programs for their healing 
and rehabilitation.
YICTL (China). YICTL’s office of the 
deputy general manager and their team 
visited retired Veteran staff last July 29, 
to check on their living conditions after 
retirement, and reassured them of the 
company's continuing concern for their 
well-being. ■
   
  
Social assistance 
Within the ICTSI Group, we render humanitarian 
assistance through various outreach programs 
and/or projects for selected marginalized 
sectors such as children (especially the 
orphans, those who have been abandoned, 
in conflict with the law, and victims of human 
trafficking), the differently-abled, the old, and 
other vulnerable groups. There are forms of 
assistance directly extended by the ICTSI 
Head Office, those that are initiated by the 
ICTSI Foundation, and those that are directly 
undertaken by the subsidiaries (operating 
companies or terminals). In the Philippines, 
our ICTSI employee-volunteers also lend their 
support to the programs or projects.  
Elsewhere, several ICTSI ports welcomed 
seafarers who were forced to stay at sea for 
several months longer than planned, stranded 
at sea due to COVID-19 travel restrictions. 
Social assistance
Voice of the Free
50
survivors of human 
trafficking
134
survivors, local 
workers and OFWs 
assisted through the 
iFight hotline
Voice of the Free (formerly the Visayan Forum) provides holistic healing 
interventions for the rescued victims of child trafficking. VF Foundation 
is an NGO known for the innovations in addressing modern slavery, 
especially human trafficking and the exploitation of domestic workers
Child Protection Network
396
children served with medical case management, mental 
health evaluation and therapy through the CPN's child 
abuse unit at the Philippine General Hospital
Christmas Outreach
200
children in conflict with the law (CICL) at the Manila Youth 
and Reception Center given hygiene kits
117
persons deprived of liberty (PDLs) who suffered from 
torture given hygiene kits in 78 jails in NCR
Convive Manzanillo: protecting, uplifting,  
and empowering women 
	
Believing that women 
should not suffer from 
violence and abuse 
(both of which can also 
adversely affect their 
families and the entire 
community), CMSA 
launched its Convive 
Manzanillo program in 
2019 to protect, uplift, 
and empower women through 
workshops, motivational seminars, 
and trainings. Implemented in 
Marimar, a community in Colima 
with a high incidence of violence, 
the program aimed to help women 
by providing them tools to uplift 
their lives and contribute to 
rebuilding community trust.  It was 
concluded on a positive note 
through a virtual program held last 
July 2020, after finishing 10 
sessions that focused on: being a 
good citizen, developing life and 
social skills, and strengthening 
emotional intelligence, self-
awareness, cooperation, and 
empathy. A total of 17 women and 
two men completed the program.
With the support of graduates, 
CMSA took on the task of placing 
posters in some businesses 
with messages of awareness 
and reflection for citizens, while 
making sure the people in charge 
of doing this were provided 
antibacterial gel and face masks. 
In the same way, this initiative will 
be extended to the neighboring 
community of Las Brisas. The 
Company is proud to be part of 
this great initiative for women that 
promotes equality and resilience in 
the community. ■

132
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ICTSI SUSTAINABILITY REPORT 2020
Society
ICTSI-backed lady golfers  
hit an ace overseas
	
Despite the challenges brought about by 
the contagion, ICTSI supported Filipina lady 
golfers Yuka Saso and Bianca 
Pagdanganan as they continued to cement 
their names in both the local and international scenes 
with their exemplary performance following the 
resumption of golf tournaments in the second half of 
2020, after months of lockdown. As they worked their 
way through the world rankings, they hope to make 
the cut for the 2021 Tokyo Olympics.
Saso bagged her first title by ruling the NEC 
Karuizawa 72 championship in August and two weeks 
later captured the Notori Ladies Golf Tournament 
trophy. She was part of the gold medal winning 
Philippine women's team in the 2018 Asian Games in 
Indonesia, and among the top of the Japan rankings. 
Pagdanganan, meanwhile,  made her impressive pro 
debut in July since her gold medal performance in the 
30th Southeast Asian Games in 2019, and quickly 
established herself as the US LPGA tour’s longest 
hitter with an average driving distance of close to 
295 yards.
In Ecuador, CGSA likewise supports Daniela 
Darquea, one of the fastest-rising stars in women’s 
professional golf with her LPGA campaign. ■
 
  
Sports 
ICTSI, primarily through the ICTSI Foundation, is 
committed to supporting young Filipino athletes 
by providing them opportunities to hone 
and develop their skills to prepare them for 
national and international sports competitions. 
On top of this, the ICTSI ports have been 
active in exploring opportunities and possible 
engagements to support athletes and sports 
enthusiasts in their host communities. The 
activities range from football to marathons to 
rugby, depending on the sporting priorities of 
the port communities.  
Keeping  
sports alive
	
ICTSI Corporate (Philippines). When 
the pandemic struck last year, 
Philippine sports took the blow on the 
chin. Events were suspended. Athletes 
were left to work out on their own. 
Golf was one of the beneficiaries of 
the Philippine government’s approval 
to restart pro sports in the country, as 
quarantine restrictions eased. Under 
strict safety guidelines, keeping 
Philippine golf alive is the ICTSI-backed 
Philippine Golf Tour, which successfully staged 
two bubble events at the Couples and Langer 
courses of the Riviera Golf and Country Club in 
Cavite. Tony Lascuna and Ira Alido emerged on 
top of the two tourneys for the men’s event, 
while Princess Superal and Pauline del Rosario 
dominated the ladies championship. The Games 
and Amusements Board lauded the meticulous 
staging of the bubble events, and endorsed the 
staging of more pro golf events in 2021. 
MITL and SPICTL (Papua New Guinea). Even 
as global sports competitions were put on hold 
because of the pandemic, the ICTSI South 
Pacific-backed PNG Palais national women’s 
rugby team is working hard in preparation for 
future regional tilts. In strict sports bubbles, 
the girls continued their fitness, coaching and 
training programs to maintain consistency. 
ICTSI's terminals in Motukea and Lae will 
continue to support the talented and hardworking 
players of Palais as they compete and take PNG 
rugby to new heights. ■
 
  
  
ICTSI Golf Program
Amateur program
4
Lady golfers  
Supported amateur lady golfers Maria Rafaela Singson, 
Samantha Marie Albert Dizon, Eagle Ace Superal and Arnie 
Pauline Taguines under the ICTSI Foundation
Provided for training needs (coaching, physical fitness, equipment, 
uniforms, homeschooling/academic scholarship, participation in local 
and international events)
Professional program
5
Lady golfers  
Supported touring pros Yuka Saso, Bianca Pagdanganan, 
Princess Superal, Pauline del Rosario and Dottie Ardina

134
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ICTSI SUSTAINABILITY REPORT 2020
Good Global Citizenship, 
celebrated in Asia 
Emphasizing the promotion of green 
environment, clean energy, community 
care, education and training, and social 
responsibility, ICTSI remains clear-eyed of 
its vision for Good Corporate Citizenship. In 
2020, the Company was recognized by Hong 
Kong-based journal Corporate Governance 
Asia as among Asia’s Best Corporate Social 
Responsibility companies.
As pointed out by ICTSI Chairman and President 
Enrique K. Razon Jr., the organization has, 
over the past decade, steadily built progressive 
relationships with the ICTSI terminals’ host 
communities (beneficiaries and stakeholders), 
as well as with partner institutions with the 
shared vision. 
Earlier in 2020, in February, the Public Relations 
Society of the Philippines (PRSP) had given 
ICTSI a Silver Anvil for its 2018 Sustainability 
Report and the ICTSI Factbook.
Triple wins for sustainability in the Americas. In 
Manzanillo, Mexico, CMSA has been steadily 
building an inclusive, sustainable organization. 
In 2020, the Company was thrice honored for 
promoting workplace and social inclusivity. 
Citing the terminal’s commitments to human 
rights and dignity, the State recognized 
CMSA’s model work culture that provides 
equal opportunities to Manzanillo’s vulnerable 
groups. Colima Labor and Social Welfare 
Secretary Vicente Reyna Pérez personally 
conferred the honor. 
CMSA also copped the ESR 2020 mark for 
its advocacies that impact the environment, 
generate respect for people, promote ethical 
values, and encourage social inclusion. The 
Mexican Center for Philanthropy (Centro 
Mexicano Para La Filantropia or CEMEFI) and 
the Alliance for Corporate Social Responsibility 
(AliaRSE) conferred the award to CMSA at 
the XIII Latin American Meeting of Empresa 
Socialmente Responsible (ESR, or Socially 
Responsible Companies). 
Finally, CMSA—cited for its efforts towards 
helping the locale’s most vulnerable sectors—
also earned the state-level 2019 Flame of 
Generosity (La Flama de la Generosidad) 
from the State of Colima’s Private 
Assistance Board. ■
GRI Content Index
General Disclosures
Standard
Disclosure
Page Number/Direct Answer
Organizational Profile
102-1
Name of the organization
Cover page, 19
102-2
Activities, brands, products, and services
19
102-3
Location of headquarters
19
102-4
Location of operations
8, 9, 18
102-5
Ownership and legal form
19
102-6
Markets served
8, 9, 18
102-7
Scale of the organization
08 – 09
102-8
Information on employees and other workers
78
102-9
Supply chain
22 – 23
102-10
Significant changes to the organization and its supply chain
18 –19
102-11
Precautionary Principle or approach
51
102-12
External initiatives
22
102-13
Membership of associations
22
Strategy
102-14
Statement from senior decision-maker
 12 – 15
Ethics and Integrity
102-16
Values, principles, standards and norms of behavior
17
Governance
102-18
Governance structure
42
Stakeholder Engagement
102-40 
List of stakeholder groups
28 – 29
102-41
Collective bargaining agreements
Annual Report
102-42
Identifying and selecting stakeholders
28
102-43
Approach to stakeholder engagement
29
102-44
Key topics and concerns raised
29
Reporting Practice
102-45
Entities included in the consolidated financial statements
18, Annual Report
102-46
Defining report content and topic Boundaries
24 – 26
102-47
List of material topics
27
102-48
Restatements of information
As indicated throughout 
the report
102-49
Changes in reporting
28
102-50
Reporting period
26
102-51
Date of most recent report
25 – 26
102-52
Reporting cycle
25 – 26, Annual
102-53
Contact point for questions regarding the report
Inside back cover
102-54
Claims of reporting in accordance with the GRI Standards
26
102-55
GRI content index
135 – 139
102-56
External assurance
No external assurance

136
137
ICTSI SUSTAINABILITY REPORT 2020
﻿
Standard
Disclosure
Page Number/Direct Answer
E C O N O M I C
Economic Performance
GRI 103: Management 
Approach 2016
103–1 Explanation of the material topic and its boundary
62 - 71, Annual Report
103–2 The management approach and its components
62 - 71, Annual Report
103–3 Evaluation of the management approach
62 - 71, Annual Report
GRI 201: Economic 
Performance 2016
201–1 Direct economic value generated and distributed
67
201–2 Financial implications and other risks and opportunities due to 
climate change
51
Indirect Economic Impact		
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
62 - 70
103-2 The management approach and its components
62 - 70
103-3 Evaluation of the management approach
62 - 70
GRI 203: Indirect 
Economic Impacts 
2016
203-2 Significant indirect economic impacts
62 - 70
Procurement Practices		
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
54 - 57
103-2 The management approach and its components
54 - 57
103-3 Evaluation of the management approach
54 - 57
GRI 204: Procurement 
Practices 2016
204-1 Proportion of spending on local suppliers
55
Anti-Corruption
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
52 - 53
103-2 The management approach and its components
52 - 53
103-3 Evaluation of the management approach
52 - 53
GRI 205: 
Anti-Corruption 2016
205-2 Communication and training about anti-corruption policies and 
procedures
53
Responsible Tax Management
GRI 103: Management 
Approach 2016
207-1 Approach to tax
Annual Report
207-2 Tax governance, control and risk management
Annual Report
207-3 Stakeholder engagement and management of concerns related to tax
Annual Report
GRI 207: Tax 2019
207-4 Country-by-country reporting
Annual Report for Total 
Figures; Efforts will be 
made in 2021 to disclose 
jurisdiction data
E N V I R O N M E N TA L
Energy
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
30 - 37
103-2 The management approach and its components
30 - 37
103-3 Evaluation of the management approach
30 - 37
GRI 302: Energy 2016
302-1  Energy consumption within the organization
36
302-3 Energy intensity
36
Topic-Specific Disclosures
Standard
Disclosure
Page Number/Direct Answer
Emissions
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
30 - 37
103-2 The management approach and its components
30 - 37
103-3 Evaluation of the management approach
30 - 37
GRI 305: Emissions 
2016
305-1 Direct (Scope 1) GHG emissions
37
305-2 Energy indirect (Scope 2) GHG emissions
37
305-4 GHG emissions intensity
37
Effluents and Waste
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
39 - 40
103-2 The management approach and its components
39 - 40
103-3 Evaluation of the management approach
39 - 40
GRI 306: Effluents 
and Waste 2016
306-2 Waste by type and disposal method
39
Water and Effluents		
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
40
103-2 The management approach and its components
40
103-3 Evaluation of the management approach
40
GRI 303: Water and 
Effluents 2018
303-5 Water consumption
41
Environmental Compliance
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
30 - 40, 58 - 59
103-2 The management approach and its components
30 - 40, 58 - 59
103-3 Evaluation of the management approach
30 - 40, 58 - 59
GRI 307: 
Environmental 
Compliance 2016
307-1 Non-compliance with environmental laws and regulations
No identified 
non-compliance with 
environmental laws and/or 
regulations.
Supplier Environmental Assessment
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
54 - 57
103-2 The management approach and its components
54 - 57
103-3 Evaluation of the management approach
54 - 57
GRI 308: Supplier 
Environmental 
Assessment 2016
308-1 New suppliers that were screened using environmental criteria
55
S O C I A L
Employment
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
77 - 81
103-2 The management approach and its components
77 - 81
103-3 Evaluation of the management approach
77 - 81
GRI 401: Employment 
2016
401-1 New employee hires and employee turnover
79
401-2 Benefits provided to full-time employees that are not provided to 
temporary or part-time employees
81

138
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ICTSI SUSTAINABILITY REPORT 2020
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Standard
Disclosure
Page Number/Direct Answer
Labor/Management Relations
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
91 - 93
103-2 The management approach and its components
91 - 93
103-3 Evaluation of the management approach
91 - 93
GRI 402: Labor/
Management 
Relations 2016
402-1 Minimum notice periods regarding operational changes
91
Occupational Health and Safety
GRI 403: 
Occupational 
Health and Safety 
2018 (Management 
Approach 
Disclosures)
403-1 Occupational health and safety management system
82 - 83
403-2 Hazard identification, risk assessment, and incident investigation
83 - 86
403-3 Occupational health services
89
403-4 Worker participation, consultation, and communication on 
occupational health and safety
83
403-5 Worker training on occupational health and safety
84
403-6 Promotion of worker health
89
403-7 Prevention and mitigation of occupational health and safety impacts 
directly linked by business relationships
86 - 89
GRI 403: 
Occupational Health 
and Safety 2018 
(Topic-Specific 
Disclosures)
403-8 Workers covered by an occupational health and safety management 
system
83
403-9 Work-related injuries
85
Training and Education
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
94 - 98
103-2 The management approach and its components
94 - 98
103-3 Evaluation of the management approach
94 - 98
GRI 404: Training and 
Education 2016
404-1 Average hours of training per year per employee
94
404-2 Programs for upgrading employee skills and transition assistance 
programs
95
Diversity and Equal Opportunity
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
93 - 94
103-2 The management approach and its components
93 - 94
103-3 Evaluation of the management approach
93 - 94
GRI 405: Diversity 
and Equal 
Opportunity 2016
405-1 Diversity of governance bodies and employees
79, 92
Freedom of Association and Collective Bargaining
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
91
103-2 The management approach and its components
91
103-3 Evaluation of the management approach
91
GRI 407: Freedom 
of Association and 
Collective Bargaining 
2016
407-1 Operations and suppliers in which the right to freedom of assocation 
and collective bargaining may be at risk 
91
Standard
Disclosure
Page Number/Direct Answer
Local Communities
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
112 - 134
103-2 The management approach and its components
112 - 134
103-3 Evaluation of the management approach
112 - 134
GRI 413: Local 
Communities 2016
413-1 Operations with local community engagement, impact assessments, 
and development programs
115
Supplier Social Assessment
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
54 - 56
103-2 The management approach and its components
54 - 56
103-3 Evaluation of the management approach
54 - 56
GRI 414: Supplier 
Social Assessment 
2016
414-1 New suppliers that were screened using social criteria
55
Customer Health and Safety
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
105 - 106
103-2 The management approach and its components
105 - 106
103-3 Evaluation of the management approach
105 - 106
GRI 416: Customer 
Health and Safety 
2016
416-2 Incidents of non-compliance concerning the health and safety 
impacts of products and services
No identified 
non-compliance with 
regulations and/or 
voluntary codes.
Customer Privacy
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
108
103-2 The management approach and its components
108
103-3 Evaluation of the management approach
108
GRI 418: Customer 
Privacy 2016
418-1 Substantiated complaints concerning breaches of customer privacy 
and losses of customer data
108
Socioeconomic Compliance
GRI 103: Management 
Approach 2016
103-1 Explanation of the material topic and its boundary
58 - 59
103-2 The management approach and its components
58 - 59
103-3 Evaluation of the management approach
58 - 59
GRI 419: 
Socioeconomic 
Compliance 2016
419-1 Non-compliance with laws and regulations in the social and economic 
area
No identified 
non-compliance with 
socio-economiclaws and/or 
regulations.

140
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ICTSI SUSTAINABILITY REPORT 2020
﻿
Corporate Information
Corporate Offices
International Container Terminal Services, Inc. (ICTSI)
ICTSI Administration Building
Manila International Container Terminal
MICT South Access Road
Port of Manila 1012
Manila, Philippines
 	+63 2 8245 4101
 	+63 2 8245 2245
	info@ictsi.com
 	www.ictsi.com
For inquiries on the Company’s sustainability efforts:
Global Corporate Investor Relations & Treasury
	 +63 2 8247 8215
	 +63 2 8247 8035
	investor@ictsi.com
Investor Inquiries
ICTSI welcomes inquiries from investors, analysts and the 
financial community. For more information about ICTSI, 
please visit ictsi.com/investors.
Rafael D. Consing, Jr.
Senior Vice President and Chief Financial Officer, and 
Compliance Officer
	 + 63 2 8247 2614
	 + 63 2 8247 8035
	jconsing@ictsi.com
Arthur R. Tabuena
Treasury Director and Head of Investor Relations
	 + 63 2 8245 2225	
+ 63 2 8247 8008
	 + 63 2 8247 8035
	atabuena@ictsi.com

For People, the Environment & Economies 
LIFTING  
TODAY, 
UPHOLDING  
TOMORROW
ICTSI 
SUSTAINABILITY
REPORT 2020